Tag Archives: Peter Fine

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Banner Health earns national recognition

Banner Health is one of the top performing health systems in the U.S. based on quality outcomes, patient care and efficiency, according to Truven Health Analytics, a leading health care analysis firm.

Truven, formerly the health care business of Thomson Reuters, found that Banner Health has higher survival rates, few complications and system-wide clinical excellence, and ranked the hospital system in the top 15 highest performing hospital systems in the U.S. The Truven Health 15 Top Health Systems analyzed data from more than 300 organizations and singled out 15 hospital systems that achieved superior clinical outcomes based on a composite score of eight measures of quality, patient perception of care and efficiency.

Phoenix-based nonprofit Banner Health was named in the top five of large health systems with more than $1.5 billion in operating expenses. The study relied on public data from the 2010 and 2011 Medicare Provider Analysis and Review (MedPAR) and the CMS Hospital Compare data sets. Researchers from the Truven Health 100 Top Hospitals program have analyzed and reported on the performance of individual hospitals since 1993.

“I am extremely pleased to announce that Banner Health has been chosen as a 2013 Top 15 Health System by Truven Analytics,” said Banner Health president and CEO Peter Fine. “This recognition of industry leadership for clinical quality is made all the more meaningful because this is the third year out of the past four that we have received this prestigious award. Clearly, we have been able to sustain our position as an industry leader.”

As a 2013 Truven Top 15 Health System, Banner Health was recognized for:
· Saving more lives and causing fewer patient complications,
· Following industry-recommended standards of care more closely,
· Making fewer patient safety errors,
· Releasing patients half a day sooner, and
· Scoring better on overall patient satisfaction.

“As health systems move further into health care reform, consistency of hospital and physician outcomes in every community served is the holy grail,” said Jean Chenoweth, senior vice president for performance improvement and 100 Top Hospitals® program at Truven Health Analytics. “Health system leaders’ effectiveness will be measured not solely on the performance of the whole system compared to other systems, but also on the leader’s ability to align the performance of the provider segments of the health system to achieve consistency. This new study begins to measure these aspects of performance.”

Joining Banner Health in the top five of large health systems include: Advocate Health Care, Oak Brook, Ill.; Memorial Hermann Health System, Houston, Texas; OhioHealth, Columbus, Ohio and Scripps Health, San Diego, Calif.

“We have been recognized with this distinction for three of the past four years,” added Dr. John Hensing, Banner Health’s executive vice president and chief medical officer. “This is an amazing accomplishment and testament to the continued emphasis and outstanding efforts of all staff to improve clinical quality and safety and provide an excellent patient experience.”

The Truven top five large health system ranking comes after Banner Boswell Medical Center, North Colorado Medical Center and McKee Medical Center were recognized by Truven as Top 100 Hospitals in the U.S. for operational excellence.

Peter Fine President and CEO Banner Health

Peter Fine, Now CEO Of Banner Health, Drove A Taxi As His First Job

Peter Fine
President and CEO
Banner Health

Describe your very first job and what lessons you learned from it.
Once I got past delivering newspapers as a little kid, my first job with significant responsibility was driving a taxicab outside of New York City. I did this starting the summer after high school, and did it for each year while in college, plus the year after college. It was 12-hour shifts, 6 a.m. to 6 p.m., six days a week. Things learned included the value of hard work, and no matter what the job is you have a responsibility to do it right because someone is depending on you.

Describe your first job in your industry and what you learned from it.
My first job in the health care industry was working as an administrative assistant in a small hospital and I had responsibility for the admitting department. What I learned was that frontline workers know a lot about what is going on, all you have to do is ask them.

What were your salaries at both of these jobs?
As a cab driver, I would make about $50 a day and as an administrative assistant, I made about $13,000 per year.

Who is your biggest mentor and what role did he or she play?
I had three mentors who taught me lessons I actively use on a regular basis. Art Malasto was CEO of a hospital in Indiana, where I was an assistant administrator. He taught me that “visibility breeds credibility, credibility breeds trust, so if you wanted to be trusted, you have to be visible.” Gary Mecklenburg was a CEO at a hospital in Chicago, where I was a senior vice president. He taught me to “plan the work and work the plan.” In other words, you have to plan to know where you want to go, and you have to work the plan if you want to get there. It’s a simple concept that many times cannot be executed.Finally, Ed Howe, a health system president that I worked for in Milwaukee, taught me that to stay focused, you have to “tune out the static.” That lesson has helped me to stay focused on what needs to be done, no matter what else is going on around me.

What advice would you give to a person just entering your industry?
Make sure you have a passion for complexity and a high tolerance for ambiguity, and always remember that misery is optional.

If you weren’t doing this, what would you be doing instead?
I’d be coaching a 12-year-old soccer team or coaching a college lacrosse team.