Winona Health Accomplishments 2005

8/14/2019 Winona Health Accomplishments 2005

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2005ccomplishment


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Meeting Our Mission

Gathering the inormation displayed in this publication was simply a joy to do and

a work o the heart. I have stated on many occasions that Winona Health is a

remarkable organization specifcally because o the people who work here. It is

their time, talent and hard work that have resulted in these accomplishments.

I would be remiss i I did not state at the outset that there were ar more

accomplishments than are listed we did not have the space to list them all! This

publication marks the beginning o a new annual accounting and

sharing o accomplishments by Winona Health. We have grown in

size and complexity, and it is hard or any one person to know all

that is going on inside our organization but we are committed tosharing our outcomes with all who will listen!

Winona Health has a special place in the Winona community. Its

an important place, a place o responsibility and accountability. But

we orget to share just what it is that goes on day-to-day inside our

organization. And we need to change that.

As a community-based healthcare system, our mission is ocused

on those we serve residents in Winona and surrounding

communities. But not everyone in our service area needs our

services each year or even or many years. Id like everyone within

our service area to be amiliar with Winona Health and what we doin order to instill a sense o security: When you are in need, there is

a great place to go. That place is Winona Health.

I hope you enjoy reading through the accomplishments o 2005 and, in doing

so, eel a sense o pride or the work done and the uture o healthcare in

our community.

Warm regards,

Rachelle H. Schultz

President/CEO

Rachelle Schultz, CEO


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Communitymemorial Hospital lakeWinonamanor Watkinsmanor

aditHmiller and rogermetzmanors Home Care and HospiCe serviCes

pHysiCian CliniCs parkvieW pHarmaCy Winona HealtH Foundation

Mission:

Vision:

Values:

Cornerstones:

Devoted to improving the health and

well-being o our amily, riends and

neighbors

To create an exceptional healthcare

organization designed to meet the

current and emerging healthcare needs

o our community

Integrity, compassion, amily,

spirituality, excellence, people,

environment and communication

A service environment where people

can realize their ull potential

Excellence and leadership in clinical

care & service

Collaborative partnerships that serve

and improve our community

Financial stewardship that balances

mission, margin and healthcare costs


4/8

WHs employee retention rate was 93.7%, compared to the

national average o 83%.

100% o sta signed o on training or WHs Service

Excellence Standards.

WH sta developed Role Summaries or all positions.Targeted eorts to ensure sta understood their work

expectations resulted in a 21% increase in this item over the

2003 Employee Pride Survey (64.6% to 85.6%).

66% o employees participated in the Employee Pride Survey,

exceeding the 60% participation goal; the rst Volunteer Pride

Survey was conducted with a 39% participation rate.

A new perormance appraisal tool and process was

implemented, increasing timely completion o appraisals

rom 85.12% to 95.12%.

Computer-based mandatory education was implemented

with 98% completion by due date.

WH sta completed an ICSI Culture o Quality survey, whichshowed:

88% o employees have a clear understanding o WHs

mission, vision and values, compared to the ICSI average

o 76%

81% eel encouraged to become involved in the

improvement o patient care and service, compared to

the ICSI average o 60%

72% agreed our quality goals and strategic plan are clear

and well-communicated, compared to the ICSI average

o 57%

71% agreed that quality improvement eorts are measured

and communicated, compared to the ICSI average o 53%

Workers compensation expenses decreased rom about$396,000 in 2002 to $45,000 in 2005. In the same timerame,

lost days ratio decreased rom 67 to 10 days, and the medical

indemnity ratio improved rom 1.38 to 7.70 (good).

A personal health inventory and workers compensation

documentation and orms were developed or WHOL or

deployment in 2006.

An electronic employment application was implemented.

A cross-disciplinary team worked to implement a tobacco-

ree campus initiative, eective January 1, 2006.

The WH Intranet was launched and plans were developed to

improve its structure and increase usage in order to improve

internal communication.The second Employee Health Fair was conducted, with 315

employees/volunteers in attendance.

The Kronos electronic time and attendance system was built

and implementation started.

Sta implemented a Human Resource Inormation System

with payroll unctions, electronic application, workers

compensation and perormance management, andautomated data collection.

WH created an annual Service Excellence Award program,

recognizing ve sta members or their exemplary customer

service. This years honorees were Lori Britton, Wendy Helmers,

Barb Klink, Bev Spelz and Kris Troska.

WH sta and volunteers received recognition including:

Gary Evans, Board Chair Outstanding Volunteer

Fundraiserby the Association o Fundraising

Proessionals, Upper Mississippi River Valley Chapter

John Matis Sodexho Health Care Services Smile Award

Nancy Brown, Sara Gabrick, Rand Gettler, Kathleen Lanik,

Mary Reeck, Rachelle Schultz studied to become MN

Council or Quality Evaluators

Rachelle Schultz, CEO named to the MN Council or

Quality Panel o Judges

People

Members o Winona Healths senior leadership recognize the 2005 Service Award Winners.

Rand Gettler ( l), Chie Operating Ofcer, and Jerry Kouba (r),

Environmental Services Manager, congratulate John Matis as he

accepts the Sodexho Smile Award.

AbbreviationsWH Winona Health

WHOL Winonas Health

Online

CMH Community Memorial

Hospital

LWM Lake Winona Manor

EMR Electronic Medical

Record

WSU Winona State

University

ICSI Institute or Clinical

Systems Improvement


5/8

Assisted Living satisaction scores improved rom the 79th

percentile nationally to the 88th percentile.

LWM revised its resident satisaction survey process to acilitate

quarterly results, ending the year with an 88% satisaction rating.

Hospice increased its average daily census rom 4 in 2002 to20.5 in 2005, improving the quality o lie remaining or terminally

ill patients.

CMHs Emergency Department cared or 17,949 area residents, an

increase o 4.3%, while its Department o Behavioral Healths

admissions increased by 19% to 416; nursery admissions by 8.4%

to 412; and Dialysis treatments by 12.68% to 6507.

Dialysis achieved the Renal Network 11 Best Practices and ranked

17 out o 315 acilities nationally or stula rates.

CMHs mortality rate was at 1.55%, compared to a national

benchmark o 2.23%.

Medicare length o stay was reduced rom 4.9 to 4.6 days, indicating

improved coordination o patient care and resources.

The patient/resident complaint process was evaluated and

improved, ensuring uniorm reporting and handling o all

complaints. Following the rst ull-year implementation o a new

service recovery program, CMH complaints decreased by 19%.

WH continued to receive sta suggestions or innovations and

improvements, with more than 500 opportunity statements

submitted and more than 350 implemented.

New evidence-based pathways were developed consistent with

national guidelines or congestive heart ailure, preoperative care,

pneumonia and preoperative antibiotic use.

A pharmacist began working with clinicians daily on patient/resident

units to ensure appropriate use o medications.

The Hospitalist program was initiated, ensuring a board-certiedInternal Medicine specialist is present in the hospital rom 8 a.m. to

6 p.m. daily.

Collaborative treatment plans with Gundersen Lutheran (Priority

One) and Mayo Clinic (STEMI) improved care o major heart attack

patients, with 15 patients transerred under these programs.

WH purchased a portable decontamination tent with Health

Resources and Services Administration (HRSA) Bioterrorism Grant

unds, enhancing emergency preparedness.

WH became a ull member o ICSI.

WH voluntarily participated in the Centers or Medicare and

Medicaid Services project that dened eective care or three

conditions. Compliance scores or all three conditions have

improved since the project started:

Acute Myocardial Inarctions: 94.28 to 100%

Congestive Heart Failure: 51.85 to 88.57%

Pneumonia: 63.38 to 89.66%

LWM has improved its timeliness o CMH patient transers by 75%.

LWM reduced its bed numbers to 160, opening up more single rooms

and adding a second hospice room which has had a 47% occupancy.

An improved dictation process reduced turnaround time to

physicians by ve days.

WH developed a process to review daily, weekly, monthly and

quarterly indicator reports to evaluate and improve operational

perormance.

WHs new Allergy & Asthma Clinic accommodated 293 visits.

A easibility study was completed or the October 2005 opening

o a weekend Urgent Care Clinic.

Inormation technology (especially the EMR) was used to improve

patient saety and service quality:Electronic notes added or use by Physical Therapy

Sleep study reports received and led electronically

Asthma disease management service developed or WHOL

Electronic orders added in Radiology, reducing paper ling by 85%

Allergy alerts implemented

Alerts or patients with antibiotic-resistant bacteria added

Urgent or critical lab results displayed in red

Automated smoking cessation counseling reerral added i

patient is a smoker

Trigger added to notiy Hospice sta beore patient admission

Automatic wound care reerral included i patient meets

set criteria

Automatic Social Service reerral added to address discharge

needs

WHs ocus on patient- and amily-centered care resulted in patient

and resident inclusion on various teams, including the Breast Health

Team.

KidsHealth, a amily web-based resource, was added to the WH

website; this and other targeted web eorts lead to a 30% increase

in website hits and visitors.

An educational TV channel and two condition-specic manuals

(Congestive Heart Failure and cancer) enhanced patient resources.

WH collaborated with Project Fine to oer a prenatal class in Spanish

attended by 12 amilies.

The medical sta evaluated and improved their own credentialing

standards to ensure patient quality and saety.

WH continues to have no adverse health events.

Through the Institutional Review Board, WH began a research projec

studying pain control in labor and delivery.

WH hosted 77 nursing students in clinical practicums.

Care & Service

Winona Health sta simulate a surgery in a newly equipped operating room.


6/8

WHs building project remains on schedule and on budget.

Completed in 2005 were the helipad and parking ramp, with the

MRI and Surgery Suites set or late 2005 occupancy.

WH and Winona Clinic identied a strategic location or a Womens

Health Center on the third foor o the new Medical Oce Building.

WH sta shared building project news and updates with the

community and sta regularly and requently:

24 Construction Zone articles in the sta newsletter

8 news releases sent to local media

17 radio and television interviews

4 eatures in the spring and all issues oHealthy Connections

mailed to 22,000 area households

15 ads in Winona Daily News and Winona Post

9 articles in Winona Daily News and Winona Post

7 civic group presentations

6 employee tours and the rst community tour

Many personal tours given by senior leadership

600 sta celebrated the parking ramp opening

200 community leaders and residents attended the parking ramp

dedication

100 attendees enjoyed the parking ramp donors banquet

Four new physicians were recruited to the community:

Laurel Quinn, MD, Ophthalmology (WH)

Ehab Michael, MD, Internal Medicine (Winona Clinic)

Joan Krueger, MD, Pediatrics (Winona Clinic)

Edward Malone, MD, Family Practice (Family Medicine)

Family physician Marc Molis, MD, joined the Rushord Clinic sta.

WH recognized the retirement o two long-time local physicians:

Horace Anderson, MD, 37 years o service, and Bruce Davey, MD, 28

years o service.

Two Business Forums were held with a combined attendance o 80

area business leaders.

WH sta delivered inormation packets to 30 area businesses and

conducted 22 health air screenings, ergonomic assessments and

other services.

WH sta gave 29 tours, presentations and programs to community

groups.

WH coordinated a Red Cross Blood Drive, which drew 65 participants.

WH raised $14,000 or Hurricane Katrina relie, $1,300 or Tsunami

relie and $19,337 or the Greater Winona Area United Way its

largest local contributor.

WH sta volunteered to assist in Hurricane Katrina relie eorts. Th

ollowing sta served three-week Red Cross stints: Kathie JohnsoRN; Michael Kycek, RN; Sally Slavicek, Food & Nutrition.

WH donated almost $26,000 to local nonprot organizations.

WH and WSU received a three-year $216,000 Minnesota Job Skills

Partnership grant to train Lean in Healthcare to 50 WH employees

in turn will train all sta.

LWMs nursing director worked with area nursing home colleague

develop protocols and policies, including an inter-acility admissio

document, to provide consistent, eective resident care.

A local collaborative including WH, local long-term care providers

and WSU successully pursued state legislative action, creating an

opportunity to pursue Programs or All-Inclusive Care or the Elde

(PACE).

The Auxiliary organized Follies, Holiday Happiness, Fantasy o Tree

and other events to increase awareness o WH and support its

services, donating $59,100 and more than 25,000 volunteer hours

The Auxiliary acilitated Advanced Directives classes or 106 reside

and held special sessions or Public Health Nursing, LWM, a WSU c

and or the TRW, Home & Community Options and Senior health

WH received the ollowing awards:

MN Hospital Associations Innovation in Patient Care Award or t

Integrated EMR

MN Health and Housing Alliances Excellence in Practice Award

LWMs Make-a-Wish Program

Hospitals & Health Networks Most WiredSmall and Rural

Sodexhos Environmental Services Account of the YearAward

MN Council or Qualitys MN Quality Award Advancement Leve

Malcolm Baldrige National Quality Award Third Scoring Band

Winona Area Chamber o Commerces Business Appreciation Aw

for Technology

Care Providers o MNs Community Partnership Award or Winon

Rural PACE Team

WH sta made several major presentations:

Kathleen Lanik testied in Washington DC at a Congressional

Subcommittee hearing on privacy

Kim Rock-Stockheimer presented at an International

Lymphedema Conerence in Glasgow, Scotland

Janice Turek, RN, presented WHOL at a national healthcare

summit in New York City

Bill Gould presented WHs Workers Compensation Managemen

process to a MN Health and Housing Alliance conerence and a

workshop or a local chapter o the American Society or Qualit

William Davis, MD, presented Winonas EMR at a conerence in N

York City

Health Executive magazine published a eature on Rachelle Schult

and theJournal of the American Health Information Management

Association published an article on WHs EMR.

WH hosted the Southeastern Health Inormation Management

meeting, attended by 65 people who learned about WHs EMR an

Baldrige journey. Attendees called the meeting extraordinary.

Collaboration

Board members, city ofcials and Chamber Ambassadors cut the ribbon or thenew parking ramp.


7/8

WHs gain rom operations was $2.54 million (4.1%

operating margin) versus a budget o $1.69 million, the

third consecutive year WH outperormed budget despite:

Charity Care provided to patients increased by more than

300%, totaling $596,000

Expenses related to bad debt increased by 86% to

$1,892,000

Employee health insurance costs increased by 24%

Operating expenses were within 2% o budget or the third

year in a row.

Liquidity has improved:

Cash increased during the scal year by more than $5

million

Cash-to-Debt ratio improved rom 84% to 105%

Days Cash on Hand improved rom 153 to 174

The capital purchasing process was rened to better deploy

capital:

43% o all requested dollars included a calculation o

Return on Investment

Dollars deployed were $2.14 million, compared to

budget o $2.2 million

WH worked with Winona County on mental health issues

and received a county stipend to help with 24-hour

psychiatric call coverage.

WHs investment returns or the 21-month period since

consolidating to three investment managers was 20.7%,

besting the benchmark o 14%.

Winona Health Physician Clinics improved their nancial

perormance by 6%.

Winona Senior Services improved their nancial

perormance by 18%.

Cost Per Adjusted Discharge (a measure o eciency)

decreased rom $6,020 to $5,801 ater two years o

increases.

Parkview Pharmacy revenue grew 14% in 12 months.

Winona Choice entered into a contract with Medica,

introducing a third major health insurance option in

Winona and enhancing rate competitiveness or employers

and providers.WH completed its annual bond rating review and

maintained its current Standard & Poors rating.

An independent audit was completed with a clean opinion

and no material adjustments made to nancial statements,

indicating WHs processes or recording transactions,

compiling nancial statements and reporting nancial

inormation is eective and internal controls are working.

The Winona Health Foundation developed its mission,

vision, values and strategic plan.

The WH Foundation supported WH:

Received gits rom the community o almost $451,000

The Ben and Adith Miller Patient Care Fund assisted 81Winona residents by paying medical bills o $263,000,

a 60% increase over 2004

The Tree of Lights annual appeal raised almost $51,000,

a 19% increase over 2004

The Ben and Adith Miller Classic raised $135,000 or the

Ben and Adith Miller Patient Care Fund

Hugh and Vera Miller and RTP Company donated $25,000

to the Ben and Adith Miller Patient Care Fund on behal

o Kent Gernander, recipient o the Ben and Adith Miller

Tribute

Business sotware was converted rom CPSI to Great Plains

(G/L, Human Resources, Payroll), Cerner (Patient Accounting,

Materials Management) and Kauman Hall (Budget,Reporting), while improving key nancial indicators.

WH signed the Attorney Generals agreement to ensure

uniorm billing practices or patients not covered by

Medicare, Medicaid or other insurance.

The coding and documentation process or complicated

pneumonia cases was improved.

WH received an additional 0.4% reimbursement rom

Medicare or voluntarily reporting 10 quality measures,

resulting in approximately $35,000 annually.

Stewardship

Winona Health Physician Clinics improved their fnancial perormance.

The Auxiliary supports Winona Health with gits o time, talent and

treasure.


8/8

Emergency Department SatisfactionTarget: 78.9%

Goal: Improve the overall quality o Emergency Department care and

service to increase patient loyalty.

Medicare Average Length of StayTarget: 4.4 days

Goal: Enhance care coordination to ensure optimum clinical

service and resource use.

Medical Opportunities for ImprovementTarget: 10% increase in hospice average daily census

Goal: Develop a pathway or end-o-lie care to ensure patient-,

resident- and amily-centered care.

Operating MarginTarget: 3.5%

Goal: Maintain a solid operating margin to balance Winona Healths

mission and costs.

Looking ahead . . .Winona HealthsKey Initiatives or 2006

855 Mankato Ave.

Winona, MN 55987

winonahealth.org

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Winona Health Accomplishments 2005

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