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Organizational Restructuring


Organizational Restructuring Henry Ford Medical Group Division of Hospitalist Medicine Detroit, Michigan Background HFHS hospitalist program rapid growth between 2006 ... – PowerPoint PPT presentation

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Title: Organizational Restructuring

Organizational Restructuring
  • Henry Ford Medical Group
  • Division of Hospitalist Medicine
  • Detroit, Michigan

  • HFHS hospitalist program rapid growth between
    2006 2009
  • average daily patient census grew from 60 to 220
  • clinical domains grew from 3 to 10
  • geographic areas grew from 3 units in 1 hospital
    to 10 services in 4 hospitals
  • physician FTE grew from 14 to 42
  • Division of Hospitalist Medicine was formed in
    January 2008, Peter Watson was appointed Division

Henry Ford Division of Hospitalist Medicine
Clinical Domains
  • General Medical Inpatient Care
  • Observation Care
  • Telemetry/Cardiology
  • Progressive/Critical Care
  • Clinical Education
  • Clinical Research
  • Surgical Co-Management
  • Consultative Medicine
  • Admission Triage/Evaluation
  • Palliative Medicine

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Organizational Restructuring
  • Organize leadership structure to support our
    diverse areas and domains of practice
  • State mission, vision and values to guide
    decisions, planning and growth
  • Optimize alignment of physician talent with the
    needs of each area of practice

Lessons Applied From Leadership Academy
  • Strategic planning provided a framework for
    organizational structure and planning
  • SWOT analysis allowed us to assess our current
    position and set operational priorities
  • Identifying and developing a leadership
    succession for operational efficiency,
    sustainability and growth

Division of Hospitalist Medicine Mission, Vision
and Values
Coming together is a beginning. Keeping together
is progress. Working together is success. If
everyone is moving forward together, then success
takes care of itself. -Henry Ford
  • Mission
  • Why are we here? As physicians and health
    professionals dedicated to high quality inpatient
    and palliative medicine, we are committed to
    putting the patient first by consistently
    providing an outstanding inpatient care
    experience that we would expect for our families
    and for ourselves.
  • What is the essence of what we do? As
    hospitalists in group practice, we provide
    expertise in the delivery of inpatient medical
    care. The key to our success is
    multidisciplinary collaboration, a dynamic
    process where different disciplines work together
    toward common goals by sharing knowledge,
    learning and building consensus. Hospitalists
    manage and coordinate teams providing complex
    inpatient medical care from admission through all
    care transitions to discharge and beyond.
    Hospitalists are natural resources and leaders of
    multidisciplinary teams within their institutions
    in the efforts to enhance quality, ensure patient
    safety, improve outcomes, reduce length of stay,
    and lower costs.
  • Vision
  • What is our ongoing goal? Through a commitment
    to excellence in patient care, scholarship, and a
    culture of collaboration, to become recognized as
    one of the premier hospitalist groups in the
    United States.
  • Values
  • The following are some of the behaviors and
    actions expected of members of the Division of
    Hospitalist Medicine to support our Mission and
    Vision of inpatient excellence and collaboration.
  • We collaborate with our patients and their
    families by
  • Placing the needs and wishes of patients at the
    center of our activity by caring and comforting
    them in the same way we want our families and our
    ourselves treated
  • Communicating with patients and their families in
    a compassionate manner and maintaining an
    environment of shared decision-making and
    empowerment for the patient
  • We collaborate with the greater healthcare team
  • Partnering and sharing responsibility with the
    greater healthcare team including nurses,
    pharmacists, case managers and other disciplines
    by integrating their assessments in the care of
    our patients
  • Participating in hospital quality improvement
    initiatives to promote efficient, cost-effective,
    and safe practices
  • Advancing the science and education of inpatient
    medicine through a commitment to research,
    teaching, and life-long learning
  • Assuring safe transitions of care for our
    patients through cooperation with other
    healthcare providers and community-based services
  • We collaborate with our physician colleagues by
  • Supporting our partners within the hospitalist
    medicine division by demonstrating the highest
    standards of clinical care, communication,
    performance assessment, and teamwork
  • Continually serving as role models by adhering to
    the highest standards of clinical and
    professional conduct
  • Working closely with other specialties to provide
    the best care for our patients

SWOT Analysis
  • Strengths
  • Strong leadership
  • Diversity of expertise
  • Breadth of experience, seasoned senior members
  • Diversity of interests
  • Strong academic faculty
  • Weaknesses
  • Variability in clinical quality
  • Variability in engagement and accountability
  • Inadequate representation in hospital
  • Needs leadership support structure
  • Needs in-service educational activities
  • Staff turnover
  • Opportunities
  • Strong demand for hospitalist service
  • Direct and substantial impact on hospital
    operations and objectives
  • Strong medical group brand/reputation
  • Stable medical group patient base
  • Strong multi-specialty support
  • Strong postgraduate medical education programs
    and structure
  • Threats
  • Weak local economy
  • Unreimbursed care
  • Competing hospitalist groups
  • Systems poor insight of the hospitalist movement
  • Pay for performance

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Priorities for 2010
  • Culture-building
  • Establish standards of practice
  • Develop program for staff development
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