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hardwire the employee engagement we’ll need to excel. We’ll be working with Studer on sustained improvement over the next three years and are already seeing improvements in our patient satisfaction scores.
There have been other important milestones in this “systemness” transition. Our IT systems for electronic medical records and nancial processes are being consolidated into common, systemwide platforms. A patient’s records will be just as accessible at McLaren Northern Michigan as at McLaren Macomb, and our current nancial applications will be streamlined into a single, responsive system for billing and nancial analysis.
Our transitional stimulus is impacting our entire system, forcing us to stretch in some new, and sometimes uncomfortable, ways. But it is an absolute necessity to prepare for the cascade of change hammering all of health care. In years past, the nancial and strategic driver for American hospitals was volume of patients. Now, decades
of health care policy are being upended to compel hospitals to deliver value, as measured through quality outcomes and e ciency. We intend to assure that McLaren Health Care will reach this pivot point rst.
DAniel Boge
Chairman, Board of Directors McLaren Health Care
PhiliP A. incArnAti
President and CEO McLaren Health Care
PhiliP A. incArnAti
President and CEO McLaren Health Care
DAniel Boge
Chairman, Board of Directors McLaren Health Care
McLaren HeaLtH Care
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