INSPIRED CARING:
Transforming for population health
Mark Herzog, FACHE
President & CEO
Holy Family Memorial
INDEPENDENT, SINGLE-MARKET, TIGHTLY-INTEGRATED SYSTEM
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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
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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
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HFM’s Reform Roadmap
Transforming Culture and Care
IMPROVEMENT
• Lean Healthcare
• Six Sigma
Staff & Physicians
INNOVATION
• Bright Ideas
• SPUR
TRANSFORM FOR
POPULATION HEALTH
• Outside Eyes
• Flatten Organization
• Culture of adaptability
Leadership
Community
Partnerships
MOVING CULTURE & CARE TO THE RIGHT
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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Population Health Model
UNIVERSITY OF WISCONSIN
RANKINGS BASED ON THE FOLLOWING:
Policies &
Programs
Health
Factors
Health
Outcomes
FOUR TYPES OF HEALTH FACTORS MEASURED:
Health Behaviors
(30%)
Clinical Care (20%)
Social & Economic
Factors (40%)
Physical Environment
(10%)
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Adapted from Robert Wood Johnson Foundation and the University of Wisconsin Population Health Institute County Health Rankings
At
st
21
& Franklin Street
SEPTEMBER
2012
June 2013
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Regional County Comparison
RANK
Fox Valley
Green Bay
Manitowoc
Clinical Care
7th
13th
15th
Health
Outcomes
20th
30th
40th
Out of 72
Clearly, there’s more to
population health than great healthcare!
Socio-Economic Development is job one.
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Source: County Health Rankings & Roadmaps: A Healthier Nation, County by County 2013
Source:
Dean Lindsay
DEVELOPING LEADERSHIP CAPACITY
Intentional culture shaping
2. Continuity & Development of Self, Staff & Providers
3. Continuous renewal- Strategic Program Unit Review
4. Learning Partnerships
1.
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HFM‘s transformation 2001-2012
HOSPITAL
Caregivers
2001:
90 bed
hospital
2012:
90 Employed
Providers
2001:
10 Senior
Leaders
2012: Focus
on Wellness
& Prevention
2012:
35 bed
hospital
2001:
35 Employed
Physicians
2012:
4 Senior
Leaders
2001: Focus
on the Sick
Population
SENIOR
LEADERS
MISSION
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Transformation Metrics
2001 - 2012
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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!
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Transformation’s Impact on
Hospital Utilization and Expenses
Population adjusted regional growth in hospital
charges 2001 to 2012:
200%
Green Bay
150%
Fox Valley
100%
Manitowoc
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
Planning, Governance,
Operations, Culture Shaping
Shifting
Focus From
Beds to
Clinics
Flexibility and Adaptability
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Population Health Partnerships
BUSINESS
COMMUNITY
CLINICAL
OPERATIONAL
LEARNING
CareTech
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Performance Accountability Review
How well did you perform over the last year?
“Rearview Mirror”
Source: NCHL
Leadership Team Assessment
Can you lead this organization into the future?
50% Weighting
 COURAGE TO: internal fortitude to lead
 CULTURE SHAPING CONGRUITY: ability to fit in
current culture & transform to ideal culture
30% Weighting
 ABLE TO: competent to lead
 WILLING TO: desire to lead
20% Weighting
 PROMOTABILITY:
Advancement potential
“Headlights”
Transformational Leadership
What Brought You Here Won’t Take You There
1.
Surprises in assessing future leadership capacity:
a. Only 30% of leaders are strong in both tools
b. 32% of leaders scored low on the leadership assessment
c. 17% of the highest PAR score leaders had low leadership
assessments
2.
Closing the gap:
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Leadership Institute
Fellowships
Internships
Mentorships
Dyads
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The CULTURE Difference
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Over 70% participation in network pride survey:
I am proud to work at HFM
2008
2011
I recommend HFM services
I am excited about HFM’s future
HFM leadership welcomes my
ideas and suggestions for process
improvement
0%
20%
40%
60%
80%
100%
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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.
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The Next Steps
HFM catalyzing efforts to improve socio-economic
performance by leading economic development, etc.
 Fostering continuum relationships
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 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 strength
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RIGHT
CARE
RIGHT
SETTING
RIGHT
OUTCOMES
THE RIGHT CHOICE
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Copyright © 2013 Holy Family Memorial. All rights
The Holy Family Memorial Story
Since 2010 HFM has presented at:
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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