INSPIRED CARING: Transforming for population health Mark Herzog, FACHE President & CEO.
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Transcript of INSPIRED CARING: Transforming for population health Mark Herzog, FACHE President & CEO.
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Holy Family Memorial Intense local competition; regional dynamics 90 provider multispecialty group practice employment model Hospital services include OB, Orthopedics, Cardiac, Cancer 1,500 employees and volunteers - average tenure 15+ years Faith-based organization serving for 115 years
INDEPENDENT, SINGLE-MARKET, TIGHTLY-INTEGRATED SYSTEM
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Holy Family Memorial’s Mission
Holy Family Memorial is a network of health professionals who, rooted in the healing ministry of Jesus Christ, provide services to help individuals and our communities achieve healthier lives.
Adopted 2008
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Core Belief: Doing What’s Right
“Start by doing what is necessary; then do what is possible; and suddenly you are doing what is impossible”
St. Francis of Assisi 1181-1226
“Are you meeting the needs of a community, or the needs of a corporation?”
Sr. Laura Wolf 2013
IMPROVEMENT• Lean Healthcare• Six Sigma
INNOVATION• Bright Ideas• SPUR
TRANSFORM FOR POPULATION HEALTH• Outside Eyes• Flatten Organization• Culture of adaptability
HFM’s Reform RoadmapTransforming Culture and Care
MOVING CULTURE & CARE TO THE RIGHT
Staff & Physicians LeadershipCommunity Partnerships
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Connecting with our Keynote
“The health of the community includes more than the physical health of the people. It includes political, economic, educational, mental, social and religious health.”
Rev. John G. Simmons, as quoted by Emily Friedman June 4, 2013
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Policies & Programs
Health Factors
Health Outcomes
Health Behaviors (30%)
Clinical Care (20%)
Social & Economic Factors (40%)
Physical Environment (10%)
RANKINGS BASED ON THE FOLLOWING:
FOUR TYPES OF HEALTH FACTORS MEASURED:
Adapted from Robert Wood Johnson Foundation and the University of Wisconsin Population Health Institute County Health Rankings
Population Health ModelUNIVERSITY OF WISCONSIN
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Source: County Health Rankings & Roadmaps: A Healthier Nation, County by County 2013
Regional County Comparison
Clearly, there’s more topopulation health than great healthcare!
Socio-Economic Development is job one.
RANKOut of 72 Fox Valley Green Bay Manitowoc
Clinical Care 7th 13th 15th
Health 20th 30th 40th Outcomes
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DEVELOPING LEADERSHIP CAPACITY1. Intentional culture shaping2. Continuity & Development of Self, Staff & Providers3. Continuous renewal- Strategic Program Unit Review 4. Learning Partnerships
Source: Dean Lindsay
2001: 10 Senior Leaders
2012: Focus on Wellness & Prevention
2012:90 Employed
Providers
2001:90 bed
hospital
2001: 35 Employed
Physicians
2001: Focus on the Sick Population
HOSPITAL Caregivers MISSIONSENIOR LEADERS
2012:35 bed hospital
2012:4 Senior Leaders
HFM‘s transformation 2001-2012
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Transformation Metrics2001 - 2012
• 43% reduced admissions• 5% inpatient market share loss• 8% outpatient volume growth • 39% growth in clinic visits• Margins last 3 years 0-2%, 200 Days cash
S&P BBB+ stable outlook• Safest patient is the one never admitted!
200%
100%
150%
Manitowoc
Fox Valley
Green Bay
Transformation’s Impact on
Hospital Utilization and Expenses
Population adjusted regional growth in hospital charges 2001 to 2012:
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Why Should This Matter?
What if every hospital provider focused on “Right Care”?
What could redirecting these resources to addressing the true drivers of population health achieve?
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How did we do it?Through a Flexible and Nimble Business Model
A Culture of Learning
Meaningful Physician
Engagement
Shifting Focus From
Beds to ClinicsPlanning, Governance,
Operations, Culture Shaping
F l e x i b i l i t y a n d A d a p t a b i l i t y
Performance Accountability ReviewHow well did you perform over the last year?
Source: NCHL
“Rearview Mirror”
Leadership Team AssessmentCan you lead this organization into the future?
30% Weighting ABLE TO: competent to lead WILLING TO: desire to lead
20% Weighting PROMOTABILITY:
Advancement potential
50% Weighting COURAGE TO: internal fortitude to lead CULTURE SHAPING CONGRUITY: ability to fit in
current culture & transform to ideal culture
“Headlights”
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Transformational LeadershipWhat Brought You Here Won’t Take You There
1. Surprises in assessing future leadership capacity:a. Only 30% of leaders are strong in both toolsb. 32% of leaders scored low on the leadership assessmentc. 17% of the highest PAR score leaders had low leadership
assessments2. Closing the gap:
Leadership Institute Fellowships Internships Mentorships Dyads
0% 20% 40% 100%80%60%
The CULTURE DifferenceOver 70% participation in network pride survey:
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I am proud to work at HFM
I recommend HFM services
I am excited about HFM’s future
HFM leadership welcomes my ideas and suggestions for process improvement
20082011
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The Key to Population Health?
Ronnie Bryant, President & CEO of Charlotte USA among the most effective Economic Development Corporations in the Nation
Dream big and set your boundaries clearly.
…Then take out the lines.“ “
The Next StepsHFM catalyzing efforts to improve socio-economic
performance by leading economic development, etc.Fostering continuum relationships
Embedding primary care in LTC facilities Embracing Open Innovation with partners
Maintain Core Strengths: Our mission, community engagement, and operational discipline foster culture and leadership
Negotiate from a position of strength22
RIGHT CARE
RIGHT SETTING
RIGHT OUTCOME
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THE RIGHT CHOICE
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Copyright © 2013 Holy Family Memorial. All rights reserved.
The Holy Family Memorial Story
Since 2010 HFM has presented at: ACHE Congress 2010-2014 AHA’s Healthcare Forum, Partnership for Patients and
Society for Healthcare Strategy & Market Development American Society for Quality International Forum Beryl Institute CoDev 2013 International Open Innovation Conference College of Healthcare Information Management
Executives National Center for Healthcare Leadership University of Michigan Health Management and Policy
Program Griffith Leadership Center Symposium