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From YouTube: Bay Future Annual Report Meeting - April 11, 2018
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A
20:17
was
another
exciting
year
for
bay
future
incorporated
and
economic
development
in
bay
county
michigan,
with
over
400
jobs
created
or
retained.
In
the
investment
of
over
two
hundred
sixty
eight
million
dollars
bay,
future
assisted
nine
businesses
with
expansions
and
helped
attract
for
businesses
to
bay
county
industries
such
as
health
care,
advanced
manufacturing,
energy
and
automotive
experience
growth
in
2017.
It
also
proved
to
be
a
good
year
for
real
estate
development
in
bay,
county
atlas.
Industrial
development
was
attracted
to
a
40
acre
parcel
of
pre
developed
property
in
williams
township.
A
With
the
intention
of
developing
an
industrial
park,
the
developers
are
constructing
a
forty-eight
thousand
square-foot
pre-engineered
and
steel
industrial
facility
on
speculation.
Investing
1.2
million
dollars
may
future
is
actively
working
with
the
company
to
attract
and
accommodate
warehousing
warehousing
operations
and
manufacturing
to
the
site.
Damar
Properties
LLC
owner
dave
didn't
Burrell
on
with
Jennifer
Acosta
development
announced
plans
in
2017
to
continue
investment
in
downtown
Bass
City.
A
The
second
and
third
floors
of
Ditton
Burres
restaurant
old
city
hall
will
see
renovation
and
six
warehouse
style
apartment
rental
units
ranging
from
800
to
1100
square
feet
with
two
of
the
loft
units
featuring
both
floors.
The
over
1.7
million
dollar
project
is
slated
to
begin
construction
in
the
spring
of
2018.
Advanced
manufacturing
continues
to
be
a
flexible
and
fine
investment
for
bay
county
and
its
businesses,
bgt
aerospace,
LLC,
a
newly
formed
company
launched
in
2017.
A
The
company
focuses
on
military
aerospace
contracting
and
performs
design
manufacturing,
assembly
and
tests
of
mechanical
actuators,
gearboxes
and
related
mechanical
components.
Bay
future
and
partners
at
the
procurement
Technical
Assistance
Center
have
met
with
the
company
and
are
continuing
to
work
with
them
to
identify
growth
opportunities
in
this
advanced
industry,
Conti
corporation
was
attracted
to
a
site
in
Bay
County
over
competing
sites
in
Kentucky,
Ohio
and
Texas.
A
The
company
is
a
multi
trade,
industrial
and
commercial
contractor,
offering
design
installation
and
maintenance
services
of
electrical
and
mechanical
systems
and
equipment
with
clients
in
an
array
of
industries
in
2017
they
announced
investment
plans,
nearly
2.4
million
dollars
and
the
creation
of
50
jobs
to
expand
its
piping
fabrication
capabilities
and
pipe
fitting
manufacturing
operations
in
base
city
goo
John
brothers
incorporated
originally
started
as
an
ice
boat
manufacturer
in
1969.
They
are
now
a
company
focused
on
the
formulation
and
manufacturer
of
West
system
and
pro
set
marine
grade.
A
Epoxies
used
around
the
world
due
to
recent
increases
in
business
and
new
product
line
slated
to
be
rolled
out
in
the
near
future.
Goo
John
brothers
incorporated
was
in
dire
need
of
additional
floor
space
for
manufacturing
and
for
storage.
In
2017,
they
announced
investment
of
six
hundred
twenty
thousand
dollars
with
the
creation
of
three
new
jobs
and
the
retention
of
more
than
20
jobs
at
its
base
city
headquarters.
This
investment
paired
with
a
1.2
million
dollar
expansion
in
2012
brings
the
total
investment
of
over
2
million
dollars
in
just
the
past
two
years.
Our
Friends.
B
Of
a
future
were
a
huge
help,
navigating
the
local
municipalities,
some
of
the
incentives
that
are
available
for
new
capital
improvements,
but
we
work
with
a
number
of
students,
state
and
local
institutions,
governmental
organizations
from
Weatherby,
Michigan,
Works
or
then
EDC.
There
are
lots
of
programs
out
there
and
we
try
to
find
those
that
are
appropriate
to
us
that
pretty
of
pretty
quick
deliveries,
that's
often
key
for
us
as
a
small
business,
is
that
the
timeline
that
we're
talking
about
of
the
governmental
agency
matches
hours
of
a
small
business.
So
we've
used.
A
Johnson,
a
family
company
saw
facility
upgrade
and
updated
its
bangor
township
facility
committing
to
at
least
25
new
jobs
over
the
next
two
years.
The
new
manufacturing
facility
will
add
more
than
50
thousand
square
feet
at
the
488
acre
site
and
expand
manufacturing
of
its
zip,
lock.
Brand
bay
county
also
experienced
the
impact
of
a
thriving
automotive
industry
in
2017,
after
being
in
business
for
20
years,
new
tech
automotive
services
expanded
its
presence
in
bay
county
in
2017.
A
The
company
invested
in
excess
of
400
thousand
dollars,
adding
10
jobs,
which
included
renovating
the
former
social
security
building
near
downtown
base
city.
The
company's
primary
focus
is
the
continued
development
of
a
suite
of
technology,
software
and
CRM
products
and
the
delivery
of
financial
services
to
the
retail
automotive
industry.
C
A
D
A
Industry
that
contributes
significantly
to
the
economy
in
Bay
County
is
the
health
care
sector
New
Hope
Bay
LLC,
a
group
of
healthcare
professionals
announced
its
second
investment
in
Bay
County
in
two
years
of
ten
million
dollars
in
its
new
full-service
independent
living
community
and
additional
48
assisted
living
apartments.
I'd.
E
Say
it
was
almost
seamless
folks
were
more
than
willing
to
go
the
extra
mile,
so
I
wasn't
just
asking
you
guys
to
hey.
Could
you
do
this?
Look
you
are
out
either
ahead
of
it
or
thinking
of
three
other
things
you
could
do
to
help
and
made
getting
this
project
going,
especially
because
when
this
project
started
we
had
to
push
before
winter
came
and
I'd
say,
but
wasn't
for
folks
like
folks
at
Bay,
futures
and
folks
in
the
township.
We
would
have
probably
not
hit
that
mark
the.
A
Community
is
located
on
new
hope,
bays,
assisted
living
in
memory
care
campus
in
Hampton
Township,
the
2015
project,
which
resulted
in
thirteen
million
dollars
investment
in
sixty
new
jobs.
At
this
project's
completion,
the
sixty-eight
thousand
square
foot
facility
will
create
another
50
jobs
and
will
allow
the
facility
to
welcome
70
new
residents
for.
F
A
Health
was
attracted
to
bangor
township
in
2017,
setting
their
development,
sights
on
a
10
acre
parcel
the
more
the
19
thousand
square
foot.
Building
that
is
currently
being
constructed
will
house
primary
and
specialized
care
providers
offering
services
such
as
exams,
radiology
therapy
and
more
35
employees
will
be
on
site
with
potential
for
expansion
in
the
future.
Folks.
G
From
base
futures
were
very
helpful
at
looking
at
various
sites
and
identifying
that,
along
with
folks
from
senator
cherry
21
and
as
we
went
through
the
process,
they
were
very
helpful
in
both
identifying
various
locations
that
we
may
be
interested
in,
but
then
also
subsequently
providing
us
with
various
traffic
studies
and
different
pieces
of
information
about
the
various
sites
that
we
may
be.
Looking
at.
Mclaren.
A
H
If
you
look
at
the
medical
profession
as
a
whole,
we're
highly
dependent
upon
the
number
of
individuals
that
are
in
our
community
right.
We
look
at
the
specialties
that
are
in
our
area
and
the
ability
to
recruit
and
retain
good
talent
here
when
we're
out
looking
at
a
physician,
some
of
the
number
one
things
that
they
ask
for
is
what
you
know.
H
What's
your
school
system
like
are
you
growing
is
what
how
sustainable
is
the
organization
in
the
community
overall,
and
so
when
I
look
at,
you
know
where
that's
an
important
piece
of
who
we
are
as
an
organization.
How
do
we
make
sure
that
we're
addressing
those
needs
and
concerns
of
the
individuals
that
we
represent?
So
when
I
looked
at
Bay
future?
You
know
we
look
at
economic
development
as
a
very
important
engine.
You.
I
H
As
we
look
at
the
growth,
the
strategies,
what
we're
doing,
how
we're
bringing
good
talent
in
bringing
good
organization
in
and
organizations
in,
and
how
do
we
complement
that
here?
If
we're
not
growing,
you
know
the
alternative,
and
so
when
we
look
at
that
now
to
be
a
participant
with
that
in
and
working
with
how
to
make
that
better
I
thought
it
was
a
good
fit.
The.
H
Are
thinking
of
bay?
County
is
certainly
a
great
place
to
be,
and
in
us,
the
the
people,
the
community
in
everyone
working
together
to
try
to
move
in
the
same
direction.
You
feel
it
is
palpable
and
it's
something
that
I
think
that
when
individuals
are
thinking
about
where
to
relocate
or
where
to
go,
it's
a
prime
location.
In
addition,.
A
To
McLaren
Bay
region,
a
couple
of
the
county's
other
top
employers
continued
their
investment
in
the
community.
In
2017,
consumers
Energy
announced
plans
to
invest
27
million
dollars
through
2019
at
the
site
of
the
former
JC
wedeck
plant,
as
it
follows
through
on
its
commitment
to
return
the
site
to
a
brownfield
making
it
available
for
future
reuse.
More
than
60
skilled
trades
and
michigan-based
contractors
will
be
supporting
the
work.
A
When
completed
the
facility
will
house
more
than
200
scientists
and
engineers
who
will
focus
research
and
development
activities
on
advancing
solutions
for
home
and
personal
care
products,
broadening
dows
energy-saving
building
technologies,
enhancing
materials
for
critical
infrastructure
and
driving
closer
partnerships
with
automakers
as
they
further
accelerate
efforts
to
lightweight
automobiles
and
develop
hybrid
electric
and
autonomous
transportation
solutions.
Bay
future
incorporated
the
leading
economic
development
organization
in
Bay
County
will
continue
to
help
create
investment
and
job
growth
and
County
the
Great
Lakes
Bay
region,
and
into
the
future
Bay.
B
D
H
Have
a
lot
to
offer
Bay
County
is
awesome,
I
mean
I,
I,
look
at
the
summer,
I,
don't
know
if
there's
a
weekend
that
there's
not
an
event
or
an
activity
but
more
important
outside
of
the
activities
that
are
there
out
of
the
partnerships.
When
I
look
at
the
partnerships
that
we
have
and
really
working
collectively
together,
whether
it
be
babe
a
future,
a
Great,
Lakes,
economic,
all,
those
sorts
of
things
that
we
work
together
with
it's
a
good
partnership
and
so
bringing
all
those
things.
H
J
K
Thank
You
Mitzi
well
good
afternoon.
Everyone
Trevor
is
going
to
be
joining
me
in
recognizing
those
companies
who
made
investments
in
V
County
in
2017,
and
we
certainly
appreciate
the
investment
in
support
of
our
community
and,
as
we
saw
in
the
video,
your
investments
in
Bay
County
are
vital
to
a
thriving
economy.
So,
as
I
mentioned
each
company,
we
would
appreciate
a
representative
coming
up
so
that
you
can
get
your
plaque
and
we'll
get
a
nice
photo
of
you
with
Trevor.
So
first
up
is
Atlas
Industrial
Development.
J
J
L
Sure
at
this
time,
I
would
like
to
honor
miss
Mitzi
Dimitrov,
our
outgoing
Bay
future
2017
chair
Mitzi
joined
the
bay
future
incorporated
board
in
March
of
2013,
while
in
the
middle
of
a
large
development
project
she
had
undertaken.
That
is
now
known
in
its
completion
as
milind
loss
after
minimal
arm-twisting.
L
She
has
since
been
our
resident
arm
twister,
so
we're
very
glad
that
that
we
were
able
to
get
her
to
come
on
when
we
did
not
only
that
she's
been
an
essential
and
integral
part
of
the
organization.
Previous
to
her
being
elected
Board
Chair
this
past
year
she
was
a
part
of
our
futures,
now,
capital
campaign,
team
and
chair
of
the
bronze
division.
L
Her
participation
and
leadership
was
critical
in
propelling
us
forward
through
that
campaign
towards
our
the
completion
of
our
goals
and
initiatives
she
believed
in
the
organization
she
believed
in
the
organization's
mission
and
focus,
and
she
communicated
that
with
the
passion,
the
passionate
intent.
You
hear
her
use
every
time
she
references
her
community
and
it
sees
a
consummate
collaborator
thought
leader
and
community
builder,
and
it
has
been
my
pleasure
to
work
with
her
this
past
year.
L
J
It's
been
my
honor
to
serve
as
the
chair
of
pay
future
this
past
year
to
watch
firsthand
all
the
hard
work
and
progress
that
has
been
made
and
to
be
part
of
such
a
great
collaboration
with
other
community
organizations
and
businesses.
This
is
a
great
time
to
live,
work
and
invest
in
our
region,
and
we
are
only
going
to
keep
moving
forward,
especially
if
we
continue
to
work
together
with
the
common
goal
of
moving
our
region
forward.
I'd
also
like
to
thank
our
BFI
staff
and
our
board
of
directors.
J
L
M
Did
not
know
I
gotta
get
that's
neat
Thank
You
Mitzi
I
have
in
stinking
Trevor
I.
Have
some
very
big
shoes
to
fill
with.
Mitzi
I
really
appreciate
her
mentorship
as
I've
been
part
of
the
executive
committee
with
her
for
the
last
few
years.
I
look
forward
to
her
continued
guidance
as
part
of
the
executive
committee.
I
also
need
to
recognize
Tim
Rochus,
who
was
chair,
I
think
was
my
first
year
on
the
board
and
learned
a
lot
from
him
as
well.
M
M
Not
only
do
our
board
members
contribute
their
talent
and
time,
but
they
are
also
personal
contributors,
which
is
very
important.
I'd
like
to
thank
all
of
our
board
members
for
their
personal
commitment
and
sacrifice
to
Bay
future
to
promote
progress
in
Bay
County.
We
are
proud
that
Bay
future
has
exceeded
the
goals
that
we
set
three
years
ago
through
the
future
is
now
campaign,
but
we
know
we
can
do
more
this
year.
Bay
future
will
embark
on
a
process
to
sharpen
our
strategic
approach
to
economic
development,
Bay
County.
M
As
part
of
this
process,
we
will
seek
ways
working
with
our
regional
partners
not
only
to
create
jobs
but
help
employers
fill
them
by
attracting
top
talent
to
the
region.
Working
with
our
municipal
partners,
we
will
seek
ways
to
reduce
barriers
to
business
expansion
and
retention,
our
community
and,
finally,
you
will
seek
ways
to
make
available
land,
not
only
shovel,
ready
but
ready
on
paper.
L
It's
so
great,
seeing
so
many
supportive
faces
out
here
in
attendance
this
afternoon,
be
future
investors,
executives
and
staff
representing
our
partners
in
economic
and
workforce
development
and
also
BFI
client
companies
when
each
company
that
we
work
with
has
specific
needs
and
Bay
future
coordinates
and
collaborates
with
many
of
the
organizations
here
to
help
bring
jobs.
The
new
investment
to
our
community,
the
bay
future
board
of
directors
and
staff
would
like
to
thank
all
of
you
for
being
a
part
of
that
team
and
those
companies
responsible
for
the
projects.
L
The
investment
and
the
job
creation
which
we're
here
to
celebrate
today,
so
these
thirteen
completed
projects
by
companies
that
made
the
268
million
dollars
worth
of
investment,
investment
that
created
us
or
secured
four
hundred
and
eleven
jobs
and
put
more
than
three
hundred
skilled
workers
on
these
jobs.
These
companies
and
these
workers
are
the
ones
that
keep
our
economy
moving
forward.
L
2017
was
a
big
year
for
Bay,
future
and
big
year.
For
me
as
well,
the
future
is
now
capital
campaign
was
in
our
second
year
out
of
three
2016
through
2018.
Our
original
goal
was
to
raise
1.2
million
dollars
to
be
budgeted
over
the
three-year
campaign
cycle.
Thanks
to
the
gracious
support
of
our
investors
and
campaign
leaders,
this
goal
was
reached
and
exceeded.
L
We
also
made
it
a
goal
to
help
business
facilitate
300
million
dollars
of
new
capital
investment
in
Bay
County
or
a
hundred
million
dollars
per
year,
while
adding
to
that
goal,
a
target
of
600
new
jobs
to
Bay
County
or
200
new
jobs
per
year
and
I
just
saying
job
talk
about
living,
wage,
sustainable
working,
jobs,
jobs.
You
can
raise
a
family
on
jobs
that
afford
you
the
means
to
go,
buy
a
new
house
or
a
new
car
jobs
that
average
about
nineteen
twenty
five
an
hour,
forty
thousand
dollars
per
year.
L
So
we
set
these
goals
based
off
of
a
formula
that
took
into
consideration
and
account
current
average
wages.
Community
input
be
future
incorporated
scope
of
work
ahead
of
the
campaign,
economic
and
industry
trends
and
factors
weighing
competitiveness,
and
then
we
stretched
them.
So
we
reported
last
year
that
we
exceeded
those
first
year
goal:
projections
in
2016
some
by
100%
this
year.
We're
happy
to
report
that
through
the
second
year
we
exceeded
the
second
and
the
third
year
projections.
L
This
was
only
made
possible
by
the
high
quality
and
world-class
companies
that
call
bay
county
in
the
region
home
some
of
our
largest
and
some
of
our
most
steadfast
companies.
Companies
that
have
been
in
our
community
for
many
many
decades
have
made
huge
investments
in
our
community
further
cementing
their
commitment
to
our
region.
L
These
investments,
along
with
community
partnerships
and
resources,
are
assets
to
be
proud
of
into
talent,
as
you
walk
throughout
our
community
because,
as
I
said
before,
big
future
doesn't
exist
without
these
partnerships
and
without
this
support
so
with
the
goals
came
strategic
action
plan.
So
we
work
for
these,
for
the
campaign
goals
is
not
yet
complete.
These
initiatives,
along
with
the
overarching
goals
of
a
stronger
and
more
diversified
economy,
will
continue
to
drive
us
through
2018.
L
Please
watch
for
a
list
of
goals
and
initiatives
on
our
website
at
the
link
listed
below,
as
we
continue
to
comprehensively
update
through
2018
each
company
that
we
were
that
we
work
with
has
specific
needs
and
big
feature
coordinates
and
collaborates
with
many
of
the
organizations
here
today
to
help
bring
jobs
and
investment
in
the
community.
Big
future
board
of
directors
and
staff
would
like
to
thank
you
all
for
being
a
part
of
that
team.
With
that
being
said,
it
takes
great
partnerships
to
create
successful
projects.
L
The
Great,
Lakes
Bay
Regional
prosperity
initiative
has
made
up
of
the
lead
economic
development
organizations
in
bass,
agna,
Midland,
Clare,
Isabella,
Gratiot,
Erin,
ACK
and
Gladwyne
counties.
Another
way
Bay
future
can
help.
Our
local
companies
is
by
communicating
frequently
with
our
counterparts
at
the
state
and
the
regional
level,
mainly
the
ones
that
materialize
in
the
Great
Lakes
Bay
prosperity,
region,
five,
economic
development,
partnership
meetings.
These
meetings
have
not
only
helped
identify
issues
with
our
individual
industry
clusters,
but
have
also
helped
find
the
gaps
as
we
move
towards
integrating
local
supplier
and
client
networks.
L
These
individuals,
along
with
the
partnership
of
the
Great
Lakes
Bay
Regional
Alliance,
has
been
the
catalyst
for
working
even
more
closely
identifying
partnerships,
opportunities
and
regional
attraction
and
regional
marketing
after
to
attract
investment
of
jobs
to
the
region.
This
is
one
such
example
of
how
cooperation
and
partnership
can
not
only
help
identify
issues
but
reduce
or
totally
eliminate
them
what's
good
for
the
Great
Lakes
Bay
region,
and
our
surrounding
counties
is
good
for
bay.
County
is
good
for
bay.
Future
is
good
for
bay,
future
and
bay,
county
companies,
communities
and
its
citizens.
L
Big
future
remains
committed
to
supporting
our
local
targeted
industries
to
identify
and
eliminate
barriers
and
make
me
county,
along
with
the
region,
a
business
friendly,
affordable,
highly
skilled
and
highly
motivated
community
I'm
passionate
about
this
community
because
of
our
businesses
and
and
the
passion
that
they
have
for
our
community.
It
keeps
us
happy
future
motivated
every
day.
We
want
to
thank
you
for
allowing
us
to
help
Bay
County
grow
and
help
the
Great
Lakes
Bay
region
grow,
as
we
continue
to
move
forward
into
2018.
L
At
this
time,
I'd
like
to
welcome
up
Bay
future
Board
of
Directors
member
and
president
CEO
McClaren
Bay
region,
Clarence
civilian,
to
the
podium
and
have
him
introduce
our
keynote
speaker.
While
he
makes
his
way
up.
I
want
to
thank
him
for
helping
to
facilitate
our
speaker
here
today
and,
along
with
being
a
turning
and
publishing
our
annual
report
document
and
being
one
of
our
fine
interviewees
great
clearance.
H
In
McLaren,
Bay
Bridge
is
Prague's
support,
activities
and
ongoing
activities
of
a
future.
It's
so
so
well,
I'm,
actually
very
proud
and
pleased
to
introduce
the
next
speaker
I'll,
make
sure
that
I
say
a
lot
of
great
things
and
I'm
actually
I'm.
Looking
forward
to
your
applause,
all
the
way
throughout
the
presentation.
If
you
don't
know
the
individual
that
I'm
going
to
be
introducing
is
actually
my
boss,
so
I
might
be
being
evaluated
right
now
and
so
I
appreciate
your
support.
H
Mark
McCallum
he's
an
executive
vice
president
and
chief
operating
officer
for
McLaren
Healthcare
Corporation
McLaren
is
the
fully
integrated
healthcare
network
committed
to
quality
and
evidence-based
patient
care
and
cost
efficiency.
The
McLaren
system
includes
13
hospitals,
auditory
surgery,
centers
imaging
centers,
450
member
employed,
primary
specialty
care,
physician,
Network,
commercial
and
Medicaid
HMOs
in
Michigan
and
Indiana,
covering
more
than
six
hundred
and
thirty
thousand
lives,
home
health
and
hospice
providers,
retail
medical
equipment,
showrooms
pharmacy
services
and
the
wholly
owned
medical
practice.
H
Before
coming
to
McLaren
Macomb
Marc
spent
six
years
as
a
CEO
of
st.
Mary's
Hospital
in
Streeter
Illinois
a
251
bed
facility
as
part
of
the
hospital
sister's
health
system,
Friday
that
he
served
as
his
chief
operating
officers
of
Clifton
Springs
hospital
and
a
clinic
in
Clinton
Springs,
New,
York
and
CFO
of
Myers
Community.
H
Hospital
Minnesota's
new
york,
he
earned
his
MBA
from
the
William
Simon
Graduate
School
of
Business
at
the
University
of
Rochester,
and
a
BA
in
accounting,
with
a
minor
in
finance
and
I
do
know
that
he
has
a
minor
in
finance,
if
not
a
major
from
the
University
of
Toledo.
Additionally,
he
owns
a
nursing
home
administrators
license
in
the
state
of
New
York.
H
N
N
N
Mclaren,
as
Clarence
said,
is
an
integrated
health
delivery
system.
We
have
been
in
Michigan
for
28
29
years.
It
has
a
system.
It
was
built
from
the
ground
up,
so
to
speak,
starting
with
our
flagship
Hospital
in
Flint
Michigan,
which
was
the
beginning
the
genesis
of
what
is
now
McLaren
this
year,
we
will
exceed
six
billion
dollars
in
revenue
for
the
year
about
50%
of
that
is
in
the
health
plan,
and
50%
of
it
is
in
the
provider
arena.
N
My
responsibilities
as
executive
vice
president
and
chief
operating
officer
are
for
all
of
the
operating
units
that
clear
its
outline
for
you
a
minute
ago.
We
are
now
14
hospitals
in
12
communities
and
we're
continuing
to
grow
every
month.
There's
a
new
opportunity
that
were
pursuing
this
past
year,
we
expanded
into
the
state
of
Indiana
when
we
acquired
a
health
plan
there
that
virtually
doubled
our
land
size.
N
Yet
the
basic
law
is
this
notion
that
you
have
to
evolve
in
today's
healthcare
arena.
You
need
to
understand
that,
like
McLaren
and
like
all
of
your
companies,
you
have
a
mission
statement.
Maclaren's
mission
statement
has
actually
been
way
ahead
of
its
time.
This
mission
statement
is
now
27
years
old,
filler
eternality,
our
president
developed
long
before
anybody
was
talking
about
value
in
healthcare
and
specifically
as
its
defined
by
quality
outcomes
and
cost,
and
today,
27
years
later,
that's
pretty
much
all
anybody
talks
about
as
it's
related
to
healthcare.
How
do
you
improve
quality
outcomes?
N
How
do
you
reduce
variability
and
how
do
you
reduce
cost
to
those
people
that
you
care,
for?
This
is
a
slide.
A
brief
description
of
the
different
kinds
of
services
that
we
have
available
across
our
company.
I
won't
go
into
deal
in
detail
in
this
slide,
but
suffice
to
say
we
cover
the
full
range
of
healthcare
services
across
the
continuum
from
acute
care
to
outpatient
services,
to
post
acute
care
and
the
health
plan,
and
pretty
much
everything
in
between
our
footprint
stretches
across
the
state.
N
Our
goal
is
simply
to
continue
to
organize
and
and
move
in
a
way
that
we
continually
increase
our
performance.
We
want
to
become
a
high
reliability
organization,
which
means
you
eliminate
variability
so
that
the
clinical
outcomes
are
exactly
the
same.
Whether
a
patient
enters
by
way
of
example,
enters
our
hermanos
Cancer
Hospital
in
Detroit
or
if
they
enter
our
Cancer
Network
through
Bay
City,
Mount,
Pleasant,
Petoskey,
Lansing
or
any
of
our
other
community
cancer
centers.
N
So
how
do
we
get
there?
Talk
about
standardizing
care,
delivery,
physician
integration?
It's
a
large
part
of
this
program
in
this
process.
In
today's
environment,
literally
everything
is
being
driven
through
your
medical
staff
and
physician
dynamics.
We
can't
do
what
we
do
without
a
very
cohesive
physician
complement
and,
of
course,
Clarence
has
been
building
and
expanding
our
physician
services
here
in
Bay
City.
All
of
our
CEOs
have
that
as
a
major
part
of
their
responsibility
across
the
company.
N
How
do
we
continue
to
expand
and
get
access
to
care
to
patients
and
the
communities
that
we
serve
when
we
cover
such
a
large
geographic
footprint?
I?
Think
it's
a
much
much
more
challenging
when
you
consider
the
fact
that,
as
the
years
have
progressed,
the
number
of
physicians
that
are
available
in
any
given
discipline
has
started
to
shrink
we're
seeing
more
and
more
physicians
who
are
retiring.
There
are
fewer
physicians
coming
through
the
pipeline
to
replace
them,
and
so
we're
coming
up
with
more
and
innovative
strategies
around.
N
Looking
at
financial
performance,
which
every
healthcare
organization
in
the
country
is
acutely
holding
on
right
now
with
the
constant
expectation
and
all
of
those
of
you
that
have
health
insurance
for
your
employees,
you
understand
that
that's
a
large
part
of
your
benefits
expense
every
year,
and
so
as
employers.
You,
like
McLaren
as
an
employer.
We
try
to
drive
that
health
cost
down
and
look
for
innovative
ways
to
do
that
for
health
providers.
N
We
talk
a
lot
in
McLaren
about
moving
away
from
a
siloed
approach
to
a
system,
Ness
a
system,
integration
in
terms
of
leveraging
our
size
and
scope
to
gain
economies
of
scale
and
to
create
an
opportunity
where
we
can
do
things
in
some
of
our
communities
that
they
wouldn't
have
been
able
to
do
by
themselves,
and
we
look
for
ways
to
improve
the
care
across
the
system.
So
again
we
eliminate
this
variability.
We
get
rid
of
all
of
the
differences
and
get
to
a
single
high
standard
of
care.
We
look
at
quality
outcomes.
N
We
have
to
be
able
to
pull
the
cost
curve
down
and
one
of
the
ways
that
we
can
do,
that
is
by
gaining
a
larger
footprint
and
gaining
more
economies
of
scale.
To
give
you
an
idea,
the
expectation
over
the
next
five
years
is
that
we're
going
to
have
to
reduce
our
cost
by
between
fifteen
and
thirty
percent.
Think
about
that
now
in
your
own
businesses,
in
your
own
areas
of
expertise.
N
If
you
today
had
to
come
up
with
a
strategy
where
you
lowered
your
cost
from
15
to
30
percent
over
the
course
of
the
next
five
years,
how
much
stress
would
that
put
on
your
organization?
And
how
would
you
go
about
approaching
that
task,
but
that's
where
we
have
to
head
because
simply
put
all
of
the
people
that
are
responsible
for
paying
us
for
health
care,
whether
it's
Medicare
Medicaid,
Blue,
Cross
or
any
of
the
other
commercial
payers
we
deal
with?
N
So
as
they
continue
to
reduce
what
they
will
pass,
we
simply
have
to
reduce
what
our
cost
is
to
provide
that
care
and,
at
the
same
time
grow
our
our
footprint
so
that
we
can
bring
more
in
through
the
manufacturing
discipline.
You
know
if
your
price
is
dropping
one
of
the
ways
you
can
make
that
up
is
by
increasing
your
volume
and
creating
more
benefit
through
that
growth.
Key
standardization
for
us
is
critical
for
those
of
you
that
are
unfamiliar
with
the
health
care
environment.
N
We
live
in
a
very
large
community
of
physicians
to
care
for
our
patients,
and
there
is
a
very
old,
very
old,
cliche
and
I
guess
I'm.
Getting
to
that
point
where
I've
been
around
so
long,
I
can
remember
all
these
old
cliches,
but
one
of
them
is
that
dealing
with
physician
groups,
medical
staffs
in
general,
is
like
herding,
cats
and
the
reason
for
that
is
each
one
of
those
physicians
is
its
own
business
entity.
N
We're
working
through
that
strategy
by
initiating
system-wide
service
lines
across
our
company
and
so
the
early
adopters
in
that
arena
or
in
the
cancer
environment.
Clarence
talked
earlier
about
our
nci-designated
Cancer
Center
car
models.
When
we
acquired
car
models
we
took
their
footprint,
we
told
all
the
community
cancer
centers.
You
are
now
going
to
become
a
subset,
a
subsidiary
of
car
models.
The
car
models
came
out
and
brought
their
treatment
platforms,
their
treatment
protocols
expanded
their
research
opportunities.
N
So
now,
as
I
said
a
little
bit
earlier,
if
you're
here
in
Bay,
City
and
you're
getting
cancer
treatment,
you're
getting
treated
exactly
the
same
way
as
if
you
had
traveled
down
to
Detroit
and
were
being
treated
at
the
Downtown
Corrado's
facility.
That's
the
key
to
us
providing
greater
value
to
all
of
the
communities
that
we
serve.
We're
doing
the
same
thing.
In
neurosciences
we
have
a
statewide,
neuro,
Stroke
program
that
we
started
two
years
ago.
N
The
program
has
had
such
great
success
in
terms
of
improving
outcomes,
reducing
stroke,
related
mortality
and
improving
quality
of
life
for
folks
that
have
a
stroke,
we've
actually
expanded
beyond
McLaren.
So
we
have
all
of
them
clear
in
community
sites
linked
in
to
our
Stroke
Network,
but
we've
now
grown
beyond
that.
We
actually
have
a
number
of
organizations
across
the
state
healthcare
providers
who
are
not
McLaren,
who
asked
if
they
could
come
in
and
join
the
stroke
network.
N
N
We're
still
continuing
to
move
and
we're
moving
beyond
the
confines
of
the
base
city
market
we've
got
new
initiatives
in
going
into
Midland
and
into
West
Branch.
The
West
Branch
project
is
actually
already
off
the
ground,
we're
beginning
a
major
renovation
for
a
full-blown
outpatient,
primary
care
and
Diagnostic
Center.
N
We
currently
have
a
footprint
of
26
physicians
in
the
West
Branch
Market
and
we're
going
to
create
a
building
for
them
or
they
can
operate
in
a
collective
and
be
able
to
provide
the
full
array
of
services
in
that
community
that
those
physicians
need
to
care
for
their
patients.
We're
also
looking
to
expand
into
Midland
through
a
new
medical
office,
building
with
convenient
care,
other
primary
care
and
diagnostic
services,
we're
going
to
continue
to
grow
and
expand
on
those
fronts.
N
What
you're
going
to
see
over
time
is
these
type
of
projects
are
going
to
take
precedent
and
priority
over
what
I'll
call
the
old
paradigm
and
the
old
paradigm
was.
If
you
had
hospitals
you
and
expanded
and
grew
those
Hospital
footprints
and
in
today's
day
and
age
and
in
the
marketplace
that
may
be
appropriate
in
certain
circumstances.
N
Everybody
talks
about
the
Affordable
Care
Act,
the
impact
that
that
had
on
healthcare
providers
and
physicians,
all
the
different
things
that
are
going
on
with
the
Medicare
program,
mips
Macra
I
could
go
into
a
whole
host
of
acronyms.
The
bottom
line
is
it's
not
just
about
this?
This
were
that
piece
of
legislation,
as
I
said
earlier,
the
key
is
every
single
one
of
you
sitting
in
this
room
that
is
responsible
for
a
business
entity
is
looking
for
a
way
to
lower
your
health
costs
for
your
employees
and
that's
our
goal.
That's
our
objective.
N
Health
care
reform
is
reducing
the
price
of
care,
not
the
cost
of
care.
So
you
heard
me
earlier
say:
we've
got
to
reduce
our
class
by
fifteen
or
thirty
percent
over
the
next
five
years.
So
that's
a
challenge
when
you're
sitting
in
a
in
an
environment
where
your
major
resources,
sixty
plus
percent
of
our
budget,
is
people
power,
its
employees
and
employees
and
their
benefits.
N
When
you
have
that
much
reliance
when
you're
a
people,
business
and
those
resources
become
more
difficult
to
obtain,
it
creates
upward,
cost
pressure
on
the
organization,
and
it
makes
it
much
much
more
difficult
to
pull
the
cost
curve
down.
That's
the
reality
that
we're
dealing
with
every
health
care
provider
in
the
country
is
dealing
with
that
conundrum.
We're
looking
at
some
innovative
ways
to
help
us
get
there.
N
As
a
matter
of
fact,
virtually
everything
that
we're
doing
is
a
system
right
now
is
constructing
ways
for
us
to
prevent
people
from
having
to
come
into
the
hospital
and
still
have
the
same
outcomes
and
still
have
an
improving
health
status
in
your
community.
For
your
for
your
employees
and
your
family
members,
health
systems,
relevance
and
influence
depend
on
both
a
radical
cost
control
and
radical
growth.
N
There's
all
kinds
of
disruption
going
on
in
the
healthcare
industry
right
now
and
there's
three
bullet
points
here:
CBS
2
by
Aetna
for
69
billion,
Amazon,
Berkshire,
Hathaway
and
JP
Morgan,
teaming
up
to
transform
and
disrupt
the
healthcare
market,
Walmart
and
Humana
talks.
All
of
these
things
are
things
that
historically,
we
never
had
happening.
We
never
had
to
worry
about
these
really
diverse
organizations
coming
together
to
basically
disrupt
the
way.
We
have
historically
done
what
we
do,
and
this
is
going
to
be
the
norm.
N
N
Every
single
community
that
we
work
in
our
expectation
is,
you
will
ultimately
become
the
lead
player
in
that
market.
We're
not
there
in
all
of
our
markets
in
Southeast
Michigan.
It's
an
extremely
competitive
arena
got
all
the
major
health
systems
there,
Henry
Ford
Detroit
Medical
Center
in
Ascension,
and
it's
a
very,
very
complex
market
because
of
all
of
those
players,
but
in
many
of
the
other
markets
that
we
are
in
or
looking
to
move
into.
The
expectation
is
that
we
become
the
predominant
health
care
provider
in
those
markets.
N
No
amount
of
scale
guarantees
long-run
success.
A
this
is
probably
one
of
the
most
critical
lessons
that
we've
learned
there's
a
number
of
deals
that
have
been
made
across
the
country
in
healthcare,
where
organizations
got
a
lot
more
to
get
to
is
the
tenant
Health
System,
which
currently
owns
the
Detroit
Medical
Center
and
a
company
called
CHS.
Both
of
these
organizations
are
for-profit
health
care
companies
and
they
both
had
strategic
decisions
and
directions
that
push
them
to
acquire
across
the
country.
N
Large
large
acquisitions
of
other
health
systems
and
in
those
two
cases
what
they
found
out
is
just
because
they
grew
bigger.
It
didn't
guarantee
their
success
and
in
both
of
those
cases
those
two
companies
are
struggling
and
the
reason
they're
struggling.
Is
they
over
leveraged
themselves
to
make
the
acquisitions
and
then,
when
they
got
them,
they
could
make
that
profitable.
They
couldn't
take
them
profitably
because
of
all
the
things
I've
been
talking
about
so
now
their
stock
prices
kinked.
N
Last
time
you
look,
CHS
stock
price
was
about
six
or
seven
bucks.
A
share.
It
had
been
at
a
high
of
52
or
53
dollars.
Tenants
had
a
very
similar
goal,
so
just
gaining
a
large
footprint
is
not
enough
to
guarantee
your
success.
You
have
to
do
the
other
things
leveraging
your
system.
This
is
a
key
to
doing
that.
You
have
to
make
sure
that
you're
not
just
getting
together
to
be
vague
and
then
letting
everybody
do
it
their
own
way.
N
So
we
joke
inside
it
from
a
Clarion
that
we
have
14
hospitals
and
we
have
14
best
practices,
because
everybody
believes
their
way.
Claire's
is
smiling
over
here.
Everybody
believes
their
way
is
the
best
way
and
we're
now
reversing
that,
of
course,
and
we're
trying
to
move
our
system
to
do
things
collaborative
collaboratively.
The
things
I
talked
about
a
minute
ago,
relative
to
the
service
lines,
the
stroke
network,
the
cancer
set
Network
the
cardiovascular
service
line.
N
Radical
cost
reduction
is
much
more
than
operational
efficiency,
so
it's
not
just
about
becoming
more
efficient
and
becoming
more
productive.
It's
also
about
how
do
you
improve
the
quality
of
care?
How
do
you
reduce
medical
errors
and
improve
patient
safety?
If
you
can
do
those
two
things
simultaneously,
it
helps
you
dramatically
pull
that
cost
curve
down,
because
every
single
medical
error
is
an
exponential
increase
in
what
it
costs
us
to
take
care
of
that
patient
and
if
we
increase
our
cost,
because
we
have
bad
outcomes,
medical
errors
and
it
doesn't
matter
what
it
is.
N
If
we
don't
properly
give
follow-up
care
to
somebody,
who's
got
a
chronic
condition
like
congestive,
heart
failure
or
COPD.
They
keep
coming
back
and
coming
back
and
coming
back
and
coming
back
and
it
constantly
increases
the
cost
of
taking
care
of
that
patient
and,
at
the
end
of
the
day,
we're
not
going
to
continue
to
get
paid
for
those
things.
N
There's
this
concept
in
health
care
Medicare
specifically
and
all
of
the
other
appears
now
value-based
purchasing,
and
what
that
simply
means
is
everybody
stopped
paying
us
for
what
we
do
and
historically,
if
we
did
something,
if
we
did
a
lab
test,
an
x-ray
and
EKG
had
a
surgery
did
an
admission,
an
ER
visit.
If
we
did
any
of
those
things
we
got
paid
for
them
now,
that's
totally
shifted
away
and
they're
saying
you
know
we're
not
paying
you
for
doing
something
that
you
shouldn't
have
had
to
done.
N
If
you
had
done
the
first
thinker,
ectly
and
so
they're,
looking
at
quality
outcomes,
they're
looking
at
patient
satisfaction
they're
all
of
these
different
things
and
they're
saying
that's
what
we're
going
to
pay
you
for
having
good
outcomes
having
good
patient
satisfaction
and
not
just
doing
things
to
patients.
So
it's
a
complete
shift
in
the
paradigm.
N
So
simply
what
that
means
is
people
like
clearance
across
the
company.
We
look
to
them
to
help
us
drive
all
these
different
initiatives.
Talent,
executive
talent
in
your
organization
is
critical
and
for
us
it's
never
been
more
critical.
I
hate
to
admit
this,
but
I've
been
in
the
health
care
business
now
for
35
years
and
in
the
past
there
was
quote-unquote
safety
net
right.
He
had
a
wide
margin
of
error.
N
So
it's
in
closing
I
think
the
simple
concept
is
health
care
is
an
incredibly
complicated
and
very
complex
thing
that
has
a
thousand
moving
parts
and
you
have
to
be
able
to
navigate
all
of
them
in
order
to
achieve
the
simple
sounds
very
simple,
of
improving
the
health
status
of
the
communities
that
we
serve.
It's
very
simple
thought:
let's
just
keep
everybody
healthy
and
it's
very
complicated
when
you
drill
down
into
all
the
different
layers
of
how
that
works.
N
M
Think
we're
gonna
have
any
time
for
questions,
but
thank
you
mark.
We
really
appreciate
the
time
you
spent
with
us
today
your
insights
on
an
industry
that
we're
all
going
to
need
at
some
point.
Everyone
in
our
community
is
going
to
be
impacted
by
the
healthcare
industry
in
some
shapes
limbs.
Form
I
also
want
to
thank
McClaren
for
all
the
investments
that
you
bring
to
our
community
as
well
as
this
snazzy
in
or
report.
Thank
you
very
much.
Where
did
that
needs
a
raise?
M
Full
disclosure
is
my
sister
Bennett,
so
I
wouldn't
be
doing
my
brotherly
duty
if
I
didn't
mention
that,
thank
you
to
all
the
companies
that
have
made
investments
in
in
Bay
County,
whether
it
be
equipment,
projects
or
human
capital
over
the
past
year.
Your
success
is
our
success
and
we
are
appreciative
that
you
do
to
our
investors.
Thank
you
for
your
time,
your
energy
and
your
financial
support.
This
is
your
organization,
and
we
are
you
here
to
serve
you.
M
If
you're,
not
a
current
investor
in
bay,
future
I
suggest
you
you
talk
to
either
the
board
of
board
members
or
staff
we'd
like
to
tell
you
about
how
your
investment
can
advance
economic
development
in
our
County.
I
would
like
to
acknowledge
our
outstanding
staff:
Trevor
Keyes,
our
president
CEO
administrative
assistant,
Cheri
gray,
an
economic
development
manager,
Megan
Manning
for
all
their
hard
work.
Let's
give
them
something.
M
I
also
want
to
thank
Great,
Lakes
Bay
Michigan
Works
for
sponsoring
the
annual
meeting.
Thank
you
to
consumers,
Energy
for
being
our
award
sponsor
Maclaren
Bay
region
again
for
sponsoring
our
to
2017
annual
report
and
the
Doubletree
for
hosting
such
a
great
lunch
on
behalf
of
the
bay
future
board
of
directors
and
staff.
Who'd
like
to
thank
each
and
every
one
of
you
for
attending
our
annual
meeting.
The
meeting
is
adjourned.
Thank
you.