Today on 60 Seconds: Prism Update
Transcript: September 4
For the last several months I have spent time talking with you all about the Triple Aim and many of the changes that are coming our way. And as a proactive measure, one of the things we did was engage a company called Prism. And Prism is an organization that comes into healthcare organizations just like us to help us look at how we do things, how we work from day to day and how we can be the most efficient and effective. And many of you may have seen the many consultants that Prism brings in to really help us learn how to do that. And they just recently completed an assessment. So, in this assessment what they really did was take a look at how we do things and what are those best practices that they have seen around the country in many things such as how we actually buy materials and goods, how we actually collect money in our revenue cycle, as a couple of examples.
So, as a result of their assessment, this is a great time to start really thinking about our new values: Stewardship & Innovation. So recall, stewardship is about using our resources in the most efficient and effective way and innovation is really about doing things differently, doing things in new ways that we haven’t done before. So, when we start moving forward with Prism and as we start implementing some of the changes that they have recommended it’s going to take a team effort and it’s going to take all of us working together. And remember, as I’ve said also in the past, these many changes that are going on in the country, not only affect Memorial, but they’ll affect every health system in the country. And so we’re just one of those many health systems making those changes.
Moving forward: As plans are developed, your manager will be working with you so that you can understand as teams how you can be involved and ultimately we’ll all be working together to be better stewards of our resources.
Today on 60 Seconds: Defining Our New Values
Transcript: August 28
In July, during the I’M IN sessions, we presented to you a revised Purpose, Mission, Vision and Values that really are going to help the organization move forward as we think about how Memorial will be part of healthcare reform and how we deliver services in Yakima. Also as part of that, we talked about new values and actually there will be 5 values as part of this redesign of our Purpose, Mission, Vision and Values. Three of the Values—Respect, Teamwork & Accountability—will remain and actually were decided by you as employees back in 2007 and you defined those behaviors and it has been a phenomenal way for us to go forward in how we use those behaviors.
Our two new Values are Stewardship & Innovation and you have an opportunity to be part of helping us design how we think about stewardship & innovation. So, remember stewardship is about how we care for our resources and being very prudent and efficient and effective with our current resources. And innovation, you’ll recall, is about how we are going to deliver services in a way we haven’t done yet, but we think will be incredibly important going forward because what we know with healthcare reform is that we’re going to have to do things differently and we’re going to need all of us to be helping with that.
So, in the future, and in fact in October, a couple sessions are scheduled around helping us define those (new Values) and it’s called Cultural Consensus Building and we invite all of you to participate in that process. And during that process what you’ll do is you’ll help us define those behaviors and then a follow-up process will be—once all of those behaviors have been listed—you’ll have a chance to vote. So, please talk to your manager about being part of those sessions. You will see information go out about when those sessions are being scheduled. You have the opportunity to really help shape Memorial’s future.
Culture Consensus Building Workshops:
• Monday, October 20, 12:30-3:30pm, University of Excellence
• Thursday, October 23, 1-4pm, University of Excellence
If you are interested in attending a workshop, please talk with your manager and then email Jennifer Tate with the workshop you would like to attend and the voting session you will be attending (all sessions are held at the University of Excellence on Nob Hill):
• Tuesday, October 28, 2014, 8-9am
• Tuesday, October 28, 2014, 10-11am
• Tuesday, October 28, 2014, 1-2pm
• Tuesday, October 28, 2014, 3-4 pm
• Wednesday, October 29, 2014, 9-10am
• Wednesday, October 29, 2014, 11am-12pm
• Thursday, October 30, 2014, 8-9:00am
• Thursday, October 30, 2014, 10-11am
Today on 60 Seconds: Innovation for our smallest patients
Transcript: August 21
Russ: Each day or each morning, a group of clinical leaders from throughout the organization, either in person or by phone, gather to do something we call Safety Report or Safety Huddle. And during that report, each one of those clinical leaders goes around talking about what they expect for the coming day and then they also talk about any potential safety issues they might be encountering in the next 24 hours. One of the things we do in Safety Huddle is on a weekly basis we also talk about Safety Success Stories and today I’m going to share with you or we’re going to share with you a Safety Success Story. So, Steve Cook who is our current Critical Care manager and manager of Respiratory Therapy, brought up a story about Robin Watkins who thought of something innovative to do in our neonatal unit that I think is really worth sharing. So, today that’s what we’re going to do.
Steve: Thanks, Russ. So, you might know Respiratory Therapy as the people who pass around oxygen and people who do nebulizers, but they do a lot more than that. These are highly trained professionals who know the respiratory system. So, as part of that they are always looking to troubleshoot things to find out how they can do things better. One thing they found out is that our current set up for kids in the NICU, if they are having breathing problems—the current headgear pushes on the young skull that’s forming and starts to form it. This causes a problem and the kids don’t like it too much and the parents really don’t like it. So, Robin came up with a really great idea.
Robin: The problem was the head molding with this particular headgear so what we’ve done, the neonatologists and the nurse practitioners in the NICU have started ordering CPAP to be done on our ventilators which we have two of, just so we can use this headgear. We have a viable option at this point and that is to put the baby in this type of headgear on our ventilators. We only have two of those and we want to make this available to more than two babies at a time so what I did is I was pretty determined to be able to use this hat with our current CPAP set ups. And when I went to do it, I was kind of playing with it and realized that this wouldn’t Velcro to our hats. And so I basically just kind of went through it and realized I could cut this section off. When you do that, you can use the Velcro on the hat to provide CPAP. And so this was my solution to the problem is making the hat work with our current CPAP set up so that all babies can have this type of device.
Russ: So this is a great example of what happens when people come together to care for patients. And it was innovative thought on Robin’s part and in her innovation what she did is she enhanced the experience of care. So she provided a system and process that from the parent’s perspective was better, she provided a process that has higher quality and when I talked with Steve and Robin about this, it also has the opportunity to reduce cost. All of us, every day have this opportunity and I hope that we all understand that we each play a major role every day in taking care of patients and ultimately the impact on all of Memorial and the community we serve.
Today on 60 Seconds: Employee Survey 2014
Transcript: August 13
Congratulations! Over the last week, we’ve received over 1000 responses to the Employee Engagement Survey and they were just sent out to you at the beginning of last week. Our goal is over 1600 responses and we actually think we can do way better than that. So, why is it important that we have you fill out the Employee Engagement Survey? Well, as I’ve talked to you numerous times, in pursuit of the Triple Aim and the many things we have yet to do as an organization serving this community, we need to provide the best working environment for you and all your colleagues. And that’s what the Employee Engagement Survey does for us. So, why is it important again? Because we actually take the information and we make a difference with it and that’s what we will do again this coming year.
So, what did last year’s Employee Engagement Survey really show us? It really talked to us about our need to recognize you for the good work as employees that you do every day. And what at least are the four things we did organization wide?
• So, one of the things we did was we began the I’M IN sessions. And in the I’M IN sessions it’s not only a chance for me to communicate with you, but it’s also an opportunity for you to come together as employees and also for us to provide a little bit of a recognition for you with some fun and some gifts.
• The second thing we did is we started the employee wellness program (HealthyYou Wellness) which is really about all of us starting and learning to better take care of ourselves on a daily basis so that we can again provide a better work environment for you.
• The third thing we did is we started the employee performance evaluation system which includes a bonus for all of you who do good work.
• And then finally, we started something called Healthcare Heroes which was really brought to us by the My Impact team. Healthcare Heroes is really an opportunity for all of us to nominate our colleagues who really do something special every day for our community and our patients.
So, what things have you done in your department to help recognize individuals in your areas? Shoot me an email and let me know some of the great things you have done. In the meantime, please make sure you have the opportunity to take that survey. And again if you have any questions regarding the survey or you did not receive a link to the survey, please contact Human Resources.
Survey Fast Facts:
• Survey takes only 5-10 minutes
• 100% confidential
• Prize drawings occur every time we hit 250 participants – we’ve had 8 winners so far!
Today on 60 Seconds: Voice of the Customer
Transcript: August 6
Good morning! Obviously I’m not Russ Myers. I’m Matt Kollman, Chief Operating Officer of Memorial Physicians and that’s the part of the Family of Services that operates the physician practices. And I’m happy to have the opportunity to speak with you about something I’m passionate about which is the customer experience and why is that important in our modern healthcare environment. Most of you have had the opportunity to go through the first two I am Memorial sessions where the organization has refreshed the dialogue with ourselves about the customer experience and why that is important to us. So, once again, the first I am Memorial session was really focused on accountability and how it is all of our jobs to participate in providing a good customer experience regardless of who your customer is, whether it’s a patient or a co-worker from a different department. The second round of I am Memorial was focusing on the mindset that we want, getting ourselves thinking about what is it that this person I’m interacting with wants out of the experience and how can I do my best to make sure that’s what they get so that when they think about interacting with us it’s with a positive emotional connection.
I get to spend a little bit of time talking with you specifically about the physician practices and some things that we’re doing that are helping us meet our goals. We’ve instituted some very simple practices that really don’t cost us anything that really let us hear from the voice of the customer on a more frequent basis and to incorporate what we learn from them into what we do every day.
- Number 1, we have what we call our voice of the customer boards or displays where we take virtually every comment that a patient or a family member or a caregiver gives to us, good or bad, and we post it for all of the staff in the clinics to see. Now the reason we do that is because we know that we hire good folks who want to do the right thing and they are all caregivers by nature so if they’re hearing directly from patients what’s meaningful to them in an interaction or they’re hearing directly from family members what’s less than helpful in certain interactions, we know that we are going to get more of the good stuff and less of the bad stuff. Pretty simple and so far, we think, pretty effective. We’re hearing good initial results.
- We’re also running a program called Undercover Patient. Now Undercover Patient is a pretty simple secret shopper program. We literally go into the schedule, maybe a week or two in advance, and we look for patients who are already on the calendar to come see one of our physicians and we call them up and ask if they would mind helping us out. Would they look for certain things when they have their appointment in the clinic, certain specific, observable customer service expectations and they tell us “yes” or “no,” this either happened or it didn’t happen. They also have the chance to give us just some free form comments, as well.
- Thirdly, we have what’s called Rate My Service. Now, Rate My Service does a couple of things for us. Literally, in each co-workers work space we have a little card rack that the Communications department helped us put together and it will have a basic feedback form that says “Hey, my name is Matt” or “my name is Sally” and I’m taking care of you today and it’s my expectation to provide you with excellent service. And if you’d like, you can take one of these cards and let me know how I’m doing. And so we collate all of those comments and all those points of view and we use them throughout the year to help direct any improvement efforts that we may need to have.
Well, patients are definitely telling us what’s the most meaningful aspect of their interaction with us. In any patient interaction there are two experts: You’ve got the clinical staff member who’s the expert in the medicine. They are the technical expert in what should happen today. But the patient is always the expert in what’s important to them and certainly they are the expert in how they feel about their time spent with us. We want to make sure that we balance that point of view, as well.
Today on 60 Seconds: Circle of Life Award
Transcript: July 30
Anne: I’m Anne Caffery
Diane: and I’m Diane Patterson
Anne: and we recently had the privilege of representing Memorial in receiving the Circle of Life award. Every year the American Hospital Association gives three hospitals and healthcare systems the Circle of Life award and this year, Memorial was so honored – along with Balyor and Lehigh in Allentown, PA. And Memorial was honored for its work over a period of years in palliative and end of life care and specifically for community partnerships, spiritual leadership and care and rural outreach.
Diane: It was an extraordinary experience to see the words that so many experts from across the United States had for the work that is happening at Memorial Hospital. It really was an incredible tribute to our community and also the Circle of Life award is a tribute to all of you who provide care and continue to provide care, whether it’s delivering a meal, or comforting and positioning someone to have their last breath or providing Kleenex for somebody at a time of incredible emotion. This is really a tribute to each of you who have provided that extraordinary care. Thank you.
Anne: There are so many handprints on this award:
- Home Health and Hospice team has worked on this for years and years and years
- End of Life Community Council
- Hospice Steering Committee
- Physician leaders
- Spiritual leaders
- Hospital board, that stepped forward and saw that it that all that we have worked on would happen
- 6500 donors
- Campaign volunteers
- Foundation board
- Nursing leaders
- Citizens who gave testimony for the Certificate of Need for Cottage in the Meadow
- Communities of Faith
- Hospice volunteers
- And Diane, as you say, ALL OF YOU who have done this work over a period of years and will carry this work forward in the future.
Diane: And Anne, I’ve heard you say so many times that once somebody experiences a loss in their family, a close friend – as all of us do in life – we then start to understand the impact that this care has at that time and the healing process and what that does for those of us who are survivors, as well as for those who pass on in life.
Anne: So, we’re here to say thank you and congratulations and join us for a Circle of Life celebration in the fall. You’ll all be hearing about it, we’ll have it at Cottage in the Meadow and you’re all invited.
Diane: Our community believes in what you do and now a light is shining down on the extraordinary care and service you provide when someone has been diagnosed with a life threatening illness, is dying or a family member dealing with loss of a loved one. You are why Memorial has won this national honor from the American Hospital Association. You have stood out among the best health care organizations. Congratulations!
Today on 60 Seconds: Update on our Journey to Performance Excellence (Baldrige)
Transcript: July 24
Russ: So, today what I want to talk about is our journey to excellence. And our journey to excellence is using the framework called the Baldrige framework. And each year or every 18 months, Memorial goes through a process of submitting a very large, 50-plus page document called the Baldrige application.
And so why do we go through all of us? Well, we go through all of this to improve. That’s basically it. It’s to improve; it’s to be a better organization and it provides us with the right questions and the right framework for us to be able to move forward. One other point I want to make: we’re using the Baldrige framework to move us toward the Triple Aim. All elements of the Triple Aim are about making change and making change nimbly, but also making the change with a structure that really works for the organization. And so we use the Baldrige framework to really move the organization forward. Today, I want to introduce Laura Kinney who is the author and the genius behind Memorial’s Baldrige journey. And she’s going to spend a little bit more time talking to us about the details. And then we are going to post our application so that you have an opportunity to read it.
Laura: Ok, to follow up now about what Russ said about the Baldrige process. It is a process and the criteria booklet is all encompassing. It covers leadership, strategic planning, customer focus, people focus, knowledge, management, data, operations and results – and how well we do in all these processes.
During the Baldrige process, we will receive an examination. Examiners will talk to us about strengths – what we do well – and opportunities – what we need to improve upon. And that’s the strength of the process. And with that feedback we then know how to prioritize what we want to get better at. This is what our application actually looks like (holds up application) this year and some of the improvements that we’ve made since the last application include:
- Having a performance evaluation process for employees, managers and senior leaders
- Benchmarkable surveys to get employee engagement data, volunteer satisfaction and physician satisfaction
- Listening to the voice of our customer and what the requirements they have for us are – and so we have instituted the Patient Family Advisory Council
So most of this right now is about developing processes and systems so that we can make improvements and listening to the voices of our customers, our employees, of our physicians and of leadership so that we can improve.
Today on 60 Seconds: All Electronic & Meaningful Use Update Transcript: July 10 Russ: So I keep talking about the Triple Aim: population health, affordable cost, and the third part of the triangle: quality, safety, service and access. And one way we do that is through our medical record systems. And our medical record systems today are all electronic. And in the past we have had a blend of manual and paper systems versus electronic and in the last 60 days we have moved toward all electronic. So the All Electronic initiative is really designed to help us move toward the Triple Aim and today we’re going to have Dr. Brad Lancaster, our director of the hospitalist service, as well as Jeff Yamada, our Chief Information Officer, really talk to us about why the All Electronic initiative is so important in achieving the Triple Aim. Meaningful Use Stage 2 launched on July 1, 2014. Meaningful Use is a government incentive to meet a series of objectives to improve patient quality and safety. Jeff: We’ve met Meaningful Use Stage 1 and we’re now attesting for Meaningful Use Stage 2. We’ve inserted a project within Meaningful Use Stage 2 called All Electronic and this is really around patient safety and quality as we try to get physicians and others onto our electronic medical record, our Soarian system. One of the goals: 60% for electronic medication orders Jeff: So, on the CPOE (Computerized Provider Order Entry) medication orders, we’re in a critical stage where we’re right at the cut-off for meeting our Meaningful Use metrics. We need to be 60% or greater on our medication orders. We are above 30% for laboratory and radiology and so the only metric that we are really close to the borderline on is medication orders – we’re really trying to improve at this point. The physician’s role Dr. Lancaster: So, physicians will play an important role in achieving an all electronic system and in meeting Meaningful Use 2 in the coming months. Currently, a lot of your collegues, including our hospitalist group and many others, are actively using our CPOE system. There are certainly challenges, but we also have a very responsive IT department in terms of working with you to make the system better. The benefits are really for the patients that we serve:
- Safer, legible orders that are right patient, right time
- also, convenient for the nursing staff and physicians, as well – being able to access information remotely and not being dependent on a certain location
Today on 60 Seconds: Innovative cost savings at Yakima Gastro – Terryl Goeckler and Lisa Telles join Russ to share the story Transcript: July 2 So each week I do rounds and I go out to various parts of the organization and last week I had the opportunity to go out to Yakima Gastroenterology Associates. And as I was rounding I was told a story and today I’d like that story to be repeated for you to hear. But before I do that, I want to repeat one more time what we’re all about: we’re moving toward the Triple Aim. And recall the Triple Aim has on one end of the triangle population health, on the other end of the triangle it has exceptional patient experience and the other end of the triangle is how can we make healthcare costs more affordable and today what we are going to talk about is a story at Yakima Gastroenterology where healthcare costs are now more affordable due to one employee’s individual efforts who identified some cost savings and then implemented that throughout the clinic. So, to tell the story I’d like to introduce Terryl Goeckler, manager of Yakima Gastroenterology, and Lisa Telles, who is the scope room supervisor. Lisa Telles: I noticed that in some areas, expensive endotherapy supplies were being used when less expensive comparables were available. So I brought this to Terryl’s attention, and we decided to track the supplies being used by our physicians in order to gather data. One example of comparing costs: • For example, we carry two different clips that the providers use to control bleeding. We have one clip that is $175 versus another clip we carry that is $45. How was pricing information shared with physicians? Terryl Goeckler: About the time Lisa brought all this to my attention, I just happened to find an article in the Outpatient Surgery Magazine that discussed how to cut costs and suggested hanging a color coded supply spreadsheet in the AEC (Ambulatory Endoscopy Center). We implemented this idea, and posted the color-coded list in procedure rooms and we also added prices of the supplies to the list. By simply tracking our supplies and raising awareness by providing pricing information to our physicians, we have been able to save significant dollars. Last month alone we were $27,000 under budget for Endotherapy supplies. This situation presented us with an opportunity to work together as a team to create an innovative solution while continuing to provide quality, safe care for our patients. Today on 60 Seconds: I’M IN Summertime Transcript: June 26 Russ: I’M IN is back and it’s back in July with a summertime theme. And remember what I’M IN is all about: it’s about honoring you as staff, as our staff, taking care of our patients and our community, and the great work that you do. And it’s also about sharing some information about Memorial and where Memorial is heading in the future. Oh look, it’s the I’M IN planning team! Jen: So, what are you planning on talking about this time, Russ? Russ: Well, Jen, I think we’re going to talk about transformation. KEY MESSAGE: Transformation Allison (holding beach ball): So Russ, have you ever played volleyball at a Memorial facility? Russ: No, have you? Allison: Not yet, but I may get the chance and so will you. FUN ACTIVITIES Temo: I’ve got a really good joke for you, Russ. Russ: Really, let’s hear it! Temo: What do you give an injured lemon? Russ: I don’t know Temo: Lemon AID (Russ shakes his head) GIVEAWAYS and SNACKS I’M IN Summertime! I’M IN launches on July 14. See the schedule on the intranet. Today on 60 Seconds: Rounding Part 2: Financial Update Transcript: June 18 So last week during rounding, staff asked me a couple of questions. And the first question was: What’s happening with our strategic partnership and affiliation? And I answered that question last week and nothing has changed in the last week where I would need to update that. The second question was: How are we doing? And really, the source of that question was: How are we doing financially? So I want to talk about that today. The answer to this question is much bigger than finances. So, what I want to do first is remind everybody about our core strategy, what we are moving towards as we move toward health reform and really transforming health care in Yakima. And it’s something again called the Triple Aim. You have seen it before in some of my 60 Seconds videos. And the Triple Aim is really 3 major areas an organization needs to be thinking about as it moves into health reform:
- The first one is population health – that really is about the health of our community. So what are we doing outside of the organization to keep people healthy?
- The second one is cost – we all know that cost is a huge issue in health care in the United States and there continues to be emphasis and pressure on how we can reduce cost and be more efficient.
- And then the third one is around exceptional care – what I mean by exceptional care is:
o Quality of care o Safety o Access to care o And the service we provide So, all of our strategies and all of our thinking around what we provide and what we need to continue to provide revolves around all three of these working together. And when you work together on these, you really start achieving a great health outcome for our patients. So, that’s the Triple Aim. I want to talk a little bit more today about cost or our finances. As a result of health reform and some of the changes that Medicare is making, the definition of what is required for an inpatient stay has changed. And so now what we are experiencing in the organization are more short stays or actually stays less than 24 hours. And those stays not very long ago used to be inpatient stays. So data shows us the following:
- So far this year we have had about 2500 short stays
- Last year around this time we had about 1500 short stays
The difference in reimbursement between these two is roughly $5,000 per admission. So now if you do the math and say that’s a difference of 1,000 inpatient stays times roughly $5,000, what we ended up with this year so far is roughly a budget shortfall of around $5,000,000. And that is not insignificant so as an organization we made some adjustments and are continuing to make adjustments. There are a couple points with this:
- We are largely very dependent as an organization on what happens on the inpatient side. So, we’re very hospital centric from a revenue perspective. And moving forward as an organization, we’re going to need to be more outpatient oriented and really think about how we’re structuring the hospital and the care in the hospital so that we’re actually keeping people out of the hospital rather than having them come into the hospital for expensive care.
- We have gotten on top of this budget shortfall and have made some changes and we’re starting to reverse this trend and I think that we’ll end up recovering this financial amount.
The other part I want to say is that this is really the tip of the iceberg because this is what health reform is really coming at us and saying: you’re going to need to restructure. So one of the things we’re going to work on is to really take a look from an operations perspective on how we’re performing: how can we be better, how can we be more efficient, how can we provide more quality care, how can we be safer, how can we provide the best service. And we’re looking at all those aspects and in doing so, one of the things we’ve done is we’re bringing in an outside group who can help us assess what that looks like. And the group we’re bringing in is called Prism and what they’re doing now is simply doing an assessment. It’s really about all of us being more efficient and providing the best care we can for patients. And we’re going to look at all aspects of the organization and then based upon the assessment, we’ll be taking a look at ok, what are the key priorities we want to address as part of that assessment. So, as you see people walking around here asking questions, that really is what that’s all about. Today on 60 Seconds: Rounding Part 1: Strategic Partnership Update Transcript: June 11 60 Seconds with Russ: Rounding Part 1: Strategic Partnership Update Yesterday, while rounding on the floors with staff, a couple of questions came up that I would like to address today. The first one was asking for an update on where we are with strategic partnership. You’ll recall that during I’M IN I talked about that. There are two current partners that we have had discussions with and did site visits with. One is Peace Health, which is an organization of community hospitals throughout the Northwest, and then the second one is Virginia Mason. We continue to have discussions with both of those organizations. A lot more discussion has been occurring with Virginia Mason very recently. As of this moment, we continue to have those conversations and those conversations are really between the Board of Trustees at Virginia Mason and the Board of Trustees at Memorial. What I committed to you before was that I would be getting back to you as I had more concrete information to share, and what I can tell you at this point is that we are still in process with a strategic partnership. What I want to emphasize again is that with a strategic partnership it doesn’t matter whether we work with Virginia Mason or Peace Health, we still need to continue to do what we do. And that is work toward the Triple Aim, work toward: high quality service, high quality care, safe care, low cost care, and beginning to better understand the needs around population health. Stay tuned next week for Rounding Part 2. Today on 60 Seconds: Stress In The Workplace Transcript: June 4 60 Seconds with Russ: Stress in the workplace Yesterday, the Washington Physicians Health Program did a number of presentations in the auditorium. The Washington Physicians Health Program is an organization that is supported by state funding that assists with practitioners who have substance abuse issues, psychiatric issues, burnout issues and disruptive issues. The program is developed to help counsel and to help individuals through very difficult situations. We in healthcare are all exposed to some very trying times and in healthcare we certainly have the probability and chance that at some point along in our career we will end up with some sort of either burnout issue or mental stress issue. As an organization, we are here to make sure that we take care of all of our employees and we know that when we take of all our employees and these kinds of issues it provides a safer care environment for our patients. So, as individuals, it’s important for you to recognize when you are in a burnout stage so that you can seek help. There are a couple of things you need to know as Memorial employees that might be helpful going forward:
- First of all, at Memorial is part of the Employee Assistance Program (EAP) which is provided through Central Washington Comprehensive Mental Health and you can get access to that program by calling Human Resources or
- Another thing for you to note is what our policies are. We have a disruptive behavior practitioner policy that is within Medical Staff Services and is available for you. We also have disruptive employee policies (such as your performance & continued contribution (p. 10), substance abuse (p. 8), workplace violence (p. 7), harassment free environment (p. 4)) that are included in the Employee Handbook. It’s important that you understand these policies and read these policies so that you not only know how to access help yourself, but if you know of colleagues who are having concerns that there are ways to connect those individuals with help.
The idea is for all of us to provide the best and safe care we can provide. And the idea is for all of us to stay healthy in our careers as our job is really to take care of all of the patients in this community. Today on 60 Seconds: Partnership for Patients Transcript: May 28 Today I want to talk about patient safety. As you know, patient safety is a core value for Memorial. And I want to talk today about how we measure patient safety and about how a group of hospitals through the Washington State Hospital Association (WSHA) are measuring patient safety in a collaborative and how that is effecting all of us in improving our performance around patient safety. So we are part of a collaborative through WSHA, who puts out a report on a quarterly basis that measures a number of different indicators around patient safety. And it allows us to see how we compare to other organizations throughout the state (Virginia Mason, UW, Swedish, Yakima Regional, etc.) and, if there are star performers, how we can come together with them to learn how to be better. And with each one of these reports, we have learned that we have some strengths and we have also learned that we have some opportunity to improve. So today I’m going to ask Sandy Dahl, our Patient Safety Officer, to explain in more detail what some of those indicators are and we are going to post some of those indicators on the intranet so you can see how we are doing compared with other organizations throughout the state. Sandy Dahl: I’m excited to talk to you today about our work with WSHA, the collaborative around Partnership for Patients. Our goal is to provide the best care for our patients consistently and in working with other partners we have identified some specific topics or areas of focus where we can improve care. We actually are able to track what our outcomes are, we can compare with other organizations and we can learn from them, and we can also teach others. Some of the topics we’re working on include:
- Ventilator associated pneumonia – we are doing everything we can, implementing a bundle of best practices to prevent a patient from getting an infection from a ventilator.
- We also are working on prevention of early delivery prior to 39 weeks
- As well as, UTI prevention,
- Pressure ulcers,
- And a number of other topics
As we work on these things, we identify what we can do better; we actually have a performance opportunity team that looks at where we are, what practices we’ve implemented, what the outcomes were, and then what we can do better the next time. This work allows us to share our successes with the organization and also the public about all the good work that we do every day for patients. View some indicators from the Partnership for Patients Summary Report >> Today on 60 Seconds: Care Partner System 60 Seconds with Russ: Introducing Memorial’s Care Partner program Video Transcript: 21 May In one of our previous 60 Seconds clips I spoke about the importance of service and in fact service may be the key differentiator between healthcare organizations these days. So service is really a strategic imperative for Memorial and I know it’s very important for all of you. One of the systems we put into place is really to help protect our patients upstairs from overcrowding and that is with our security guards downstairs checking people in and out. So to improve that service and to make it better, particularly for families who are visiting our patients continuously, we have developed a program called Care Partners. And what I’d like to do is introduce Jim Aberle, Vice President of hospital operations, to talk more about the details about Care Partners. Jim Aberle: As you know, we are here to serve patients and families, and keeping them together during the healing process is vital to good outcomes. Over the last few years, we’ve put in a more restrictive visitor policy that isn’t always friendly to our patients and their families. Our patients and visitors tell us that we can do better. In our Press Ganey scores around patient satisfaction, when asked about “staff attitudes toward visitors,” we score in the 5thpercentile. That means that 95 hospitals out of 100 score better than Memorial. We can do better. So, several months ago, several nurse managers and staff and patient family advisors got together to say, “let’s design a process to include patient family members and let’s call them care partners.” The care partner is much more than a visitor; they are typically a close family member who is intimately involved in the care of the patient in the hospital and after the patient stay. Oftentimes this care partner serves as a liaison between staff and the family. More will be coming out on soon about our Care Partner program. Let’s make our family, patients and friends feel welcome here at Memorial. Today on 60 Seconds: Moving forward with flexibility Video Transcript: 14 May Last week I attended the American Hospital Association meeting in Washington D.C., and I learned some pretty important things. What I learned is that healthcare is changing; it is really transforming and it’s changing very quickly. I learned that healthcare is going to change from being incentivized for treating the sick to incentivized for keeping our communities well. The term you hear is that we are going from volume-based reimbursement to values-based . And what values-based reimbursement really translates to is how we keep people out of the hospital, how we keep people out of the emergency room, how we keep people away from expensive radiology tests and lab tests when they’re not needed, and how we keep people away from surgery when it’s not needed. That is where healthcare is going and that is where our incentives will be placed very shortly. Not in 5 or 7 or 10 years from now, but these sorts of incentives will be coming towards us in the next couple of years. So, as I think about this and I think about all of us and I think about how Memorial needs to change, I’m reminded of a quote: “Leaders will have to be willing to unmake the very organizations they hold in trust. That’s a big job. It requires a kind of courage that is rare among human beings, including organizational leaders.” And we are all leaders at Memorial. And it is all of our jobs to be flexible and ready for this change. Today on 60 Seconds: Employee Giving Video Transcript: 30 April Be a part of the Employee Giving Campaign Welcome to the Memorial Foundation’s Employee Giving Campaign. Today is the kick-off day and I want to talk a little bit about giving. But before I do that, I’m going to back up and talk about the concept of “happiness.” No matter where you go and if you take a look at ethical and religious texts, they talk about ways to be happy. There are really two clear ways shared among the various beliefs:
- Give (and that’s part of what this campaign is about and where there is an opportunity)
- Be grateful
When you combine these two it’s a very powerful combination. So I encourage you to take part in the Memorial Foundation’s Employee Giving Campaign. Kicking off the campaign: Russ increases his payroll deduction amount and turns in his form to co-chair of the campaign, Sandy Dahl. Campaign details: Our goal is 50% participation and there are many ways to give:
- Fill out a payroll deduction form
- Give a one-time gift
- Shop at the Gift Shop or Into the Brew (proceeds benefit the Memorial Foundation)
Join us in front of the Café every Tuesday through May 27 to:
- Learn more about how you can help
- Spin the big wheel for prizes
- Enter a weekly drawing to win a gift bag
YOU make the difference! Donate online and learn more >> Today on 60 Seconds: Working toward All Electronic Documentation Video Transcript: 30 April All Electronic documentation In our continuing journey to provide the highest quality care, safe care, exceptional service, and to keep ourselves financially sustainable, we have recently made the decision to go from a hybrid medical record system to one that is all electronic. And that will be occurring over the next few months starting in mid-May. We’re all a team working together and as our physicians and all of us make that transition from a hybrid system to an all electronic system we need to work together and help each other out. Today on 60 Seconds: Physician Leadership Video Transcript April 16th, 2014 So this morning I want to talk about our physicians. We all know that physicians provide the leadership and direction for us all on a day to day basis as we take care of our patients. But perhaps often hidden is all the volunteer work that our physicians do for you, and for this hospital, and for Memorial. So, let me give you two examples:
- In the last couple of weeks we took some site visits to Peace Health and to Virginia Mason and we had 6 physicians participate. And much of that time impacted their taking care of patients and, in essence, it was volunteer activity. And they were very steadfast, they were very dedicated, and they were very diligent about bringing information back to their fellow physicians, as well as to the board. And they did a great job.
- This morning I had the opportunity to sit in the medical executive committee meeting and we talked about a patient safety and quality issue. It was a very difficult conversation and it is one that occurs at many different levels in various physician committees over time. Our physicians are very dedicated to providing the best care and the highest patient safety for all of our patients in this community. And again, much of that time was volunteer this morning with our physicians.
We need to remember and thank all of our physicians in this community, as well as on Memorial’s medical staff, for all the time they put in, not just for the care of their patients, but also for the volunteer work that they do on the various and numerous committees we ask them to be a part of. Today on 60 Seconds with Russ: I’M IN: Memorial Team Forums! Video Transcript April 9th, 2014 We have had 4 sessions of I’M IN and in those 4 sessions we have had almost 400 people attend. And in those sessions I have the opportunity to talk about our journey toward a strategic partnership or making the decision to remain independent. I also have the opportunity to talk about what we need to do and what is important moving ahead which is quality, safety, service, and reducing our cost. I thank all of you who have attended and I want all of you to attend one of the remaining sessions if you haven’t attended already because I think they are a great time for us to share information with you and to come together as a team of individuals who are continuing to do the best we can for our community. –Russ • giveaways including lanyards or badge clips, magnets or key chains • photo booth • mingling and enjoying each other’s company • a goodie bag with fun snacks Today on 60 Seconds with Russ: What are the I’M IN Employee Forums all about? Video Transcript April 2nd, 2014 I’M IN is a new way of celebrating all the great things that we do at Memorial. It’s a way of celebrating the great care that you provide to our community each and every day and we know that coming together as a team, you will continue to provide that great care. I’M IN is an exciting series of forums where I will be spending time talking with you about where Memorial is going in the future. But I’m also here to introduce a team; a team of individuals who have been putting together the elements of I’M IN. It’s an exciting, new way for us to get together and to talk about our future together. Selected members of the I’M IN planning team (Allison Arnett, Lisa Hagreen, Ann Henning, Temo Madrigal): In April, there are 9 forums to choose from covering all shifts and the forums are 30 minutes long, making it feasible for more of us to participate! Our goal throughout the year is to visit every off-site facility, inviting participation throughout the Family of Services. The atmosphere of I’M IN is all about celebrating—we’ll have balloons, music . . . essentially, a party in a box that can travel easily from place to place. We’ll have goodie bags with snacks, fun giveaways to celebrate the team theme & drawings. And we’ll be capturing everyone enjoying some team time in our photo booth, as well as in other activities. I’M IN! View the I’M IN dates, times and locations >> This week on 60 Seconds with Russ: Strategic Partnership Update Video Transcript March 25, 2014 This week I’d like to talk about strategic partnerships and an update on our pursuit of a strategic partner. As you all know we have come down to really looking at two strategic partners: one is Peace Health, an organization of community hospitals throughout the Northwest, and the second is Virginia Mason Medical Center, the tertiary referral center that’s located on Capitol Hill in Seattle. Last week we had board members, medical staff leaders and Senior Team Leaders take site visits to three Peace Health hospitals: one was located in Longview, WA (St. John’s), the second one was Southwest Medical Center in Vancouver, WA, and the third one was Peace Health Sacred Heart in Springfield, OR. What I can say about those visits is that we had lots of opportunity to tour those facilities, talk to staff, talk to medical staff, and talk to leaders and board members in each of those communities. What we noticed with each of the visits were really three things:
- These are great people working very hard to provide the best health care they can for their communities
- Each one of these hospitals exist in a unique environment with unique community challenges
- Peace Health as a system is coming together as an integrated organization, standardizing procedures and processes. Those changes are not easy for each one of those organizations
This week we are off to Virginia Mason Medical Center where a similar group of board members, medical staff leaders, as well as senior team leaders are going to take tours, meet with staff and meet with senior leaders. After debriefing from these visits, we will share updates and potential next steps. Strategic partner or not, Memorial must continue its pursuit of performance excellence. We need to be a high quality organization; we need to provide the best service, we need to be a safe organization and we need to do this all at the lowest cost. And you guys are the team who will help us achieve those goals. This week on 60 Seconds with Russ: Union negotiations & teamwork Video Transcript March 12, 2014 Over the last few days and I expect over the next few days, you may hear something about our negotiations with 1199 (SEIU 1199 NW) and our Service Unit employees. If you’re interested in the details, we will be posting an article on the intranet so that you can understand specifically what those negotiations issues are and what we hope to accomplish in the next few days. What I really want to say here this morning is that we are a team. We’re a team that comes together every day to provide high quality care for this community. And I’m excited about the future because I know, ultimately, that we will come to an agreement with 1199 and we will continue to provide the best, quality care for our community. HealthyNow Wellness Video Transcript March 5, 2014 60 Seconds with Russ: Celebrating the launch of HealthyYou Wellness, with special guests and Memorial employees, Joel Buffum & Kate Sansom! Russ: This week we’re celebrating the launch of our new HealthyYou Wellness program. Each week I receive emails from patients talking about the great care that you provide our patients. Well, my question to you is: How do you take care of yourself? So, in celebrating our new wellness program I’ve invited Joel Buffum and Kate Sansom to talk more about our new program. So, I’m pretty excited to get started. Joel, how do I get started? Joel: Well, HealthyYou Wellness should have already sent you an email with your access code. Once you log in to the site and more info create your account, you’ll have access to the (wellness) assessment, as well as tiles showing different activities. These activities, when you complete them, will earn you points so you can get cool stuff. Russ: So Joel mentioned activities/challenges. What kinds of challenges? Kate: Activities/challenges include work/life balance, giving back, getting your health screening or improving your nutrition. Russ, did you know it’s National Nutrition Month? Russ: I didn’t know that. Kate: Well, by logging on to the website (and selecting the National Nutrition Month challenge) you can earn 75 points by learning to eat healthier. Joel: Russ, there are also a lot of fitness challenges. Russ: Really, like what? Joel: Well, like what we’re doing right now. We’re walking outside, we’re having a walking meeting. Boom! We just got points. Russ: So, Kate, I feel better already! What if I have a particular challenge and need some advice? Kate: Well, you can contact a free health coach on the website and you even earn points by reaching out to become healthier. All: All in for health! I’M IN! Working smarter to decrease cost, featuring Andy Franz & team Video Transcript February 26, 2014 Healthcare reform presents all sorts of challenges for the healthcare industry and in particular Memorial and our Family of Services. There is a think tank called the Institute for Health Improvement that came up with a model that we’re all working with within the healthcare industry. The model is a triangle (called the Triple Aim) that features on one end, cost, on another end, quality, and on the last end, access. And the 3 of them work together: if you increase access (to services), you decrease cost, and you increase quality. And it works all the way around the triangle. So one way at Memorial we are going to have to really do some work over the next several years is to decrease cost. I think you all have heard that several times. But we’re not going to decrease cost by asking people to do more with less. We’re going to decrease cost by being smarter and working smarter. How do we do that? We’re going to do that through the use of Q+ and the use of our lean tools and you are the ones who drive what those changes really look like. Today we want to feature some work that’s been going on in Medical Records with Andy Franz and the Medical Records staff, really showing how they can be much more efficient with the same amount of resources. Andy Franz: “So what we did was listen to our staff and other areas of our department and realized that we had a need to be met in our ED Coding area to really streamline their process. So working with them, working with their suggestions, taking their ideas, we developed a software program we could use that then took all this extra work that they were doing out of their workflow and really made it very simple and precise and boosted our productivity, as well as improve their satisfaction in how they did their job. And ultimately increased the amount of revenue available for the hospital.” Service in Action—highlighting the excellent customer service provided by Memorial employee Erica Gasseling Video transcript February 19, 2014 So each week when I speak to you on 60 Seconds we talk about not only some things that are happening at Memorial, but we also want to bring you some stories, particularly stories of excellence. So this week, actually on Thursday, I received a letter regarding an individual by the name of Erica Gasseling who works in our Medical Records department. And what I thought I’d do is share with you this letter that I received about Erica: “I want to take a moment to commend one of Memorial’s employees. Her name is Erica Gasseling and she works in the Medical Records department. I truly believe that she is one of the hardest working, dedicated, efficient and professional individuals I have ever dealt with. I work at a local attorney’s office and when I need something, she is always there to help. If she were ever to leave her position, I think it would take two to three people to replace what she does on a daily basis.” So what we’re talking about today is service and that’s what we talked about last week. We’re talking about the great service that we provide all our patients and our families and our community and Erica fits right in. So if you see Erica and her team please take a few moments and congratulate them on the great work that they do every day here at Memorial. Service is the Key This morning I want to talk about service. On Friday I had the opportunity to interview a hospitalist who currently works in Denver, CO, and as part of his service or part of his program he also works for an HCA hospital which is a for-profit hospital chain, and they require very specific behaviors of their physicians such as: always knocking on the door; such as speaking to patients on eye level. So they measure the performance of their physicians based on patient surveys around service. What HCA understands is that excellence in service is really where it’s going. Excellence in quality and service is really what we are all about, as well. And so what I invite you to do is to go to I am Memorial, the video on our intranet, that shows you some evidence-based practices that we all need to use every day. And then take the test. Currently we have 35% of our employees going through I am Memorial and what I invite you to do, invite all of us to do, is to get to 100% of all of us viewing I am Memorial, and using those practices every day. I am Memorial video >> I am Memorial How To PowerPoint >> I am Memorial follow-up test >> Goal setting & the Seahawks victory Video transcript February 12, 2014 I’m Russ Myers. Memorial news, stories and more today on 60 Seconds. So how can we talk about anything else other than the Seattle Seahawks and their amazing game on Sunday. But what I want to talk about is a story. It’s a story about Russell Wilson and it’s about goal setting. And you’ll recall in goal setting that one of the things Lou Tice in our Into the Blue class talks about is Imagination x Vividness = Reality. I x V = R. So, the story is that Russell Wilson last year, after losing in the playoffs, went to New Orleans to the Super Bowl and watched it. And after the game, he went down on the field and imagined what it was like to be in the Super Bowl. So, I x V = R. And that’s exactly what happened to Russell Wilson and that’s exactly what happened to the Seahawks. My question to all of us is: What is our goal? What is your goal? What is our goal as an organization? And what is your goal as part of a team? Our goal is excellence, quality patient care and safety. And that’s where we should be going. Video transcript January 28, 2014 Okay, so the talk of the week this week is the Seattle Seahawks. The blue and the green-you see it everywhere. So what differentiates the Seattle Seahawks from the rest of all the teams in the NFL? Well, it turns out that Pete Carroll, the coach, was a client of Lou Tice. Lou Tice, as you’ll recall, is the founder of The Pacific Institute, and the culture that they have within that whole environment of the Seattle Seahawks is a constructive teamwork environment. That team is the ultimate team and their biggest concern as individuals is letting down other members of the team. Well, that’s what we do here at Memorial. And that’s what we do not only within our own units, but we do that within other departments. We have a unit working with the lab, working with the pharmacy-all for the patient. Teamwork is how we care for patients. It’s what differentiates us and it’s what differentiates the Seahawks. Go Seahawks!