Annual Report

Isaiah 43:19

For I am about to do something new. See, I have already begun! Do you not see it? I will make a pathway through the wilderness. I will create rivers in the dry wasteland.

MISSION

VISION

CARE TRANSFORMATION

ALIGNMENT & COLLABORATION

SHARING THE MINISTRY

INNOVATION

QUALITY & SAFETY

LEADERSHIP

FINANCIALS

MissionIn the spirit of Christ and the example of Francis of

Assisi, the Mission of OSF HealthCare is to serve persons

with the greatest care and love in a community that

celebrates the Gift of Life.

The Mission of OSF HealthCare – to serve with the greatest care and love in the Spirit of Christ – is a compass for every interaction, program and goal in our Sacred Ministry, and has been for 140 years. Though we strive to constantly advance our Mission, it’s a lifetime journey, because it can always be improved.

Our Mission does not just keep our Ministry heading true north. It’s a powerful instrument of transformation.

As we look back on 2017, we see undeniable evidence of that Mission at work in our greatest accomplishments.

• It compliments and informs our Vision – to transform health care to improve the lives of those we serve – and goals for the future.

• It drives Care Transformation in primary care, which emphasizes

team-based care, greater access and caring for the whole person.

• It motivates OSF HealthCare to enable clinicians to change in order to be better connected to one another, for a better experience and better outcomes for patients.

• It guides our strategy around growing, not for the sake of growth, but to expand access and care to those we have been called to serve.

• It is the “why” behind all of our OSF Innovation initiatives.

• It affirms that every Mission Partner has a role in quality and safety for the good of our patients.

Serving with the greatest care and love is a Mission that pertains not just to our patients, but to how our employees – who we call Mission Partners – treat one another. Because we also serve one another. Last year, as we do every year, we gave every Mission Partner the gift

of time to step away from their everyday activities and focus on the core of why we exist. With the theme of “Living Our Mission Every Day,” that special time was all about making the most of every encounter, whether it be with a patient, family member or colleague. That kind of focus, awareness and context is what drives people to perform at their highest level and for the highest possible motive. And that brings God’s blessings upon us and advances our Mission.

As health care continues to transform, God asks us to keep His mind and His spirit right at the heart of all we engage. With our Mission as our guiding light, we do.

Sister Judith Ann, O.S.F.Chairperson

OSF HealthCare Boards

M I S S I O N

VisionEmbracing God’s great gift of life, we are one

OSF Ministry transforming health care to improve the

lives of those we serve.

The needs of the communities we serve are always changing, so the ways we fulfill our Mission must change to meet those needs. That’s why our Vision statement is so important. It defines how we pursue our Mission, how we serve and support our Mission. And so our Vision is always evolving.

THE OSF HEALTHCARE VISION

Embracing God’s great gift of life, we are one OSF Ministry transforming health care to improve the lives of those we serve.

Former Chief Executive Officer Kevin Schoeplein, who retired in 2017 after serving the OSF HealthCare Mission for nearly 40 years, played a big role in redefining our Vision a few years ago. He recognized that health care as a whole is changing and improving rapidly. It’s happening so fast that any health care provider not paying

attention would be left behind. Kevin wanted to make sure OSF HealthCare was not only aware of change as it occurred, he wanted us to be a leader in the field. He wanted us to drive the change that improves the lives of those we serve.

The Vision he helped define is as relevant today as the day it was crafted, and I’m honored to help OSF HealthCare progress in our Vision. But I’m not working alone. We have nearly 21,000 dedicated Mission Partners helping with this effort, with some of the brightest minds in health care filling out our leadership team. In these pages, these visionaries will share and celebrate the many ways we advanced our Vision in 2017.

We improved access to care and invested in preventive care. We better aligned our specialty care providers through collaboration, making for more cohesive care across the system. We expanded our reach, and now we’re positively

impacting more people than ever. We continued to innovate in technology and ways to deliver care, and we were recognized again as one of the nation’s leaders in health care innovation. We also continued our track record of quality and safety, with the third-party rankings to prove it.

We’re in a great spot, but we’ve got opportunities. We’ll never rest in our efforts to improve, but we also need to remember to celebrate our many successes. There are activities happening across the Ministry every minute of every day that are wonderful expressions of the Mission, and we need to make sure we always recognize the great work of our Mission Partners and leaders. What they do every day is incredible.

Bob SehringChief Executive Officer

OSF HealthCare

V I S I O N

Care Transformation

“I alone cannot change the world, but I can cast a

stone across the water to create many ripples.”

– Mother Teresa

In 2017, Care Transformation became the way we developed team-based care for OSF HealthCare Medical Group. It enforced the need for change while enabling Mission Partners to work at the top of their scope to meet the needs of the patients we serve.

Care Transformation has represented the true capabilities of our OSF Innovation group as it brought together so many – OSF HealthCare Medical Group, Performance Improvement, Healthcare Analytics, Jump Simulation, Jump Education, and our innovation partnerships for digital solutions and deployment of new technologies. It really has been a collective effort of OSF Innovation at its very best.

Our work in Care Transformation has been acknowledged and reported across the nation, not only in terms of our process but also in building a model designed to achieve identified outcome metrics. But

we didn’t just stop at changing the traditional care model, we worked to embed behavioral health and deploy telepsychiatry. We were able to acclimate our care teams to the inclusion of technology to continue to grow a blended model of in-person care, digital, telehealth and virtual access.

And we learned some things in 2017. We learned to never approach transformational work as a project with a definitive start and ending point. It’s an investment into deeper change management that allows us to continue to evolve.

Care Transformation is a new model that will continually change to improve results needed for patients and communities.

Achieving our goals depends on Mission Partner engagement and clinician transparency in terms of performance and expectations. It’s

about investing in our people and providing them with the right tools to be as successful as possible. And then creating opportunities for practices to share their successes across the Ministry.

There are countless stories of dedication and commitment to the needs of the people we serve. A great side benefit of Care Transformation has been our capability to see the great work our Mission Partners provide every day while connecting them to this new care model. You can’t teach people how to care. In the end, we have great people.

We’re excited to see all primary care practices engage transformation. From there, it’s about optimizing and defining the model’s deeper role in accountable care and driving better access and connectedness for the populations we serve.

Jeffry Tillery, MDChief Executive Officer

OSF HealthCare Medical Group

C A R E T R A N S F O R M A T I O N

C A R E T R A N S F O R M A T I O N

Everything OSF HealthCare primary care practices know about delivering care has changed across the Ministry.

Quick care for patients is the primary goal of the Care Transformation initiative developed by OSF Innovation in collaboration with OSF HealthCare Medical Group and front-line clinicians. Introduced in 2016, fiscal year 2017 was an active year implementing the model at the majority of our primary care locations.

Working as a team, we have defined protocols on how physicians, nurses, nurse practitioners, medical assistants, care managers and social workers determine the best way to meet the health care needs and necessities of their patients. The redesigned approach to care improves the patient experience, lowers the cost of care, expands the populations we serve and makes us more relevant to potential patients.

In the last year, the approach has transitioned from being a “new model” to being known as just the way we provide patient care. Period.

“We’ve always done primary care,” said Jeffry Tillery, MD, chief executive officer for OSF HealthCare Medical Group. “Care Transformation defines team roles, giving people a better understanding of success. It has created a better connected team that is more inclusive and welcoming of technology and other solutions.

“We don’t want to force patients through a singular channel,” he said. “We are providing them with multiple channels to meet their needs. We’re tearing down the beliefs that everything needs to be funneled through a physician.”

Care Transformation redefines how patients receive primary care

C A R E T R A N S F O R M A T I O N

In late 2017, a $30.5 million renovation to OSF HealthCare Center for Health – Streator was announced as part of the overall plan to promote health and wellness in the Streator community and ultimately pave the way for establishing healthier rural communities. The renovations will transform the Center for Health into a hub that focuses more on health and wellness rather than being a facility that cares only for the sick.

Our commitment to the Streator community strengthened in January 2016. That’s when OSF HealthCare embraced the opportunity to

improve the way care is delivered in the small town by converting the former St. Mary’s Hospital to OSF HealthCare Center for Health – Streator. To determine the needs of the community, leaders facilitated town hall meetings, utilized direct mailings and surveys, and formed a committee dedicated to creating a healthy community. Those efforts led to the redesign of OSF Center for Health – Streator announced in 2017.

The organization enlisted a variety of community-based agencies to co-locate within the Center for Health, leveraging technology that

will create community engagement and access to care where and when patients need it.

Exterior and interior renovations are planned. These include improvements to specialty clinics, rehabilitation, primary care and diagnostic imaging departments. A new entrance and lobby, with upgrades to registration and a tech bar for computer users, are also planned.

OSF HealthCare plans to use three of the building’s six available floors. The city and OSF HealthCare plan to continue working together to

repurpose the unused portions of the hospital. If these efforts prove successful, it would be the first time the six-story building would be fully occupied in more than 10 years. Project completion is scheduled for summer 2019.

It’s the hope of both OSF HealthCare and the community that this rural health care model not only addresses the physical health of individuals, but positively shapes the lifestyle choices of the entire community.

Streator wellness plans

Alignment & Collaboration Two can accomplish more than twice as much as one,

for the results can be much better. – Ecclesiastes 4:9

Every day it becomes more apparent that great health care requires great collaboration – great teamwork. At OSF HealthCare, we know our providers need to be connected to each other, no matter the physical distance or difference in expertise. Within any given region, we should all work together and share in the care of our patients.

That’s why in 2017, we put so much effort into creating standards of care that apply everywhere we serve, so every patient who comes to us for treatment receives that trademark level of care that defines OSF HealthCare.

Whether in OSF PromptCare, the emergency room, inpatient care, primary care or home care, the people we serve encounter OSF HealthCare in many different places and in many different ways. So we

need to provide a singularly excellent quality of service with every interaction.

A lot of health issues are managed by many providers, not a single specialist. There are primary care providers, surgeons, social workers, behavioral health specialists and physical therapists who might all be needed to care for a single patient. That’s why we need to commit to doing this together.

We separate our service lines for our own ease of accounting, but that’s not how patients see us. At the end of the day, the reason we’re here is to improve the lives of those we serve. I look at that holistically. It’s about improving not just their medical health, but also their spiritual, social and emotional health.

With as many providers as we have, across as big of a geographical area as we cover and with as many different specialties as we provide,

connecting all we do is not easy. But we don’t do things only if they’re easy. It’s a big lift, but it’s the right thing to do, and at OSF HealthCare, doing the right thing is a top priority – no matter how hard it might seem.

Stephen Hippler, MDChief Clinical Officer

OSF HealthCare

A L I G N M E N T & C O L L A B O R A T I O N

A L I G N M E N T & C O L L A B O R A T I O N

OSF Multispecialty Services was created to bring together our providers across the Ministry to deliver greater continuity of care and better outcomes for patients.

Leaders from across the health system spent 2017 developing the structure to help 1,200 providers spread across the entire state of Illinois and the Upper Peninsula of Michigan better connect and coordinate. The high-level leadership structure is in place, and in 2018 the group plans to hold the first OSF Multispecialty Services Leadership Council, made up of providers from every region and service line, elected by their peers. This elected body will provide feedback to senior leadership and communicate information back to practicing providers.

This structure pulls together OSF HealthCare Medical Group, OSF HealthCare Cardiovascular Institute, OSF HealthCare Illinois Neurological Institute and the children’s service line and includes emergency services, rehabilitation and home care. Bringing everyone together as a

single cohesive unit should help fulfill the OSF HealthCare Mission to serve with the greatest care and love more effectively and more efficiently.

“This directly impacts our Vision of transforming health care to improve the lives of those we serve,” said Stephen Hippler, MD, OSF HealthCare chief clinical officer. “We have the entire continuum of care with this group with the intention of driving our team-based approach to population health to create better outcomes for our patients. We’re focused on not just clinical outcomes, but better patient experience, higher patient satisfaction and a more connected, engaged group of providers.”

Building a better way to work together

Share the Ministry

“For I know the plans I have for you,” declares the Lord.

“Plans to prosper you and not to harm you. Plans to give

you hope and a future.” – Jeremiah 29:11

Our OSF HealthCare Family continued to grow last year, giving us the privilege and responsibility to serve new patients. When growing the Ministry, OSF HealthCare always keeps the focus on putting patients first to provide them access to the vital health services they need.

Last year, this growth included the opening of OSF HealthCare Center for Health – Pekin, continued transformation of health care in Alton with the announcement of urgent care, primary care and cancer care facilities, and improved oncology suites in Escanaba, Michigan.

We also welcomed more caregivers and their support teams as Mission Partners through several practice integrations that included family medicine providers in Mendota and Peoria, an internal medicine physician in Kewanee and cardiovascular specialists in Bloomington.

As family and Mission Partners, our newest team members learned from us, and we learned from them. Together these partnerships have allowed us to expand our locations and services throughout the communities we serve, resulting in improved access for those in need of specialized care while recovering from a disabling illness, injury or surgery.

Strategic growth means new affiliations for OSF HealthCare. Our growth brings us access to new populations and possibilities. In 2017, we were pleased to announce plans to extend the Ministry by taking ownership of two hospitals in Danville and Urbana. In naming the two hospitals, the Sisters chose to honor the legacy of the respective religious congregations responsible for the founding of those hospitals. Presence Covenant Medical Center in Urbana was renamed OSF HealthCare Heart of Mary Medical Center and Presence United Samaritans Medical Center in

Danville was named OSF HealthCare Sacred Heart Medical Center.

Our hearts are full as we officially welcome the nearly 2,000 new Mission Partners to the OSF Family in early 2018.

In reflection, I cannot help to pause and give thanks.

Together, we all are working to accomplish the best for the communities we serve with the greatest care and love.

Looking across our health care Ministry today, I am honored to see hands held together in God’s work.

Sister Diane Marie, O.S.F.President

OSF HealthCare

S H A R E T H E M I N I S T R Y

S H A R E T H E M I N I S T R Y

OSF HealthCare has a long history of providing health care to Pekin and the surrounding communities. In 2016, we saw a need to provide more access to health care services for residents there. Specifically, they needed improved access to preventive care and outpatient services.

OSF HealthCare Center for Health – Pekin in the East Court Village Shopping Center, 3422 A. Court St., in Pekin, officially opened April 17, 2017. In growing the Ministry, we were able to provide Pekin residents primary care providers with same-day appointments in addition to connecting them with specialists in areas such as orthopedics, general surgery, urology, podiatry, physiatry and rheumatology. Other services include lab, EKGs and X-rays.

In her welcoming remarks during a blessing and ribbon cutting ceremony, Sister Judith Ann Duvall, O.S.F., Chairperson of the OSF HealthCare Boards of Directors, called the new center an investment in health care in the community, and a

serene, beautiful facility that will complement the quality of care provided there.

“Our OSF Mission has not changed in 140 years of health care,” Sister Judith Ann said. “We serve persons with the greatest care and love in the Spirit of Christ, who spent much of His time on Earth caring for the sick and needy and coaching others to be caring in all ways. It is a powerful example for us.”

Dr. Mike Cruz, Central Region CEO, said the health care landscape is constantly changing and requires OSF HealthCare to take a proactive approach.

“This facility represents that proactive thinking,” Dr. Cruz said. “Designed with our patients in mind, this center is more than just a doctor’s office. It is a convenient hub in the community that provides the kind of services people desire, without requiring a trip to a hospital.”

New Pekin facility an investment in the community

S H A R E T H E M I N I S T R Y

In 2017, OSF HealthCare announced major investments to enhance health care for the communities in and around Alton, Illinois. The southern Illinois communities, referred to as the Riverbend due to their location on the Mississippi River, are served by OSF HealthCare Saint Anthony’s Health Center.

Like many Midwestern communities, the Riverbend has experienced some industrial and manufacturing jobs moving from the area. Civic and business leaders have been working together to grow the economy. Health care has remained

one of the area’s top employers, yet the Riverbend has the opportunity to increase access to care and new health care innovations.

OSF HealthCare leadership recognized this opportunity and implemented a strategy to transform health care by investing in new equipment, opening convenient sites throughout the region and creating care teams that provide a coordinated approach to the health care experience.

A number of these changes have already taken shape. A new $5 million, 14,000-square-foot medical office building in Godfrey is up and running, featuring primary care physicians, 24 exam rooms and an OSF PromptCare – walk-in urgent care that includes laboratory and imaging services.

One of the biggest commitments OSF HealthCare made in 2017 was to build a state-of-the-art cancer center in Alton that will feature medical exam space, on-site pharmacy and radiation and medical oncology services all under one roof.

The Illinois Health Facilities and Services Review Board unanimously approved the plan for the $14.2 million project. The 17,000-square-foot, comprehensive cancer center will feature new technology, services, navigation and physicians on the OSF Saint Anthony’s campus.

Investing in the Riverbend

Additional investments and benefits to the community include:

• Installing 3D tomosynthesis mammography technology.

• Developing a larger, patient-centered network of primary care services that adopt a team-based care model and improve access to care.

• Opening new primary care sites at multiple convenient locations throughout the Riverbend area.

• Recruiting additional primary care physicians and providers.

• Renovating the OSF Saint Anthony’s facility.

• Providing around-the-clock electronic access to specialists for the Pharmacy and Intensive Care Unit.

• Continuing to elevate the patient experience with improved flow, processes, communication and scheduling.

To improve emergency services, OSF HealthCare partnered with the Alton Fire Department as a primary resource hospital and will provide medication and supplies. And plans are being reviewed to upgrade the Emergency Department to meet the increase in demand by optimizing processes and improving patient flow.

In light of the changing health care landscape at both the federal and state levels, OSF HealthCare strives

to remain on the cutting edge of care and continues to invest in a new model that places patients at the center of health care, providing services built around what they need and want – at the right place, at the right time and at the right location.

S H A R E T H E M I N I S T R Y

S H A R E T H E M I N I S T R Y

OSF HealthCare recognizes the important role comfort plays in creating a healing environment. The right design provides a relaxing atmosphere for patients and families while enabling care providers to work more effectively and efficiently.

That commitment drove OSF HealthCare St. Francis Hospital & Medical Group in Escanaba, Michigan to spend five months and $800,000 remodeling the oncology care suite, which opened in March 2017.

“We’re proud to be there to serve our patients and want to give them the best opportunity we can to help them heal,” said Kelly Jefferson, vice president of operations, OSF St. Francis. “Our phenomenal staff is also looking forward to continuing their high level of service to patients in a better environment.”

The suite includes nine infusion beds, more comfortable furnishings, more personal space and privacy curtains. Each bed is equipped with a smart television that provides several

entertainment options and internet access. Plus, a large wall of windows fills the space with natural light, creating a soothing atmosphere.

The renovations have given OSF HealthCare and the providers of Green Bay Oncology, with whom OSF St. Francis has a long-standing relationship, a world-class space to deliver the greatest care and love.

Where you receive care matters just as much as who delivers it

InnovationSo we fix our eyes not on what is seen, but what is

unseen, since what is seen is temporary, but what is

unseen is eternal. – 2 Corinthians 4:18

In mid-2016, The Sisters of the Third Order of St. Francis followed their legacy of innovation and opened a center that would operate within a health care delivery system, but with the freedom to generate ideas, problem-solve and adopt health care solutions quickly and without the fear of failure. We’re proud to say that commitment has paid off in more ways than we could imagine.

In just one year, OSF Innovation, located within the Jump Trading Simulation & Education Center, has been recognized as a leader in the transformation of health care.

The work of our multidisciplinary teams has been featured in Forbes, Modern Healthcare and Becker’s because our Mission Partners are producing results.

Led by the Performance Improvement team, we’ve created a rural health care model of the

future in Streator, Illinois, where we are leveraging technology to create community engagement and access to care where and when patients need it. OSF HealthCare Center for Health – Streator not only takes care of the physical health of individuals using team-based care, but endeavors to positively shape the environment, social and economic status and lifestyle choices of the entire community. The technologies adopted are helping bridge the gap that often exists between social service organizations and health care providers, and identifying common issues our patients face – allowing us to better focus on the primary needs of the Streator community.

We are addressing access to behavioral health care, a major need in many of our communities. We now have the ability to connect more patients to mental health providers sooner thanks to an investment and partnership in Regroup. The Chicago company is supplementing the behavioral health services we offer,

including physician-to-physician medication consultations and direct clinician-to-patient care over live video conferencing technology. Adding face-to-face appointments over video has greatly reduced the time patients must wait to obtain mental health services. We are also tackling this priority through the adoption of the mobile application, SilverCloud. Now being offered in every one of our regions for free in Illinois, our patients are using this self-service and professionally monitored online tool to receive treatment for depression, anxiety and stress.

In partnership with the University of Illinois Colleges of Engineering and Medicine, we are transforming the way medical professionals are trained using virtual reality. The Jump Simulation Advanced Imaging and Modeling team has developed software that allows clinical educators to build lectures in virtual reality, using nothing more than 3D anatomic models, video clips

Michelle CongerChief Strategy Officer

OSF HealthCare

I N N O V A T I O N

and diagrams. The software is being used within the University of Illinois College of Medicine Peoria and OSF HealthCare Children’s Hospital of Illinois to better explain upcoming procedures to patients and their families.

These are just a few of the highlights that OSF Innovation achieved in 2017. While they have exceeded my expectations, they aren’t entirely surprising. The fact is that we started this hub by building on our strengths. We already had a Performance Improvement team that was well-versed in carrying out change for the betterment of the organization and the people we serve. We were blessed with a Healthcare Analytics group that was already translating data for leaders to make informed decisions for the Ministry. TeleHealth Services and Jump were developing and innovating in their realms as well.

All we had to do was bring these disparate groups together in

one place where they could truly collaborate on various projects. Add in the newly developed OSF Ventures and OSF Innovation Partnerships and we’ve built the infrastructure for continuing success.

As we move forward, we will continue to pursue innovative solutions in the areas of removing barriers to health care for the most vulnerable individuals, giving older adults the ability to age gracefully at home and fostering health care ideas beyond the hospital setting.

Knowing that innovation can’t be limited to one building, it’s also our goal to connect the rest of our Mission Partners to this type of work and encourage them to generate their own ideas to improve health care.

Over the last year, we’ve brought in the right people and resources.

We have defined our focus. Now, we begin seeing how this work brings tangible benefits to our communities in ways we have never done before.

I N N O V A T I O N

Jump Trading Simulation & Education Center, a part of OSF Innovation, is working to reduce hospital acquired conditions and readmissions in collaboration with the Illinois Health and Hospital Association (IHA) and its counterparts in Michigan and Wisconsin. The IHA chose Jump to develop and deploy a curriculum that trains hospitals in these three states on how to use simulation to find quality and safety issues within their systems.

Developing curriculum was just part of the work Jump took on. Bioengineers and the Medical Visualization unit at Jump also created physical trainers and other educational materials for nurse educators and other front-line staff who participate in these trainings throughout the year.

“We’ve developed durable, very inexpensive and very practical simulation tools,” said John Vozenilek, MD, vice president and chief medical officer for Simulation at Jump. “The 300 learners participating in these courses can take these

devices on the road to be used in their own hospital environments.”

Jump is not only offering the training in Peoria, it’s also sharing the innovative programming with the Rush Center for Clinical Skills and Simulation in Chicago and the Memorial Center for Learning and Innovation in Springfield. Dr. Vozenilek said distributing the work of Jump to other facilities throughout Illinois, Michigan and Wisconsin reflects the Mission of OSF HealthCare to serve people with the greatest care and love. Jump was recently approved to continue this work in 2018.

Jump Simulation leads tri-state effort to improve patient outcomes

I N N O V A T I O N

Modern Healthcare, a leader in health care business news, research and data, ranked OSF HealthCare in May 2017 as having one of the Top 10 innovation centers in the U.S. OSF Innovation was listed among other world-renowned centers at Cleveland Clinic, Johns Hopkins and Mayo Clinic. Launched in 2016, OSF Innovation is a multidisciplinary innovation center focused on internal and external innovation for the transformation of health care.

According to Modern Healthcare’s “By the Numbers” research, OSF Innovation ranked No. 2 out of 10 health care systems that are incubating startups. The recognition is based on the number of startup companies OSF HealthCare is working with to test ideas, offer mentorship, feedback and help with troubleshooting. The organization collaborated with about 50 entrepreneurial companies at the time of this ranking.

The health care publication also listed OSF Innovation No. 6 out of 10 health care systems accelerating innovations. The ranking is based on the number of innovation projects tested internally. OSF HealthCare boasted more than 50 at the time.

OSF Innovation employs a variety of approaches to innovation such as improving processes and functions to serve patients; mentoring, networking and partnering with

external companies working on solutions to health care problems; investing in startups through OSF Ventures and developing and testing internal and external ideas that could revolutionize how health care is delivered.

OSF Innovation ranked in the Top 10 in the nation

I N N O V A T I O N

In July 2017, an OSF HealthCare Saint Francis Medical Center physician performed the first surgery using the ConvertX™ Nephroureteral Stent System, a device developed by a Peoria doctor. The tool is designed to streamline treatment for urinary tract obstructions that prevent the flow of urine from the kidneys to the bladder. Urinary blockages typically occur due to tumors, scar tissue and renal stones.

Every year, more than 300,000 patients undergo two invasive procedures for treatment; the ConvertX System eliminates the need for the second procedure. Timothy Whitehead, MD, Interventional Radiologist with Central Illinois Radiological Associates, a radiology group that offers services to OSF HealthCare, performed the successful placement of the device.

“The implantation of the catheter and conversion to an internal stent went according to plan,” said Dr. Whitehead. “There are measurable risks each

time a patient is exposed to the hospital, sedation, or the potential for blood loss. Being able to avoid that is ideal.”

Bob Smouse, MD, invented the device and as a result, founded BrightWater Medical, Inc., a California-based, mid-stage medical device company to sell the ConvertX. OSF Ventures, the corporate investment arm of OSF HealthCare, led a $5.2 million investment round in the company in May 2016 due to its potential to improve patient outcomes and experiences.

BrightWater is in the process of seeking FDA approval for a second device that mirrors the capability of the ConvertX, but targets the biliary system. In the meantime, the company is working toward full-scale commercialization of the original device.

OSF HealthCare: The first in the world to implant BrightWater device into human

Quality & Safety “A single sunbeam is enough to drive away

many shadows.” – St. Francis of Assisi

In collaboration with virtually every discipline, OSF HealthCare has reached new heights in its quest to achieving high-reliability health care. Together, we are improving our systems for ensuring timely, accurate and effective treatment. And we have emerged as leaders in the United States in providing high-quality, safe patient care. For the third year in a row, OSF HealthCare was named one of the top performing health care systems in the country by Truven, a health care analytics research company. We were ranked in the top 20 percent of large health care systems in the United States and one of only three in that category from Illinois.

One instrumental achievement in 2017 was the implementation of Midas, a safety entry tool that allowed us to standardize the process of reporting safety events Ministrywide. Midas allows us to use patient-centric data to manage, measure and monitor everything from quality to patient safety in

order to improve financial and clinical outcomes.

The One OSF goal for Quality and Safety is to create superior outcomes while eliminating all preventable harm.

Midas is valuable in our journey toward high reliability. And as part of One OSF, it provides a single event management system linking all OSF Mission Partners. Midas enables us to address safety events and issues with regulatory compliance performance and risk management claims thereby providing a richer and clearer view of the patient safety issues we face.

A better understanding, willingness to be a high-reliability organization and the culture transformation of Quality and Safety are the responsibility of every Mission Partner, not just one department. Creating ownership at the front

line is what Quality and Safety is all about. We’re making strides in every Mission Partner understanding their role.

And if we’ve learned nothing more, in 2017 we learned Ministrywide that we have far more in common than we think in the way we do our work, in the challenges we encounter on a day-to-day basis and in our desire to do better

We’re not going to get it right 100 percent of the time, but standing in place and not working toward improved patient safety and care is not an option. Performing well in Quality and Safety is consistent with our Mission of serving with the greatest care and love. That has to keep driving us.

Ralph Velazquez, MDChief Medical Officer

OSF HealthCare

Lori Wiegand, DNPChief Nursing Officer

OSF HealthCare

Q U A L I T Y & S A F E T Y

Q U A L I T Y & S A F E T Y

For the first time, OSF HealthCare Saint James – John W. Albrecht Medical Center in Pontiac was named one of the nation’s 100 Top Hospitals in 2017 by Truven Health Analytics.

Brad Solberg, president of OSF Saint James, credited the recognition to the teamwork, focus and commitment of every Mission Partner to providing a positive health care experience.

“Every OSF Saint James Mission Partner recognizes their role in the well-being of our patients,” Solberg said. “When you combine that with a dedication to improving care, outcomes and the patient experience, it becomes the culture. I am very proud of our OSF Saint James team, and happy for them to receive this recognition.”

The Truven Health 100 Top Hospitals list is based on evaluations of clinical and operational performance in 11 areas around better care, better experience and lower costs for patients.

Based on the results of this year’s study, if all Medicare inpatients received the same level of care as those treated in the award-winning facilities:

• Nearly 89,000 additional lives could be saved

• Over 61,000 additional patients could be complication-free

• Over $5.6 billion in inpatient costs could be saved

• The average patient stay would decrease by half a day

• Over 300,000 fewer discharged patients would be readmitted within 30 days

• Patients would spend nine minutes less in hospital emergency departments per visit

The winning hospitals were announced in the March 6 edition of Modern Healthcare magazine.

Dedication leads to first appearance on national top hospitals list

Q U A L I T Y & S A F E T Y

In November 2017, OSF HealthCare TeleHealth Services, a part of OSF Innovation, celebrated five years of helping the health care system save lives, reduce complications, decrease the length of ICU stays and better manage health care costs through its OSF ConstantCare program or the eICU (electronic intensive care unit).

The eICU is a telehealth hub launched in mid-2012 to provide an extra set of eyes for physicians and nurses taking care of patients

with intensive care needs across the organization. This was in response to a severe shortage of specialized intensivists in the U.S.

OSF ConstantCare uses the latest technology to monitor vitals on critical care patients at a distance and communicates with medical staff when further assessment is needed. The technology platform has been successfully implemented at 10 OSF HealthCare acute care facilities as well as one hospital outside of the organization.

“We have decreased mortality by over 26 percent since the inception of the program,” said Suzanne Hinderliter, vice president of TeleHealth Services at OSF HealthCare. “We have decreased our length of stay over 30 percent from our baseline when we started. We have decreased complications across the system in the critical care areas.”

Hinderliter says the results of the eICU program have led to implementations of new monitoring programs including one that helps

emergency department staff identify possible septic patients. TeleHealth Services is also focusing efforts on smaller OSF HealthCare hospitals to determine if and when they should transfer certain patients to one of the larger acute care facilities.

OSF HealthCare celebrates 5th year of eICU program

Q U A L I T Y & S A F E T Y

At OSF HealthCare, our Vision of transforming health care to improve the lives of those we serve drives what we do every day.

It’s why we strive to deliver the highest quality health care for everyone in our communities. It’s why we go beyond treating illnesses to promote wellness in all aspects of life. It’s why we invest in innovation as we help carry that Vision into the future.

Those efforts produce real results in our communities, and those results are being noticed.

For the third year in a row, OSF HealthCare was ranked in 2017 among the top 20 percent of large health systems in the country based on performance by Truven Health Analytics, part of the IBM Watson Health business.

Health systems earning this distinction reported better patient outcomes, had shorter wait times in the emergency department, scored higher on patient satisfaction surveys, released patients sooner and readmitted them less often.

“We engage all of our Mission Partners to help us realize our Vision,” said Bob Sehring, OSF HealthCare CEO. “That’s why we call ourselves Mission Partners. All of us are true partners in serving our communities and committed to doing so with the greatest care and love. Being recognized as a leader among health systems is an accomplishment shared by all of us.”

A research team that includes epidemiologists, statisticians, physicians and former hospital executives analyzed 109 large systems to produce the 2017 rankings. They used unbiased, public data to measure performance based on care quality, use of evidence-based medicine, post-discharge outcomes, operational efficiency and customer perception of care.

OSF HealthCare earns third top 20 percent Truven ranking

OSF HealthCare was named to Becker’s Hospital Review’s 2017 list of 110 ACOs to Know – recognition of our work to go beyond treating illnesses and look out for the total health of the communities we serve.

OSF HealthCare committed to being an Accountable Care Organization (ACO) in 2011. That’s when we began finding innovative ways to improve patient safety and the quality of care provided to them in earnest.

In the years that followed, we saw some success and improvements in quality of care. In 2016, OSF HealthCare transitioned to its current ACO model with the Medicare Shared Savings Program (MSSP), and 2017 marked the first performance year. As an MSSP Track 3 participant, there are shared savings opportunities with greater risk. Track 3 ACO providers can share up to 25 percent of savings, but are at risk for loss.

Providing true value-based care is a continual journey, but the Becker’s Hospital Review’s recognition was gratifying. According to Becker’s, there were 923 active public and private ACOs in the United States covering more than 32 million people at the end of the first quarter of 2017. Inclusion on Becker’s list was based on quality and cost performance, advanced tracks of MSSP and the innovative nature of commercial agreements.

“We appreciate this recognition,” said Dr. Stephen Hippler, OSF HealthCare Chief Clinical Officer. “Our ongoing work to be accountable to improve the cost and quality of care is directly related to our journey to transform care to improve the lives of those we serve.”

OSF HealthCare recognized for commitment to transforming care

Q U A L I T Y & S A F E T Y

Leadership “For it is in giving that we receive.” – St. Francis of Assisi

L E A D E R S H I P

Michael Allen, CPA, FHFMAChief Financial OfficerOSF HealthCare

Robert G. AndersonPresident OSF HealthCare Saint Francis Medical Center

Kenneth E. Berkovitz, MDChief Executive OfficerCardiovascular Service Line

Kenneth P. Beutke, MHA, MSPresident OSF HealthCare Saint Elizabeth Medical Center

Chad E. BooreChief Executive Officer, Eastern RegionOSF HealthCare

Paula A. Carynski, RN, MSPresident OSF HealthCare Saint Anthony Medical Center

Michelle D. Conger, MSChief Strategy Officer OSF HealthCare

Roxanna Crosser, MHAChief Executive Officer, Western RegionOSF HealthCare

Mike A. Cruz, MDChief Executive Officer, Central RegionOSF HealthCare

Lynn A. Fulton, MHAPresidentOSF HealthCare St. Joseph Medical Center

Thomas G. HammertonPresidentOSF HealthCare FoundationChief Development Officer

Stephen E. Hippler, MD, FACPChief Clinical OfficerOSF HealthCare

Divya Joshi, MDChief Executive OfficerChildren’s Service Line

Jennifer A. Junis, MSN PresidentOSF HealthCare St. Mary Medical Center

Jackie D. Kernan, RN, MSN PresidentOSF HealthCare Saint Luke Medical Center

Executives as of June 2018Robert C. SehringChief Executive OfficerOSF HealthCare

Sister Diane Marie McGrew, O.S.F.President OSF HealthCare

Sister M. Mikela Meidl, F.S.G.M.Executive Vice PresidentChief Ministry OfficerOSF HealthCare

David S. Lord, MHAPresident OSF HealthCare St. Francis Hospital & Medical Group

Patricia G. Luker, MHAPresident OSF HealthCare Holy Family Medical Center

James J. MormannChief Information Officer OSF HealthCare

Mark A. Nafziger, CPAChief Executive Officer OSF Ambulatory Care

Ajay Pathak, MBA, MPH President OSF HealthCare Saint Anthony’s Health Center

Jared C. Rogers, MD PresidentOSF HealthCare Heart of Mary Medical CenterOSF HealthCare Sacred Heart Medical Center

Bradley V. Solberg, MHA PresidentOSF HealthCare Saint James-John W. Albrecht Medical Center

Jeffry M. Tillery, MDChief Executive OfficerOSF HealthCare Medical Group

Dawn C. TrompeterPresident OSF HealthCare Saint Paul Medical Center

Ralph Velazquez, MDChief Medical OfficerOSF HealthCare

Lori L. Wiegand, DNP, NEA-BCChief Nursing OfficerOSF HealthCare

OSF HealthCareBoard of DirectorsSister Judith Ann, O.S.F.Sister Diane Marie, O.S.F.Sister Agnes Joseph, O.S.F.Sister Theresa Ann, O.S.F.Sister Rose Therese, O.S.F.Sister M. Mikela, F.S.G.M.Robert C. SehringGerald McShane, MDBrian Silverstein, MD

OSF HealthCare FoundationBoard of DirectorsSister Judith Ann, O.S.F.Sister Diane Marie, O.S.F.Sister Agnes Joseph, O.S.F.Sister Theresa Ann, O.S.F.Sister Rose Therese, O.S.F.Sister Mikela, F.S.G.M.Robert C. SehringDiane Cullinan OberhelmanBrad HalversonThomas HammertonDave AlwanMark KleineJon MichaelLeonard NevittCharles ThomasMatt Vonachen

OSF Saint Francis, Inc.Board of DirectorsSister Judith Ann, O.S.F.Sister Diane Marie, O.S.F.Sister Agnes Joseph, O.S.F.Sister Theresa Ann, O.S.F.Sister Rose Therese, O.S.F.Sister Mikela, F.S.G.M.Robert C. SehringJames Girardy, MDMichael Veeder, MD

Financials For where your treasure is, there your heart will be also.

– Matthew 6:21

F I N A N C I A L S

$2.6 billionNet Revenue1

118OSF Locations Including Hospitals

1,613,716Outpatient Visits

785,888Number of Persons Served

$3.6 billionTotal Assets

748Employed Providers

2,029,450Physician Enterprise Visits

$16,842,000OSF HealthCare Foundation Contribution

470Licensed Advanced Practitioners

69,499Inpatient Admissions (Includes Newborns)

19,063Mission Partners

219,153Home Health Annual Visits

2,800Hospice Patients Served

Fiscal Year 2017: Oct. 1, 2016 – Sept. 30, 2017

1OSF HealthCare Total Net Revenue includes Net Patient Service and other Operating Revenues recognized.All data as of July 23, 2018