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The result of this shift at McLaren? “Over the past year we’ve used 18 percent fewer units of blood across the system,” Dr. McKenna notes. “That represents several hundred less complications, and 50 patients less likely to have fatal complications.”
Another element in this change is our development of uniform best practices for critical care service lines. The integration of Karmanos Cancer Institute care protocols across our community-based cancer centers has served as a model throughout the system. The success of this paradigm — mixing uniform best practices, training, access and technology — is now being rolled out to other services lines.
The McLaren Stroke Network is shaping central protocols for the diagnosis and treatment of stroke patients throughout the McLaren system. First, we implemented the latest guidelines for stroke treatment, teaching these to frontline sta of the emergency departments at all of our hospitals. We’ve developed stroke “centers for excellence” at McLaren Flint and McLaren Macomb, sta ed by interventional neurologists who specialize in stroke management. With the new InTouch telemedicine
system, sta at any of our facilities statewide can remotely tap the expertise of these stroke “superspecialists” within minutes. The InTouch technology even allows for robotic surgery capabilities. Though the McLaren Stroke Network went online only in August, it has already proven highly successful, recently treating 14 stroke patients systemwide in a single day. “This capability is showing great potential,” states O’Halla. “Medical sta in our community hospitals now have ready access to subspecialties that the hospitals could not have maintained on their own based on volume.”
Reconstructing how we deliver care at McLaren depends on our people at least as much as it does technology or procedures. More physicians are discovering that a transition in how they practice medicine, by aligning with McLaren Medical Group (MMG), makes a major, positive di erence. “We’re a physician-led organization,” notes Bill Hardimon, CEO of MMG, which saw its ranks climb from 200 to 380 employed physicians in just the past year. Growing regulatory and nancial pressures make the independent medical practice model increasingly more daunting. While focusing on o ering quality health care, many physicians feel frustrated by the time, e ort and expense of bureaucracy that comes between them and their role as healers.
MMG evens out this health care dilemma for its providers, taking on the administrative, regulatory and reimbursement burdens. “Physicians
in the group get to focus on medicine and on delivering great patient care,” observes Hardimon. “Plus, they gain a powerful, skilled advocate, administrator and negotiator. Further, adds Hardimon, MMG’s trained administrative sta o ers practice support and consulting “so doctors can work to the top of their licenses.” This transition in medical care must be comprehensive, and it knows no boundaries. From the basics of how patients rate their experience, to the physicians who make good care delivery a reality, McLaren is sending the clear message that we have raised the performance bar.
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2015 ANNUAL REPORT