1 00:00:00,160 --> 00:00:02,899 Evernorth brings the power of wonder and relentless 2 00:00:02,960 --> 00:00:05,919 innovation to create world class pharmacy care and 3 00:00:05,919 --> 00:00:09,199 benefit solutions. Our connected health services make the 4 00:00:09,199 --> 00:00:12,080 treatment, prediction, and prevention of health care's most 5 00:00:12,080 --> 00:00:13,139 complex conditions 6 00:00:13,605 --> 00:00:16,344 easier and more accessible as we drive organizations 7 00:00:16,725 --> 00:00:19,524 and people forward. Ever North Home Based Care 8 00:00:19,524 --> 00:00:22,004 provides value based care that helps patients with 9 00:00:22,004 --> 00:00:23,384 multiple chronic conditions 10 00:00:23,844 --> 00:00:26,085 and social determinant of health barriers get the 11 00:00:26,085 --> 00:00:28,884 care they need and the personalized experience they 12 00:00:28,884 --> 00:00:31,660 deserve. We serve patients who struggle to navigate 13 00:00:31,660 --> 00:00:34,060 the health care system by bringing high quality 14 00:00:34,060 --> 00:00:34,560 primary 15 00:00:34,939 --> 00:00:37,739 and preventative care services to the home. By 16 00:00:37,739 --> 00:00:40,619 providing clinical care and support services that provide 17 00:00:40,619 --> 00:00:43,844 whole person care, we improve health equity, access, 18 00:00:43,925 --> 00:00:46,585 access, and outcomes for the populations we serve. 19 00:00:47,925 --> 00:00:50,005 This is Gracelyn Keller with the Becker's Healthcare 20 00:00:50,005 --> 00:00:52,164 podcast, and we are recording live at the 21 00:00:52,164 --> 00:00:52,664 2024 22 00:00:53,204 --> 00:00:54,984 fall payer issues roundtable. 23 00:00:55,524 --> 00:00:57,445 I'm joined by Adrienne Moore, who is the 24 00:00:57,445 --> 00:01:00,039 senior vice president of finance at Banner Health. 25 00:01:00,039 --> 00:01:01,880 Adrienne, thanks for being here. We'd love to 26 00:01:01,880 --> 00:01:04,040 start our conversation off by having you introduce 27 00:01:04,040 --> 00:01:05,260 yourself a little bit further. 28 00:01:06,840 --> 00:01:10,459 Yes. Banner Health is an integrated delivery network 29 00:01:10,840 --> 00:01:11,900 based in Arizona. 30 00:01:12,280 --> 00:01:14,025 We have about 14,000,000,000 31 00:01:14,405 --> 00:01:17,625 in annual revenue, more than 30 hospitals, and 32 00:01:17,924 --> 00:01:20,965 ambulatory care sites, that make up over 500 33 00:01:20,965 --> 00:01:21,465 locations. 34 00:01:22,325 --> 00:01:24,724 Wonderful. Well, thanks for joining me. And let's 35 00:01:24,724 --> 00:01:27,959 start our conversation today talking about growth goals. 36 00:01:27,959 --> 00:01:31,000 So from improving member experience and expanding value 37 00:01:31,000 --> 00:01:34,280 based care to controlling costs, payer executives have 38 00:01:34,280 --> 00:01:36,939 ambitious growth goals for the rest of 2024 39 00:01:37,400 --> 00:01:39,555 and looking into the new year ahead. In 40 00:01:39,555 --> 00:01:41,555 your role, what is your top priority and 41 00:01:41,555 --> 00:01:43,174 how are you planning to get there? 42 00:01:44,355 --> 00:01:46,915 I think our top priority is growth in 43 00:01:46,915 --> 00:01:48,534 value plans right now. 44 00:01:48,995 --> 00:01:51,814 Value is really what's going to change 45 00:01:52,229 --> 00:01:54,009 the way that we practice health care, 46 00:01:54,469 --> 00:01:56,890 and we'll continue to focus on that. 47 00:01:58,069 --> 00:02:00,390 Other health plans out there, we've seen in 48 00:02:00,390 --> 00:02:01,049 the media, 49 00:02:01,909 --> 00:02:02,649 things like 50 00:02:03,509 --> 00:02:06,064 margin over members, and I don't know that 51 00:02:06,064 --> 00:02:08,224 growth is the the right word for what's 52 00:02:08,224 --> 00:02:09,604 happening right now. It's, 53 00:02:10,625 --> 00:02:11,925 more of a sustainability 54 00:02:12,625 --> 00:02:14,864 that we're seeking rather than growth at this 55 00:02:14,864 --> 00:02:15,364 moment. 56 00:02:16,144 --> 00:02:19,530 That margins over members comment came from another 57 00:02:19,530 --> 00:02:21,530 payer. That is not Banner's mission, I do 58 00:02:21,530 --> 00:02:22,270 wanna clarify. 59 00:02:22,569 --> 00:02:25,050 We are are really out to serve our 60 00:02:25,050 --> 00:02:26,909 members and focus on value. 61 00:02:28,009 --> 00:02:30,490 Wonderful. And going off of that, at an 62 00:02:30,490 --> 00:02:32,889 industry level, how would you describe the biggest 63 00:02:32,889 --> 00:02:36,055 barriers to effectively serving and engaging members? And 64 00:02:36,055 --> 00:02:38,455 what opportunities do you see for large scale 65 00:02:38,455 --> 00:02:40,455 improvements? And then how are you applying all 66 00:02:40,455 --> 00:02:42,235 of that into your current strategies? 67 00:02:43,334 --> 00:02:45,974 So the big barriers for Banner, they're the 68 00:02:45,974 --> 00:02:47,900 same for everyone in the industry. We've got 69 00:02:47,900 --> 00:02:49,439 an older, sicker population. 70 00:02:50,219 --> 00:02:52,560 We've got deferred care from the pandemic. 71 00:02:53,180 --> 00:02:53,919 We see 72 00:02:54,300 --> 00:02:57,180 digestive cancers on the rise. We've seen a 73 00:02:57,180 --> 00:02:58,780 lot of things that really have high cost, 74 00:02:58,780 --> 00:03:01,180 and then our innovations are expensive right now 75 00:03:01,180 --> 00:03:04,275 too. So we're seeing increasing drug costs. 76 00:03:04,675 --> 00:03:06,995 GLP ones are the big story of the 77 00:03:06,995 --> 00:03:07,735 day, but 78 00:03:08,034 --> 00:03:10,355 forget about obesity for a moment. They're costing 79 00:03:10,355 --> 00:03:12,514 a lot in treatment of diabetes too, and 80 00:03:12,514 --> 00:03:14,969 they're driving up, member costs. So 81 00:03:15,530 --> 00:03:16,990 inflation and cost pressures 82 00:03:17,449 --> 00:03:20,250 are really the the top headwinds, and this 83 00:03:20,250 --> 00:03:22,569 population is going to continue to get larger 84 00:03:22,569 --> 00:03:24,810 as we move into 2030 when the rest 85 00:03:24,810 --> 00:03:25,550 of the boomers 86 00:03:25,930 --> 00:03:27,469 finally hit retirement age. 87 00:03:28,525 --> 00:03:31,745 And shifting gears just slightly toward leadership, 88 00:03:32,284 --> 00:03:35,004 keeping pace in today's dynamic health care landscape 89 00:03:35,004 --> 00:03:37,405 is challenging. So I'd love to know a 90 00:03:37,405 --> 00:03:39,965 piece of advice you'd share with other peer 91 00:03:39,965 --> 00:03:42,844 leaders to grow their businesses while keeping members 92 00:03:42,844 --> 00:03:43,745 top of mind. 93 00:03:44,980 --> 00:03:46,740 I'd say we all need to continue to 94 00:03:46,740 --> 00:03:48,900 focus on value, but we also need to 95 00:03:48,900 --> 00:03:50,360 just do the right things. 96 00:03:50,980 --> 00:03:53,540 We've got the cost and quality components of 97 00:03:53,540 --> 00:03:55,379 the equation. We need to be working on 98 00:03:55,379 --> 00:03:57,614 both of them. Cost is really hard right 99 00:03:57,614 --> 00:03:59,614 now, but anything we can do to improve 100 00:03:59,614 --> 00:04:02,894 quality, improve outcomes, improve members' lives, we should 101 00:04:02,894 --> 00:04:05,134 just continue to focus on that. I do 102 00:04:05,134 --> 00:04:08,414 believe that financial performance follows doing the right 103 00:04:08,414 --> 00:04:08,914 thing. 104 00:04:10,219 --> 00:04:12,879 Wonderful. And as we wrap our conversation 105 00:04:13,259 --> 00:04:15,659 here today, are there any closing remarks you'd 106 00:04:15,659 --> 00:04:16,879 like to share on the podcast? 107 00:04:18,539 --> 00:04:20,720 So as long as I've been in healthcare, 108 00:04:20,939 --> 00:04:22,079 Medicare insolvency 109 00:04:22,379 --> 00:04:23,919 has been looming on the horizon. 110 00:04:24,574 --> 00:04:27,074 There have always been expensive new technologies 111 00:04:27,535 --> 00:04:30,115 that change the game, and we adapt, 112 00:04:30,894 --> 00:04:33,694 think about how much imaging has changed over 113 00:04:33,694 --> 00:04:36,035 the last 25 years. Robotic surgery, 114 00:04:36,574 --> 00:04:37,794 things like CAR T, 115 00:04:38,370 --> 00:04:40,069 There's always a new expensive 116 00:04:40,370 --> 00:04:42,370 innovation on the horizon. But I think we're 117 00:04:42,370 --> 00:04:44,710 at this turning point now where we've got 118 00:04:45,090 --> 00:04:46,550 innovations like AI 119 00:04:47,410 --> 00:04:48,629 and cost pressures. 120 00:04:49,250 --> 00:04:50,930 And all of these things are gonna come 121 00:04:50,930 --> 00:04:53,475 together, and we're at an inflection point where 122 00:04:53,475 --> 00:04:55,795 we can find the right mix to make 123 00:04:55,795 --> 00:04:58,115 a sustainable future for health care. And I 124 00:04:58,115 --> 00:05:00,194 would challenge all of the leaders out there 125 00:05:00,194 --> 00:05:02,435 to be thinking of how we use this. 126 00:05:02,435 --> 00:05:04,514 It's not a crisis. We're not leveraging a 127 00:05:04,514 --> 00:05:07,490 good crisis here, but we're leveraging a confluence 128 00:05:07,710 --> 00:05:09,949 of events that are putting pressure on us, 129 00:05:09,949 --> 00:05:11,710 but arming us with tools at the same 130 00:05:11,710 --> 00:05:13,230 time to come out of this with a 131 00:05:13,230 --> 00:05:14,370 better health care model. 132 00:05:15,470 --> 00:05:17,949 Wonderful. Well, Adrienne, thanks so much for taking 133 00:05:17,949 --> 00:05:19,310 the time to be here today and join 134 00:05:19,310 --> 00:05:21,704 me on the Becker's healthcare podcast. Again, we 135 00:05:21,704 --> 00:05:23,244 are live at the 2024 136 00:05:23,784 --> 00:05:25,484 fall payer issues round table. 137 00:05:25,944 --> 00:05:27,324 My pleasure. Thanks, Grace.