2009/2010 System Annual Report - Henry Ford Health System

Collaboration.Integration.Transformation.2009 / 2010 System Report

Henry Ford Health System’s Board and senior executive leaders, (seated left to right) are:Anthony F. Earley, Jr., chairman and chief executive officer, DTE Energy and chair,HFHS Board of Trustees, and Gary C. Valade, chair emeritus, HFHS Board of Trustees.Standing are, Robert G. Riney, executive vice president and chief operating officer, HFHS;Nancy M. Schlichting, president and chief executive officer, HFHS; andMark A. Kelley, M.D., executive vice president, HFHS, and chief executive officer, Henry Ford Medical Group.This report honors Gary C. Valade for his leadership and service toHenry Ford Health System. In June 2010, Mr. Valade retired as HenryFord Health System Board chair, a position he held since 2002.1HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Dear Colleagues and Friends,Our country is undergoing a transformation in how health care is delivered, and Henry Ford Health System is leading the way.Our unique assets, which help drive growth and innovation within the organization, include geographically-positioned medicalcenters, hospitals and ancillary services; our organized Henry Ford Medical Group with more than 1,200 physicians andresearchers; a relentless focus on People, Quality, and Service; our insurance company Health Alliance Plan; as well as ourorganizational model of integration and collaboration.These strengths also position us as a leader in transforming the economy in our state, in our region, and in the city of Detroit.The theme of this report – Collaboration. Integration. Transformation. – captures the work and achievements of Henry FordHealth System during the past year.Collaboration.Collaborating and creating new partnerships with area businesses, local government and academic institutions are bringingnew hope and energy to the city of Detroit. Initiatives like CEOs for Cities are working to bring thousands of young people to liveand work in the midtown area by 2015. Collaboration with leaders from other health systems, health plans and physicians ishelping to build stronger relations with Federally Qualified Health Clinics and to develop a plan to expand eligibility for Medicaidparticipation across Michigan before health reform is implemented in 2014.Integration.The System’s many diverse components – workforce, physicians, facilities, services and products – ensure care is organizedaround the patient. One example is Henry Ford’s integration of its 32 laboratories and more than 750 staff into an integratedservice line with a common information system, uniform reporting and standard work practices, allowing for faster, superiorresults for patients.In 2009 Henry Ford proudly received national recognition by Modern Healthcare magazine, ranking us the #1 top integrated healthcare system in southeastern Michigan and #11 in the country.Transformation.Henry Ford is transforming how we deliver safe care, equitable care and employee health and wellness. Through initiatives likenursing hourly rounding, nurses are improving staff workflow and satisfaction and reducing patient falls and pressure ulcers.From smoke-free campuses to healthier food choices in cafeterias, the System’s Move to Improve…my body, mind, and spiritwellness initiative and Health Engagement are encouraging employees to take action to maintain and improve their health andwell being.Other highlights of 2009 include the:• Opening of the new world-class Henry Ford West Bloomfield Hospital,• Expansion of our flagship Henry Ford Hospital in Detroit,• Increase in patient volumes in both hospital admissions and emergency visits,• System’s positive revenue growth and net income despite challenging times that face the region.On behalf of the entire System leadership team, our heartfelt thanks to our talented and innovative workforce, including ouroutstanding physicians and governing boards for an extraordinary year of growth and innovation.Putting Each Patient First,Anthony F. Earley, Jr. Nancy M. Schlichting Mark A. Kelley, M.D. Robert G. RineyChair, Henry Ford Health System President and Chief Executive Officer, Executive Vice President, Executive Vice PresidentBoard of Trustess Henry Ford Health System Henry Ford Health System and Chief Operating Officer,and Chief Executive Officer, Henry Ford Health SystemHenry Ford Medical GroupHENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 2

Fast FactsHospitals:• Henry Ford Hospital (Detroit) 802 beds• Henry Ford Kingswood Hospital (Ferndale) 100 beds• Henry Ford Macomb Hospitals – Clinton Township435 beds• Henry Ford Macomb Hospitals – Warren 203 beds• Henry Ford West Bloomfield Hospital 300 beds• Henry Ford Wyandotte Hospital 379 bedsBy the numbers:• 32 medical centers in metropolitan Detroit• 14 school clinics• More than 120 System facilities in southeast Michigan• 23,000 employeesThe Henry Ford Medical Group:• 1,100 physicians and researchers in 40 specialties, from60 countries• 2,023 research projectsCommunity Care Services:• Henry Ford Health Products, a medical supply retailer• Henry Ford Medical Center Pharmacies and FairlanePharmacy Services, providing IV therapy and medicationto long-term care facilities• Pharmacy Care Management, which managesmedication for patients• Greenfield Health Systems, a dialysis and bloodtherapies provider• Henry Ford Extended Care, a private-dutynursing service• Henry Ford Home Health Care, a Medicare-certifiedhome health care agency• Occupational Health, providing workplace injuryprevention, evaluation, treatment and safety• Center for Senior Independence, an alternative tonursing home care for the frail elderly• Henry Ford Continuing Care Corporation, with nursinghomes in Harper Woods (153 beds) and Roseville(172 beds)• Henry Ford Hospice, including Kaleidoscope Kids ® , aprogram for children with terminal or chronic illnesses,and SandCastles ® , a grief support group for childrenand their families• Henry Ford OptimEyes, providing a full continuum of eyecare in southeast Michigan• The Josephine Ford Cancer Center-DownriverClinical Excellence:• Heart and Vascular Institute• Josephine Ford Cancer Center• Henry Ford Transplant Institute• Maplegrove Center (residential treatment foraddiction care)• Neuroscience Institute• Orthopaedic Surgery• Vattikuti Urology InstituteAnnually:• 3.3 million patient visits• 81,000 surgical procedures• 102,000 patients admitted• 1,000,000 southeast Michigan residents treated• 1,500 physicians trained• 52,000 continuing education opportunitiesHealth Alliance Plan:• 476,350 members• 1,700 employer groups served ■3HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Henry Ford Health System hospitalsHenry Ford Hospital – DetroitHenry Ford Kingswood Hospital – FerndaleHenry Ford Macomb Hospital – Clinton TownshipHenry Ford Macomb Hospital – WarrenHenry Ford West Bloomfield Hospital – West BloomfieldHenry Ford Wyandotte Hospital – WyandotteHENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 4

CollaborationHenry Ford Health System is widely recognized for reaching outto the communities it serves. For nearly 100 years, Henry Fordhas taken an integrated approach to collaboration, within theinstitution and outside its walls.The System collaborates with a wide range of entities, serving diverse audiences whether it is to:• Offer a helping hand to a needy person or provide advice on handling a chronic health condition• Educate a workforce of future physicians and other healthcare professionals• Lead, investigate and collaborate with researchers in Detroit, the state of Michigan and across the worldin groundbreaking and lifesaving medical research• Provide the safest patient care for all it serves.In the past year, the System also has made a pledge to commit itself to a substantial investment in thefuture of the City of Detroit. The System envisions a $500 million research and education complex developedin cooperation with the surrounding community, city and state leaders to help revitalize the Detroitmetropolitan area.Henry Ford Health System leaders believe such a commitment is certain to help lay the groundwork for thenext 100 years of collaboration.5HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Dr. Sneha Cipriano checks a patient’s pulse and blood pressure at the System’s Community Health and Social ServicesClinic (CHASS), a federally qualified health clinic that provides comprehensive and affordable primary health care andsupport services to Detroit metropolitan area residents.Collaboration: Renovating and reinvesting in the cityHenry Ford Health System is playing a key role in acollaborative effort between business and communityleaders to transform Detroit.CEOs from midtown Detroit’s three anchor employers –Henry Ford Health System, Wayne State University andDetroit Medical Center – are participating in the nationalCEOs for Cities initiative where government and businessleaders are partnering to transform and reinvest in thecommunity. Specific goals are “15 by 15” which translatesto bringing 15,000 young, educated people to live in andnear the greater downtown area by 2015.In spring 2010, Henry Ford announced its long-term visionto invest in and develop its flagship, Henry Ford Hospital,expected to be the largest, single development project inDetroit’s history.The $500 million investment over the next five to 20 yearswould include developing a multi-use neighborhood,including land for Henry Ford Hospital needs (education andresearch space, ambulatory services, parking, etc.) as wellas affordable housing and commercial retail projects.Henry Ford Health System also is driving the efforts of theDetroit Wayne County Health Authority which includes, forthe first time, chief executive officers and chief financialofficers from all major health service providers in SoutheastMichigan, plus representatives of the Michigan HospitalAssociation, Medicaid health plans and physicians, to focuson three key areas:• Building health provider relations with the FederallyQualified Health Clinics and emulating Henry Ford’s“medical home” model;• Creating and expanding relationships with specialtycare physicians across the community to moreequitably distribute the financial burden of follow upspecialty care;• Expanding eligibility criteria for Medicaid participationacross Michigan. ■HENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 6

Collaboration: Health Alliance Plan initiatives work in concert with System’s goalsHAP’s HealthTrack 2010 Physician Grant Pilot Programhas awarded $4,000 grants to three Henry Ford medicalcenters that have committed to increasing the numberof HAP memberswith diabeteswho receive adilated retinaleye exam as part of their comprehensive diabetes care.This collaboration is helping hundreds of patients at theSystem’s Dearborn, Novi and Detroit medical centers.This past year, HAP also collaborated with Henry FordMedical Center - Troy to increase the number of HAPmembers referred to HAP’s HealthTrack and improve healthoutcomes for members with chronic conditions.HAP also collaborated with Henry Ford Medical Center- East Jefferson and various downriver sites to raiseawareness about HAP’s HealthTrack Home Care programand increase the number of referrals for senior patientswith heart failure. A pilot program at Henry Ford MedicalCenter - East Jefferson resulted in a dozen referrals inthe first month and provided valuable feedback forprogram improvement.HAP also is developing a menu of its home care programsto assist home care nurses in identifying the mostappropriate program for their patients.In other efforts, HAP orchestrated various diabetesmanagement efforts to promote self-management ofdiabetes and increase awareness of System services.Featured programs this past year included support for adiabetes wellness event at Dearborn’s Henry FordMedical Center - Fairlane; participation in the System’sOptimEyes Diabetic Eye Exam screening event, and datasharingand member outreach to improve HEDIS rates forretinal eye exams.Other initiatives improving care included:• Behavioral Health Services: HAP collaborated withthe System to implement the Mental Health Parity andAddiction Equity Act; assist in fee-for-service transfersto System hospitals and facilities; provide consistentand complementary use of depression treatmentguidelines; and augment employee behavioralhealth benefits.• Health Disparities: HAP helped the System createinterventions to increase preventive service utilizationamong insured African American men, and, also is anactive participant in the Healthcare Equity steeringcommittee, design and implementation teams.• Medication Therapy Management: A joint program byHAP and the System targeted seniors (age 65 and older)with complex pharmaceutical issues to reduce the riskof adverse drug effects and improve patient healthoutcomes. The initiative modified patients’ medicationdosages to maximize therapeutic benefit, while at thesame time eliminating excess drugs, when feasible.In addition, HAP partners with the System on a varietyof quality initiatives, including: a smoking interventionprogram; a program known as the Premier PersonnelProgram (3P), which provides incentives to improve cervical,colorectal and breast cancer screening rates; HEDISmeasures for cancer screening, chronic care and pediatriccare; postpartum care; well-child and well-care visits;childhood and adolescent immunizations; andweight management. ■7HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Experts at Henry Ford Health System’s medical genetics laboratory (l-r), Jessica Sanchez, senior laboratory specialist,Barry Wolf, M.D., Ph.D., Kristin Monaghan, Ph.D., and Adewale Adeyinka, Ph.D., are among the innovators sharing space ina community collaboration between Henry Ford and Wayne State University’s TechTown in Detroit’s New Center area.Collaboration: Advancing the System’s mission of health care and healingOne of the more recently enhanced collaborations is oneled by Henry Lim, M.D., the System’s senior vice presidentfor Academic Affairs and Chair of Dermatology.Dr. Lim and his colleagues in Academic Affairs areenhancing the current medical affiliation between HenryFord Health System and Detroit’s Wayne State UniversitySchool of Medicine.“Nearly 100 Wayne State University medical students willbe spending their third year on the Henry Ford campus,with the goal of 150 students (about half the class) joiningus in the future. It is a significant commitment on the partof Wayne State and a very important clinical option fortheir students. We will be one of three primary clinicalcampuses for them.”At the same time, Dr. Lim says the System is collaboratingin numerous other ways with the city’s largest university.“Our research department is more closely collaboratingwith Wayne State University’s technology transfer office,combining our science with their expertise. Essentially,when our laboratory scientists discover a certain process orfinding with clinical applications and commercial value, thetechnology transfer office can help transfer it from basicscience to practical application.”Right now, he says, the System has space in a NewCenter One urban collaborative effort known as Tech Town,a collaboration with Wayne State University that includesboth the System’s genetics department and a researchlaboratory.He says future plans may include working with WayneState University on a research building as part of campusdevelopment plans along West Grand Boulevard. Already,he notes, Henry Ford’s basic scientists are beginning tocollaborate more closely with those at Wayne State,whether it is sharing laboratory space, sharing equipment,or working more closely on grant opportunities.In addition, Dr. Lim says, “More and more of our clinicalstaff are having faculty appointments at Wayne State, sowe will be collaborating academically, clinically and at thebasic science level.”Notably, the System also is a significant participant in theDetroit transit strategy to enhance the city’s future and alsois heavily involved in Detroit economic development issues.“We realize the importance of collaboration in suchventures as TechTown,” says Jim Connelly, the System’schief financial officer and treasurer of the TechTown board.“It not only aligns with the System’s research strengths butit connects to Detroit’s economic redevelopment, whichcreates a healthier population.” ■HENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 8

IntegrationHenry Ford Health System is known for its diverse portfolio offacilities, physicians, services and products. But what makesHenry Ford unique across the region and the nation is itsintegration – the connectivity of these diverse parts that cometogether to ensure care is organized around the patient.In 2009, Henry Ford Health System was ranked by Modern Healthcare magazine as the #1 top integratedhealth care system in southeastern Michigan and #11 in the country. Why? Because of Henry Ford’s:• Carefully chosen geography of facilities that complement versus compete with each other.• Strategic framework that identifies how all parts of the System are expected to support one another.• Organized medical group that offers a rich history of connectivity, including the 2011 launch of theHenry Ford Physician Network, which will take Henry Ford Medical Group and private practice physicianalignment to a new level.• Electronic connectivity in patient care delivery, processes and communication.• Health insurance plan (Health Alliance Plan) which connects the System to the employer community.• Leadership team that believes it owes the community the promise of being highly reliable and efficient.9HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Integration: Medical Education unifies operations while expanding programOver the past three years, the Department of MedicalEducation, previously focused on Henry Ford Hospitaland the Henry Ford Medical Group, expanded its visionto embrace allopathic and osteopathic physicians acrossHenry Ford Health System.“We’ve been collaborating more closely and becomingmore integrated,” says Eric Scher, M.D., Henry Ford HealthSystem’s vice president for Medical Education. “We believethat the shift to a broader focus incorporating the System’sother hospitals ensures excellence in education and patientcare across the System.”Consequently, thanks to the leadership provided byDr. Scher and his staff, Medical Education now hasa unified governance structure, including a medicaleducation governing council with membership comprised ofleadership from across the System.Dr. Scher says the department also is in the process ofstandardizing job descriptions, all policies and procedures,and all contracting. Soon, there will be a unified systembudget for medical education.“While we have been doing all that, we also have beendoing better at sharing resources across the System,” henotes. “The Simulation Center at Henry Ford Hospital isnow functioning as a shared resource for all trainees andmedical professionals from across the System.”This integrated approach has extended to library servicesas well. The new director for Henry Ford Hospital’s SladenLibrary is now the system director for all library servicesand reports to Dr. Scher in this new role. Library servicesare now even more accessible to those who need it acrossthe System.Dr. Scher says the reason for all these changes is simple.“A unified, integrated system-wide medical educationenterprise is important because we know it helps uscreate better doctors and provide better patient care,”says Dr. Scher. “All our 850 residents and fellows areintegrated into patient care, whether it’s participating inour quality and safety initiatives, sitting on a wide varietyof committees or providing direct patient care to thousandsof System patients.” ■Residents examine a patient’s eyes in Henry Ford Hospital’s ophthalmology department. Thousands of the state’sphysicians have received a superior clinical education at the System’s hospitals, which educate both allopathic andosteopathic physicians.HENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 10

Kevin Merryman and Mike Dzikowski are two of the information technology specialists who maintain the servers at theSystem’s data center located in Rochester Hills.Integration: Electronic medical records further enhance patient careHenry Ford introduced one of the country’s first electronicmedical records more than 20 years ago, and now we arebringing together the patient with the Henry Fordphysician and the community physician through technologythat will allow for even better patient care. Henry Fordinformation technology is designing systems to allow forbetter communication, collaboration and coordination ofcare for all the System’s providers.Over the next several years, information technology willtransform the face of health care. The game changer willnot be revolutionary but, instead, evolutionary. To enablethis transformation, the System will:• Improve patient outcomes by deploying CarePlus NextGeneration, a state-of-the-art electronic medical recordstechnology that will break down the walls of health carewith the seamless real-time updating and exchange ofclinical patient information by the System’s providers.• Promote the standardization and coordination of care bydeploying computerized physician order entry to enablethe practice of evidence-based medicine.• Focus on care quality and efficiency rather than quantityby deploying integrated revenue and clinical systemsthat will allow Henry Ford Health System to measureand report clinical outcomes and cost performance.This will allow the System to contain costs andmaximize reimbursement while ensuring eligibility foraccountability-based pay for performance initiatives. ■11HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Henry Ford West Bloomfield Hospital opened in March 2009 and has transformed patient care through leading edgeinnovation and radical design. The hospital’s “Main Street” features an array of food and retail shops focusing on healthand wellness.Integration: Birth of a HospitalTeams from around the System worked tirelessly to helpmake the vision of Henry Ford West Bloomfield Hospital areality in 2009. The hospital opened in March, on a solidfoundation of expertise and integrates best practicesshared by System employees. Henry Ford’s Facility Designand Construction Department developed the architecturaland interior designs for the facility. They worked closelywith the operations staff to ensure that all aspects of thebuilding meet the System’s leadership vision for a hospitalof the future.Beginning early in the construction phase, creative ideascame from more than 2,000 employees, communitymembers, patients and their families who toured prototypepatient rooms, operating suites and emergency bays in aCommerce Township warehouse. From their suggestionsand comments, more than 100 design changes were madeto room designs including modifications to the emergencyrooms, which came almost entirely from staff andcommunity input.System teams also played a role in creating successfulprograms and processes at the new hospital. The HenryFord Wyandotte Hospital Nutrition Services Managementand Clinical Team were involved with the Henry Ford WestBloomfield Hospital project from the pre-constructionconcept through post-opening service implementation.The experience and knowledge of the Wyandotte teamwas utilized in kitchen design; guidance and feedbackin menu development; implementation of a food serviceoffice computer management system; policy and proceduredevelopment and implementation; and process coordinationand communication.Employees were instrumental in the success of the newhospital, evidenced by the facility reaching the 99thpercentile nationally for patient satisfaction just threemonths after opening. Henry Ford Hospital departmentalleadership played a critical role in the development of keyclinical programs such as neurology, critical care medicineand surgery. Their expertise was key in the design ofthe patient rooms, ICU rooms and operating rooms. TheDepartments of Imaging, Laboratory and Pharmacy Serviceswere also critical to the development of the processdesigns, policies and procedures and equipment selection.By working together, System team members created ahospital that combines the best clinical programs with aunique focus on wellness. ■HENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 12

Integration: Laboratory services blend models to integrate hospital processesHenry Ford Health System continually strives to improve allof its processes. To do this across the System’s businessunits, Henry Ford uses its own Model for Improvement(MFI), which is both disciplined and innovative, andfounded on the highly successful Deming model.The integration of the System’s medical laboratoriesstarted with an empowered workforce, and with processesthat work their way up, rather than down. Integration tookplace in all the laboratories of Henry Ford Hospital and themedical centers, and more than 500 employees have beentrained in a LEAN method of process improvement.Through integration of all the System’s laboratories intoone service line, turnaround time for lab results has beencut by 50 percent in many cases, and volumes significantlyimproved. This enhanced efficiency opens up capacity,so that the labs are able to take on more work withoutincreasing staff.“We have worked diligently to create central corelaboratories that can do common and esoteric testing forall the hospitals,” says Richard Zarbo, M.D., DMD, seniorvice president of Pathology and Laboratory Medicine. “It’sall done at the Henry Ford Hospital lab as fast, if not faster,than if it had been done at our various hospitals.”Successful integration is made possible by using the toolsand concepts of continuous improvement of the System’sservices, which is accomplished by wedding ideas toimplementation to achieve innovation. In addition to thelaboratories, it also is found in Henry Ford’s pre-admissiontesting for operating rooms, communications, EmergencyDepartment work flows, and the System’s No Harminitiative, to name just a few.A worker-empowered culture is the key in Henry Ford’sintegration successes, and it produces superior resultsthroughout the System. ■The core laboratory at Henry Ford Hospital handles more than 6.5 million inpatient and outpatient billed tests annuallyfrom 26 medical centers, referrals from System hospitals, and Laboratory Outreach specimens from Henry Ford MedicalLaboratories. In total this activity accounts for approximately $360 million in billed revenue per year.13HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Integration: A System that comes together gets stronger togetherSince becoming an integrated health system in 1990,Henry Ford Health System has learned to merge andblend leadership and technology and coordinate medicalcare between hospitals, doctors, patients and insurers,while maintaining fiscal responsibility, reducing waste inoperations and improving quality outcomes.That earned Henry Ford the designation in 2010 asthe top integrated health care system in Michigan and11th nationally in an annual survey by ModernHealthcare magazine.A hallmark of that success is the integration of doctors andhospitals who work together seamlessly following the samemission, vision and principles. One example is the way 32pathology labs and more than 750 staff now operate as anintegrated service line with a common information system,uniform reporting and after work practices. (See related storyon page 13).Led by Richard Zarbo, M.D., chair of Pathology at HenryFord Hospital, and John Waugh, vice president of SystemLaboratories for Henry Ford Health System, the integratedservice line has reduced unit cost and minimized redundancywhile enhancing quality and creating new opportunities forgrowth. Staff use LEAN management principles and generatehundreds of improvements every year.After Henry Ford Wyandotte Hospital opened its Center forHealth Services (CHS) in 2006, hospital leadership soughtcertification for the outpatient facility’s designation as aquality surgical center by health insurer Blue Cross BlueShield of Michigan. With the help of surgeons from the HenryFord Medical Group, the group of physicians and researcherswho staff Henry Ford Hospital, the CHS boosted its surgicalvolumes and was rewarded with the covetedquality certification.“We would have come up short if the Henry Ford MedicalGroup had not helped us out,” says James Sexton, presidentand CEO, Henry Ford Wyandotte Hospital.For Barbara Rossmann, president and CEO, Henry FordMacomb Hospitals, the new Henry Ford Physician Network(HFPN) subsidiary, formalized in early 2010, will represent “thesingle most powerful tool we have to realize success. It willenhance the care we provide while reducing costs.”The physician-led network, comprised of representation bythe Henry Ford Medical Group, regional hospital-employedphysicians and private practice physicians, will use theframework of clinical integration to better coordinate patientcare between physicians to help control costs and ensurequality care for patients. The anticipated go-live date for HFPNis January 2011. ■Other shining integration improvements also have beenachieved by Henry Ford Wyandotte Hospital and Henry FordMacomb Hospitals.Dr. Fuxiang Zhang performs cataract surgery at Henry Ford’s Center for Health Services in Brownstown Township, widelyrecognized for its outstanding patient satisfaction scores.HENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 14

TransformationHenry Ford Health System’s integrated delivery system isconsidered a national model for providing innovative ways todeliver care: enhancing patient safety, encouraging a healthyworkforce and improving health care equity for the diversepopulations it serves. It is a trailblazer in this new era of healthcare reform.Because of the System’s diversity – in the services and care offered, the communities served, and thebreadth and character of its patient and employee populations – Henry Ford is in a unique position to not justimplement best practices but create them.Henry Ford is continually challenging itself to answer questions like, “What role does wellness play in the livesof patients, employees, and their families?” and “How can the environment in which care is receivedbe improved?”Henry Ford Health System also challenges itself to apply what is learned in one part of the organization toother settings within the System, to the community and its patients. Many of the things being done at HenryFord position the organization as a leader in transforming the nation’s health care system into a safer, moreequitable one – and one equally focused on preventing disease and illness and in delivering chronic or acutecare. Henry Ford is transforming:• Patient safety by using its hospitals as “living laboratories” to test best practices that make care saferwhile increasing patient satisfaction. One example is a leading-edge hourly rounding nursing process calledthe 6Ps that reduces patient falls and pressure ulcers.• The health of its own employees and their families by integrating wellness into all aspects ofthe organization.• The corporate culture through the innovative methods used to reach a diverse cross-section of employeesand a diverse patient base. HFHS is one of the first health systems in the nation to address healthcareequity through a measurable System-wide process linked to quality. ■15HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Danielle Dummer, a nurse extern at Henry Ford Hospital, fills out a Sundial Clock Poster, a key component of Henry FordHospital’s hourly rounding process. The poster aids with tracking patient needs and is used by the registered nurses andnursing assistants. The patient’s family is educated about the poster, and helps with filling in the patient’s information fornurses to read when they round.Transformation: Enhancing patient care through nursing hourly roundingHenry Ford Health System is a leader in the UnitedStates experimenting with nurses conducting formal,hourly patient rounds at several of its System hospitals.Hourly rounding helps nurses improve staff workflowand satisfaction, service quality and patient-centeredcare. Most importantly, hourly rounding increases patientsatisfaction as reflected in improved Press Ganey surveys,and a reduction in patient falls and pressure ulcers.Hourly rounding was first piloted at Henry Ford Hospitalwhere it’s called the “Six Ps” that address patients’ needsand safety:1. Pain: assess the patient’s pain level; determinemedication needs2. Personal Needs: toileting and patient cleanliness3. Pulmonary Hygiene: ensure the appropriate breathingexercises to promote lung health4. Position: regularly turning patients who aren’t mobile toprevent pressure ulcers5. Possessions: confirming the call light is within reach;ensuring the patient has desired belongings (e.g.,glasses, tissues, reading materials) nearby6. Place: checking the patient’s immediate environmentto ensure the room is clean and safe (e.g., bed locked,in low position), and that nothing is obstructing thepatient’s mobility.Henry Ford Hospital has seen an 18 percent reduction inthe rate of all in-patient falls and a 20 percent reductionin the percentage of hospital-acquired pressure ulcerssince launching the initiative. Henry Ford West BloomfieldHospital recently launched the hourly rounding process andis already seeing similar improvements. ■HENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 16

In alignment with the System’s “Move to Improve … my body, mind and spirit” wellness initiative, Wen Chen, R.N., finds innerharmony and balance by regularly practicing yoga before coming to work.Transformation: Improving the health of theSystem’s employees and familiesFrom smoke-free campuses to healthier food choices incafeterias, and most recently, to the Health Engagementbenefits program, Henry Ford Health System is integratingwellness into the organization.Through Move to Improve…my body, mind, and spiritwellness initiative, the System encourages employees andtheir families to take action to maintain and improve theirhealth and wellness.In addition to the documented health benefits of wellness,there also are financial rewards:• When an employee and a spouse/same sex domesticpartner meet the requirements of HAP’s HealthEngagement (HE) program, the entire family benefitswith lower out-of-pocket costs. This includes waived copaysfor recommended preventive care and screeningsas well as prenatal services, lower co-pays for otherservices, and no annual deductibles. HE focuses onlifestyle behaviors including tobacco use, weightmanagement, and preventive tests. For 2010, more than18,000 individuals – an 81 percent participation rate –fulfilled the requirements.• A greater focus on prevention and primary caremeans fewer runs to the emergency room and fewerhospitalizations, which improves health and lowerscosts for everyone.• And, as employees improve their own wellness,patients benefit as they receive care from a team ofprofessionals who are healthy in body, mind and spirit.As part of its commitment to supporting healthy choices,the System:• Challenges employees to achieve weight managementand exercise goals through the social networking-basedprogram Team Up for Wellness.• Offers more than 100 lunch and learn programs.• Publishes an Employee Wellness Resource Guide, listingmore than 30 wellness resources offered by the System.As a result, employees are getting healthier:• Our “lifestyle risk” score, which summarizes the impactof health behaviors on an individual’s risk of death anddisease, has steadily improved over the last six years.• More than 1,800 employees and their spouse/same-sexdomestic partner have agreed to try to quit smoking as aresult of the HE qualification process.• Since July 2007, employees have lost more than11 tons of weight through the Weight Watchers atWork program. ■17HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Transformation: Through a diverse workforce and diversity initiativesHenry Ford Health System is transforming its culturethrough the innovative methods used to reach a diversecross-section of employees and patients.At Henry Ford, diversity can be seen in the workforce, itssupplier base, and in the culturally competent care theSystem provides to all patients.Employees are valued for their differences, and providedwith opportunities to grow and contribute to the System’smission and vision. The Henry Ford Medical Group includesmore than 45 percent minority and/or female physicians,and doctors from 60 countries. Henry Ford supports thedevelopment of male and female leaders from all ethnicbackgrounds by sponsoring development courses thattrain future leaders who will become the experts in healthdisparities and serving diverse communities.Among its multiple awards in 2009, Henry Ford was thefirst and only health system listed in the Top 50 Companiesfor Diversity, by DiversityInc magazine. The System wasrecognized for strength in CEO commitment, as well asworkforce and supplier diversity.The Supplier Diversity initiative is designed to providesuppliers equal access to business opportunities. Thesupply chain management database includes more than300 minority- and women-owned businesses. Inclusivesourcing enables Henry Ford to seek the most talented,innovative, experienced and cost-competitive suppliersin Michigan.The System’s Healthcare Equity Campaign is underway,with the goal of healthcare equity being understood andpracticed by staff and the community. To date, the firstphase has provided nearly 3,400 hours of awarenessbuildingtraining to staff. The campaign seeks to ensurethat care does not vary in quality by characteristicssuch as ethnicity, gender, geographic location,and socioeconomic status. ■James P. O’Connor, vice president of the System’s Department of Supply Chain Management (seated middle), and his diverseteam is committed to building a strong supplier diversity program. Henry Ford’s commitment to diversity is reflected in itshonor as being the first and only health system listed by DiversityInc. magazine’s Top 50 Companies for Diversity.HENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 18

2009 Financial PerformanceFor the seventh consecutiveyear, Henry Ford HealthSystem experienced positiverevenue growth and netincome in 2009.The System reported totalrevenues of $3.97 billion, anincrease of $277 million over2008. Overall, Henry Fordreported $30.4 million netincome for 2009 as comparedto $8.5 million in 2008.The financial growth of HenryFord continued in 2009 whileopening up a new hospital inWest Bloomfield, expandingHenry Ford Hospital in Detroitand funding the employeepension plan. Henry FordHealth System had increasesin both hospital admissionsand emergency visits in 2009.The System providedmore than $173 million inuncompensated medicalcare costs, an increase of 8percent from 2008.CONSOLIDATED BALANCE SHEETSDecember 31, 2009 and 2008(In Thousands)December December2009 2008ASSETSCURRENT ASSETS:Cash and cash equivalents $ 339,972 $ 356,257Short-term investments 142,258 26,795Patient care receivables 118,914 126,640Health care premium receivables 22,536 16,700Other current assets 210,623 197,842Total Current Assets 834,303 724,234LONG-TERM INVESTMENTS 156,604 190,486ASSETS LIMITED AS TO USE 788,328 733,846JOINT VENTURES & OTHER ASSETS 25,581 25,406PROPERTY, PLANT AND EQUIPMENT 1,233,470 1,169,983TOTAL $ 3,038,286 $ 2,843,955LIABILITIES AND NET ASSETSCURRENT LIABILITIES $ 479,145 $ 547,086LONG TERM DEBT 849,578 702,270OTHER LONG TERM LIABILITIES 490,054 545,311NET ASSETS 1,219,509 1,049,288TOTAL $ 3,038,286 $ 2,843,955Days Cash on HandDebt to Capitalization Ratio101200945.8%200995200846.0%200819HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

CONSOLIDATED STATEMENT OF OPERATIONSAND CHANGES IN NET ASSETSDecember 31, 2009 and 2008(In Thousands)2009 2008UNRESTRICTED REVENUENet patient service revenue $ 2,085,274 $ 1,954,552Health care premiums 1,696,399 1,639,413Investment (loss) income 46,831 (44,729)Other income 139,970 141,670Total Unrestricted Revenue 3,968,474 3,690,906EXPENSESSalaries, wages and employee benefits 1,563,822 1,441,376Health care provider expense 986,117 987,923Supplies and other expenses 1,053,551 973,266Depreciation and amortization 139,906 123,487Provision for uncompensated services 189,136 156,391Total Expenses 3,932,532 3,682,443EXCESS OF REVENUE OVER EXPENSES BEFORE UNUSUAL ITEMS 35,942 8,463UNUSUAL ITEMS (5,581) -EXCESS OF REVENUE OVER EXPENSES 30,361 8,463OTHER INCREASE (DECREASE) IN NET ASSETS 139,860 (227,936)TOTAL INCREASE (DECREASE) IN NET ASSETS 170,221 (219,473)TOTAL NET ASSETS AT BEGINNING OF YEAR 1,049,288 1,268,761TOTAL NET ASSETS AT END OF YEAR $ 1,219,509 1,049,288Total Unrestricted RevenueExcess of Revenue over Expenses$3,968,4742009$30,3612009$3,690,9062008$8,4632008HENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 20

2009 Financial Performance (continued)PATIENT CARE AND OTHER STATISTICSDecember 31, 2009 and 20082009 2008Hospital Admissions 102,007 95,854Patient Days 532,161 512,917Emergency Room Visits 388,239 369,998Surgeries 65,453 64,343Births 6,789 5,917Length of Stay (Medical / Surgical) 4.8 4.8Full Time Equivalents 20,520 18,769Health Alliance Plan Membership 476,350 523,113(Includes Alliance Health and Preferred Health Plan)2009 Third Party Payors■ Managed Care■ Medicare■ Blue Cross■ Medicaid■ Other32.0%9.0%14.0%29.0%16.0%2009 AdmissionsHenry Ford Hospital40,22919,952Henry Ford Wyandotte HospitalBehavioral Health ServicesHenry Ford Cottage Hospital4,4272,6946,849Henry Ford West Bloomfield HospitalHenry Ford Macomb Hospital – Warren5,558 22,298Henry Ford Macomb Hospital – Clinton Twp.21HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

2009 / 2010 System AccomplishmentsPeople• Health Alliance Plan’s Health Engagement plan for HenryFord Health System (HFHS) employees was rolled out forthe 2010 benefits year. Eighty-one percent or more than18,000 employees and their spouse/same-sex domesticpartners, eligible to participate in Health Engagement,met the qualifications for remaining in the Enhancedlevel after March 31, 2010, and were rewarded withlower out-of-pocket costs and an opportunity for betteroverall health.• As part of Move to Improve...my body, mind and spiritwhich embodies the System’scommitment to supportingthe healthy choices ofemployees, the followingwas accomplished: theestablishment of a networkof more than 120 WellnessAmbassadors at the majorityof sites; more than 100 lunchand learn programs; and most recently, in June 2010,the launch of the Team Up for Wellness challenge withnearly 2,000 employees participating in this uniqueprogram that utilizes social networking.• Eleven new leaders were appointed: Bill Alvin, president& CEO of Health Alliance Plan (HAP), and senior vicepresident, Henry Ford Health System; Noel Baril, vicepresident, Total Rewards; Christine Cole Johnson, Ph.D.,chair, Biostatistics and Research Epidemiology; LindaFisher, chief nursing officer, Henry Ford West BloomfieldHospital; Gerard Martin, M.D., chair, Department ofEmergency Medicine; Edward O’Malley, M.D., chiefmedical officer, Henry Ford Medical Center – Cottage;Chris Pike, chief information officer, HAP; Diane Sayers,D.O., medical director, Northern Region; HowardSchwartz, M.D., chief medical officer, Community CareServices; Mary Vidaurri, chief operating officer for HenryFord West Bloomfield Hospital; and Randy Walker, vicepresident and HFHS chief diversity officer.• Launched a succession planning process to strengthenHFHS leadership pipeline and bench strength byidentifying and developing high potential individuals.• Successfully recruited and hired approximately 1,200staff for the new Henry Ford West Bloomfield Hospital.• Redesigned hiring process to reduce “time to fill”by more than 25 percent while receiving 300,000job applications.Service• The Henry Ford Medical Group (HFMG) began offeringextended appointment hours, attracting new patientswho account for almost 50 percent of the alternativehour appointments.• Henry Ford Hospital achieved the best nursingsatisfaction scores in its history with patient satisfactionscores in the 80th percentile and communication scoresin the 90th percentile.• The Henry Ford Medical Group (HFMG) reached the 75thpercentile rankings in patient satisfaction. HFMG alsonow enjoys high patient satisfaction in ease and accessto appointment scheduling with the Contact Centerreporting performance metrics that are near benchmarkfor the industry.• Henry Ford West Bloomfield Hospital ranked in the99 percentile in patient satisfaction within just threemonths of opening.Quality & Safety• A Just Culture program was launched with the goal ofcreating a structured and standardized approach to errormanagement, helping all employees strike a positivebalance between a punitive and a blame-free culture.• Henry Ford Health System is nearing a milestone in yeartwo of the three-year No Harm Campaign. The System’shospitals have reached a combined eight percentimprovement in making care safer for patients, whichtakes into account 23 different types of safety-relatedmeasures. In general, Henry Ford exceeds the 75thpercentile among health systems nationwide in mostsafety measures.• An hourly nurse-rounding program will be implementedacross all System hospitals. Nurses assess the patient’spain, position, pulmonary hygiene, personal needs,possessions, and place (the environment of the room),resulting in a decreased number of falls and bedsores,and improved patient satisfaction.HENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 22

2009 / 2010 System Accomplishments (continued)• Through its Perfect Depression Care Initiative,Behavioral Health Services achieved 10 consecutivequarters without a suicide in its reference patientpopulation through first quarter 2010.• HFH was the firsthospital in Michiganto participate in adomino donor kidneytransplant in whicheight patients receiveda new kidney fromeight unrelated donorsat four hospitals infour states. It is believed to be the largest series ofkidney paired donation procedures performed in the U.S.• Eighty-eight Safety Champions across the System areactively engaged in both local safety activities andSystem initiatives such as the Speak Up campaign,Patient Safety Week and a Hand Hygiene initiative.• The Southeast Michigan Kidney Center, part ofGreenfield Health Systems, achieved Star status in 2009from the Baxter Healthcare Corporation.Growth• The new $360 million Henry Ford West BloomfieldHospital opened March 15, 2009 – on time andon budget.• Also, as part ofa $310 millionrenovation andexpansion project,the Henry Ford IIPavilion expansionat Henry FordHospital in Detroitwas completed inJuly 2009, also on time and on budget.• The Michigan area’s first Acute Care of the Elderly (ACE)and Acute Stroke Care Units opened at Henry FordMacomb Hospital – Warren Campus in spring 2010.In addition to new programs for seniors, Henry FordMacomb Hospital – Warren Campus also is enhancingprograms for cancer services; Level III trauma services;the Spine Center; the Minimally Invasive and RoboticSurgery Center; the Bariatric Surgery Center; the JointReplacement Center and inpatient rehabilitation.• In April 2009, a $1.2 million renovation of the seventhfloor medical/surgical unit and renovation of three otherfloors wascompleted atHenry FordWyandotteHospital; andHenry FordMacombHospital- ClintonTownship’sObservationUnit also was finished. The System opened Henry FordMacomb Hospital - Clinton Township’s renovated PostAnesthesia Care Unit; Henry Ford Macomb Hospital’sfourth urgent care center; and the OptimEyes SuperVision store in Troy. New partnership dialysis centerswere developed in Southfield and Toledo, Ohio.• Henry Ford Cottage Hospital was re-envisioned as HenryFord Medical Center – Cottage, a large multispecialtyoutpatient center, featuring a center for seniors andexpanding Women’s Health and Athletic Medicineprograms, with more than a dozen new and enhancedservices planned in 2010.• Henry Ford Pharmacy’s specialty division, PharmacyAdvantage, was awarded a contract to provide all thespecialty drugs for HAP patients.• The HFMG also launched an “out-state strategy” togarner referrals from across Michigan and beyond.• Henry Ford Macomb Hospital - Warren began offeringmobile PET/CT scanning services and Henry FordWyandotte Hospital’s Center for Health Services startedoffering PET/CT scanning services.• Henry Ford West Bloomfield Hospital was one of 39organizations across the state recognized at MichiganBusiness Review’s Innovation Michigan event as one ofthe most innovative companies in Michigan. The hospitalwas recognized for its commitment to patient comfortand sustainability, as well as for creating 1,200 new jobs.23HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Research & Education• The System signed a Letter of Intent with Wayne StateUniversity to strengthen its medical school affiliationwith the university.• Henry Ford ranks first in non-university based Michiganhealth systems for funding from the National Institutesof Health and ranks third among Michigan medicalschools receiving NIH funding.• Henry Ford continued to maintain an excellent researchportfolio, totaling $57.4 million in 2009.• An Immunology ResearchProgram was establishedand, Genetics and DrugDiscovery researchersrelocated to newlyrenovated space inDetroit’s Tech Town.• A System-wide Medical Education Governing Councilwas launched. Medical education program opportunitiesoffered through the Center for Simulation, Education andResearch were expanded throughout the System. TheSIM Center served 12,000 learners in 2009.• Henry Ford physicians and patients played a majorrole in the approval of a new drug for aggressive braincancer, the first new treatment in 10 years. The U.S.Food and Drug Administration (FDA) granted acceleratedapproval of Avastin ® for people with previously treatedglioblastoma. In a national, multi-center clinical trial, inwhich HFH participated, 28 percent of patients’ tumorsshrank to at least half of their original size (comparedto 10 percent historically); 43 percent lived six monthswithout their disease getting worse; and, 38 percentlived longer than one year.Community• A three-phase Healthcare Equity Campaign to addresspotential sources for inequality in health care waslaunched. The aim is to ensure healthcare equity isunderstood and practiced by Henry Ford providers,employees, the research community, and thecommunity-at-large; and to link healthcare equity as akey, measurable aspect of clinical quality.the first Systemwide service-area Community HealthNeeds Assessment was produced.• The System led the Detroit Regional Infant MortalityReduction Task Force and the Detroit Wayne CountyHealth Authority Task Force, which focuses on improvingaccess for the uninsured.• The Center for Health Promotion and Disease Prevention(CHPDP) traveled to 163 business and community sitesto provide health screenings, and to 97 business andcommunity sites to provide flu shots.• Henry Ford Macomb Hospitals hosted free programsfor the community,providing information forthe uninsured. Henry FordMacomb Hospitals alsoexpanded its clinics for theuninsured, opening newsites at the Warren Campusand at Baker College’sClinton Township Campus.• Henry Ford once again participated in the AmericanHeart Association’s 2009 Detroit Metro Heart Walkwith more than 2,000 walkers, and raised more than$265,000 in donations.Finance• For the seventh consecutive year, Henry Ford HealthSystem experienced positive revenue growth and netincome. The System reported total revenues of $3.97billion in 2009, an increase of $277 million from the$3.69 billion total revenues in 2008. Overall, Henry Fordreported $30.4 million net income for 2009 comparedto $8.5 million in 2008. Moody’s Investors Servicereaffirmed the System’s A-1 rating and stable outlook,and Standard & Poor’s reaffirmed the System’s A ratingand stable outlook.• More than $25.3 million dollars was saved throughSystem-wide strategic sourcing and value analysisprocesses. Supply expense performance remains in thetop quartile of comparative health care systems.• The HFHS Community Benefit Council was established,facilitating the System Community Benefit Inventory, andHENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 24

2009 / 2010 System Accomplishments (continued)• More than $2.8 million was raised from Systememployees and physicians through the employeeCommunity Giving Campaign, with a 54 percentparticipation rate. More than 2,100 volunteers, including1,400 employee and physician ambassadors for theCommunity Giving Campaign, 150 leadership volunteers,and 340 event volunteers, supported fundraising efforts.• At the end of the third year of the seven-year EnvisionCampaign, more than $142 million in gift commitmentswere recorded, achieving more than 57 percent of thecampaign’s $250 million dollar goal. The System hasreceived 38 gifts of $1 million dollars or more for theEnvision Campaign.• For the seventh consecutive year, the System hasachieved a record number of donors contributing in asingle year – more than 18,500.• For the third consecutive year, the System has received100 percent Trustee participation in giving.• The 2009 cost-for-dollar raised in philanthropic givingwas 20 cents on the dollar. The national average is 30 to35 cents per dollar raised. ■Transformational PhilanthropyHenry Ford Health System would not have been possiblewithout the generous support of Henry and Clara Fordand their family. The Ford Family contributed the fundsthat were used to build and equip the buildings and staffthe hospital. In the early years, the Ford Family helpedthe hospital keep its doors open by reimbursing thehospital for any losses accumulated throughout the year.Visionaries of their day, they never lost sight of theirdream for the future of health care in Detroit.This generous spirit and foresight spread throughgenerations and the community to become the commonthread that runs throughout the tapestry of the System’shistory. Such accomplishments could not have beenpossible without the consistent support and charitablegifts from a large family of loyal friends, dedicatedphysicians and devoted employees. Beginning with thefunds used to open the doors in 1915, to the $100 milliongrant from the Ford Foundation in 1973, to funds used toenhance many of the System’s Centers of Excellence, suchas Josephine Ford Cancer Center, Hermelin Brain TumorCenter and Vattikuti Urology Institute, transformationalgiving has truly redefined Henry Ford Health System’sclinical and scientific research programs.In 2009, the System was honored to recognize the newlynamed clinical programs:The Edith and Benson Ford Heart & VascularInstitute – An honor given in recognition of the life-longsupport given to Henry Ford’s cardiovascular program bythe Ford Family. Benson and Edith Ford were championsof Henry Ford Hospital and sought to bring patient care,education and research together to form what now hasbecome an international destination for advanced healthcare delivery. In recognition of their years of service andlongstanding support, the System is proud to name theheart and vascular program in their honor, with specialrecognition to their children, Benson Ford, Jr. and LynnAlandt, for their dedication to continuing their parents’legacy.The Harris Stroke Center – Named in recognition ofthe significant support given by Mort and Brigitte Harristo the Henry Ford Neuroscience Institute. Having seen thedevastating effect of stroke when a close family memberwas affected, the couple decided they would supportstroke research and fund improved care and outcomesfor all stroke patients. Their passion compelled them toprovide the funding needed to establish the Harris StrokeCenter in the Emergency Department at Henry Ford WestBloomfield Hospital and establish a tele-network amongthe four Henry Ford Medical Group, stroke-certifiedEmergency Departments. The stroke tele-network saveslives and betters patient outcomes by providing expertsand resources instantly and virtually, to care for strokepatients in the fastest, most efficient way possible. ■25HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Henry Ford Health System Governance LeadershipChairAnthony F. Earley, Jr.Chair EmeritusGary C. ValadeVice ChairsEdward D. Callaghan, Ph.D.Jack MartinMariam C. NolandSandra E. PiercePresident and Chief Executive OfficerNancy M. SchlichtingSecretaryEdith L. EisenmannTreasurerJames M. ConnellyAssistant TreasurerBrian R. GambleBoards of Trustees/DirectorsHenry Ford Health SystemMarwan S. Abouljoud, M.D.*Lynn Ford AlandtN. Charles AndersonEdward J. Bagale*Stephanie W. BergeronManuel L. Brown, M.D.**Edward D. Callaghan, Ph.D.Allan D. Gilmour*James GrosfeldSteven D. Harrington, M.D.**David M. HempsteadJoseph R. JordanMark A. Kelley, M.D.*Alan M. KirilukDavid Baker LewisAlbert L. Lorenzo, Ph.D.Jack Martin*Mariam C. NolandSandra E. PierceJohn C. PlantCharles H. PodowskiNancy M. Schlichting*Gary C. ValadeHonorary TrusteesE. Paul CaseyWalter E. DouglasEdsel B. Ford IIMartha F. FordWilliam Clay FordMorton E. HarrisDouglas T. McClureRobert J. VlasicBehavioral Health ServicesSharon Walsh, ChairBarry R. BessDaniel M. ClarkC. Edward Coffey, M.D.*Deborah Fitzgerald CopelandWilliam D. DechavezWilliam R. DowLinda N. FisherBenson Ford, Jr.Martha F. Ford****Jacalyn S. GoforthMarc E. JeffriesNikhil KumarThomas S. Nantais***Timothy R. NixonMelissa Bair PeirceWaltraud E. PrechterCharlotte B. TerryWilliam J. Wischman, Jr.Community Care ServicesEric A. Hardy, ChairJ. Carlos Borrego, M.D.Mary C. DicksonTiffany Slemmons DouglasJohn E. Duckworth, D.Min.Gwendolyn R. Graddy-Dansby, M.D.***Michael HampBeverly A. HartmanKatherine A. Howe, R.N.Linda JimenezLawrence J. Kearney, Jr.Rona M. LumRandolph W. MartinRobert S. Michaels, M.D.Julie S. OldaniBalakrishna R. Pai, M.D.***George PennaJohn J. Polanski*Robert B. PutnamRobert G. Riney*Howard B. Schwartz, M.D.*Irving A. ShapiroDonald E. SniderHenry Ford Health System FoundationAllan D. Gilmour, ChairLynn Ford AlandtMargaret AlleseeRichard A. BrodieThomas C. BuhlVivian L. Carpenter, Ph.D.Susan M. CischkeJames H. DantoKaren W. DavidsonWayne S. DoranLynne EllynMichael R. FisherEleanor B. FordLinda D. ForteDavid F. GirodatMorton E. HarrisDavid M. HempsteadDoreen HermelinThomas W. IversonGregory JacksonFrank G. JonnaMark A. Kelley, M.D.Alan M. KirilukHenry W. Lim, M.D.Florine MarkDavid N. McCammonRichard M. NodelJ. Wes PaisleyAlex L. ParrishCarl M. Pesta, D.O.Waltraud E. PrechterJohn Rakolta, Jr.William C. Rands IIIMark L. Rosenblum, M.D.David L. SchlaffNancy M. Schlichting*Gary C. ValadeRajendra B. VattikutiAnthony J. VivianoPaul A. VlasicW. Douglas Weaver, M.D.Michel H. WilliamsHENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 26

Health Alliance Plan of MichiganJack Martin, ChairWilliam R. Alvin+N. Charles AndersonCynthia M. Bala-Brusilow++Marvin W. BeattyMary Beth Bolton, M.D.+William A. Conway, M.D.+Linda EwingLauren B. Foster++J. Timothy GargaroJethro JosephWilliam L. PeirceRichard M. Popp++Catherine A. RobertsRobin Scales-Wooten++Nancy M. Schlichting+Rebecca R. SmithSusie M. Wells++Karen A. Wezner, R.N.++Henry Ford Hospitaland Health NetworkEdward J. Bagale, ChairMark A. Douglas, Vice ChairMarwan S. Abouljoud, M.D.*Michael E. BergerDavid J. BreenKimberly A. Brown, M.D.Anthony L. CaudleGeorge CostarisRandall W. DoranScott A. Dulchavsky, M.D., Ph.D.*Elena A. FordCarol A. GossLydia R. GutierrezSheila Ford HampHassan JaberJoseph R. JordanMark A. Kelley, M.D.*Gail C. Mee, Ed.D.Patricia E. MooradianEdward R. O’Malley, M.D.*John Popovich, Jr., M.D.*Robert G. Riney*Mark L. Rosenblum, M.D.Vivian Day StrohPaul A. VlasicHenry Ford Macomb HospitalCorporationAlbert L. Lorenzo, Ph.D., ChairAndrea L. Wulf, Vice ChairPaul D. AlandtMyra Bergman, R.S.M.Edward D. Callaghan, Ph.D.Rod Dimitrijevic, M.D.Steven D. Harrington, M.D.S. Nasir Husain, M.D.*Carolann K. Kinner, D.O.Raymond C. Lope’Thomas B. MeldrumWilliam A. Morelli, Sr.Carl M. Pesta, D.O.Ross C. RichardsonRobert G. Riney*Barbara W. Rossmann*Diane L. Sayers, D.O.Laila Shehadeh, D.O.*James E. Thompson, D.D.Rosalie VicariAnthony J. VivianoHenry Ford Physician NetworkBoard of TrusteesJohn Popovich, Jr., M.D., Chair*Mohammed R. Al-Ansari, M.D.##James M. Connelly*William A. Conway, M.D.#Jerome H. Finkel, M.D.##Steven D. Harrington, M.D.*Mark A. Kelley, M.D.*Robert G. Riney*Diane L. Sayers, D.O.#Henry Ford West Bloomfield HospitalAlan M. Kiriluk, ChairPenny B. Blumenstein, Vice ChairFlorine Mark, Vice ChairJonathan S. AaronMichael E. BergerRobert N. CanvasserAnthony L. CaudleMi K. DongBenson Ford, Jr.Maurice G. JenkinsFrank G. JonnaMark A. Kelley, M.D.*Timothy D. LeulietteWilliam H. Liebold IIBruce K. Muma, M.D.*Jeffrey G. Obron, M.D.**Robert G. Riney*Mark L. Rosenblum, M.D.*Jean S. ShaperoGerard van Grinsven*Paul A. VlasicGregg G. WilliamsEdna M. ZaidHenry Ford Wyandotte HospitalJ. Wes Paisley, ChairSaroj V. Bhat, M.D.Vonda R. CiniThomas G. Costantino, D.O.James P. DalyDeborah Y. EdwardsJerry D. GriffithTerry M. Hahn, D.O.Thomas W. IversonLinda JimenezLawrence J. Kearney, Jr.John F. KillMaureen A. KorneffelKimberly A. KovacThomas A. KuzmiakBarbara R. LottMelanie L. McCoyRick A. Poston, D.O.Robert G. Riney*James J. Sexton *Mohinder P. Singh-Sandhu, M.D.*Honorary TrusteesGerald P. ColeConrad W. KregerGeorge E. McEachran*Ex-Officio Trustee**Physician Trustee***Ex-Officio Appointed Trustee****Life Trustee+Ex-Officio Director++Enrollee Elected Director# Appointed HFMG Trustee## Appointed Non-HFMG Trustee27HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Henry Ford Health System Physician LeadershipHenry Ford Medical GroupBoard of GovernorsMarwan S. Abouljoud, M.D., ChairGregory L. Barkley, M.D., Vice-ChairJoseph M. Anderson, M.D.Kimberly M. Baker-Genaw, M.D.Charles J. Barone II, M.D.Deloris Ann Berrien-Jones, M.D.Kimberly A. Brown, M.D.Manuel L. Brown, M.D.Robert A. Chapman, M.D.William A. Conway, M.D.Richard D. Dryer, M.D.Scott A. Dulchavsky, M.D., Ph.D.Stanton B. Elias, M.D.Sudhakar G. Ezhuthachan, M.D.Rodney P. Gilreath, M.D.Lynne C. Johannessen, M.D.Mark A. Kelley, M.D.Gregory D. Krol, M.D.Margot C. LaPointe, Ph.D.Bruce K. Muma, M.D.Earlexia M. Norwood, M.D.Suresh C. Patel, M.D.John Popovich, Jr., M.D.Robert G. RineyEric J. Scher, M.D.Richard J. Schubatis, M.D.Alexander D. Shepard, M.D.Richard E. Smith, M.D.Nancy S. White, M.D.Kathleen L. Yaremchuk, M.D.Henry Ford Medical GroupLeadershipMark A. Kelley, M.D.Executive Vice President,Henry Ford Health System andChief Executive Officer,Henry Ford Medical GroupMarwan S. Abouljoud, M.D.Division Head, Transplant SurgeryDirector, Transplant InstituteCharles J. Barone II, M.D.Chair, PediatricsManuel L. Brown, M.D.Chair, RadiologyMorris Brown, M.D.Chair, AnesthesiologyRobert A. Chapman, M.D.Division Head, Hematology/OncologyDirector, Josephine Ford Cancer CenterC. Edward Coffey, M.D.Chair, PsychiatryWilliam A. Conway, M.D.Senior Vice President andChief Quality Officer,Henry Ford Health Systemand Chief Medical Officer,Henry Ford HospitalRichard D. Dryer, M.D.Medical Director,Southern RegionScott A. Dulchavsky, M.D., Ph.D.Chair, SurgeryPaul A. Edwards, M.D.Chair, Ophthalmology and Eye CareServicesStanton B. Elias, M.D.Chair, NeurologyChris Cole Johnson, Ph.D.Chair, Biostatistics and ResearchEpidemiologyMargot C. LaPointe, Ph.D.Vice President, ResearchHenry W. Lim, M.D.Senior Vice President,Academic AffairsChair, DermatologyGerard B. Martin, M.D.Chair, Emergency MedicineMani Menon, M.D.Chair, UrologyBenjamin Movsas, M.D.Chair, Radiation OncologyBruce K. Muma, M.D.Chief Medical Officer,Henry Ford West Bloomfield HospitalAdnan R. Munkarah, M.D.Chair, Gynecology, Obstetrics,and Women’s HealthTheodore W. Parsons III, M.D.Chair, Orthopaedic SurgeryMark L. Rosenblum, M.D.Chair, NeurosurgeryDiane L. Sayers, D.O.Medical Director, Northern RegionEric J. Scher, M.D.Interim Chair, Internal MedicineDirector, Medical EducationSusan Schooley, M.D.Chair, Family MedicineW. Douglas Weaver, M.D.Division Head, CardiologyDirector, Heart and Vascular InstituteBarry Wolf, M.D., Ph.D.Chair, Medical GeneticsKathleen L. Yaremchuk, M.D.Chair, Otolaryngology - Head andNeck SurgeryRichard J. Zarbo, M.D.Chair, Pathology & Laboratory MedicineHENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 28

Henry Ford Health System Physician LeadershipHenry Ford Kingswood HospitalMedical Executive CommitteeLeadershipPresidentNicole Stromberg, M.D.Vice PresidentVijaya Ramesh, M.D.SecretaryConcepcion Ty-Ancog, M.D.TreasurerHetal Patel, M.D.Member-at-LargeRobert Lagrou, D.O.Henry Ford Macomb Hospital –Clinton TownshipMedical Executive CommitteeLeadershipChief of StaffNasir Husain, M.D.Chief ElectRandy Chudler, M.D.Past Chief of StaffAlfred Schneider, M.D.Members-at-largeAnthony Munaco, M.D.Prashant Patel, M.D.Joseph Naoum, M.D.Omokayode Osobamiro, M.D.Robert Peleman, M.D.Chakradhar Reddy, M.D.Chair, MSQCCSteven Harrington, M.D.Chair, Credentials CommitteeBrad Berger, M.D.Henry Ford Macomb Hospital –Warren CampusMedical Executive CommitteeLeadershipChief of StaffLaila Shehadeh, D.O.Vice Chief of StaffCarl Pesta, D.O.Past Chief of StaffJohn Davis, D.O.Members-at-largeDavid Lustig, D.O.Fremont Scott, D.O.Angelo Stoyanovich, D.O.Chair, MSQLCMichele Dodman, D.O.Chair, Credentials CommitteeRichard Scott, D.O.Ex-officio Members(Clinton and Warren Campus)Gary BeaulacEvalynn BuczkowskiMike CervenakCharles Kelly, D.O.Joanna Pease, D.O.Barbara RossmannKaren StandfastJosephine WahlHenry Ford West Bloomfield HospitalMedical Executive CommitteeLeadershipChief Medical OfficerBruce K. Muma, M.D.Vice President of Clinical ProgramsMark Rosenblum, M.D.Medical Staff LeadershipBruce Adelman, M.D.Brent Davidson, M.D.Michael Dunn, M.D.Brian Gendelman, M.D.Bruce Jones, M.D.David Kastan, M.D.David Katcherian, M.D.Nabil Khoury, M.D.Kenneth Levin, M.D.Ghaus Malik, M.D.Derek McCalmont, M.D.Lynn Miller, M.D.Paul Ragatski, M.D.Howard Schwartz, M.D.Hans Stricker, M.D.Gary Talpos, M.D.Ex Officio MembersDanette Hanson, NP-CLinda Fisher, R.N.Mary VidaurriBrian Trojniak, PA-CGerard van GrinsvenHenry Ford Wyandotte HospitalMedical Executive CommitteeLeadershipPresidentMohinder P. Singh-Sandhu, M.D.President-ElectSyed Danish, M.D.Senior Member-at-largeSyed Jafri, M.D.Junior Member-at-largeAshish Gupta, M.D.Immediate Past PresidentMohammed R. Al-Ansari, M.D.Ex-Officio MembersDennis Lemanski, D.O.James SextonJoyce Young, R.N.29HENRY FORD HEALTH SYSTEM• 2009 / 2010 Report

Henry Ford Health System Executive LeadershipWilliam R. AlvinSenior Vice President,Henry Ford Health SystemPresident and Chief Executive Officer,Health Alliance PlanRonald W. BerrySenior Vice President andChief Financial Officer,Health Alliance PlanDarlene BurgessVice President,Corporate Government Affairs,Henry Ford Health SystemC. Edward Coffey, M.D.Vice President,Behavioral Health Services,Henry Ford Health System andKathleen and Earl WardChair of PsychiatryJames M. ConnellySenior Vice President andChief Financial Officer,Henry Ford Health SystemWilliam A. Conway, M.D.Senior Vice President andChief Quality Officer,Henry Ford Health Systemand Chief Medical Officer,Henry Ford HospitalEdith L. EisenmannVice President, Governanceand Secretary,Henry Ford Health SystemRose M. GlennSenior Vice President,Marketing and Public Relations,Henry Ford Health SystemArthur A. GrossSenior Vice President,Information Technologyand Chief Information Officer,Henry Ford Health SystemVeronica M. Hall, R.N.Chief Operating Officer andChief Nursing Officer,Henry Ford HospitalSusan S. HawkinsVice President,Planning and Performance Improvement,Henry Ford Health SystemMark A. Kelley, M.D.Executive Vice President,Henry Ford Health SystemChief Executive Officer,Henry Ford Medical GroupDavid B. LeeVice President,Legal Affairs,Henry Ford Health SystemThomas S. NantaisChief Operating Officer,Henry Ford Medical GroupKathleen M. OswaldSenior Vice President andChief Human Resources Officer,Henry Ford Health SystemJohn J. PolanskiChief Executive Officer,Community Care Services,Henry Ford Health SystemJohn Popovich, Jr., M.D.Executive Vice President and ChiefExecutive Officer, Henry Ford HospitalRobert G. RineyExecutive Vice President andChief Operating Officer,Henry Ford Health SystemBarbara W. RossmannPresident and Chief Executive Officer,Henry Ford Macomb HospitalsGary E. RoundingSenior Vice President, Philanthropy,Henry Ford Health SystemNancy M. SchlichtingPresident and Chief Executive Officer,Henry Ford Health SystemWilliam R. SchrammSenior Vice President,Strategic Business Development,Henry Ford Health SystemJames J. SextonPresident and Chief Executive Officer,Henry Ford Wyandotte HospitalGerard van GrinsvenPresident and Chief Executive Officer,Henry Ford West Bloomfield HospitalRandy D. WalkerVice President and Chief Diversity Officer,Henry Ford Health SystemKimberlydawn Wisdom, M.D., M.S.Vice President, Community Health,Education and Wellness,Henry Ford Health SystemHENRY FORD HEALTH SYSTEM • 2009 / 2010 Report 30

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