2014 Annual Report

Transcription

2014 Annual Report

2014 Annual Report
Always.
High Performance. High Reliability.
Michael Tawney, DO
Vice President of Medical Affairs
McLaren Port Huron
The McLaren Mission
McLaren Health Care, through its subsidiaries, will
be The best value in health care as defined by quality
outcomes and cost.
M c L a r e n H e alt h C a r e
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Philip A. Incarnati
President and CEO
McLaren Health Care
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2 0 1 4 A n n u al R e p o r t
David S. McCredie
Chairman, Board of Directors
McLaren Health Care
S
haping the strategic road map for our system is one of the most
important initiatives McLaren Health Care undertakes each year.
Determining the priorities we set and the plan for achieving our
initiatives is crucial, as it is for any major business enterprise.
In developing our new three-year strategic plan, I realized that we
had to build in more change than in any of our previous planning
efforts. At one time, a corporation’s strategic plan could safely
project a decade out. Then, the pace of change trimmed this to five
years. Today, given the massive upheavals and challenges American
health care has seen in just the last 12 months, planning even three
years ahead demands enormous effort.
Not only do we face rapidly moving targets in planning for the future,
we must cope with some conflicting goals. For example, the stated
goal of health care reform is to move toward paying care providers
for “value” rather than for “volume.” “Value” means reimbursement
that rewards overall quality and efficiency, care that supports the
long-term health of the population. “Volume” is simpler — paying
providers for total number of health care interactions.
Value is the way of the future and is the mission we’ve adopted
for McLaren Health Care. By ceaselessly driving to improve quality,
add efficiency, and shape a continuum of care for people in our
communities, we aim toward the coming era of health care. But
in the here and now, most care reimbursement is still based on
the “volume” model. That means individual episodes of treatment,
rapid turnover, and inpatient care — all of which drive up costs and
erode quality.
Our long-term strategy must deal with other paradoxes as well.
“Accountable Care Organizations (ACOs),” which bring together
hospitals, physicians, and community health resources to coordinate
care, are the coming model for health care delivery. Yet so far, threequarters of ACOs in the U.S. have failed to generate any cost savings.
How does a major organization, with almost 22,000 employees,
more than 300 facilities, and a service area that covers 75 percent
of the state’s population craft a three-year plan in such a volatile
economic and regulatory environment? By focusing on our
fundamentals, and knowing that the rest of the health care world
must soon catch up. This helps us reach beyond the short-term
noise to pursue long-term goals.
We have achieved a number of these goals in the past year, all
important ones. Prime among these accomplishments was the
acquisition of Port Huron Hospital. Adding this historic 186bed facility to the McLaren system increases our geographic
footprint in the Thumb region, building our presence throughout
the Lower Peninsula.
Certainly completing our integration with the Karmanos Cancer
Institute is another major achievement. Karmanos is a national
leader in cancer research and treatment and is one of only 41
cancer centers in the United States designated by the National
Cancer Institute as a “comprehensive cancer center.” Beyond
achieving outstanding standards of care, this designation
demands a regimen of continuous improvement. By integrating
the Karmanos structure into our system, McLaren gains worldclass treatment capability and extends important clinical outreach
throughout McLaren’s statewide footprint.
These and the other milestones of the past year are part of our
coordinated strategy.
In guiding the direction of our organization, I often return to our
mission statement, created in 1994: “McLaren Health Care, through
its subsidiaries, will be the best value in health care as defined by
quality outcomes and cost.” While some think mission statements
are only corporate rhetoric, ours is what we do. To be effective,
all of our planning for the future must yield precise, measurable
actions needed to achieve that mission.
At the end of the day, we must focus on the certainties. If we
continue to drive toward high value and high reliability, if we focus
on outcomes like lower costs and improved patient safety, we
know there will always be a place for our health system, and that
we will always be in demand.
P h i l ip A . I n ca r n ati
President and CEO McLaren Health Care
D av id S . M c C r e di e
Chairman, Board of Directors
McLaren Health Care
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High Performance. High Reliability.
“The magic of three” has long been a basic concept of literature, of religion, of
mathematics. An effective, harmonic system should have three elements that
mutually support and check each other. They are interdependent legs of a
common stool, each as necessary as the others to the functioning of the whole.
McLaren Health Care is shaping a fresh strategy that acknowledges this
philosophical truth. Even the world’s most modern, complex healthcare system
ultimately must excel in three essential, mutually supporting disciplines to succeed.
For us, these are:
 McLaren Experience, stressing safety, service and quality.
 Access and Affordability, the structures needed to grow and improve our system.
 McLaren Care, the strong integration of our care management systems.
None are more important than the others, none are less; all are absolutes to be
pursued with rigor and ceaseless self-improvement, and all support the overall
concept of system reliability.
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Alfred Ajise, MD
Nephrology
McLaren Northern Michigan
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McLaren
Experience
Stressing Safety, Service and Quality
Aaron Leis, RN
Intensive Care Unit
McLaren Central Michigan
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S
afety, service and quality address the overall McLaren experience,
the fundamental “first things” of healthcare. A healthcare system
that regularly fails the “First, do no harm” rule of care cannot be
trusted with any of the others.
“Ultimately, it’s all about safety,” says
Dr. Mike McKenna, McLaren Health Care
chief medical officer. “First and foremost,
in delivering care to patients, it is our
obligation to avoid all preventable patient
harm.” To that end, McLaren maintains
a quality and safety scorecard for every
subsidiary that tracks more than 50
performance metrics and shows how
well each hospital is performing against
national and corporate benchmarks.
Among the safety indicators that are
measured and reviewed on a monthly
basis are hospital‑acquired infections,
falls, medication errors, and other safety
concerns. This information is shared at
all levels of the organization, from the
corporate board of directors to the direct
caregivers at each hospital. The overall goal
is to have quality and safety outcomes
that are consistently in the top decile.
Across the corporation, McLaren is seeing
outcomes that fall in the top 10 percent
of hospitals nationwide. Quality leaders at
each hospital in the McLaren system share
best practices to insure that all subsidiaries
can benefit from tactics and practices that
yield these top outcomes. The past year
has seen numerous McLaren facilities gain
national notice for their patient safety and
quality. For example, McLaren Bay Region
earned the Patient Safety Excellence Award
from Healthgrades, placing it among the
top 5 percent nationally. McLaren Macomb
earned recognition from U.S. News & World
Report’s 2014-2015 “Best Hospitals” survey
as one of the highest ranked hospitals in
Michigan.
Service is a distinct aspect of outstanding
health care, vitally important, yet the most
subjective. Is the patient experience a
positive one, leaving patients to conclude
that their care needs were well met? How
does our community view McLaren, and are
we perceived as a trusted partner for health
care consumers? At the millions of contact
points where McLaren staff and employees
interact with the public, are we projecting
competence, assurance and concern?
McLaren takes these questions very
seriously and has put numerous measures
in place to insure that the right answers are
achieved. Leading the effort is a Corporate
Patient Experience Team, consisting of
representatives from each subsidiary who
gather monthly to set standards and review
results from patient experience surveys
systemwide. These team members are the
leaders of the improvement efforts at their
specific sites. The goal of the corporate
team is to build a cohesive approach to
patient experience at all of the McLaren
sites by establishing and using best practices
to enhance the patient experience. Recent
initiatives include development of a comfort
care kit for all patients; implementation of
a plan to enhance communication among
patients, nurses and doctors; development
of a comprehensive admissions packet for
patients, and promoting increased patient
rounding at all facilities with set guidelines
and outcome measurements. Each hospital
subsidiary also participates in standardized
patient experience surveys which are
tracked monthly and utilized to drive
improvement in key areas.
Understanding the correlation between
employee satisfaction and patient
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satisfaction, McLaren also conducts an
annual employee engagement survey.
Results of this confidential survey are
shared with employees and used to
identify strengths as well as opportunities
for improvement in employee experience.
Action plans around specific objectives
are established both on the subsidiary
and department levels, with the goal of
exceeding national standards around
employee engagement.
Quality is an obvious element, but
sometimes too obvious. Yes, McLaren
facilities meet clinical standards and gain
certifications for the quality of our care.
But what about “stretch goals”? As we
set our strategic goals around quality, it
is imperative that we look ahead to the
next generation of quality care standards
and position ourselves to exceed them.
We need to hone the talent, tools, systems
and expertise we’ll need to continually
reinvent our quality standards. And we
need to continue to bake in a McLarenwide mindset that “good enough is never
good enough.”
Safety, service and quality are indivisible,
and speak to the fundamental health
care experience that our patients and
communities encounter on a daily basis.
assets, find synergies, and prove the
saying that “the whole is more than the
sum of its parts.”
By completing our acquisition of the
Barbara Ann Karmanos Cancer Institute
last year, we achieved all of these
goals for cancer services with a single,
comprehensive transaction.
Launched in 1989 by Compuware founder
Peter Karmanos, Detroit-based Karmanos
has evolved and grown over the years to
become a national, even global, center for
oncology research and treatment. It is one
of only 41 National Cancer Institute (NCI)designated Comprehensive Cancer Centers
in the United States.
Karmanos has conducted more than 700
cancer-research programs and clinical
trials, and its affiliation with Wayne
State University’s School of Medicine
empowers the two groups to work
together in breaking new ground in cancer
treatments. Karmanos brings together a
staff of over 1,000 medical experts and
is the only hospital in Michigan dedicated
exclusively to fighting cancer.
The Karmanos Effect
on Quality and Service
Karmanos has teamed up with the full
resources of McLaren Health Care to
extend these capabilities throughout
our service area. “The key to Karmanos
joining McLaren was that Karmanos
would become the cancer brand for all
of McLaren,” notes Dr. Gerold Bepler,
Building a team with top contenders
allows all parties to pool their strongest
president and CEO of Karmanos. This
means that the cancer treatments
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formerly centered around Karmanos’
facilities in Detroit will now be available
in Petoskey, Bay City, Lansing, Flint, and
everywhere else McLaren has a footprint.
The greatest impact of the Karmanos
acquisition will be seen throughout
the McLaren system as we integrate
their world-class clinical and research
capabilities into our overall structure. Let’s
examine the new strengths Karmanos
adds to our institutional DNA.
Karmanos’ status as an NCI-designated
Comprehensive Cancer Center is
recognition that is earned rather than
simply granted. Such centers must
continuously demonstrate expertise
in research, laboratory, clinical and
population-based cancer research. Further,
they must also provide early-phase clinical
trials and offer community outreach
and education programs. Karmanos’ NCI
status dates to its affiliation with Wayne
State University, which has qualified
for NCI status since 1978. In October,
Karmanos and Wayne State renewed their
affiliation agreement, with commitments
for more research funding and closer
strategic integration. With the acquisition,
Karmanos, Wayne State and McLaren now
form a powerful, three-part team.
Smart management of big data is vital in
cancer treatment and research. Late in
2013, McLaren contracted with Swedenbased medical technology leader Elekta to
launch the MOSAIQ oncology information
George Yoo, MD
Chief Medical Officer
Karmanos Cancer Hospital
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Ruke Ehwarieme, MD
Internal Medicine Resident
McLaren Flint
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Jami Foreback, MD, PhD
Director of Medical Education
McLaren Flint
system throughout McLaren’s cancer
network.
Clinical Integration
IMPROVES PERFORMANCE
MOSAIQ will centralize patient
information across radiation oncology,
particle therapy and medical oncology
into a single, widely accessible user
interface. Elekta will also supply 15 linear
accelerators, a “Gamma Knife” system,
brachytherapy technology, and Elekta’s
Monaco treatment planning system.
Clinical integration of healthcare services
might seem like a dry, technical topic. Yet,
for McLaren Health Care, it could just be the
most exciting, rewarding strategic trend in
our recent history, with solid payoffs for our
hospitals, our staff, our physicians, but most
of all, for our patients and communities.
The $100 million project will “implement
Elekta’s hardware and software throughout
our system,” notes Dr. Justin Klamerus,
chief quality officer and executive vice
president of Karmanos Cancer Institute. “It’s
the biggest agreement both McLaren and
Elekta have ever signed.”
While technology is impressive, its smart
use and broad accessibility in fighting
cancer will be the real payoff for the
McLaren system broadly and Karmanos
specifically. “From a radiation oncology
perspective, we will be at the cutting edge
for 10 years to come,” says Dr. Bepler. “If
a patient needs radiation, we will always
have the newest, latest technology right
here in Michigan. Patients and their
families won’t have to leave the area to
receive the best cancer treatment options.”
Dr. Klamerus concurs: “Clinical trials may
be overseen from a central location in
Detroit, but we can now offer them
rapidly and efficiently at any McLaren site.
This agreement builds on the strengths of
both McLaren and Karmanos.”
Clinical integration, in essence, is about
transformation. About seeking not only
high quality, high value health care, but
shaping a total care structure that works
toward this goal. It means relentless,
continuous learning about how to deliver
care of better quality, with greater
efficiency. It means using every tool at
your disposal to seize these goals, finding
partners who can help to achieve them,
and investing serious money.
Karmanos Clinical Protocols
Enrolled
3,560 Patients
in Clinical Protocols
Clinical
432 Current
Protocols
a large, diverse health care system. But
there is more value to be cultivated
through a system the size of McLaren.
It requires breaking down barriers. It
demands moving beyond the concept of
a dozen or so hospitals with “McLaren” in
their name, to forge a single, interactive
McLaren that works, thinks, moves — and
heals — with one mind.
“Clinical integration is about ‘systemness,’
the transition from a group of collective,
shared facilities to a single organism,”
states Mark O’Halla, chief operating
officer at McLaren Health Care. “It
means finding best practices across the
organization, reducing variability, and
improving performance.”
The potential benefits of full system
integration are enormous. Patient data
flows seamlessly between McLaren
facilities. Quality steadily improves. New
efficiencies are discovered, and costs
trimmed. There is a smooth, supportive
continuum of care from prevention, to
wellness, to inpatient, to ambulatory, to
follow-up. Patients share a uniformly
positive “McLaren experience” anywhere
in Michigan.
True integration goes beyond the
economies of scale achieved through the
McLaren system’s impressive growth.
Massive purchasing power, the scale
needed to attract top physicians, strong
insurance products through McLaren
Health Plan … all are indeed benefits of
Yes, there will be hurdles. McLaren
CEO Phil Incarnati observes, “We have
to learn to move as one. That may be
uncomfortable for local governance, but
at the end of the day, there is no other
option. Everyone has to learn to do things
the same way, every day.”
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McLaren’s Chief Medical Officer, Dr.
Mike McKenna, agrees, “There will be
some cultural change to assure uniform
procedures. When we pick a measure,
someone will already be at the top, but
some will be at the bottom.”
How to make McLaren Health Care’s clinical
integration effective, but also a pathfinder
for complete system integration?
 Focus on doing everything the same
only after learning how to do it better.
O’Halla shares a recent example: “I was
talking with the pharmacy directors
across the company, and told them
we needed to brainstorm a single
pharmaceutical formulary across the
entire system. There were a lot of
questions on how this would work. I
replied that ‘you are the experts, and
you’re the ones who tell me how it should
work.’ The result? A sound, effective
procedure, based on data, was created.”
 Build a learning organization. A best
practice has been instituted throughout
the organization, whether it’s for delivering
a medication, storing surgical gloves, or
providing post-operative cardiac care. But
what happens if a better practice comes
along? “We need to be constantly learning,”
notes O’Halla. “If we find that something
no longer benefits us, then we adjust it.
We’re not blindly lockstepping — we react
constantly based on measurable data.”
Smart use of committees throughout
the McLaren structure means our front-
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line experts are constantly weighing and
adjusting procedures based on internal
experience and outside research.
 You can’t improve what you can’t
measure. Health care delivery is one of
the most monitored and graded industries
in the U.S., and has grown more so
since passage of the Affordable Care
Act. Measures such as the Healthcare
Effectiveness Data and Information
Set (HEDIS) are used by regulators
and consumers as a scorecard of a
hospital’s effectiveness and safety. Tools
such as the McLaren Patient Safety
Dashboard, in place since 1994, measure
and monitor over 50 unique clinical
performance metrics, including infection
rates, mortality, patient falls, 30-day
readmissions and clinical utilization. The
McLaren approach to the use of these
report cards is simple: “Our target is to be
the best,” says O’Halla.
 Build support (and skills) among
your medical staff. McLaren Physician
Partners, our Physician Hospital
Organization (PHO), has grown steadily
in recent years. Making it a keystone
of integration efforts to standardize
procedures has paid off. “Physicians
don’t always like being told what to do,
but the reality is that every physician
also wants to do the right thing,” says
Dr. McKenna. “We give them the tools to
make the right choices.”
Smarter and safer
Blood management
The three drivers for McLaren Health
Care in the future will be quality,
affordability and integration of care. Will
that work in practice though? A new
initiative that combines all three provides
a good illustration.
When we refer to a crucial element of
something as its “lifeblood,” we’re usually
being metaphorical. But in hospital surgical
settings, the wise use, care and management
of blood products gives the term a meaning
that could not be more literal.
Except for times of real shortage, health
caregivers have historically been very
openhanded in transfusing blood for
patients. U.S. health care is wasteful when
it comes to blood use compared to most
of the world. Blood utilization in the U.S.
is currently 15 percent higher per capita
than in Europe and 44 percent higher
than in Canada. While there are obviously
events that require immediate, heavy
blood transfusions, medical science has
learned that better care often means
more judicious use of blood.
“Blood is really a product, and like
any medical product, needs to be well
managed,” observes Dr. Dennis Spender,
medical director of the McLaren Medical
Laboratory. Introducing any foreign
product into the human bloodstream
carries risks, and this includes blood.
Any transfusion suppresses the immune
Sandeep Mittal, MD
Co-Leader, Neuro-Oncology
Multidisciplinary Team
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Dennis Spender, MD
Medical Director
McLaren Medical Laboratory
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system to some degree, and there are
risks of circulatory overload and other
negative events. “Every transfusion
reaction on average extends a hospital
stay by four days,” notes Dr. Spender.
Blood, like other products, also adds
expense and difficulty, especially in
storage and management.
So if blood is a product, are there, as
with other hospital products, smarter
and safer ways to use it? There are
now at McLaren, through its new blood
management program. Over the past
year, McLaren has teamed with Strategic
Healthcare Group in Indianapolis to
nurture an evidence-based, blood
management program throughout our
system. “They’re helping educate us
on our substantial blood management
1 New 2
is the
Less is more for blood
transfusions. New treatment
protocols recommend using
one unit of Red Blood Cells instead of two.
infrastructure,” says Dr. Spender. One
initiative is the formation and training
of “blood management teams” at each
McLaren facility, made up of staff who
work with blood banking, quality, and
safety issues.
Most of the blood management effort
goes to education. Medical research has
found that hemoglobin levels once thought
optimal for patients may not be the ideal.
“We have a saying as part of the program
that, for hemoglobin levels, 7 is the new
10,” says Dr. Spender. In other examples,
a patient diagnosed as anemic may be
better served with iron supplements than
a transfusion. A patient being treated with
blood thinners such as Coumadin may
have longer bleeding incidents, but simply
adjusting the patient’s meds could be wiser
than transfusing.
Though smarter use of blood products
lowers costs at McLaren, Dr. Spender
stresses that the real benefits are
improved safety and updated patient
care standards. “This is based on peer
reviewed scientific literature. It’s a
high-quality initiative with the added
benefit of shortening hospital stays and
lowering expenses.”
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A
ccess and affordability are the big, systemic issues that grab the
news headlines. With the national Affordable Care Act (ACA)
now in place, much of the loud debate we’ve heard over the
past several years has retreated, replaced by the buzzing activity of
implementation. Yet there remain serious gaps between the ideal care,
coverage and financial goals of the ACA and the realities that exist today.
McLaren Health Care is striving to
navigate these disparities. Innovations in
care mean that patients in the smallest
McLaren communities have access to
the same capabilities as those at our
largest facilities. By expanding and
centralizing our research capabilities,
we gain a reputation as a hotbed for
research advancement, and our patients
gain early access to new procedures and
medications.
Health care reform increasingly puts
patients in charge of making their own
health care decisions. McLaren innovations
in data, access and information provide
the tools patients need to be active, savvy
partners in health care.
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Expanding Access in
Eastern Michigan
McLaren Health Care continued its pace
of expansion in 2014 with acquisition
of Port Huron Hospital in May. The 186bed hospital has been a fixture in the
Sanilac and St. Clair county area since
1882, but the process by which it chose
to join with McLaren offers valuable
insight on the trends shaping 21st
century health care.
Port Huron president and CEO Tom
DeFauw recounts that he and the hospital’s
board began weighing future options
several years ago. “Our board was looking
for ways to advance our local health care
capabilities beyond today’s needs, to build a
strong system for the future.”
A meticulous future strategy process
included seeking input from the board,
Port Huron physicians and community
leaders, as well as hiring a consulting
firm to aid in research. The hospital
staff and advisors invested many hours
in assessing industry trends, strategic
options, capital requirements and local
health care needs.
The outcome of this fact finding
confirmed that joining a larger health
care system would prove best for the
people of Port Huron. “Our goal was to
join with a system that shared our vision
on hospital/physician alignment, capital
investment, management expertise
and commitment to employees and the
community,” DeFauw says.
Access &
Affordability
The structures needed to grow and
improve our system.
Tom DeFauw
President/CEO
McLaren Port Huron
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LaKeisha Blair-Watson, MD
Family Medicine
McLaren Oakland
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These sound like high, demanding
standards to meet, yet Port Huron
Hospital still received 10 separate
proposals from interested suitors. After
all were carefully reviewed by hospital
leaders and board members, DeFauw
notes that there seemed only one
choice — “we unanimously felt that
McLaren did an outstanding job. Given
the strength of their proposal, we felt
much better about moving away from
independence.” The negotiation and due
diligence process soon began and brought
formal acquisition on May 1, 2014.
Even a few months into the process, the
McLaren Port Huron leadership has already
seen solid benefits from the merger. “The
new fiscal year began October 1, and
we’ve already identified $4 million in new
revenues and expense reductions,” says
DeFauw. Capital funding for construction
of a new Port Huron cancer center and
a new inpatient tower is part of the
agreement, with groundbreaking set for
2015. The new cancer center is part of a
major expansion in Port Huron’s oncology
capabilities, sparked by McLaren’s other
major acquisition of the past year, the
Karmanos Cancer Institute.
Also, “McLaren brings incredible physician
recruitment expertise, and their PHO
model with McLaren Physician Partners
was one of the factors that motivated us.”
Indeed, DeFauw says McLaren’s noted
expertise in smoothly integrating new
hospitals in itself was a factor that helped
sway Port Huron’s leaders. “McLaren has
a very sophisticated integration process.
They set up integration teams in June, and
the whole process moved much quicker
than we anticipated.”
insuring Michiganders and their families,
was launched in 1997 and includes
Medicaid coverage, commercial plans and
individual health care insurance plans
offered through the health exchange.
DeFauw believes that such linkages are
the inevitable outcome of modern hospital
trends. “More and more, we see that
independent hospitals can best serve their
communities by being part of a much
larger system. Scale is important, and it’s
harder to take risks if you remain small.”
With the arrival of the ACA, McLaren
Health Plan was ready with the right
structure and the right products, at the
very moment they were most needed.
“The health care exchange was much
more successful for McLaren Health Plan
than anticipated,” recalls Kathy Kendall,
president and CEO of MHP.
The Right Plan at
the Right Time
For the health exchange, our ACAapproved plans offer both groups
and individuals “Silver,” “Gold,” and
“Platinum” coverage based on the level of
deductibles sought.
A year ago, the phrase “Affordable Care
Act” (ACA) was identified with broken
government websites, wholesale changes
in insurance coverage and cost, and
widespread confusion. Today, a bit of
the fear factor is gone, and some of the
credit, at least in Michigan, should go to
the McLaren Health Plan (MHP).
October 1 of 2013 saw open enrollment
begin for the “health insurance
marketplace” required under the
Affordable Care Act. Glitches in the
system were immediately apparent, the
most famous being the ACA’s infamous
healthcare.gov website.
For MHP, being ready the moment
the ACA rolled out was an example of
McLaren’s overall approach of preparing
to meet the demands of where health care
is headed, rather than where it is at the
moment. MHP, our system’s approach to
“McLaren is the only plan in Michigan
offering products on the exchange that
feature a unique preferred network
option,” observes Kendall. The “McLaren
Rewards” option waives patient
deductibles and co-pays for services from
a network of preferred providers.
Many competitor networks are so small that
patients must leave their personal health care
providers to seek out-of-network services
that are very costly and inconvenient. “A
lot of plans implement narrow networks,
but ours is just the opposite of a narrow
network,” says Kendall. There are some 2,500
such zero-deductible “reward” providers
in the plan, including the 2,000-member
McLaren Physician Partners PHO.
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The McLaren Rewards network of
providers eligible for discounts is much
bigger and includes the plan’s affiliation
with Oakwood Health System in Detroit
and Mercy Memorial in Monroe. “If you
enroll with us, you gain a total network of
37,527 providers,” notes Kendall. “That’s a
huge number.”
The full ACA rollout drove some of the
expansion in the MHP for 2014, but growth
was also fueled by Medicaid expansion in
Michigan. Launched on April 1, the state’s
Healthy Michigan Plan expanded Medicaid
coverage to almost half a million more
residents. The result was another blast of
new demand for healthcare coverage taking
many by surprise. The state projected
new Medicaid enrollees to total perhaps
300,000 by the end of the year, when in
fact 400,000 signed up just by the end of
October. MHP increased by 49,000 new
members through its own Healthy Michigan
Medicaid coverage offerings.
Added to this was overall system growth
for MHP over the year. MHP’s push into the
Medicare Advantage market includes two
products, a premium “Diamond” plan and a
value-priced “Sapphire” plan. Both of these
feature-rich products are being sold in an
expanded 34-county market in Michigan.
Number of McLaren Rewards
Network Providers
37,527
20
Commercial insurance expanded to four
more counties in the state, bringing the
total to 35, and Medicaid expansion pushed
MHP’s Healthy Michigan product out to all
53 counties in the state where McLaren
has a presence. Plus, the MHP network of
providers gained 7,000 new members.
MHP had the programs and offerings in
place to meet this boom, but Kendall admits
that the sheer enrollment numbers pushed
their infrastructure. “The growth has been
explosive. In one month we expected 5,000
new members, and instead received almost
20,000. We put an emergency plan in place,
and pulled staff from all departments to
man customer service.”
Explosive growth may have been the
McLaren Health Plan story for 2014, but
Kendall views it as both a sign of success
and a key to MHP’s ongoing strategy.
“These huge initiatives are where we really
fit in. We’re trying to maximize the abilities
our plan brings as we move further into
the market. Population health management,
improving our quality scores, paying for
value, and setting new metrics — this is
what health plans should do.”
Shaping New Care MOdels
With Physician Partners
Technology, smart financial and
administrative infrastructure, the latest
medical techniques … all are useless without
skilled, aligned physicians to put them to
work in saving lives. McLaren Health Care
takes great pride in the skills and passion that
all of our physicians display on a daily basis.
The high quality rankings of our facilities and
care outcomes attest to this talent.
Physician/hospital organizations (PHOs),
a partnership bringing together hospitals
and physicians, have become a popular
business model in American health care.
Our system has offered a successful PHO,
McLaren Physician Partners (MPP), for a
number of years. As in most hospital health
care settings, however, the majority of
our physicians are still independent. “Even
though we employ about 430 physicians,
there are still thousands of independent
physicians in the system,” notes McLaren
CEO Phil Incarnati.
Yet MPP is developing an important cadre
for over 2,000 physician members that
points to the future. It allows us to shape
new models of care, improve standards, and
grow tomorrow’s integrated health care
system. “MPP shows the spirit of partnering
with physicians,” says Gary Wentzloff, MPP
president and CEO. The past year has
seen initiatives to offer new resources to
member physicians in practice improvement,
clinical integration, contracting and quality.
For example, MPP provides “practice
coaches” who will come to the physician’s
office to help identify gaps in care and
offer process improvements. “Suppose
a patient comes in with a diagnosis of
diabetes, there is also further lab work
that’s needed periodically,” Wentzloff
observes. “That could be a gap in care if
not followed up carefully.”
Ramy Kurdi, DO
Orthopedic Surgeon
McLaren Bay Region
21
Alex Steinbock, DO
Neurologist
McLaren Medical Group
22
MPP is also at the cutting edge of
McLaren’s clinical and practice integration
mission. Clinical integration scorecards are
in the works to establish and share care
quality metrics. “We assemble empirical
data across programs, so every physician
can examine his or her office by objective
measures.” Physicians from across the
McLaren system are taking part in regional
medical director networks to shape these
quality care metrics, which also aids in
system integration. Wentzloff credits these
networks with “allowing physicians to meet
their peers and develop engagement.”
Physicians are vital to the “medical home”
model, which is at the heart of the
population health management concept
endorsed by the ACA. The medical home
model seeks to develop an ongoing arc of
care for the patient throughout treatment,
and puts the physician in charge as the
manager of that care. “Coordination of
care is crucial,” says Wentzloff, and MPP is
working to assure its physicians have the
knowledge and tools to handle this new role.
As noted, MPP is a cadre, nurturing the
changes that are on their way for how
all physicians will be practicing in the
future. Wentzloff sees McLaren Physician
Partners in the vanguard of improving the
practice of medicine. “Getting physicians
to say ‘yes, I’m willing to reach out’ is the
first step bringing greater quality to care.”
New Programs Assure
Quality and Access
Of all the ingredients that go into great
health care, one may be paramount —
access. Excellent physicians, good facilities,
and technology won’t help if patients
lack fast, convenient access to that care.
McLaren Medical Group (MMG) specializes
in delivering on this crucial element for
health care excellence.
MMG is the ambulatory network of
McLaren Health Care. With more than
80 primary and specialty care centers
located throughout our statewide service
area, our physicians assure continuity
and access to care throughout all stages
of treatment.
For 2014, the Medical Group focused
on two initiatives to improve access for
McLaren patients, making it not only
easier to see a physician, but to assure the
highest quality of care at that visit.
In September, MMG rolled out a free
online appointment scheduling program.
This service allows patients to find
local physicians who will accept their
insurance coverage, check scheduling, and
instantly book appointments online and
also provides information on physician
qualifications and specialties, aiding in
making informed care decisions.
MMG launched this online appointment
initiative with nearly 100 McLaren primary
care, Ob/Gyn, and pediatric physicians
in the Flint, Lansing and Macomb areas.
Participation in the program was notable
over the last quarter of 2014, with more
than 300 new patient visits booked.
Success is driving expansion of this
initiative into other McLaren regions, with
Oakland planned for early 2015.
The past year also saw advances in
certifying McLaren facilities as Patient
Centered Medical Homes (PCMHs). The
medical home concept is a central element
of health care reform. This primary care
model empowers patients in management
of their care, coordinating care through a
high-access, high-quality team approach.
This includes not only primary care, but
also specialty care, hospital services, home
health and community services.
PCMHs demand certification on a large
number of strict and objective technical
criteria. Reimbursement for care is
increasingly keyed to gaining this PCMH
certification for care sites. Blue Cross/Blue
Shield of Michigan PCMH certification, for
example, is based on meeting over 140
“capabilities,” such as patient registries,
tight performance reporting, broad access,
and follow-up regimens.
While many of these capabilities seem
technical and esoteric, “in my mind, the
most important relate to quality,” says Kim
Hamm, director of quality and compliance
for MMG. “We have to deliver high
performance, quality care standards, and
assure all the needs of the patient are met.”
BCBSM certifies PCMH sites annually, and
2014 was a strong year for McLaren. “We
now have 86 of our care sites designated
as medical homes, and the number of our
providers working through these sites
jumped 25 percent just this year.” Such
progress is vital, says Hamm, because
ultimately “some payers may move toward
reimbursement only for care at certified
[PCMH] sites.”
23
McLaren Care
The strong integration of our care
management systems
Josh Straus, RN
Heart and Vascular Center
24
M
cLaren Care, the third element in our bold new strategic
approach, puts the unique, broad structure we’ve crafted
for McLaren Health Care to work in fulfilling the needs of
the first two elements. The scale and scope of our system, covering
a geography representing 75 percent of the state’s population with
hundreds of facilities and thousands of physicians and employees,
create a powerful tool for meeting the demands of modern health care.
We’re able to discover best practices for
medical procedures throughout a large,
diverse system, refine these, and then
roll them out as standards throughout
the McLaren family. A growing network
of world-class physicians raises quality
of care and attracts the notice of more
world-class physicians … a virtuous
circle. An enormous purchasing system
and smart use of “big data” allow us to
negotiate the best prices on products and
services and to harness technology as a
tool for improving efficiency and quality.
PatientS as Active
Partners
There is a long tradition in health care of
seeing the major elements of good care
delivery as physicians, hospitals, the hospital
staff, and the various funding mechanisms
(most of these competing against each
other). McLaren Health Care has crafted a
structure for bringing these elements into a
quality-driven whole. But even if you stop
viewing these players as separate silos,
what’s missing from this formula?
The patient.
McLaren Health Care is taking its place
at the front of health care reform to
change this. Patients are increasingly
expected to be active partners in shaping
the course of their health care, and
McLaren is giving them the tools and
knowledge to be effective.
“Patients need to engage with their health
care more now than ever before,” observes
Dr. Mike McKenna, McLaren Health Care
chief medical officer. “We’re working to
educate our patients to ask the right
questions and make better choices. Is this
treatment worth the cost … do I really need
that MRI?”
While this is indeed empowering for the
people in McLaren’s communities, it’s also
more demanding. Who is ultimately in
charge of your health care records now?
You are. Who decides how to best spend
your limited budget of health care dollars?
You will. “More choices are shifting to
consumers,” notes McLaren CEO Phil
Incarnati. “And they’ll have to be better
consumers.”
McLaren Health Care is working to assure
that its patients are up to the demands
of being their own care managers. The
mymclarenchart.org patient portal is one
tool. With the power to access health and
treatment records anywhere and anytime,
the online portal alters the health care
conversation, making it more of a
partnership.
Customer education through the various
McLaren Health Plan offerings is another
tool for nurturing smarter health care
consumers. With a strong emphasis on
25
member outreach, education and support,
the plan is literally reshaping the health care
aptitude of its 260,000 covered members.
“Most health plans talk about population
health management,” says Kathy Kendall,
CEO of McLaren Health Plan. “But this is
what we actually do — work to manage the
health care for our covered population.”
Best PRactices
for the BEst Care
“Not invented here.” It’s one of the most
common — and most negative — concepts
in technology and business. It means
shunning a technology, technique or
talent solely because it wasn’t developed
in house. A “not invented here” approach
places the parochial above the innovative,
mediocrity above excellence, and the
present above demands of the future.
The McLaren Health Care approach might
just be the exact opposite of this insular
philosophy. That’s because our talent for
smart, strategic growth and acquisition is
not based on a simple “bigger is better.”
Rather, we take a “who knows what we
don’t?” tack. Who has expertise we can
use to improve our system … where do
we need to be in the future … what
capability can we add to strengthen the
McLaren community?
Take McLaren’s acquisition of Karmanos
Cancer Institute. “Through this transaction,
we are delivering the vision of worldclass cancer treatment here in Michigan,”
26
observes McLaren CEO Phil Incarnati.
While Karmanos is famed for its cancer
treatments and research, these are just
the end result of a robust, best-practice
clinical care structure.
“Karmanos serves as an example,” notes
McLaren Chief Medical Officer Dr. Mike
McKenna. “They’ve standardized their best
practices. Now we want to take those best
practices throughout our Michigan-wide
network. Variation kills quality.”
The process of integrating this clinical-care
quality into McLaren’s DNA has already
begun and offers a good example of how
a “learning organization” transforms itself.
Step one is clinical integration itself, begun
by bringing the Karmanos template into
McLaren’s various oncology programs. A
clinical integration committee was created,
with representatives from McLaren’s
oncology sites and Karmanos staff. Dr.
Gerold Bepler, Karmanos CEO, recalls that
this included “developing guidelines for
integration, policies and procedures, site
visits to all oncology and infusion centers,
and compiling a list of best practices.”
With best-practice clinical guidelines in
hand, all McLaren cancer facilities then
implemented them throughout the
system. “Each site has been approved
and accredited,” says Dr. Bepler. Meeting
such tough, uniform clinical standards is
crucial if Karmanos, as a part of McLaren,
is to keep its NCI Comprehensive Cancer
Center designation.
Step two is research integration. Before
McLaren facilities could take part in
Karmanos’ extensive cancer research
projects, the integration committee
conducted reviews and site visits across
the McLaren system. Medical research
is tightly regulated, with demanding
standards for “processes, patient consent,
data collection and storage, and site
approval,” notes Dr. Bepler.
A central Protocol Review and Monitoring
Committee now vets all oncology drug
and device trials for scientific rigor and
procedures, making it far simpler to gain
research approval. Forging McLaren’s
widespread oncology sites into a
centralized clinical trial program has paid
off, with five new trials recently launched.
Step three of oncology clinical integration
is a vital one in this digital age, ensuring a
common oncology data system is in place
throughout the McLaren structure. McLaren
created one of the largest partnerships
of its kind with medical tech firm Elekta
to unify and standardize our cancer data
collection, storage and access system,
assuring that all McLaren and Karmanos
facilities have seamless data accessibility.
This technology has been implemented
in McLaren Macomb, McLaren Clarkston
and McLaren Lapeer and should be online
throughout the full McLaren network
in 2015. Standardized treatments, drug
mix and delivery, ancillary medications
and other oncology needs can be easily
Calandra Anderson, RN, MBA
Director of Patient Care Services
McLaren Oakland
27
Beth King, RN, BSN
Certified Branch Manager-Davison
McLaren Home Care
28
prescribed across all McLaren sites.
Finally, McLaren is using smart integration
to help build linkages with outside
resources. Karmanos has long had a
productive affiliation with Wayne State
University (WSU), sharing faculty, medical
staff, residency programs and research.
Following our Karmanos acquisition,
McLaren helped in negotiating a new
contract with WSU that deepens
collaboration, increases funding, and
improves shared governance.
The task of blending McLaren and
Karmanos into a superior system
continues into 2015. One key project
underway is melding the work of
McLaren’s current oncology staff with
Karmanos, of particular benefit because
Karmanos’ staff brings a number of cancer
subspecialties not currently available in
the McLaren system.
Also in progress is full integration of
electronic health records (EHRs) for
oncology to ensure more effective
collaboration, and finalizing consistent
treatment guidelines and scope of
practice issues.
McLaren’s
Service Area Covers
75%
of the State’s Population
The integration of Karmanos as a
trailblazer for clinical integration and
renewal has proven both enriching and
demanding. “It’s been a very intense
year … a lot of people have put a lot of
work into this,” observes Dr. Bepler.
Now that the huge effort of crafting
this prototype for successful clinical
integration is in progress, what next?
Replicate it, again, and again, and again
throughout the McLaren system. Says
McLaren Health Care COO Mark O’Halla,
“In the new year, we’ll be doing the
same thing for cardiovascular care,
neurosciences, and orthopedics.”
At McLaren, the learning never ends.
Meaningful use of Data
While information technology has been
transforming health care over the past
decade, McLaren has aimed ahead of the
curve to shape technology and smart data
usage into a strategic strength.
The U.S. Centers for Medicare and
Medicaid Services (CMS) has set a
goal of driving health care providers
to implement broad electronic health
record usage. To assure compliance
with this mandate, CMS implemented
a multistage “meaningful use” test of
technical measures. There are many
items to be met for meaningful use,
from computerized provider order entry,
to bar code use for administration of
meds, to public health reporting, all with
steadily rising thresholds. Hefty Medicare
and Medicaid funding incentives are at
risk for providers who don’t comply.
In October, McLaren Health Care could
attest that eight of its hospitals had
achieved meaningful use under current
guidelines. “This is important to the future,”
notes Mark Gray, corporate director of
information technology. “Over the next
four years, roughly $60 million in Medicare
and Medicaid incentives are at stake.”
One important meaningful use measure
is implementation of “patient portals.”
These are secure online websites that give
patients 24-hour access to personal health
information, such as clinical summaries,
care instructions about recent visits, and
lab or test results.
McLaren Health Care’s patient portal is
mymclarenchart.® “This is an excellent
tool for empowering patients in allowing
them to keep all their health information
accessible, anywhere, anytime,” Gray notes.
This highly secure system taps patients into
the expanded, centralized data network
McLaren has created for its own facilities.
McLaren patients are readily responding
to and adopting this new technology.
“As of November, 22 percent of our
eligible patients have already signed up,”
well above projections.
29
Always.
Throughout this report, we have underscored the three strategic pillars that are helping
McLaren Health Care prepare for the future: The overall McLaren experience, focused on
safety, service and quality … the structures we need to strengthen access and affordability …
and finally, the dawning “McLaren Care” model, shaped by careful integration of our care
management systems.
We have invested substantial amounts of human and capital resources into the process of
interpreting these three legs of our overarching plan for the system. The transformation
being driven by our clinical integration effort is revolutionizing the McLaren experience, but
it also boosts access and affordability, and is a prototype for the coming integrated McLaren
Care model. Our acquisitions add value by improving care standards, broadening access, and
expanding our systemwide skill base.
This, perhaps, has been the real key to McLaren’s strategy for success in 2014, and aiming
into the future. Add talent, facilities, expertise, technology and services wisely, and only if
they deliver on all three of the elements above. A future of integrated health care demands
nothing less than such an integrated strategy.
30
15
14
McLaren Service Area
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
cLaren Bay Region
M
McLaren Bay Special Care
McLaren Greater Lansing
McLaren Orthopedic Hospital
McLaren Lapeer Region
McLaren Clarkston
McLaren Health Plan
McLaren Flint
McLaren Macomb
McLaren Oakland
McLaren Homecare Group
McLaren Insurance Company, Ltd.
McLaren Northern Michigan at Cheboygan
McLaren Port Huron
Karmanos Cancer Institute
McLaren
Medical Group
3
1
2
9
8
4
5
13
12
16
6
7
11
10
McLaren Proton Therapy Center
McLaren by the Numbers
Discharges �� 100,958
ER Visits �� 395,902
Surgeries��100,000+
Births�� 6,297
Ambulatory Visits��3.7 Million
Home Care Visits ��137,734
Hospice Days��76,941
Licensed Beds��2,857
Community Benefit ��$205 Million
Employees �� 22,000
Days of Inpatient Care �� 470,563
Contracted Providers ��37,527
Annual Payroll�� $1.2 Billion
Net Revenue ��$3 Billion
31
Governance
McLaren Health Care
Board of Directors
David McCredie, Chairman
E. James Barrett
Daniel Boge
David Buzzelli
H. James Fitzgerald
James George
Tony Hain
Philip Incarnati
Kathryn Lawter
Dominic Monastiere
James Prowse
Thomas Robinet
David Thompson
Board of Directors
Timothy Monahan, Chairman
Leslie Bowman
Armando Cavazos
Ethan Davidson
Myron Frasier
Thomas Goss
Scott Hunter, DMin
Tom Kalas
W. James Prowse III
Anthony Rusciano
Alan Schwartz
Maureen Stapleton
Buzz Thomas
Jane Thomas, PhD
Manuel Valdivieso, MD
Ex-Officio
Charles Becker
Gerold Bepler, MD, PhD
Margaret Dimond, PhD
Elisabeth Heath, MD
Philip Incarnati
Valerie Parisi, MD
George Yoo, MD
Board of Directors
Charles Becker, Chairman
W. James Prowse III, Vice Chair
Alan Schwartz, Vice Chair
Randolph Agley
Eugene Applebaum
Mary Barra
Jim Bennethum
Armando Cavazos
Daniel Cornwell
KC Crain
Karen Cullen
Debbie Dingell
David Drews
David Duprey
Kenneth Eisenberg
Jay Farner
Michael Ferrantino, Jr.
Richard Gabrys
Bruce Gershenson
John Giampetroni
Adnan Hammad, PhD
Mohammad Muhsin Chisti, MD
Hematology/Oncology
McLaren Oakland
32
Patricia Hartman
Ellen Hill-Zeringue
David Jacob
Peter Karmanos, Jr.
C. Michael Kojaian
Edward Levy
Donald Manvel
Mary Matuja
Timothy Monahan
Amy Morgan
Paul Nine
Paul Purtan
Eunice Ring
Gary Sakwa
Nazli Sater
Marc Schechter
John (Joe) Schwarz, MD
Nedda Shayota
Robert Skandalaris
Robert Stone
David Trott
Vainutis Vaitkevicius, MD
Jeffrey Williams
Nancy Yaw
Ex-Officio
Gerold Bepler, MD, PhD
Philip Incarnati
Valerie Parisi, MD
M. Roy Wilson, MD
McLaren Bay Region
Board of Directors
William Bowen, Chairman
Gary Bosco
Terrence Cherwin, DO
Eileen Curtis
Kathy Czerwinski
Mitzi Dimitroff
Alice Gerard
Mark Jaffe
Mark Komorowski, MD
Debra Lutz
David Mikolajczak
Dominic Monastiere
Mark O’Halla
Amy Rodriguez
Douglas Saylor, MD
McLaren Bay Medical Foundation
Board of Trustees
Dan Engelhardt, Chairman
Ashley Anderson
Paul Begick
Sally Bowen
Mark Brissette
Eileen Curtis
Robert Dimitroff
Wendy Dore
Timothy Dust
Daniel Engelhardt
Nancy Greve
Edward Keating
Stephen Kent
JoAnna Kolbiaz
Mark Komorowski, MD
Richard Lyon
Donald Massnick
Pamela Monastiere
Guy Moulthrop
Lee Newton, OD
Cynthia Phares
Roger Pickering
Richard Spence
Richard Steele
Mike Stodolak
Barbara Sundstrom
Mary Beth Taglauer
Ex-Officio
Alice Gerard
Konnie Gill
Stephen Scannell
Board of Directors
Andreas Teich, Chairman
Ashley Anderson
Lori Appold
Scott Carmona
Matt Jeffrey
Aaron Madziar
Kimberly Prime, EdD
Ex-Officio
Cheryl Burzynski
McLaren Bay Region Auxiliary
Executive Board
Debra Kohn, President
Barbara Sundstrom, Past President
Judy Johnson, 2nd Vice President
Board of Directors
Kenneth Bovee, Chairman
Daniel Boge
Sandy Caul
Frank Cloutier
David Keilitz
Maxine Klumpp Kent
Bill Lawrence
Charles Lilly, MD
Janet Maar-Strickler
Steven Martineau
Pamela Myler
Steven Pung
Michael Swirtz, MD
Ashok Vashishta, MD
James Wojcik
Volunteers
Bonnie Vetter, Director
McLaren Flint Board of Trustees
Jim Cummins, Chairman
Edward Abbott
Jagdish Bhagat, MD
Philip Incarnati
Donald Kooy
David Mazurkiewicz
Duane Miller
Lawrence Moon
Elizabeth Murphy
Patricia Perrine
Ghassan Saab
Sherri Stephens
Frazer Wadenstorer, MD
Trustees Emeritus
Sandra Applegate
William Churchill
Lynn Evans
Harriet Kenworthy
Olivia Maynard
Edward Neithercut
William Piper
McLaren Foundation
Board of Trustees
Tom Donaldson, Chairman
Steve Cook
Hesham Gayar, MD
Donald Kooy
Raymond Rudoni, MD
Mona Sahouri
Lakshmi Tummala
Marie Wadecki
Rick Wyles
Trustees Emeritus
Daniel Anbe, MD
Sandra Applegate
William Churchill
Frederick VanDuyne, MD
McLaren Flint Hospitality House
Board of Trustees
Steve Cook, Chairman
Roxanne Caine
Gary Gagnon
Donald Kooy
Rick Wyles
Board of Trustees
E. James Barrett, Chairman
David Boes, DO
Paula Cunningham
Tico Duckett
Sal Durso
Ramiro Gonzales
Theresa Hubbell
Philip Incarnati
Patricia Lowrie
Thomas Mee
Ralph Shaheen
Charles Steinberg
Scott Stewart
Sadiq Syed, MD
Ex-Officio
J. Wesley Mesko, MD
Mia Michelena, DO
Guest Member
Tim Johnson
Trustees Emeritus
James Fitzgerald
Donald Hines
Thomas Hoffmeyer
Michael Murphy, PhD
Barbara Sawyer-Koch
Everett Zack
Foundation Board of Trustees
Scott Stewart, Chairman
Peg Brown
Thomas Conroy
Sara Dolan
Jennifer Dubey
Calvin Jones
Michael Kowalczyk, DO
Darrell Lindman
Rachel Michaud
Michael Nordman
John O’Toole
Charles Owens
Charles Taunt, DO
Christine Tenaglia, DDS
Richard Wendorf, PhD
Keith Williams
Angela Witwer
Lyn Zynda
Trustees Emeritus
Becky Beauchine Kulka
Seong Chi, MD
Nancy Elwood
Gordon Guyer, PhD
Thomas Hoffmeyer
Charles Laskey
Dennis Louney
Jeffrey Williams
Volunteer Board of Directors
Peggy Brown, President
Ray Elton
Nancy Meddaugh
Siray Taylor
McLaren Health Advantage
Board of Directors
Kevin Tompkins, Chairman
Kathy Kendall
Gregory Lane
McLaren Health Plan
Board of Directors
Lakisha Atkins
Patrick Hayes
Kathy Kendall
Donald Kooy
Dennis LaForest
David Mazurkiewicz
Ronald Shaheen, DO
Foundation Board
Tim Turkelson, Chairman
Elfatih Abter, MD
Rick Burrough
Barton Buxton
Mary Beth Callahan
James Greenwald
Andy Harrington
Rod Mersino
Marguerite Pope
Bob Riehl
Diane Scott
Steve Starking
Kenneth Tarr, DO
McLaren Health Plan Community
Board of Directors
Kathy Kendall
David Mazurkiewicz
Board of Directors
Joseph Sasiela, Chairman
Barton Buxton
David Dixner
Tom Donaldson
Mark O’Halla
Dennis Perry, MD
Clarence Sevillian
Carl Simcox
Frank Wronski
Board of Trustees
Kathryn Lawter, Chairperson
Mike Robinet, Vice Chair
Brad Blaker, DO
Barton Buxton
Curt Carter
Joan Maten, FNP
Karen Mersino
Mark O’Halla
Justus Scott
Roger Skindell, DO
Kenneth Tarr, DO
Kari Jarabek, RN
Manager, Medical
Management
McLaren Health Plan
33
Auxillary Board
James Greenwald, President
McLaren Macomb
Board of Trustees
Ted Wahby, Chairman
Peter Ajluni, DO
Tom Brisse
Robert Cannon
Carolyn Dorian
Bernadette Gendernalik, DO
James George
John Paul Hunt
Philip Incarnati
Matthew Moroun
Mark O’Halla
Dean Petitpren
Albert Przybylski, DO
Thomas Schwanitz
Andrew Staricco, MD
The Hon. George Steeh
McLaren Macomb Foundation
Board of Trustees
Randy Pagel, Chairman
Linda S. Adams, Vice Chair
Madip Atwal, DO
Rita Cavataio
Tiffane Colombo
Frank Henke
Timothy Logan, DO
Frank Maniaci
Robbyn Martin
James McQuinston, DO
John Nori
Mark O’Halla
Carl Pesta, DO
Steven Rybicki
Grace Shore
McLaren Macomb Volunteer
Guild Officers
Paul Palazzolo, Director
Pam Berloski
Board of Trustees
Philip Incarnati, Chairman
Ed Abbott
James Fitzgerald
William Hardimon
Donald Kooy
David Mazurkiewicz
Michael McKenna, MD
Mark O’Halla
David Frescoln
William Hampton, MD
William Henry, MD
Philip Incarnati
Tom Irwin
Tom Moran
Jim Shirilla, MD
Ann Stallkamp
David M. Zechman
Cheboygan Campus Guild
Kathie Nihls, President
Kathy Cell
Bonnie Lorenz
Jill Lutz
Aurelia Tenerovicz
Foundation Board of Trustees
Robert Schirmer, Chairman
Patricia Anton
Lawrence Buhl, Jr. (deceased)
Sally Cannon, PhD
David Corteville, MD
Murray Cotter, MD, PhD
Gay Cummings
Stephen Eibling
Matthew Frentz
Elise Hayes
Patrick Leavy
Deborah Nachtrab
Miriam Schulingkamp
John Shevillo
Tracy Souder
Miles Trumble, MD
Pamela Wyett
David M. Zechman
McLaren Oakland
Board of Trustees
The Hon. Leo Bowman, Chairman
John Bueno
Ralph Gilles
Tony Hain
Wendy Hemingway
Jeff Love
Mark O’Halla
Allen Prince, DO
Clarence Sevillian
James Stepanski, DO
Board of Trustees
Bob Foster, Chairman
Dave Buzzelli
H. Gunner Deery, MD
Cindy Dickson
34
McLaren Riley Foundation
Board of Trustees
Tressa Gardner, DO, Chairperson
Jackie Buchanan
Laura Clark-Brown
Charles Hall
Christopher Johnston
Diana Jones
Rick Laney
Forrest Milzow
William Price
Barbara Whittaker
McLaren Port Huron
Board of Directors
Mona Armstrong, Chairperson
John Ogden, Vice Chair
Glenn Betrus, MD
John Brooks, MD
F. William Coop, MD
Thomas DeFauw
Philip Incarnati
David Keyes
James Larsen
Richard Levielle
Janet Lomasney, OD
David Mazurkiewicz
Bassem Nasr, MD
Janice Rose
David Thompson
Karl Tomion
David Tracy, MD
Suresh Tumma, MD
David Whipple
McLaren Port Huron
Foundation Board of
Directors
James Larson, Chairman
Linda Finnegan, Vice Chair
Cynthia Ainsworth
Greg Busdicker
Brandi DeBell
Brian Duda
Ross Green
Cynthia Nunn
Brian Oberly
Wendy Thompson
Gary Trump
Ernest Werth
Jeffrey Wine
Meredith Wirtz
McLaren Port Huron Auxiliary
Board of Directors
Mary Lou Kraft, President
Sue Barbe, Vice President
McLaren Port Huron Marwood
Nursing & Rehab Board of Directors
Michael Turnbull, Chairman
Bethany Belanger
Edmond Fitzgerald, MD
John Jarad, MD
Geoffrey Kusch, MD
Susan Meeker, RN
The Hon. John Monaghan
Franklin Mortimer
Michael Vinckier
Regional EMS Board of Directors
Greg Lane, Chairman
Greg Beauchemin
Gerson Cooper
David Mazurkiewicz
Thomas Mee
Thomas Mee
President/CEO
McLaren Greater
Lansing
Administration
McLaren Health Care
Philip Incarnati President and
Chief Executive Officer
Gregory Lane Senior
Vice President and Chief
Administrative Officer
David Mazurkiewicz Senior
Financial Officer
Michael McKenna, MD
Executive Vice President
and Chief Medical Officer
Mark O’Halla Executive
Operating Officer
William Peterson Vice President
of Human Resources
Ronald Strachan Chief
Information Officer
Kevin Tompkins Vice
President of Marketing
Margaret Dimond, PhD President
and Chief Executive Officer
Kathleen Carolin, RN Senior
Vice President of Ambulatory
and Support Services
Karen Goldman, RN, MSN,
AOCN Chief Nursing Officer
and Senior Vice President of
Cancer Patient Services
Allison Martin Vice
President of Compliance
and Regulatory Affairs
Philip Philip, MD, PhD Vice
President of Medical Affairs
George Yoo, MD Chief
Medical Officer
Gerold Bepler, MD, PhD President
Carol Christner Director of
Government Relations
Connie Claybaker Associate
Center Director of Research
Administration
David Jansen Vice President
of Human Resources
Nick Karmanos Senior
Vice President of
Institutional Relations
Justin Klamerus, MD, MMM Chief
Quality Officer and Executive
Vice President of Community
Based Cancer Programs
Scott McCarter Chief
Information Officer
Pamela Mollan Interim
Chief Financial Officer
Linda Remington Executive
Director of Marketing
and Communications
Ann Schwartz, PhD, MPH
Deputy Director and Executive
Vice President of Research
and Academic Affairs
George Yoo, MD
Physician-in-Chief
McLaren Bay Region Alice Gerard President and
Stephen Scannell Chief
Financial Officer
Carolyn Potter Vice President
of Human Resources
Magen Samyn Vice President
of Marketing/Public Relations
Jay Summer, MD Vice
Ellen Talbott Vice President
of Patient Care Services
Cheryl Burzynski President
William Lawrence President
Gerad Theriac Chief
Financial Officer
Sheri Underwood Vice President
Patient Care Services
Carolyn Potter Vice President
of Human Resources
Joyce Schafer Director of Risk
and Corporate Compliance
Mike Terwilliger Vice President
Facilities and Support Services
Jennifer White Vice President of
Marketing and Physician Services
Sheila Kress MMG
Operations Manager
McLaren Flint
Donald Kooy President and
Roxanne Caine Vice President
of The McLaren Foundation
Cheryl Ellegood Vice President
of Business Development
and Clinical Services
Rachelle Hulett Vice President
of Human Resources
Diane Kallas Vice President
of Nursing Services
Brent Wheeler Vice President of
Ancillary and Support Services
Jason White, MD Vice
Rick Wyles Vice President
of Finance and Chief
Financial Officer
Thomas Mee President and
Floyd Chasse Vice President
of Human Resources
Linda Peterson, MD Chief
Medical Officer
Dale Thompson Chief
Financial Officer
McLaren Health Plan
Kathy Kendall President and
Beth Caughlin Vice President
of Health Services
Kathleen Kudray, DO
Teri Mikan Vice President
and General Counsel
Carol Solomon Vice
President, Chief Financial
and Operating Officer
Steven Serra President and
Paul Belonga Vice
President Laboratory
Dan Gillett Vice President
of Homecare, Hospice
and Integration
Carla Henry Vice President
of Human Resources
Mark McPherson Vice President
and Chief Financial Officer
Jennifer Anderson Director
of Customer Service
Homecare Support
Wendy Dupuy Director of
Home Care Operations
Susan Penl Director of
Hospice Operations
Barton Buxton President and
Mary Beth Callahan Chief
Financial Officer
Amy Dorr Vice President
of Human Resources
Jeffery Euclide Chief
Nursing Officer and Vice
President of Patient Care
Gary Salem, DO Vice President
of Medical Affairs
Susan Perry-Nolte
Marketing Director
McLaren Macomb
Tom Brisse President and
Chris Candela Chief
Operating Officer
Andrea Phillips, RN, MS
Chief Nursing Officer
Laura Gibbard Vice President
of Human Resources
David Pinelli, DO Vice
President of Medical Affairs,
Sharyl Smith Vice President
of Marketing, Planning
and Public Relations
Damon Sorensen Vice President
William Hardimon President
Robert Guha Vice President
Carla Henry Vice President
of Human Resources
35
David M. Zechman, FACHE President
David Bellamy Chief
Financial Officer
Mary-Anne Ponti Chief
Operating Officer
Jennifer Woods Vice President
and Chief Nursing Officer
Kirk Lufkin, MD Vice President
of Medical Affairs
Gene Kaminski Vice President
of Human Resources
Moon Seagren Foundation
Chief Development Officer
McLaren Oakland
Clarence Sevillian President
Steven Calkin, DO Vice
Michele Carey, RN Vice
President of Nursing
Fred Korte Chief Financial Officer
McLaren Port Huron
Thomas DeFauw President
David McEwen Vice
President Operations
John Liston Vice President
Finance and CFO
Jennifer Montgomery Vice President
Nursing and Clinical Services
Doris Seidl Vice President
Human Resources
Michael Tawney, DO Vice
McLaren Port Huron
Marwood Nursing & Rehab
Brian Oberly Administrator
Regional EMS
Keith Hart Operations Manager
Harold McNew Operations
Supervisor
36
Medical Executives
President
Elisabeth Heath, MD
President-Elect
Sandeep Mittal, MD
Secretary-Treasurer
Amy Weise, DO
Members At Large
Abhinav Deol, MD
Natasha Robinette, MD
Department Chairmen
Anesthesiology
Samir Fuleihan, MD
Cancer Rehabilitation
Lawrence Horn, MD
Cardiology
Brian Ference, MD
Dermatology
Darius Mehregan, MD
Diagnostic Radiology
Sharon Helmer, MD
Hematology-BMT
Joseph Uberti, MD
Infectious Diseases
Pranatharthi Chandrasekar, MD
Medical Laboratory
Dennis Spender, MD
Medical Oncology
Antoinette Wozniak, MD
Medicine
Jack Sobel, MD
Neurosurgery
Murali Guthikonda, MD
Obstetrics-Gynecology
Elizabeth Puscheck, MD
Ophthalmology
Mark Juzych, MD
Orthopedics
Lawrence Morowa, MD
Otolaryngology
Ho-Sheng Lin, MD
Pathology
Wael Sakr, MD
Psychiatry
Richard Balon, MD
Pulmonary and Critical Care
Ayman Soubani, MD
Radiation Oncology
Harry Kim, MD
Surgical Oncology
Steve Kim, MD
Thoracic Surgery
Frank Baciewicz, MD
Urology
Michael Cher, MD
McLaren Bay Region
Chief of Staff
Mark Komorowski, MD
Immediate Past Chief
Japhet Joseph, MD
Vice Chief of Staff
Jonathan Abramson, MD
Secretary-Treasurer
Scott Vandenbelt, MD
Utilization and Record
Management Committee Chairman
Valluru Reddy, MD
Practitioner Excellence Committee
Chairman
Christopher Bruck, MD
Quality Council Chairman
Scott Vandenbelt, MD
Secretary-Treasurer
Jerry Elliot, MD
Members At Large
Brian Doughty, MD
Constanza Fox, MD
Michael Gross, MD
Robin O’Dell, DO
Department Chairmen
Anesthesiology
Michael Gross, MD
Ambulatory Medicine
Daniel Wilkerson, MD
Department Chairmen
Anesthesia
Prem Kundi, MD
Cardiac Services
Subbarao Chavali, MD
Diagnostic Imaging
Bassam Daghman, MD
Emergency Services
Kenneth Parsons, MD
Family Practice
Sheryl Hasegawa, DO
Internal Medicine
Saad Ahmad, MD
Neurosciences
Srinivasachari Chakravarthi, MD
Douglas Saylor, MD
Ophthalmology-Otolaryngology
Scott Baker, MD
Orthopedic Surgery
Branislav Behan, MD
Pediatrics
Dariusz Balinski, MD
Psychiatry
Mukesh Lathia, MD
Surgery
Richard Rahall, DO
Chief of Staff
Charles Lilly, MD
Albert Przybylski, DO
Family Medicine
McLaren Macomb
Diagnostic Imaging
Surender Kurapati, MD
Family Practice
Nisha Vashishta, MD
Internal Medicine
Ashok Vashishta, MD
Michael Swirtz, MD
Pediatrics
Bhekumusa Msibi, DO
Surgery
Kent Kirby, MD
McLaren Flint
Chief of Staff
Devinder Bhrany, MD
Jagdish Bhagat, MD
Vice Chief of Staff
Michael Mueller, MD
Secretary-Treasurer
Sukamal Saha, MD
Members At Large
Jami Foreback, MD
Linda Lawrence, MD
David Wiese, MD
Department Chairmen
Anesthesiology
Jeffrey Smith, DO
Venkata Kilaru, MD
Emergency Medicine
Raymond Rudoni, MD
Jodi Ralston, MD
Family Practice
Paul Lazar, MD
Ronald Hunt, MD
Internal Medicine
T. Trevor Singh, MD
James Vyskocil, MD
Alexey Levashkevich, MD
Nita Kulkarni, MD
Orthopedic Surgery
Norman Walter, MD
Sidney Martin, MD
Pathology
David Wiese, MD
Aamir Ahsan, MD
Pediatrics
Kenneth Vobach, MD
Physical Medicine
Ed Atty, MD
James Stathakios, Jr., MD
Psychiatry
K. V. Mathew, MD
James Aills, MD
Radiology
Christopher Conlin, MD
Edmund Louvar, MD
Radiation Oncology
Hesham Gayar, MD
Jack Nettleton, MD
Surgery
Frederick Armenti, MD
Michael Mueller, MD
Division Chiefs Internal
Medicine Department
Allergy
Fikria Hassan, MD
Cardiology
James Chambers, DO
Dermatology
Vacancy
Endocrinology
Jamal Hammoud, MD
Gastroenterology
Sunil Kaushal, MD
General Internal Medicine
Shady Megala, MD
Hematology-Oncology
Madan Arora, MD
Infectious Diseases
Gregory Forstall, MD
Nephrology
Nabil Zaki, MD
Neurology
Jaime Ballesteros, MD
Pulmonary Diseases
Piyush Patel, MD
Rheumatic Diseases
Ali Karrar, MD
Division Chiefs Surgery
Department
General Surgery
Sukamal Saha, MD
Neurological Surgery
Hugo Lopez-Negrete, MD
Ophthalmology
Frederick Bruening, MD
Oral Surgery
Vacancy
Otolaryngology
Vacancy
Plastic Surgery
William Thompson, Jr., MD
Thoracic Surgery
Anup Sud, MD
Urology
Stephen Wang, MD
Vascular Surgery
Robert Molnar, MD
Co-Chiefs of Staff
David Boes, DO
Sadiq Syed, MD
Joseph Kozlowski, DO
Co-Chiefs of Staff Elect
J. Wesley Mesko, MD
Mia Michelena, DO
Secretary
John Flood, DO
Treasurer
John Throckmorton, DPM
Members At Large
David Detrisac, MD
Michael Kowalczyk, DO
Scott Plaehn, DO
Michael Winkelpleck, DO
MSU-COM Representative
Dean William Strampel, DO
Medicine
Muhammad Kashlan, MD
Medicine QM Chair
Vishnu Sharma, MD
Neurosurgery
Moses Jones, MD
Surgery
Sabry Mansour, MD
McLaren Macomb
Chief of Staff
Andrew Starrico, MD
Bernadette Gendernalik, DO
Vice Chief of Staff
James Larkin, DO
Anesthesiology
James Jordan, DO
EENT&PS
David DeMello, DO
Department Chairmen
Anesthesiology
Dana Duren, DO
Cardiology
Chad Link, DO
Emergency Medicine
Robert Orr, DO
Family Practice
Kashmira Chinoy, MD
Internal Medicine
Aaron Bohrer, DO
Robert Seiler, DO Orthopedics
Charles Taunt, DO
Michael Shingles, DO
Pathology
Neil Caliman, MD
Pediatrics and Adolescent
Medicine
Abdalla Abdalla-Ali, MD
Psychiatry
Linda Peterson, MD
Radiology
Amy Federico, DO
Surgery
Jeffrey Deppen, DO
Chief of Staff
Kevin Carter, DO
Department Chairmen
Anesthesia
Baher Boctor, MD
PQPRC
Kenneth Tarr, DO
ED Section Chair and Credentials
Chair
Brad Blaker, DO
Family Practice
Christopher Steinacker, DO
Sheri Underwood,
RN, BSN, MSN
Vice President,
Patient Care Services
37
Emergency Medicine
James Larkin, DO
Family Practice
Walter Klimkowski, MD
Internal Medicine
Richard Reece, DO
Thomas Alderson, DO
Orthopedic Surgery
James Kehoe, DO
Pathology
Monroe Adams, DO
Pediatrics
Hassan Hasaba, MD
Radiology
Karl Doelle, DO
Surgery
Michael D’Almedia, DO
Michael McKenna, MD
Geoffrey Linz, MD
Ronald Shaheen, DO
Preston Thomas, MD
Ashok Vashishta, MD
Michael Ziccardi, DO
Physician Liaisons
Wafa Abbud, MD
James Brouillette, MD
Stanley Conhon, MD
Craig Duncan, DO
John Everett, DO
Mark Ginther, MD
Brian Glenn, DO
Joseph Metz, MD
Jennifer Rise, DO
Sandra Russell, DO
Pooja Tangri, MD
Timothy Wellemeyer, MD
Chong Yi, MD
Chief of Staff
William Henry, MD
Chief of Staff Elect
William Hampton, MD
Members At Large
John Everett, DO
William Heise, MD
Zachary Horton, MD
David Knitter, MD
Mark McMurray, MD
JD Talbott, DO
Medical Staff Quality Committee
Brian Gelb, MD
Credentials Committee
Marc Feeley, MD
Medicine
Eric Basmaji, MD
Surgery
Daniel O’Donnell, DO
McLaren Oakland
President of Professional Staff
Mark Schury, DO
Secretary-Treasurer
Paul Urbanowski, DO
Department Chairmen
Anesthesiology
Paul Urbanowski, DO
Bio-Ethics
Kenneth Richter, DO
Cardiology
Mark Stuart, DO
Credentials
Craig Magnatta, DO
Critical Care
Scott Simecek, DO
Family Practice
Robert Basak, DO
Internal Medicine
Stephen Clyne, MD
Medical Education
Jo Ann Mitchell, DO
Mortality Review
Lisa Kaiser, DO
OMT Committee
Mary Goldman, DO
Orthopedic
Michael Fugle, DO
Otolaryngology
Gary Kwartowitz, DO
Pathology
David Wiese, DO
Radiology
Mahmood Khalid, MD
Surgery
John Ketner, DO
Trauma
David Foster, DO
Utilization Review
Harrison Tong, DO
McLaren Port Huron
Chief of Staff
David Tracy, MD
Vice Chief of Staff
Suresh Tumma, MD
Secretary-Treasurer
Glenn Betrus, MO
Department Chairmen
Carol Fischer, DO
McLaren Macomb
38
Anesthesiology
Harpreet Singh, MD
Cardiovascular Surgery
Vernon Dencklau, DO
Emergency Medicine
Christopher Hunt, MD
Family Practice
Beau Dowden, MD
Internal Medicine
Ali Haidar, MD
Kathleen Fabian, DO
Pathology
Lisa Geffros, MD
Pediatrics
Sarah Pasia, DO
Psychiatry
Robert Bauer, DO
Radiology
David Tracy, MD
Surgery
Christopher Beck, DDS
McLaren Port Huron Marwood
Nursing & Rehab
Medical Director
John Jarad, MD
Kenneth Parsons,
MD, MPH
Medical Director,
Emergency Medicine
McLaren Bay Region
Moses Jones, MD, FACS
Medical Director,
Neurosurgical Services
3235 Beecher Road
Flint, Michigan 48532-3985
810.342.1100 | McLaren.org

2014 Annual Report

Transcription

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