This will be a monumental year for our organization. We will make historic transformations in the way we deliver healthcare by implementing our Electronic Health Record (EHR) system and consolidating the Arden Hill and Horton Campuses into our new state-of-the-art facility. We are also expected to provide excellent care to every patient, every day. All of the steps we take to accomplish these goals will require patience, flexibility and a great deal of energy.
Training for EHR is well underway with approximately 600 scheduled sessions for the nurses, physicians and employees required to use the system. This extraordinary training effort is key to the success of one’s ability to effectively use the system to deliver patient care; we cannot just “go through the motions”. When our EHR system goes live in March, the paper chart will disappear and will be replaced with the electronic patient chart. You will need to implement what you have learned. There will be a significant support system in place, comprised of EHR experts, to assist throughout this transition.
Construction of the new hospital continues on budget and on schedule with completion expected in late April. Soon after, equipment and furniture will be delivered and installed, numerous inspections will be conducted by various State and local agencies, an intense cleaning effort will be conducted and all staff will be oriented. Our expectation is to be completely moved into our new hospital campus by late August with all patients, from the Arden Hill and Horton Campuses, transferred in one day.
In the meantime, we need to remain focused on patient satisfaction and achieving successful patient outcomes. As we have witnessed with our outstanding Joint Commission survey last month, we can achieve any goal, when we stay focused and work as a team. Additionally, patient rounding is an extremely effective way to increase patient satisfaction. Therefore, Chairman of the Board Lou Heimbach and I are making patient rounds twice per month. While we will be visiting with our patients, we also look forward to seeing you in our travels.
I am very proud of our accomplishments to date. This year will mark a milestone for us as professionals and as an organization. It will also be a new a new era for our patients and an opportunity for us to raise the bar for healthcare in the entire region. Exciting and challenging days lie ahead. Please do your best every day and stay focused. Together, as a team, we can achieve success.
Wednesday, January 19, 2011
Wednesday, December 15, 2010
Seasons Greetings
As we prepare to close the year, I want to thank our hospital family for your contributions. Collectively, your efforts touched the lives of thousands of patients and their families throughout the year.
As I look ahead, we have a very exciting year on the horizon. I seek your continued support and participation in all initiatives at Orange Regional: improving patient satisfaction and employee engagement; becoming a LEAN hospital; going live with our EHR System; opening our new facility and continuing to sustain existing and develop new service lines. Improving the health of our community by providing exceptional care requires dedication and commitment from everyone.
Please enjoy this holiday season. I wish you a peaceful, happy and healthy New Year.
As I look ahead, we have a very exciting year on the horizon. I seek your continued support and participation in all initiatives at Orange Regional: improving patient satisfaction and employee engagement; becoming a LEAN hospital; going live with our EHR System; opening our new facility and continuing to sustain existing and develop new service lines. Improving the health of our community by providing exceptional care requires dedication and commitment from everyone.
Please enjoy this holiday season. I wish you a peaceful, happy and healthy New Year.
Friday, November 19, 2010
A Thanksgiving Message
As we enter the season of Thanksgiving, I would like to extend a heartfelt thank you to our hospital family for your contribution to improving healthcare in our region.
Collectively, our efforts have touched the lives of thousands of patients and their families who turn to Orange Regional Medical Center each year. I would encourage everyone to take a few moments to reflect on the areas in your life that require gratitude.
Organizationally, there is a great deal to be thankful for. Examples include, but are not limited to, the countless lives saved with services such as angioplasty, as we are on track to perform more than 2,000 catheterizations by the close of 2010. Our Core Measures data continues to improve which means we are delivering quality healthcare using proven therapies, developed by The Joint Commission, to treat our patients. Our patient satisfaction scores are increasing which is a reflection of the care we provide. We are on time and on budget with the construction of our new hospital. To date, Capital Campaign contributions total more than $20 million toward our $21 million goal. Due to our commitment to manage our organization responsibly, we are financially stable which allows us to provide new and enhanced services to our community.
The magnitude of what we do everyday demonstrates the significant role Orange Regional plays in our community. For this, our patients thank us. I, in turn, offer my sincere appreciation for your dedication and focus in working to meet and exceed our patients’ needs as we continue to work toward being the best regional hospital in New York State.
I wish you and your families a safe and healthy Thanksgiving holiday.
Collectively, our efforts have touched the lives of thousands of patients and their families who turn to Orange Regional Medical Center each year. I would encourage everyone to take a few moments to reflect on the areas in your life that require gratitude.
Organizationally, there is a great deal to be thankful for. Examples include, but are not limited to, the countless lives saved with services such as angioplasty, as we are on track to perform more than 2,000 catheterizations by the close of 2010. Our Core Measures data continues to improve which means we are delivering quality healthcare using proven therapies, developed by The Joint Commission, to treat our patients. Our patient satisfaction scores are increasing which is a reflection of the care we provide. We are on time and on budget with the construction of our new hospital. To date, Capital Campaign contributions total more than $20 million toward our $21 million goal. Due to our commitment to manage our organization responsibly, we are financially stable which allows us to provide new and enhanced services to our community.
The magnitude of what we do everyday demonstrates the significant role Orange Regional plays in our community. For this, our patients thank us. I, in turn, offer my sincere appreciation for your dedication and focus in working to meet and exceed our patients’ needs as we continue to work toward being the best regional hospital in New York State.
I wish you and your families a safe and healthy Thanksgiving holiday.
Thursday, October 21, 2010
Patient satisfaction improves
Congratulations are in order for the significant increase in our second quarter patient satisfaction scores! When we focus and work together as a team, our patients reap the benefits of a positive healthcare experience. Our second quarter results indicate that the inpatient and Emergency Department surveys have earned their highest scores to date. In addition, our combined outpatient scores show a positive and steady increase.
Hospitals across the nation are required to participate in patient satisfaction surveys offered by certified vendors. Our patient satisfaction results are gathered and reported by the National Research Corporation (NRC). NRC randomly selects patients to fill out a survey in an attempt to measure their satisfaction of the services received at our facility. Once all surveys are collected and the information is compiled, quarterly satisfaction results are tallied by the NRC, compared with national and regional scores and sent to Orange Regional. We then analyze the data and make adjustments where necessary while celebrating the successes where indicated. In addition, our satisfaction scores are submitted to the Centers for Medicare & Medicaid Services (CMS) and are publically available on the internet for patients to view and consider when making their healthcare choices.
Patient satisfaction surveys are designed to measure the “patient experience”. A positive experience influences how our patients rate their overall stay. Every interaction with a patient is important and is the responsibility of each and every employee, physician and volunteer. Remember, survey questions are not limited to clinical topics. They include questions that relate to kindness and compassion of the staff, demonstration of team work and camaraderie by all employees and whether the patient perceived staff members to hold each other accountable for delivering quality care.
Our priority at Orange Regional is excellence. By continuing to keep the patients’ comfort and favorable experiences forefront, as a team, we will continue to earn credibility and trust as a quality healthcare institution that people choose as their provider of choice.
Hospitals across the nation are required to participate in patient satisfaction surveys offered by certified vendors. Our patient satisfaction results are gathered and reported by the National Research Corporation (NRC). NRC randomly selects patients to fill out a survey in an attempt to measure their satisfaction of the services received at our facility. Once all surveys are collected and the information is compiled, quarterly satisfaction results are tallied by the NRC, compared with national and regional scores and sent to Orange Regional. We then analyze the data and make adjustments where necessary while celebrating the successes where indicated. In addition, our satisfaction scores are submitted to the Centers for Medicare & Medicaid Services (CMS) and are publically available on the internet for patients to view and consider when making their healthcare choices.
Patient satisfaction surveys are designed to measure the “patient experience”. A positive experience influences how our patients rate their overall stay. Every interaction with a patient is important and is the responsibility of each and every employee, physician and volunteer. Remember, survey questions are not limited to clinical topics. They include questions that relate to kindness and compassion of the staff, demonstration of team work and camaraderie by all employees and whether the patient perceived staff members to hold each other accountable for delivering quality care.
Our priority at Orange Regional is excellence. By continuing to keep the patients’ comfort and favorable experiences forefront, as a team, we will continue to earn credibility and trust as a quality healthcare institution that people choose as their provider of choice.
Sunday, September 12, 2010
new hospital taking shape
Construction of your new hospital is rapidly taking shape. While it is still an active construction site, there are areas in and around the structure that are now well defined. We remain on schedule with an anticipated completion date of April 2011. Construction of the exterior is just about complete and, shortly, you will see the landscaping and exterior signage. The landscaping is set to include extensive plantings within the interior of the loop road around the perimeter of the hospital. An elaborate healing garden at the main entrance of the hospital will also appear soon. Exterior signage will include entrance signs, various signs for direction throughout the campus and signs attached to the building.
Inside, the mechanical, electrical and plumbing installations are 90 percent complete. The walls, flooring, ceiling and painting are 50 percent complete. Our $24 million medical equipment plan is in the final stages of implementation. GE was selected as the primary vendor for imaging and monitoring equipment. Smaller packages of medical equipment are also being finalized and over the next seven months, fixed medical equipment will be installed. Simultaneously, furnishings, fixtures and moveable equipment will be finalized.
Additionally, the information technology and telecommunications infrastructure is being installed to support the electronic health record, telemetry and other wireless applications. Our new facility will provide a state-of- the-art backbone for present and future technology requirements.
Helping to shape the extensive New York State Department of Health’s inspection process, our leadership team has recently developed an internal process and a Steering Committee to carry out the large number of tasks related to final approval. This requires the assistance of department managers. An organization chart of the Steering Committee has been provided to all managers along with a detailed explanation of the information required for your department.
Once construction is complete, it will take an additional 14 weeks for the new hospital to become patient ready. This 14 week transition period is mapped out in a move management plan that is being developed with the input of all departments. It is anticipated that the facility will be fully operational in late summer 2011.
Fundraising is a significant component in making our new hospital a reality. To date, we have nearly reached our goal of $21 million for the project. I greatly appreciate your contributions.
There is a tremendous amount of enthusiasm and positive energy surrounding this endeavor. Thank you for all you’ve done in helping our organization reach so many project milestones. I encourage your continued support and cooperation as we work toward the final phases of construction in the coming year.
Inside, the mechanical, electrical and plumbing installations are 90 percent complete. The walls, flooring, ceiling and painting are 50 percent complete. Our $24 million medical equipment plan is in the final stages of implementation. GE was selected as the primary vendor for imaging and monitoring equipment. Smaller packages of medical equipment are also being finalized and over the next seven months, fixed medical equipment will be installed. Simultaneously, furnishings, fixtures and moveable equipment will be finalized.
Additionally, the information technology and telecommunications infrastructure is being installed to support the electronic health record, telemetry and other wireless applications. Our new facility will provide a state-of- the-art backbone for present and future technology requirements.
Helping to shape the extensive New York State Department of Health’s inspection process, our leadership team has recently developed an internal process and a Steering Committee to carry out the large number of tasks related to final approval. This requires the assistance of department managers. An organization chart of the Steering Committee has been provided to all managers along with a detailed explanation of the information required for your department.
Once construction is complete, it will take an additional 14 weeks for the new hospital to become patient ready. This 14 week transition period is mapped out in a move management plan that is being developed with the input of all departments. It is anticipated that the facility will be fully operational in late summer 2011.
Fundraising is a significant component in making our new hospital a reality. To date, we have nearly reached our goal of $21 million for the project. I greatly appreciate your contributions.
There is a tremendous amount of enthusiasm and positive energy surrounding this endeavor. Thank you for all you’ve done in helping our organization reach so many project milestones. I encourage your continued support and cooperation as we work toward the final phases of construction in the coming year.
Thursday, August 12, 2010
A team approach to exceptional healthcare
Orange Regional Medical Center’s mission is to improve the health of our community by providing exceptional healthcare. Providing exceptional healthcare is not the lone responsibility of our clinical staff. The responsibility belongs to each and everyone working in the hospital, both in clinical and non-clinical areas. As a team, we have the power to create a positive patient experience. Everyone has a role in positively affecting patient satisfaction whether you’re delivering care to our patients, treating our patients and their family with compassion and kindness, being courteous to and supportive of each other, offering a smile or modeling professional behavior at all times.
In July, I received a letter from a gentleman, James Bair, who shared some words about his wife’s experience at The Bone and Joint Center. Mr. Bair was extremely thankful to all of the employees he and his wife encountered and, with their permission, an excerpt of his testimonial follows. It speaks volumes of our capabilities in providing exceptional healthcare as a team:
“I wish I knew the names of all the hardworking staff members that came in contact with my wife while she was in the hospital. Their attitudes were excellent. They were all, every one of them, focused on the mission to see that she was given the best care they could provide. This applies to the entire staff - the volunteers, the environmental services staff, the aids, the nurses, the surgeon and the food service employees. They all did their jobs efficiently, effectively and with a smile. Because of the way they approached their responsibilities, we knew that all these busy people were ‘in the game’!”
We need to be ‘in the game’ everyday if we are to exceed our patient’s expectations. It is necessary for all of us to foster an environment that promotes exceptional healthcare. When we do, we become the "provider of choice" for our community, the "employer of choice" for our staff and the "workplace of choice" for our doctors. Everyone wins!
I congratulate everyone who made Mrs. Bair’s stay an exceptional one.
In July, I received a letter from a gentleman, James Bair, who shared some words about his wife’s experience at The Bone and Joint Center. Mr. Bair was extremely thankful to all of the employees he and his wife encountered and, with their permission, an excerpt of his testimonial follows. It speaks volumes of our capabilities in providing exceptional healthcare as a team:
“I wish I knew the names of all the hardworking staff members that came in contact with my wife while she was in the hospital. Their attitudes were excellent. They were all, every one of them, focused on the mission to see that she was given the best care they could provide. This applies to the entire staff - the volunteers, the environmental services staff, the aids, the nurses, the surgeon and the food service employees. They all did their jobs efficiently, effectively and with a smile. Because of the way they approached their responsibilities, we knew that all these busy people were ‘in the game’!”
We need to be ‘in the game’ everyday if we are to exceed our patient’s expectations. It is necessary for all of us to foster an environment that promotes exceptional healthcare. When we do, we become the "provider of choice" for our community, the "employer of choice" for our staff and the "workplace of choice" for our doctors. Everyone wins!
I congratulate everyone who made Mrs. Bair’s stay an exceptional one.
Thursday, July 15, 2010
Joint Commission readiness
Our Joint Commission survey is expected by December 31, 2010. The Joint Commission performs an intense review of the quality of care we provide to our patients once every three years. The exact survey time is unannounced and the survey usually lasts one week. A team of surveyors essentially consists of three components: nurses who trace the care of a patient from admittance through discharge; life safety experts who focus on the safety of our environment; and a physician surveyor who reviews all aspects of physician performance compared to the Joint Commission standards.
It is absolutely critical that we have a successful survey and receive full accreditation. The survey is the quality report card for our entire organization and is publicly reported. A successful survey is also required to receive funding from Medicare and Medicaid which accounts for 50% of our revenue.
With patient care being our top priority and a spontaneous Joint Commission visit imminent, each one of us must do our best to ensure that every patient is provided high quality care in a safe environment at every encounter while accurately documenting their care. Remember, “not documented, not done”; the care you provide must be properly documented in the patient’s chart to receive credit for your work.
We have organized Joint Commission rounding teams that are surveying all areas. Some teams focus on patient tracers and other teams are focused on the environment. It is time to step it up and get your work areas neat and organized; keep hallways and floors clear of equipment; secure medication carts when not in use; be certain patient care is properly documented in the chart; make sure you know what to do in a fire or other emergency; and follow all infection control procedures (especially washing your hands).
If we all work together we will have a successful survey that we can all be proud of. We will continue to provide updates on the rounding team results in preparation for the survey.
It is absolutely critical that we have a successful survey and receive full accreditation. The survey is the quality report card for our entire organization and is publicly reported. A successful survey is also required to receive funding from Medicare and Medicaid which accounts for 50% of our revenue.
With patient care being our top priority and a spontaneous Joint Commission visit imminent, each one of us must do our best to ensure that every patient is provided high quality care in a safe environment at every encounter while accurately documenting their care. Remember, “not documented, not done”; the care you provide must be properly documented in the patient’s chart to receive credit for your work.
We have organized Joint Commission rounding teams that are surveying all areas. Some teams focus on patient tracers and other teams are focused on the environment. It is time to step it up and get your work areas neat and organized; keep hallways and floors clear of equipment; secure medication carts when not in use; be certain patient care is properly documented in the chart; make sure you know what to do in a fire or other emergency; and follow all infection control procedures (especially washing your hands).
If we all work together we will have a successful survey that we can all be proud of. We will continue to provide updates on the rounding team results in preparation for the survey.
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