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Strategic Plan: To 2020 and beyond

January 16, 2017 News and insights By Andrew Norton, MD, FACP

What will providing health care be like in the year 2020? While specifics are impossible to promise, current trends can provide the basis for expectations:

  • The national focus has shifted to keeping populations healthy, rather than just treating illness and injury
  • Health systems across the country have committed not only to eliminating preventable harm but also tackling the challenges of disparities in care
  • The health care industry’s economic foundation is shifting from volume to value
  • Consumerism and price sensitivity of patients are driving where, when and how patients seek health care services
  • Digital and mobile technology continue to transform diagnostic and treatment options
  • New payment models have increased the need to reduce costs.

We updated our Strategic Plan for 2016–2020 based on insight from industry experts, Main Line Health’s Board, management and medical staff leadership across all campuses and clinical programs, in addition to an extensive Community Health Needs Assessment.

The foundation of our Plan’s strategic direction is to provide the safest and highest quality care to all those who come through our doors and those who utilize our community health services, based on uncompromised quality and patient safety, patient and family centered care, a strong infrastructure, and a culture of systemness and innovation.

Whether you’re in private practice or Main Line HealthCare—specialist, primary care or resident—there’s something that impacts you in this Plan, which will guide the allocation of resources in the coming years and position Main Line Health in this evolving health care market.

By working together seamlessly as an integrated system, we will continue to maintain our position as a leader in the industry, based on collaboration between our administrators, physicians and community partners, to meet patients’ needs across the continuum of care.

The plan includes five strategic imperatives, 40 major goals and more than 100 specific action items to be implemented across the organization. These will determine the direction of Main Line Health affiliations and partnerships, how we envision the market and how we are likely to react to change, as well as where we will focus our efforts and allocate our resources and staff.

All this is based on updated organizational values and a new vision statement that illustrates how much we care about our communities and about our neighbors’ health—and about our determination to remain as a key community resource in the future. “Be the health care provider of choice in leading and optimizing the health of all in our communities” is not only an aspirational statement for the organization but the basis for everything that follows.

We want to provide our communities with the safest and highest quality care, and we want our neighbors to think about Main Line Health as their choice partner in achieving optimal health. Our increased focus on population health will bolster Main Line Health’s ability to compete in a value-based economy and will impact how the system invests in clinical infrastructure, programs, people and partnerships.

As noted in the October message from Main Line Health President and CEO Jack Lynch and Board Chair Steve Aichele, we’ve already set the stage for this future by investing in the Delaware Valley Accountable Care Organization (DVACO) as a population health resource; establishing Main Line Health Physician Partners, a Clinically Integrated Network (CIN) to engage our physicians and further enhance quality; continually expanding our geographic presence to make it increasingly convenient for our patients to receive the care they need; and, most important, by continuing to foster a highly engaged workforce focused on delivering excellence.

By working together seamlessly as an integrated system, we will continue to maintain our position as a leader in the industry, based on collaboration between our administrators, physicians and community partners, to meet patients’ needs across the continuum of care. Additionally, our partnership with Jefferson Health remains essential.

During the coming years, it’s likely there will be changes in the economic, competitive, clinical and technological environment, so we have scheduled annual reviews of the environment as well as of our performance against Plan goals. We’ll make adjustments as necessary to keep us on track to achieve our strategic imperatives.

The foundation of our strategic direction is to provide the safest and highest quality care to all those who come through our doors and those who utilize our community health services.

By extending our reach beyond our walls and providing resources, education and tools in innovative ways, we can create a healthier community. If we become trusted partners in wellness for those we serve today, we will also be their provider of choice for health care services when they need them in the future.


Our mission

To provide a comprehensive range of safe, high quality services, complemented by related educational and research activities, that meet the health care needs and improve the quality of life in the communities we serve.

Our vision

Be the health care provider of choice in leading and optimizing the health of all in our communities.

Our values

  • Safety
  • Communication
  • Compassion
  • Diversity, Respect and Inclusion
  • Excellence
  • Innovation
  • Integrity
  • Teamwork and systemness

The strategic imperatives

  • Deliver a superior experience for patients, physicians, employees, partners and payors
  • Improve the health of the communities we serve
  • Develop highly engaged employees, physicians and partners
  • Deliver outstanding value by continually improving performance
  • Advance research and the education of future health care professionals

At Main Line Health, Andrew Norton, MD, is senior vice president and chief medical officer, and Lydia Hammer is [former] senior vice president, marketing and business development.