Skip to main content
Sister Publication Links
  • ESG: THE NEW IMPERATIVE
Subscribe
  • Sign Up Free
  • Login
  • Subscribe
  • News
    • Current News
    • COVID-19
    • Providers
    • Insurance
    • Government
    • Finance
    • Technology
    • Safety & Quality
    • Transformation
    • People
    • Regional News
    • Digital Edition (Web Version)
    • Patients
    • Operations
    • Care Delivery
    • Payment
    • Midwest
    • Northeast
    • South
    • West
  • Digital Health
  • Insights
    • ACA 10 Years After
    • Best Practices
    • Special Reports
    • Innovations
  • Opinion
    • Bold Moves
    • Breaking Bias
    • Commentaries
    • Letters
    • Vital Signs Blog
    • From the Editor
  • Events & Awards
    • Awards
    • Conferences
    • Galas
    • Virtual Briefings
    • Webinars
    • Nominate/Eligibility
    • 100 Most Influential People
    • 50 Most Influential Clinical Executives
    • Best Places to Work in Healthcare
    • Excellence in Governance
    • Health Care Hall of Fame
    • Healthcare Marketing Impact Awards
    • Top 25 Emerging Leaders
    • Top 25 Innovators
    • Diversity in Healthcare
      • - Luminaries
      • - Top 25 Diversity Leaders
      • - Leaders to Watch
    • Women in Healthcare
      • - Luminaries
      • - Top 25 Women Leaders
      • - Women to Watch
    • Digital Health Transformation Summit
    • Leadership Symposium
    • Social Determinants of Health Symposium
    • Women Leaders in Healthcare Conference
    • Best Places to Work Awards Gala
    • Health Care Hall of Fame Gala
    • Top 25 Diversity Leaders Gala
    • Top 25 Women Leaders Gala
    • - Hospital of the Future
    • - Value Based Care
    • - Supply Chain
    • - Hospital at Home
    • - Workplace of the Future
    • - Digital Health
    • - Future of Staffing
    • - Hospital of the Future (Fall)
  • Multimedia
    • Podcast - Beyond the Byline
    • Sponsored Podcast - Healthcare Insider
    • Video Series - The Check Up
    • Sponsored Video Series - One on One
  • Data Center
    • Data Center Home
    • Hospital Financials
    • Staffing & Compensation
    • Quality & Safety
    • Mergers & Acquisitions
    • Data Archive
    • Resource Guide: By the Numbers
    • Surveys
    • Data Points
  • MORE +
    • Contact Us
    • Advertise
    • Media Kit
    • Newsletters
    • Jobs
    • People on the Move
    • Reprints & Licensing
MENU
Breadcrumb
  1. Home
  2. Providers
April 29, 2017 01:00 AM

Q&A with Kaiser Permanente CEO Bernard Tyson

Modern Healthcare
  • Tweet
  • Share
  • Share
  • Email
  • More
    Reprints Print
    Bernard Tyson

    Kaiser Permanente features basketball star Steph Curry in a new mental-health ad campaign that illustrates how even the Golden State shooting phenom must overcome doubts about his game. Kaiser​ Permanente,​ the​ nation's​ largest​ integrated​ health​ system,​ has​ made​ mental-health​ awareness​ a​ priority​ this​ year​ as​ it​ seeks​ to​ promote​ the​ total​ health​ of​ the​ individuals​ and​ communities​ it​ serves,​ according​ to​ Chairman​ and​ CEO​ Bernard​ Tyson. Earlier this year, Tyson sat down with Southern Bureau Chief Dave Barkholz in San Francisco, just across the bay from Kaiser Permanente's Oakland headquarters, to discuss mental health, the social determinants of health and Kaiser Permanente's always-active expansion strategy. The following is an edited transcript.

    Modern​ Healthcare:​ Kaiser​ Permanente​ has​ made​ mental​ health​ awareness​ a​ big​ priority​ this​ year.​ Why?​

    Bernard​ Tyson:​ We need to talk more about the stigma (that's associated with mental health) and move the paradigm from people thinking of it in less-than-desirable ways that we have done historically as a country, as a world, to seeing it as common and as predictable as heart disease and cancer. That's part of our strategy. Second, we want to focus a lot more on early detection. Screening and finding early signs and early warnings are part of what we are building on and building out.

    MH:​ What​ are​ you​ doing​ on​ that​ front?

    Tyson:​ We are looking at redesigning our care delivery system by integrating mental health services into our primary-care settings. We have several experiments going on around the country. One example is in Colorado where we have the behavior health, psychiatry and psychological services embedded and integrated into the primary-care visit. Just like we do in any other situation where you see your primary-care physician and say, "I'm having knee pains," and he or she might go down the hall and ask the orthopedic surgeon to come in and take a look at it, we want to do the same thing with integrated behavioral health and psychiatry services. We want to bring them into the mainstream. We still need to realize though that some of our members don't want that, and so we are also studying that and paying attention to it.

    We're also looking at the other end of the spectrum, which is comprehensive care and services, hospitalization, long-term therapeutic care. We're also starting to think about how we want to get involved with mental health research going forward and are beginning those conversations with other organizations as well.

    MH:​ You've​ been​ running​ ads​ in​ your​ markets​ talking​ about​ putting​ an​ end​ to​ the​ stigma​ of​ behavioral​ health​ disease,​ ads​ that​ come​ across​ more​ as​ public​ service​ announcements​ than​ marketing​ or​ promotional​ pieces.​ How​ did​ those​ come​ about?​

    Tyson:​ Exactly what you said, they are intended to be more of a public service announcement showing that we are working for the greater good, not for the self-interest of Kaiser Permanente. We're uniquely positioned to do that. We are a large, not-for-profit mega-system that has integrity and credibility, and so, in this case, we're leveraging the bigger message that is intended for the entire population, not just focused at Kaiser Permanente. We did that, by the way, with many of our "Thrive" ads as well, taking the position that we want to deliver a public service message of good health, as opposed to targeting membership growth and membership retention.

    MH:​ Speaking​ of​ public​ health,​ a​ recent​ Kaiser​ study​ delves​ into​ social​ determinants​ of​ health,​ with​ healthcare​ service​ being​ the​ smallest​ part​ of​ overall​ personal​ health,​ behind​ personal​ behavior,​ genetics​ and​ social​ and​ environmental​ factors.​ How​ much​ of​ that​ has​ informed​ Kaiser's​ approach​ to​ mental​ and​ public​ health?​

    Tyson:​ We're still in the learning phase on mental health, but it impacts us very directly. For instance, if you think about how sleep is related to stress and mental health challenges, there's a clear relationship, just like we think about eating and physical health. There is also a whole set of studies about food being a substitute for other needs. This is really more about mental health as opposed to physical health.

    Social determinants of health are also tied to how we invest more upstream. We have real opportunities in getting engaged and involved in other aspects of our members' lives, such as food, sleep, exercise and stress management. Those are some examples of what we're doing. There's a reason why we have farmers markets around the country and, particularly, in communities that are generally missing some of the infrastructure like grocery stores, etc. We've adopted schools in all our markets and we're going in with life-changing programs, teaching children about good eating and food habits. In some cases, we have food gardens to help parents orient their children toward healthy eating-habits that will last a lifetime.

    In that same vein, we have a great dental program. In the Northwest, for example, we care for over 200,000 members who belong to our dental program. We're studying that to see if the model can be leveraged in other markets around the country.

    MH:​ Let's​ turn​ to​ strategy.​ Does​ Kaiser​ need​ a​ bigger​ national​ footprint?

    Tyson:​ We don't need to be bigger for the sake of being bigger, because, by all accounts, we are a mega health system. The lens of our mission requires us to be more ambitious and to take our value proposition into more markets. We also believe that to continue to show how robust and relevant our delivery system is, showing up in new markets adds to the validity of the current footprint.

    We are acquiring Group Health in Seattle. We do not have a one-and-done growth strategy; our growth strategy for new markets is going to be very strategic. We actually have three parts to our strategy: Continue to grow in our core markets; grow the next ZIP code over; and enter new markets. And we still have a lot of growth opportunity in California.

    MH:​ Where​ does​ Detroit​ fit​ into​ that?​ We've​ heard​ a​ lot​ of​ rumblings​ about​ you​ having​ talks​ with​ Henry​ Ford​ Health​ System.​ Is​ Detroit​ on​ your​ radar​ screen?​

    Tyson:​ No. We look at markets around the country, so we would have looked at Detroit, just like everywhere else, but currently it's not on the radar screen. I've heard that rumor. We've had a long-term relationship with Henry Ford. Our medical groups work together and will continue to work together. I suspect those kinds of speculations, in part, are driven by the fact that we've had long-term relationships.

    We've heard rumors about other markets, too, in part because we look across the country, and at times we may have conversations and people may speculate, "Oh my God, what are they doing there?"

    MH:​ A​ lot​ of​ the​ hospital​ deals​ that​ are​ going​ on​ around​ the​ country​ are​ strategic​ deals.​ Do​ you​ expect​ to​ be​ doing​ any​ more​ this​ year?​ Will​ we​ be​ hearing​ about​ anything​ percolating?​

    Tyson:​ It's hard to say. We continue to look at the possibilities, but it really is going to depend on if we think it is the right strategic arrangement for us. Buying a hospital, going in for a hospital in a market in which we don't have the Kaiser Permanente system would not serve the purpose of our strategy.

    MH:​ What's​ the​ typical​ profile​ of​ a​ system​ that​ you​ would​ look​ at​ then?

    Tyson: It's driven more by how we want to show up in our markets and new markets, which is the value proposition of Kaiser Permanente. We have the health plan. We have a strong delivery system. We have the integration of the Permanente Medical Group.

    The Group Health acquisition is an excellent alignment and match to our brand and strategy and mission. Fortunately, they are very well-aligned. In fact, there are great similarities to Kaiser Permanente in terms of how they started.

    We would also want to make sure that we add value to the market, especially being a mission-driven, not-for-profit organization. So we would want to know that over time we're going to impact the cost of care in that market and the continuity of care in that market, which is, obviously, part of the brand of who we are as Kaiser Permanente.

    MH:​ You​ have​ talked​ at​ length​ about​ the​ Affordable​ Care​ Act​ and​ the​ current​ debate​ on​ repeal.​ You've​ said​ that​ the​ ACA​ should​ be​ the​ starting​ point​ of​ a​ replacement​ plan,​ not​ the​ end​ of​ it.​ What​ are​ you​ referring​ to?​

    Tyson:​ No. 1, more than 24 million people have coverage through the front door of the U.S. healthcare system (because of the ACA). I would hate for us to wake up tomorrow and the starting point is now 10 million, 5 million or 3 million.

    No. 2, children are able to stay on their parents' health insurance until the age of 26. That has added a lot of benefit and value to families and to kids in college.

    No. 3, we have addressed the pre-existing condition issue with the ACA. No. 4, there's a menu of preventive services that everyone is expected to provide, and so you have, in essence, a baseline of accountability now being imposed on the healthcare delivery system, and the industry has responded. No. 5, it has eliminated some of the discrimination of pricing of male to female, and so, I would hate for us to lose traction on that. No. 6, you're not capping coverage, so families don't have to worry that they're going to run out of coverage while they're still dealing with long-term illnesses like cancer and those kinds of things. No. 7, you have Medicaid expansion, which is helping fill the gap for people who are a little above the poverty level but still not at the point that they can afford all of the healthcare costs. And then you have the people who are at the poverty level whom the expansion has helped.

    How is that for a start? It's my hope that we build from there.​

    Letter
    to the
    Editor

    Send us a letter

    Have an opinion about this story? Click here to submit a Letter to the Editor, and we may publish it in print.

    Recommended for You
    rural-health1.png
    Transgender patients in rural states struggle to find doctors
    The Check Up: John Nickens, LCMC Health
    The Check Up: John Nickens, LCMC Health
    Most Popular
    1
    More healthcare organizations at risk of credit default, Moody's says
    2
    Centene fills out senior executive team with new president, COO
    3
    SCAN, CareOregon plan to merge into the HealthRight Group
    4
    Blue Cross Blue Shield of Michigan unveils big push that lets physicians take on risk, reap rewards
    5
    Bright Health weighs reverse stock split as delisting looms
    Sponsored Content
    Modern Healthcare A.M. Newsletter: Sign up to receive a comprehensive weekday morning newsletter designed for busy healthcare executives who need the latest and most important healthcare news and analysis.
    Get Newsletters

    Sign up for enewsletters and alerts to receive breaking news and in-depth coverage of healthcare events and trends, as they happen, right to your inbox.

    Subscribe Today
    MH Magazine Cover

    MH magazine offers content that sheds light on healthcare leaders’ complex choices and touch points—from strategy, governance, leadership development and finance to operations, clinical care, and marketing.

    Subscribe
    Connect with Us
    • LinkedIn
    • Twitter
    • Facebook
    • RSS

    Our Mission

    Modern Healthcare empowers industry leaders to succeed by providing unbiased reporting of the news, insights, analysis and data.

    Contact Us

    (877) 812-1581

    Email us

     

    Resources
    • Contact Us
    • Advertise with Us
    • Ad Choices Ad Choices
    • Sitemap
    Editorial Dept
    • Submission Guidelines
    • Code of Ethics
    • Awards
    • About Us
    Legal
    • Terms and Conditions
    • Privacy Policy
    • Privacy Request
    Modern Healthcare
    Copyright © 1996-2023. Crain Communications, Inc. All Rights Reserved.
    • News
      • Current News
      • COVID-19
      • Providers
      • Insurance
      • Government
      • Finance
      • Technology
      • Safety & Quality
      • Transformation
        • Patients
        • Operations
        • Care Delivery
        • Payment
      • People
      • Regional News
        • Midwest
        • Northeast
        • South
        • West
      • Digital Edition (Web Version)
    • Digital Health
    • Insights
      • ACA 10 Years After
      • Best Practices
      • Special Reports
      • Innovations
    • Opinion
      • Bold Moves
      • Breaking Bias
      • Commentaries
      • Letters
      • Vital Signs Blog
      • From the Editor
    • Events & Awards
      • Awards
        • Nominate/Eligibility
        • 100 Most Influential People
        • 50 Most Influential Clinical Executives
        • Best Places to Work in Healthcare
        • Excellence in Governance
        • Health Care Hall of Fame
        • Healthcare Marketing Impact Awards
        • Top 25 Emerging Leaders
        • Top 25 Innovators
        • Diversity in Healthcare
          • - Luminaries
          • - Top 25 Diversity Leaders
          • - Leaders to Watch
        • Women in Healthcare
          • - Luminaries
          • - Top 25 Women Leaders
          • - Women to Watch
      • Conferences
        • Digital Health Transformation Summit
        • Leadership Symposium
        • Social Determinants of Health Symposium
        • Women Leaders in Healthcare Conference
      • Galas
        • Best Places to Work Awards Gala
        • Health Care Hall of Fame Gala
        • Top 25 Diversity Leaders Gala
        • Top 25 Women Leaders Gala
      • Virtual Briefings
        • - Hospital of the Future
        • - Value Based Care
        • - Supply Chain
        • - Hospital at Home
        • - Workplace of the Future
        • - Digital Health
        • - Future of Staffing
        • - Hospital of the Future (Fall)
      • Webinars
    • Multimedia
      • Podcast - Beyond the Byline
      • Sponsored Podcast - Healthcare Insider
      • Video Series - The Check Up
      • Sponsored Video Series - One on One
    • Data Center
      • Data Center Home
      • Hospital Financials
      • Staffing & Compensation
      • Quality & Safety
      • Mergers & Acquisitions
      • Data Archive
      • Resource Guide: By the Numbers
      • Surveys
      • Data Points
    • MORE +
      • Contact Us
      • Advertise
      • Media Kit
      • Newsletters
      • Jobs
      • People on the Move
      • Reprints & Licensing