The THRIVE portfolio is incredibly balanced across the ecosystem, enabling broad transformational positive progress and a remarkable turnaround to the negative trajectories in our region. It does result in some increase in healthcare costs and with the somewhat limited investment level on selected actions, there are still issues with untreated mental illness.

The THRIVE portfolio

  • illustrates positive benefits including
  • improved worker productivity
  • reversal of population loss
  • more people in the workforce
  • less poverty and disadvantaged population,
  • increased average income
  • less Medicaid/ more commercial pay
  • increased hospital net income.


Develop A Regional Health Educational Hub

  • Establish a comprehensive allied health and medical educational campus. This campus will add value to the region and beyond as a strategic asset and anchor for education, research, partnerships, economic development and job creation.
  • The caliber and excellence of physicians, researchers, health care practitioners, medical education programs, training assets and patient care will be highly recognized and designed to transform the Great Lakes Bay Region into a medical education and research destination.
  • The campus is expected to drive beneficial community services directly and economic impact through job creation and adjacent economic stimulus in research, community development actions and new development health sector business.  Such a health education hub can link together several health and medical education institutions in a unique collaboration. 

Total Investment: $60M Initial investment; $3M annually


Attract New Industries

  • Market and assist businesses to relocate to the Great Lakes Bay Region.
  • Focus on finding investment from companies or entities that currently do not have a presence in the Great Lakes Bay Region.
  • The Great Lakes Bay Regional Alliance and county based economic development organizations are working to build strong relationships with a significant segment of site selectors across the country. Site selectors are being courted heavily by the Michigan Economic Development Corporation (MEDC).
  • Collaborate with county-wide economic development organizations to market the region for business attraction and talent.
  • Develop a targeted marketing analysis plan and implement a regional attraction effort.
  • Host prospects in the region.
  • Provide site location assistance.
  • Develop an incentive package addressing competitive financial gaps, talent needs, and other issues related to specific projects.
  • Provide assistance during location and into the future so that business becomes part of the community.

Total Investment: $400K annually; additional $100K, three times over implementation timeline

Attract Non-local Talent

  • Create and implement a talent attraction effort.
  • Collaborate with the regional economic development organizations and the MEDC to develop a talent attraction program.
  • Host a Coming Home Events – targeted at alumni and young professionals from the region, but have moved out of the area and may have an interest in moving back. 
  • Provide information on available jobs, connections with employers and other young professionals from the region.
  • Develop an ongoing initiative to match open white-collar jobs with young professionals and other alumni who have moved from the area, update microsite to include open positions, places to live, quality of life amenities and other information to help make the transition back to the Great Lakes Bay Region smooth for those choosing to return.

Total Investment: $250K, one time

Expand Education Jobs

  • Create additional partnerships with all regional higher education systems, including the medical school to recruit additional education related jobs and programs to the Great Lakes Bay Region.

Total Investment: $200K annually

Expand Local Supply Chains for Hospitals

  • Work with the major health systems in the Great Lakes Bay Region to find opportunities to create jobs.
  • Create jobs through regional purchasing and combined market power through shared services or contracts.
  • Procurement and supply chains are an initial opportunity to grow jobs in the region by harnessing the purchasing power of the the health systems.

Total Investment: $200K annually

Foster Expansion & Retention of Local Employers

  • Meet with “C” level executives of primary employers to determine plans for expansion and barriers to growth. 
  • Customize assistance to support local expansion including financial incentives and packaging, training and recruitment, government ombudsman services and other programs and services.

Total Investment: $100K, three times over implementation timeline

Incubate Healthcare Entrepreneurs

  • Create healthcare related business via emerging incubator segment.
  • Help entrepreneurs establish healthcare related businesses could have a significant impact on the Great Lakes Bay Region economy.
  • Medical device, medical supply, artificial intelligence, and pharmaceutical are a few of the sectors that could show promise in the entrepreneurial space.

Total Investment: $200K annually

Prepare Youth for STEM Careers: STEM Impact

  • Build the workforce of tomorrow through comprehensive science, technology, engineering, and math education to meet the growing needs of our current employers and to attract new jobs and businesses to the Great Lakes Bay Region.
  • Driven by employer demand, powered by career-ready and college-ready students, focused on strengthening technical skills needed for the economy, sustained by a culture of STEM, this is accomplished through several programs: Employer Resource Center, Out of School Time Programs (Math in the Mail, STEM Passport), Middle School Math programs, and Computer Science education.

Total Investment: $1M Annually


Avoid Unnecessary Services: Choosing Wisely

  • Help providers get ready for value-based care – moving along the continuum. This intervention drives all service delivery, and the need to shift to optimize the value equation.
  • Specific Immediate Actions or Focus Areas:
  • Increase the spread of Choosing Wisely Guidelines throughout the region including consideration in reimbursement methodology, utilization of clinical decisions support tools via Electronic Health Records.
  • In-home Hospitalization programs that enable patients to receive acute care at home have proven effective in reducing complications while cutting the cost of care by 30 percent or more, leading to entrepreneurial efforts to promote their use. As this intervention expands other value-based programs will be implemented based on regional readiness.

Investment: $600,000 Annually

Encourage Conscious Capitalism

  • Conscious Capitalism is a way of thinking about capitalism and business that better reflects where we are in the human journey and the innate potential of business to make a positive impact on the world. Conscious Capitalism produces businesses that are good, ethical, noble and heroic.
  • Based on the belief that free enterprise capitalism is the most powerful economic system for social cooperation and human progress ever conceived – when practiced consciously, companies become more conscious with transformational experiences that inspire, educate and empower them to elevate humanity through business.
  • Create partnership to support awareness, expand membership/ commitment to the principles, collaborate with them on information/ tools and resources to support success and develop shared agenda to drive health and economic impact.
  • Help our region stay true to your higher purpose, building an honest and caring culture while considering all our stakeholders in the process.

Total Investment: $50K Annually

Enhanced Technology to Achieve Coordinated Healthcare Services

  • Patients will have access to their own personal health information across all platforms and sources through regional data sharing network.
  • Intent to partner with Michigan Health Information Network (MiHIN) to support health information exchange (HIE) and overcome data sharing barriers; best practices benchmark, patient safety, and patient treatment plan ownership.
  • Achieving optimal care coordination that is supported by HIE, synchronizing efforts of MIHIN, Great Lakes Health Connect and other data partners.
  • As we move along the continuum of strong coordination of care, we intend to expand by implementing evidence based interventions such as: community health workers, enhanced parental care programs, accountable communities for health model, and transitional care programs that may include coaches, patient education, medication reconciliation, individualized discharge planning, enhanced provider communication, and patient follow-up after discharge.

Total Investment: $1.5M Annually

Establish Centers of Excellence for Healthcare

  • Optimize healthcare service demand and regional availability/supply.   
  • Support coordinate care within the region.   
  • Establish and/or create centers of excellence or specialty clinics for those healthcare related segments and service lines that are currently in demand throughout the Great Lakes Bay Region.

Total Investment: $1M Annually

Healthcare Services Evaluation to Optimize Care

  • Determine duplication of services, unused capacity, or an insufficiency of necessary services in this area, and if so, propose recommendations on how to align services.
  • Allows the region to analyze and optimize capacity and demand to achieve best value – cost and quality.  If we fragment the volumes of care for services, we go below thresholds needed to achieve quality.  We also increase infrastructure costs and thus price of services making our region less competitive and driving care out of the region.
  • Assist our local hospitals and healthcare services the ability to appropriately configure to respond to community needs for high-quality, affordable, and accessible care; meeting healthcare needs in a sustainable way.

Investment: $250,000 Annually

Intensive Culture and Environment Prevention: Blue Zones

  • Using secrets discovered in the original Blue Zones—rare longevity hotspots around the world—we help transform communities into thriving places to live, work, eat, and play.
  • Help people live longer, better through behavior change and community transformation.
  • Utilizing a matrix of the ideal actions for each stakeholder and gain commitments to align organizational actions to those actions which will have the greatest positive impact on our health and the economy.  Have significant publicity of the progress, scores and status; using positive motivation to achieve health excellence.
  • Blue Zones have experienced double digit drops in obesity, smoking, and BMI (body mass index), millions of dollars of savings in healthcare costs and measurable drops in employee absenteeism.

Total Investment: $3-4M Annually for our four counties,  5 years

Patient Safety Improvements in Hospitals

  • Construct a system of patient safety across the region and institutions.
  • Improvements would seek to set a target of zero harm incidents related to hospital mistakes, incorrect diagnosis, infections, medication errors, etc.
  • Utilize the Institute for Health Care (IHI) four focus areas of: galvanizing the safety agenda, engaging leadership in change, fostering cultures of safety and building skills.
  • Regionally create pre-determined, agreed upon metric targets, co-developed, that are bold goals to truly shift culture in the region. This may include health systems participating in Leap Frog Reporting and creation a HUB or central place for regionally sharing best practices, resources, consultants/local expertise from area business.

Total Investment: $1.5M Annually

Prevent Provider Burnout

  • Utilize the American Medical Association (AMA)’s Mini Z Burnout survey as its primary assessment tool. The Mini Z Burnout Survey is a ten-question assessment of burnout and satisfaction for healthcare professionals. This validated instrument can identify key local drivers of burnout within an organization, as well as offer comparisons against national benchmarks. The Mini Z survey will apply a total satisfaction score to an organization along with subscale scores for supportive work environment and technology stressors.
  • Help practices interpret the data and identify solutions and strategies for practice transformation.
  • Established by leveraging collaborative partnerships, targeted analytics and expert resources to help practices improve physician well-being.

Total Investment: $75K Annually

Reduce Outflow for Health System Services

  • Focus on intra-region referrals efforts to close the gap on a projected $300M annual leakage in our regional healthcare systems though increased collaboration among health systems.
  • To be able to “market” and support intra-regional referrals but also to draw more business to the region by the existence of a regional referral support process.
  • It’s understood that some things controlled by the healthcare systems themselves such as quality, and cost are a big factor as well but they all matter.  Being able to communicate regularly the positives within the region to keep health care local.

Investment: $350,000 Annually

Regional Transportation Opportunities

  • Develop a regional wide network for individuals to access transportation, focusing on traditional and non-traditional opportunities.
  • Remove barriers related to employment, obtaining health food options, but will have a strong focus on non-emergent medical transportation to seek medical care, including routine/non-routine visits, follow up care appointments with all providers, including obtaining medication and medical supplies.
  • It is the first of a tiered approach to implementing recommendations from the Assembly Civic Design Guidelines –  The playbook was developed for creating well-designed and well-maintained public spaces as a force for building trust and healing divisions in local communities.
  • Provides evidence-based design and maintenance strategies for creating cities where people trust each other, have confidence in local institutions, and actively work together to address local priorities.

Total Investment: $5M Annually

Value-Based Payment 75% Providers and Hospitals

  • Value-based payment reward health care providers with incentive payments for the quality of care they provide.
  • Focus on the structural changes needed to try a majority of our care delivery based on advance payment models.
  • Produce better care for individuals, better health for populations and lower cost.
  • Create and improve local transparency and reducing waste in the current system.

Investment: Included in “Avoid Unnecessary Service” intervention.


Comprehensive Screening

  • SBIRT (Screening, Brief Intervention and Referral to Treatment) and screen for depression, anxiety, and substance use in primary care.
  • Primary care and OB/GYN practices screening for Social Determinants of Health (SDOH).
  • Universal Mental Health Screening: Screen for depression, anxiety, and substance use in primary care.
  • Ambulatory practices that are Patient Centered Medical Homes (PCMH) also conducting ACEs assessments. 

Total Investment: $350K Annually

Enhance Prenatal, Maternal and Infant Health:

CenteringPregnancy & CenteringParenting

  • A group prenatal care that brings women with similar due dates out of exam rooms and into a comfortable setting. It combines interactive learning, health assessments, and provides additional time and attention from health care providers. 
  • Helps to support positive health behaviors and drive better outcomes.
  • Begins with individual well-child health assessments, immunizations, and developmental screenings that follow nationally recognized guidelines.
  • Parents are engaged in their baby’s care: tracking growth, immunizations, and oral health.
  • Recognizes the importance of not only the baby’s health but also the mom’s. In group, moms monitor their own health goals and address key topics including stress management, nutrition and weight, and family planning. 
  • Expand and deploy for high impact.

Investment: $500K Annually

Universal Home Visiting

  • Empowers first-time moms to transform their lives and create better futures for themselves and their babies.
  • Having specially trained nurses regularly visit young, first-time moms-to-be, starting early in the pregnancy, and continuing through the child’s second birthday.   
  • Increase scale for greater impact.   

Investment: $750K Annually

Enhance Primary Care at Schools: School Based Health Services

  • Physical and behavioral health services that are available at local schools. Services vary depending on structure of school services and funding.

Total Investment: $4M Annually

Enhance Screening and Referral to Life’s Simple Sevens

  • Screening tools for all categories to identify at risk individuals earlier.
  • Identify sources for delivery.
  • Categories include:  exercise, nutrition, body mass index, blood pressure, cholesterol, blood sugar, tobacco use. Opportunity to steer individual/population to a risk reduction treatment or strategy.

Total Investment: $1M Cumulative Investment

Expand Pathways HUB to Enhance Primary Care: Referral System/Hub

  • Centralize referrals that address the social determinants of health through the deployment of community health workers. 
  • Bring together and leverage multiple community- based programs and stakeholders, creating a single point of contact, ensuring coordination of care across sectors. The current Saginaw Community Care HUB was developed as part of Saginaw Pathways to Better Health (SPBH) and was officially launched in 2013 and was one of the first three HUBs in the country to be certified (in 2014).

Total Investment: $1.5M Annually

Reduce Risky Behaviors from ACE’s and Enhance Trauma-Informed Care

  • Childhood experiences, both positive and negative, have a tremendous impact on future violence victimization and perpetration, and lifelong health and opportunity. As such, early experiences are an important public health issue.
  • Much of the foundational research in this area has been referred to as Adverse Childhood Experiences (ACEs). Adverse Childhood Experiences have been linked to: risky health behaviors, chronic health conditions, low life potential, and early death.
  • As the number of ACEs increases, so does the risk for these outcomes. The wide-ranging health and social consequences of ACEs underscore the importance of preventing them before they happen. 
  • Expand awareness of ACES and coordinate multi-disciplinary strategy and implementation to address consequences of ACES and their prevention.

Total Investment: $1.7M Annually

Strengthening Parenting and Family Networks

  • Centralized coordination of available evidence-based and evidence-informed parenting programs; synchronizing programming happening across the region; creating and developing more ‘organic’ programming growth to create both scale and sustainability.
  • Engage partners in coordinated dissemination and implementation of high impact parenting and family interventions.

Total Investment:  $250K Annually

Suicide Prevention

  • Focus on SafeTALK to reduce suicide with expanding into other evidence informed practices (Mental Health First Aid, Motivational Interviewing, etc).
  • SafeTalk is a half-day training program that teaches participants ages 15 and older to recognize and engage persons who might be having thoughts of suicide and to connect them with community resources trained in suicide intervention.

Total Investment:  $250K Annually

Training for Law Enforcement

  • Crisis Intervention Team (CIT) and mental health ID trainings.
  • Training law enforcement and corrections officers to recognize mental health concerns and how to intervene in the most helpful manner.
  • Law enforcement and corrections officers will train their staff to become trainers for sustainability.

Total Investment: $250K Annually


Comprehensive Strategy to Reduce Poverty: Financial Literacy, Network for Social Enterprise and Bridges Out of Poverty 

  • Financial Literacy involves creating a blueprint around finance education and engagement with purpose of educating and supporting citizens to find a path to financial stability and utilize banking to build wealth.  Make it possible for citizens to obtain checking and/or savings accounts and avoid the predatory fees of check-cashing and pay-day loans establishments.
  • Network for Social Enterprise includes entrepreneurial activities and or opportunities that are driven by a social need, and the creation of the activity further provides opportunities (such as jobs or skill development) for those in need of those opportunities. Groups begin by identifying a social need, such as homelessness, and then analyze the need to determine or identify a solution to that issue. Then develop opportunities that assist with that effort that includes the participation or support from the population that is being served. 
  • Bridges Out of Poverty community support program provides a family of concepts, workshops, and products to help employers, community organizations, social service agencies, and individuals address and reduce poverty in a comprehensive way. Each program starts by creating an understanding of the dynamics that cause and perpetuate poverty and then delivers concrete tools and solutions for building resources and overcoming the barriers to success that poverty creates.

Total Investment: $1.95M Annually

Encourage Community Ventures to Employ Local Residents: Community Ventures

  • Community Ventures (CV) is an effort led by the Michigan Talent Investment Agency to help structurally unemployed individuals pursue career opportunities at Michigan Companies.
  • Saginaw is one of four communities targeted for CV as an effort to reduce crime and unemployment.
  • The effort is a collaboration between the economic development organization, MI Works, TIA, DSS, area employers, NAACP and local clergy to identify companies interested in eligible participants, target potential candidates for employment and connect the two.

Total Investment: $2M Annually

Encourage Healthier Behaviors Through Engagement of Youth: Playworks and Parks and Recreation

  • Playworks is the leading organization in Michigan and nationally to leverage play — at recess and throughout the school day — to impart fundamental social and emotional skills and increase physical activity levels. Different from other approaches to youth development, play is accessible to every child regardless of economic status or physical ability. Playworks programs make sure that every child can look forward to positive, safe, engaging social experiences during recess and in-class game times.
  • Increase access to Parks and Recreation, regional parks, and recreation departments support opportunities, programs, and services to facilitate youth development into healthy and fully functioning adults.

Total Investment: $2.6M Annually

Regional Opioid Strategy

  • Distinct opportunity to have a coordinated approach to addressing the opioid epidemic.
  • Step one: the development of a regional strategy map of services, interventions, initiatives and actions from multiple sectors and regional community partners and coalitions producing a complete catalog of current activities and approaches across the region. This strategy map will be leveraged to guide information sharing, alignment of resources, identification of scalable models and opportunities to invest resources to address critical gaps and breakthrough opportunities. 
  • Next steps in include creating a shared network to address the six Macro Strategies via the map we will be focusing on are:  Improving Protective Factors for Youth; Expanding and Improving Risk Factor Screening and SBIRT (Screening, Brief Intervention and Referral to Treatment); Enhancing Peer Recovery Groups, with an increased focus on employers; Reducing the Occurrence and Impact of Neonatal Abstinence Syndrome (NAS); and Non-Pharma/Non-Opioid Interventions; Medical Assisted Treatment (MAT).

Total Investment: $300K Annually

Strengthening Youth Assets and Positive Engagement; Upstream Prevention of Disconnected Youth

  • Engage youth through multi-avenues/paths via broad implementation of evidence-based intervention and development of mechanisms that create engagement, community connectivity, provides a sense of place; this can result in youth becoming the voice and action bodies to improve the well-being of their communities.
  • Creating these assets are critical to region but prior to allocating dollars annually to youth development and leadership, need to determine the amount of funding that will be allocated to the region that is focusing on this area.   
  • Support existing efforts for scale and sustainability such as The Rock Center for Youth Development and other high impact interventions.   

Total Investment:$2.4M Annually

THRIVE is currently working to implement Phase 1 of its portfolio of interventions. The initial eight to be implemented are:




THRIVE is inviting you to continue your engagement, ongoing involvement,
and communication regarding the delivery of improved health and sustained economic growth in the Great Lakes Bay Region