Strategic Plan

Strategic Plan 2011-2013

This document presents a series of fundamental statements relating to Henry Ford Health System’s vision, envisioned future, mission, values, core competencies, strategic advantages and challenges; and sets out Henry Ford Health System’s proposed business model, key strategic objectives, strategic initiatives, and performance measures.

The HFHS Strategic Plan is based on an analysis of key strengths, weaknesses, threats and

opportunities in the following areas: new healthcare issues, local economic and political conditions, competitor tactics within the region, and projected impacts on the organization now and in the

foreseeable future. This analysis was reviewed and supported by the Board of Trustees at its Strategic Planning retreat in July. Additional details may be reviewed at your local business unit level.

Vision Statement

Our vision statement is currently being reviewed and revised. This work will be completed and shared by the end of the first quarter of 2011. The current HFHS vision statement is shown below:

To put patients first by providing each patient the quality of care and comfort we want for our families and ourselves.

Envisioned Future

Our Envisioned Future for 2020 is represented by the following statements:

• Our patient outcomes will be the best in the country; we will be a destination for health care and spread our innovations in clinical excellence, teaching and discovery around the globe.

• We will be a national leader in transforming health care, demonstrating superior value for our diverse populations by providing the most integrated, equitable and efficient care. • Wellness will be part of our core mission, and we will collaborate with our employees,

patients and customers to improve the health and well-being of our state and, ultimately, our country.

• We will focus on “each patient and family first” by making our system the easiest place to access and navigate before, during and after visiting our facilities. Guests will be delighted with the consistency of quality, service and the entire Henry Ford Experience wherever

• Each day, employees will say this is the best place to work; physicians will say this is the best place to practice; and all will know this is a system where we can reach our full potential.

• Our organization will serve as an economic engine to stimulate growth, and we will partner with community leaders to create a thriving metropolitan Detroit and Michigan.

Mission Statement

The central purpose and role of Henry Ford Health System is defined by our mission statement: To improve human life through excellence in the science and art of health care and healing.

System Values

The System values governing our organization and strategy include the following:

In providing each patient the quality of care and comfort we want for our families and ourselves, we must value and demonstrate:

 Each Patient First  Respect for People  High Performance

 Learning and Continuous Improvement  A Social Conscience

Core Competencies

Strategically important areas of skill that facilitate integration and success

1. Innovation: Expertise in discovering and applying new knowledge—from new clinical

techniques to anticipating and making changes in processes, products, and services to increase value for stakeholders. We think of ourselves as innovators and pioneers. We leverage our diverse network to create learning laboratories of innovation.

2. Care Coordination: Proficiency in providing coordinated care across the continuum

occurs through a network of providers and care settings, enhanced by a multidisciplinary approach and information technology

3. Collaboration/Partnering: Teaming, partnering, and relationship-building that goes

beyond internal relationships to include even competitors as potential collaborators to benefit patients and System

4. “Can-do” Spirit: Confidence, energy, and willingness to take on challenges when others

would see themselves as victims. Encouraging autonomy and creativity of BUs while holding the entire organization accountable for pillar goals and results. Brings THFE alive for patients and stakeholders. Our slogan is “We’re Henry Ford, We Can.”

Strategic Advantages

Advantages that make it easier for Henry Ford Health System to succeed (external and internal) 1. System Integration: a vast continuum of services, unique in healthcare, provides a means

of achieving success in all dimensions of the 7 pillar framework.

2. Strategic geographic positioning: HFHS’s representation in all SEM regions is

fundamental to the integration model and enables growth.

3. HFHS long-term presence in and support of the community: HFHS has been in Detroit

since 1915 and remains committed to the city while others have relocated to the suburbs. 4. Commitment to diversity and equity: HFHS is located in a highly diverse community

and this commitment creates a desirable environment in which to work and receive care.

Strategic Challenges

Factors that make it harder for Henry Ford Health System to succeed (external and internal) 1. Challenging economic environment: 50% of Southeast Michigan’s population is covered

by Medicaid or uninsured, Detroit’s unemployment rate is currently 27%, and HFHS is one of only two safety net providers in Detroit.

2. Poor health status/low education: The health status of the citizens of Detroit and

surrounding communities is poor and educational levels rank 37th out of 50 in a recent study of metropolitan cities with a population of 1 million or more.

3. Declining population: Michigan is one of only 2 states that has lost population, including

workers with critical skills, while HFHS has significant workforce needs to support new and expanded facilities. In addition, the area has an aging workforce and community and a very diverse population.

4. Complex System Integration model: The complexity of System integration drives the need for unique core competencies.

Business Model

Longer term business objectives of Henry Ford Health System will be identified in each of three categories to drive our growth initiatives. (Note: initial work by Performance Council to define these portfolios will be completed in the first quarter of 2011.)

 Geographic Portfolio – what presence (SEM, Michigan, national, international)?

 Clinical Portfolio – what services (cardiovascular, neurosciences, etc.)?

 Business Portfolio – what mix (inpatient, outpatient, wellness, home-based services, post-acute care, non-office based retail, etc)?

Strategic Objectives

The following critical objectives were identified in August 2010 and will be re-evaluated and potentially restated by June 2011 for future strategic plans:

• Quality & Safety: National leader in delivering safe, reliable, high-quality, efficient, equitable, and highly coordinated care to each individual patient

• Growth: Dominant health system in Michigan (note: this will be modified based on revisions to the Business Model )

• Research & Education: Leading independent academic medical center and nationally preferred clinical research partner

• Community: Regional leader in community health advocacy and involvement • Finance: Financial strength to fund clinical services, health management, people,

research, and education strategies

2011-2013 Key System Strategic Initiatives

The following System-level strategic initiatives were evaluated and prioritized by the Performance Council and the Executive Cabinet for 2011-2013 (additional strategic initiatives at the business unit and pillar team level have also been identified and appear in business unit/pillar team plans). Action plans with specific project objectives, milestones, and performance measures will be finalized in January and reviewed by the Performance Council throughout the year.

The Strategic Initiatives in italics are important efforts continuing from last year’s strategic plan. Initiatives requiring capital also indicate the category of spend (for new growth or for sustaining operations) and the planned capital spend duration.

A capital budget, based on Growth pillar strategic initiatives, has been developed and approved. Once detailed business plans have been reviewed and approved during the first half of 2011, additional details will be shared.

Pillar/

2011 – 2013 Strategic Initiatives

(italicized initiatives continuing from 2010)

Capital Spend

Category*

Capital

Timeline**

Implement next phase of Health Engagement in 2011 Implement a flexible staffing strategy

People

Refresh non-leadership compensation structure

Service

Reduce readmissions at all facilities No Harm Campaign (2011-2013)

Reduce over-utilization of high-tech imaging

Improve ambulatory care reliability for preventive care and chronic disease and optimize associated P4P

Quality &

Safety

Continue Baldrige Journey (learning & improvement)

Pursue HAP new product/market expansion opportunities New 2011 IT Investments:

Replace HAP IT Systems (for product development) New 2011-2015

Complete CPNG Rollout New 2011

Implement CPOE New 2011-2015+

Implement other Physician Connectivity / HFPN New 2011-2012 Update and enhance IT Infrastructure (incl. ICD-10) Sustaining 2011-2015 Upgrade Rochester Hills Data Center Sustaining 2011 Clinical Program Development:

Evaluate and design the optimal clinical services portfolio portion of the business model

New/Sustaining TBD Evaluate and develop System strategies for mental

health, ambulatory care sites, imaging, emergency services, operating rooms, and intensive care

New/Sustaining TBD Facilities Development and Enhancements:

HFMG Primary Care Clinic Expansion/Restacking New 2011-2013

Build new Optimeyes Supervision Center New 2011

Facilities Infrastructure improvements System-wide Sustaining 2011-2015 System Integration of Facilities and other Resources:

Complete Cottage and Warren repositioning New/Sustaining 2011-2012 Implement Capacity Team consolidations Sustaining 2011 Implement other Remediation Team opportunities

Post-Acute and Retail Strategies:

Open 2 Senior Independence sites/expand PACE prgm Expand Pharmacy Advantage contracts and channels Evaluate a retail pharmacy affiliation to drive growth Identify one new international market to diversify new patient sources and grow specialty volume

Growth &

Finance

Other new growth or sustaining initiatives using business unit/service line capital pools

New/Sustaining 2011-2015 HFHS Healthcare Equity Campaign and related work

Improve access to care/services for under/uninsured

2011 Key System Operational Performance Measures

Each System Strategic Initiative has specific performance measures (outcomes, process measures, and/or project milestones) that will be reviewed throughout the year by Performance Council and, as appropriate, the Board of Trustees.

In addition, the operational performance of HFHS will be reviewed at every Board of Trustees meeting using the System Dashboard of eleven key performance measures. Dashboard results segmented by business unit and/or System team will also be published to the HFHS intranet (Henry), the Board of Trustees website, and the HFHS Performance Council each month.

(The five pillars below are directly overseen by the HFHS Performance Council. The remaining two performance pillars – Community and Research and Education – have their own oversight committees).

Results Monitoring

Pillar Key Performance Measure Enterprise and BU/System Teams

Departments and Local Teams

Employee engagement grand mean System Dashboard Gallup reports

People

Employee turnover System Dashboard Henry / HR Dashboard % top box, likelihood to recommend System Dashboard Henry / Press Ganey repts

Service

HCAHPS inpatient scores System Dashboard Blue Book/Press Ganey repts Harm Events per 1000 Patient Days System Dashboard Sharepoint / No Harm

Dashboards

Quality & Safety

Readmissions within 30 days System Dashboard Henry / Blue Book Inpatient admissions & market share System Dashboard Finance Reports / SEM Data

Exchange

Growth

HAP Membership by category System Dashboard HAP Marketing Reports Net Operating Income System Dashboard Finance Reports

Finance