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The BJC Collaborative

In October 2012, the BJC Collaborative, LLC (the “BJC Collaborative”) was created by its four founding members, BJC HealthCare of St. Louis, Mo., Saint Luke’s Health System of Kansas City, Mo., CoxHealth of Springfield, Mo., and Memorial Health System of Springfield, Ill.

Since the BJC Collaborative was founded, additional systems have joined, including Blessing Health System of Quincy, Ill., Southern Illinois Healthcare of Carbondale, Ill., and Sarah Bush Lincoln Health System of Mattoon, Ill.

Over the years, Collaborative members have worked together to enhance the quality of care, increase access to health services through meaningful population health benefits, and reduce the total cost of care within our Midwest region. By pooling our individual strengths as market-leading, independent, non-profit health care systems, we have been able to make a significant impact for our patients and the communities we serve.

BJC Collaborative members are currently pursuing joint work efforts in the following areas:

COVID-19 Efforts

  • ​​While leaders across the Collaborative have been busy responding to COVID-19 in their local communities, they have continued to meet virtually in response to COVID-19 to share best practices, discuss obstacles, and plan for the safety of their patients and employees. The relationships developed through the Collaborative have strengthened the regional response to COVID-19, ensuring the highest quality of care for our patients during these unprecedented times.

Collaborative Care Management Resources (CCMR)

  • Recognizing the continually evolving need to shift towards value-based contracting, CCMR members have set out to create an integrated approach to population health management that enhances quality and the patient experience while also reducing the total cost of care. CCMR members have been managing their employee health plans (EHP), which has enabled them to develop the competencies and capabilities needed to be successful in population health management, such as data analytics, care management and payer contracting. Seeing steady improvement in the EHP population, CCMR members are evaluating other populations as the next area of focus and are developing an integrated network that would serve as the foundation for value-base contracting for attributed beneficiaries.

Oncology Collaborations

  • I-STEP Clinical Trial – In partnership with Washington University, the goal of I-STEP is to increase the number of eligible patients being screened for lung cancer and also to better understand how screening guidelines can be implemented in a clinical setting to most effectively reach at-risk patients and improve population health. Since the launch of the trial, over 2,700 low-dose CT Screenings have been performed across BJCC and have been successfully identifying lung cancers in earlier stages.
  • Precision Medicine – BJC Collaborative members and Washington University School of Medicine are planning a large-scale gathering of genomic/proteomic data and clinical information to identify known pathogenic or potentially actionable variants correlated with cardiovascular disease and peripheral neuropathy as a result of cancer treatment. As a result of this work, patients will be able to receive more specialized and customized cancer care.

Councils - In 2019, BJC Collaborative formed three Councils to pool their resources, knowledge, and expertise in pursuing joint opportunities and developing solutions to common challenges in the areas of virtual care, cybersecurity, and government relations.

  • Virtual Care – BJC Collaborative believes that through the development of virtual care arrangements, they can greatly impact access to care and decrease health care costs. As a result, the Virtual Care Council was created so these leaders from across the BJC Collaborative could engage in developing best practices together and share information about their respective platforms.
  • Cybersecurity – The Cybersecurity Council comprises experts who focus on keeping patient data and hospital networks across the BJC Collaborative safe. Together they work on projects such as benchmarking key security metrics, assessing security frameworks for enhancement opportunities, and planning for the security of medical devices connected to the internet.
  • Government Relations – As the political and legislative landscape continues to evolve, the Government Relations Council responds with their collective voice to pressing issues from a federal and state perspective. Their primary objective is working with government leaders to improve health care quality and access to the communities they serve.

Achieving Savings Through Group Purchasing – Through 2019, the BJC Collaborative has achieved $316.7 million in savings. The Clinical Engineering Operations Committee (CEOC) and Clinical Asset Management (CAM) Shared Services have played a crucial role in reducing costs and achieving operational efficiencies. Through a unique and disciplined process, Collaborative members identify clinical asset needs at each organization and work with vendors to secure vital equipment.

System-to-System Initiatives – BJC Collaborative facilitates opportunities to implement and expand clinical programs and services between and among its members, creating opportunities for pooling the resources and talents available across the region to improve care and access for patients in their local communities.

Sharing Best Practices: Leadership Roundtables – Leaders from each health system are sharing best practices and developing solutions to shared challenges in Clinical and Service Quality, Emergency Preparedness, Human Resources, Legal Services, Credentialing, and Public Relations/Communications.

BJC Collaborative continues to look for new opportunities to improve care, while reducing cost. In 2020, the Collaborative is pursuing new and transformational initiatives in the following areas:

  • Alternative payment models
  • Academic collaborations with Washington University School of Medicine, including genomics and precision medicine
  • Collaborations between member hospitals and the Siteman Cancer Network
  • Accelerating capital asset management functions

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