Working together spring 2014

S P R I N G 2 0 1 4

Working Togetherf o r UMMC

Dear Colleagues,

MMC is continually planning ahead to meet the

challenges that we can predict – and to be ready for those we can’t.

I am excited to share with you a bold, five-year strategic plan for

2014-18 developed by UMMC leaders, including staff and physicians

from both campuses – University and Midtown – that positions us

well for the future.

This ambitious plan depends on our providing excellent and

compassionate care in the most cost-effective way. All Maryland

hospitals face a challenging and bold, new reimbursement

environment. Each of us will be required to approach our jobs

in new ways.

By understanding all the factors that go into how our hospital is paid

for the care you deliver, you can have a direct impact on our ability

to deliver the best care and the best patient experience. We must also

always be aware of ways to be more efficient and reduce our expenses.

And by doing that, you have a direct impact on making sure UMMC

remains financially able to continue to fulfill our mission of teaching,

discovery and patient care.

Every role in our hospital is important and every staff member is critical

to our mission. Thank you again for your patience and willingness to

adapt to the changing health care environment, and for what you do

every day for our patients.

Sincerely,

JEFFREY A. RIVEST President and Chief Executive Officer

w All Hands On Deck for a Smooth Patient Experience

w Crews Transform 4 North Into New NICU

w Strategic Plan Insert

ALSO SEE

Inside:

PUBLISHED IN CONJUNCTION WITH THE SPRING EMPLOYEE COMMUNICATION FORUMS

U

Maryland has always had a waiver from the federal government that gives the state permission to set hospital rates. A

state agency – the Health Services Cost Review Commission (HSCRC) – is responsible for setting the rates. Maryland is the only state with such a system. What is being tried in Maryland has never been done before on such a large scale. Maryland’s new waiver, as of Jan. 1, 2014, is complex, but the impact it has on patients and health care workers boils down to two basic principles: 1. The amount of money to pay hos-pitals in Maryland is being capped on an annual basis, based on population in the state, not based on how many patients are treated in each hospital. 2. The amount of money hospitals get paid will be directly affected by how good a job they do taking care of patients – including readmission and infection rates and what patients report in satisfaction surveys after they go home. The new rules tie hospital finances more directly to quality of care. Even patient satisfaction scores will have an impact on how much money hospitals receive for caring for patients. (See story, page 2) The waiver requires more emphasis on ambulatory care, discharge planning and coordination across both campuses of the University of Maryland Medical Center to ensure care is delivered at the most appropriate location for the type of care needed – the right care, in the right place, at the right time, for the most effective cost. UMMC University Campus and UMMC Midtown Campus are also looking at ways to reduce duplication where it makes sense to do so.

FOCUS ON SUCCESS AFTER DISCHARGE

Hospitals now have a financial incen-tive to make sure patients have a suc-cessful transition home. Both UMMC campuses started a program called Transitional Care Coordination (TCC), to have a nurse case manager meet with certain patients long before they are discharged. It’s an innovative collaboration between the inpatient and outpatient staff: Nurses and other unit staff let the TCC team know of patients who, after discharge, might have trouble keeping up with their health needs, such as obtaining prescription drugs and having access to primary care or follow-up doctor appointments.

RIDING THE WAVE – AND THE WAIVER – TO RAISE QUALITY AND LOWER COSTS

“In addition to sustaining and even

improving the quality of our patient

care, we need to treat people nicely –

the way we would want someone to

take care of us or a loved one,” said

Lisa Rowen, DNSc, RN, senior vice

president and chief nursing officer.

“Not only will this help our patients

heal, it will position UMMC as a top

performer in patient satisfaction.”

As of Jan. 1, 2014, hospitals in

Maryland are under a new payment

structure. Hospitals’ rates will be

lowered – meaning less money for

salaries, staffing and to provide patient

care – if they don’t do the following:

1. Reduce by 30 percent their rates

of infections and injuries that

occur in the hospital.

2. Do a better job of keeping

patients healthier and out of the

hospital once they are discharged.

3. Keep total hospital revenue

growth down, regardless of the

number of patients treated.

DELIVERING HIGH-VALUE HEALTH CARE2018 VISION: UMMC will be known for providing high-value and compassionate care,

improving health in Maryland and beyond, educating future health care leaders and

discovering innovative ways to advance medicine worldwide.

O U R M I S S I O N : W E H E A L • W E T E A C H • W E D I S C O V E R • W E C A R E

STEWARDSHIP & COMMUNITY ENGAGEMENT

STRATEGIC INNOVATION

EXCEPTIONAL SERVICE

HIGHLY ENGAGED PEOPLE

PATIENT SAFETY & QUALITY


EXCEPTIONAL SERVICE



2014 – 2018 UMMC STRATEGIC PLAN

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UMMC will provide safe, high-quality care, maintain a safe and secure environment for patients and staff, and

become a recognized leader in achieving optimal clinical outcomes.

UMMC will be an “employer of choice” and a leader in staff recruitment, retention, satisfaction and ongoing

leadership development.

UMMC will provide compassionate care and outstanding service in a culturally sensitive manner to all patients

and families, exceeding expectations.

UMMC will develop innovative programs and services to improve the health status and quality of life for

residents of communities served while fulfilling our academic mission to educate and advance knowledge.

UMMC will achieve revenue growth and manage operating expenses to achieve financial results allowing

investment in our strategic priorities, while meeting our mission to provide services to all.

2

ALL HANDS ON DECK NEEDED FOR A SMOOTH PATIENT EXPERIENCE

atient satisfaction scores matter more than ever, and the state formula for setting the reimbursement that UMMC receives to care for patients will depend partly on how patients rate their hospital experience. “All of us who work in the Medical Center are used to hearing about forces that affect health care that we have little control over,” said Kerry Sobol, MBA, RN, director of C2X and the patient experience. “But every single one of us can make a big difference in a patient’s stay with us -- whether you’re a member of the clinical staff or you’re an office worker who happens to be walking through the atrium when a patient or family member needs help or has a complaint.”

QUALITY-BASED REIMBURSEMENTIn deciding what hospitals are paid, starting this year the state will factor in each hospital’s performance in three areas: 1. Core measures 2. Patient outcomes 3. Patient satisfaction This new system of deciding how hospitals are paid is called “quality-based reimbursement.” By being mind-ful of every interaction with patients and making sure patients feel cared for so they can get well, a staff member can directly improve how much money the hospital has to operate and to deliver the best care for patients. For example, if UMMC were to do poorly in the above measures, it could result in a $23 million drop in revenue next year.

PATIENT SURVEYSA sample of UMMC patients gets a survey phone call after going home, with the results reported at www.hospitalcompare.hhs.gov. Patients are asked questions such as whether the staff treated them with dignity and respect, or whether the hospital was quiet at night or clean. The answer choices are: always, sometimes,

usually, or never. The only answer that matters is always – anything below that puts the hospital at risk for lowering its rates the next year. If the survey results were letter grades, it would be as if a hospital could earn an A, B, C, D or F, but anything lower than an A is a failing grade.

HOW TO GIVE PATIENTS A BETTER EXPERIENCEThe overriding principle is to be kind and helpful, even if a patient is complaining about something that is not your fault, Sobol said. “The important thing is to share any complaint with someone who can help,” Sobol said. “We want to know what people aren’t happy about, so we can try to make it better.” Sobol said the hospital has been trying for years to improve patient satisfaction scores. It isn’t easy, because so many factors, so many departments and so many staff contribute to the patient’s experience. Any one of them falling short can color the patient’s whole experience. “The most important way to improve scores is to have consistency,” Sobol said. “It’s very hard, but at some point the blocks will all line up, and we will move those scores up.”

Individual staff members in a hospital have a direct impact

on how patients rate their hospital experience.

reimbursement

Act with HEART stands for: Hear what they are saying. Empathize with them. Acknowledge and apologize without being defensive. Respond appropriately and get help if needed. Thank them for sharing the issue so we can improve.

>>> To find out more, or to get a badge tag with the program information, ask your manager or email Kerry Sobol at [email protected]

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TOP 10 WAYS WE CAN INFLUENCE THE PATIENT EXPERIENCEFrom the Patient Experience Team

Greet your patients and families

with a smile and genuine concern.

Introduce yourself!

Reassure them that they are in the

right place, and that you will take

good care of them.

Use empathy when communicating

– share in your patients’ and families’

experience; stay connected to them.

Educate your patients and families

as needed. Know what resources

exist for them – and offer them with

compassion.

Follow through on issues and

concerns, use Act with HEART strategies and report up the chain

of command if needed.

Work as a team! Do not use blaming

language; accept accountability

for everything the patients and

families experience – even if you

are not directly responsible.

Keep our environment safe, neat

and inviting.

Watch your non-verbal communica-

tion. Body language speaks volumes.

Stay positive – use positive phrases

such as “We can help you” or “I

am here for you.” Resist the urge

to burden patients with personal

frustrations, such as by saying, “This

problem happens all the time.”

Take pride in your work and in our

organization! Your confidence drives

our patients’ and families’ trust in us

as their health care provider.

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quality-based

UMMC DEVELOPS STRATEGY FOR A STRONG FUTURE The next few years require a great deal of strategic planning as the delivery of health care reinvents itself.

A year’s worth of study and work went into the 2014-2018 Strategic Plan: “Medicine on a Mission: Delivering High-Value Health Care.”

The title is purposeful – “high-value health care” refers directly to increased attention to spending every dollar wisely, in a way that makes patients and the community healthier.

The new strategic plan looks at state and regional demographic numbers – where the population is growing, what the age distribution is, what the greatest health care needs will be in 5 years – and how to most effectively utilize both

campuses of UMMC – the University Campus and Midtown Campus. The two locations will focus on coordinating services to maximize the strengths of each and provide the right care at the right time, in the right setting.

For example, the most critically ill patients will be cared for at the University Campus, which has many specialized intensive care units. Other services, such as ambulatory (outpatient) care and same-day surgery, will grow at the Midtown Campus. More faculty physicians from the University of Maryland School of Medicine will

practice at the Midtown Campus in addition to veteran community-based physicians.

“I encourage you to learn more about our five-year strategic plan, and what you can do to help us reach our goals,” said Jeffrey A. Rivest, president and chief executive officer of UMMC. “To that end, we have created a special strategic plan website that features a fun and informative video, key plan goals and strategies, our new mission and vision statements, and more.”




THE STRATEGIC PLAN MATTERS TO EVERY STAFF MEMBER:• Everyone’sinputanddedicationwillbeneededtoputtheplanintopractice.

• Understandingthegoalsoftheplanwillhelpallstaffdotheirjobsinawaythatmaximizes

the financial health and reputation of the Medical Center.

• IftheMedicalCenterhasastrongplanthatwillkeepitfinanciallysound,themissionofthe

hospital will continue to flourish.

• StaffwillfindmoresatisfactionintheirworkwhentheMedicalCenterisfinanciallysound,and

able to provide staffing, salaries and resources to ensure great patient care and customer service.

• Understandingthestrategicplanwillhelpensurestaffandresourcesareusedwiselyandwith

a view to the future.


reimbursement

See the video at umm.edu/stratplan

Also, see the strategic plan insert in this issue of Working Together for specific goals and strategies.

onstruction crews started May 1 on a yearlong project to transform the fourth floor of the North Hospital (4 North) into an expanded Neonatal Intensive Care Unit (NICU). The target completion date is May 1, 2015. Staff and faculty in Women’s and Children’s Services have been advocating for a new NICU for years to better serve the families of newborns who need intensive care immediately after birth. A new NICU and labor and delivery area are both part of the Women’s and Children’s Services Master Plan. The labor and delivery unit construction could start as early as next summer.

The new NICU will feature 52 private rooms that will include a family area so parents can stay with their newborn overnight. Full bathroom facilities for parents will be available on the unit. The current NICU on 5 South has 40 bassi-nets, arranged in four large rooms that each have 10 infants. The unit is nearly always at capacity, meaning that sometimes a high-risk pregnancy patient must be directed to another hospital in the area with NICU space. The new unit will al-low UMMC to serve more of these patients. More than 11 departments have helped create space for the new NICU. Much like an intricate domino arrangement, a series of more than 11 moves had to occur – starting more than two years ago – to relocate several patient units and faculty offices so that 4 North could be free and clear for the new construction.

CREWS TRANSFORM 4 NORTH INTO A NEW NICU




O U R M I S S I O N : W E H E A L • W E T E A C H • W E D I S C O V E R • W E C A R E



EXCEPTIONAL SERVICE


PATIENT SAFETY & QUALITY


EXCEPTIONAL SERVICE




5 K

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sUMMC will provide safe, high-quality care, maintain a safe and secure environment for patients and staff, and

become a recognized leader in achieving optimal clinical outcomes.

UMMC will be an “employer of choice” and a leader in staff recruitment, retention, satisfaction and ongoing

leadership development.

UMMC will provide compassionate care and outstanding service in a culturally sensitive manner to all patients

and families, exceeding expectations.

UMMC will develop innovative programs and services to improve the health status and quality of life for

residents of communities served while fulfilling our academic mission to educate and advance knowledge.

UMMC will achieve revenue growth and manage operating expenses to achieve financial results allowing

investment in our strategic priorities, while meeting our mission to provide services to all.

The Division of

Vascular Surgery

moved out of 4

North and into the

10 South space

vacated by

Clinical Practice

and Professional

Development.

Neurology faculty

offices moved out

of 4 North and

into the Paca-Pratt

Building.

The Finance

Department

moved from

Paca-Pratt to

250 W. Pratt St.

The Finance move

freed up space

for the divisions

of Cardiology and

Cardiac Surgery

to move faculty

offices from 3

South and 4 South

to Paca-Pratt.

Outpatient

Rehabilitation

offices then moved

from 4 North

to 4 South.

The Vascular Lab

moved from

4 North to 3 South.

Orthopaedics

faculty offices

moved from

11 South to

Paca-Pratt.

Anesthesiology

faculty offices

moved from 8

South into the

11 South space

vacated by

Orthopaedics.

The General

Surgery faculty

moved from

4 South to the

Greene Street

Building.

C

HERE’S WHAT HAD TO HAPPEN:

Construction crews begin turning 4 North into a 38,000-square-foot NICU.

The University of Maryland Medical Center is an equal opportunity employer and proud supporter of an environment of diversity.

This publication is printed on recycled paper.

][ R I D I N G T H E W A V E T O R A I S E Q U A L I T Y A N D L O W E R C O S T S

4

benefitsOPEN ENROLLMENT

MAY 5–23 EVERYBODY MUST ENROLL to have benefits coverage after June 30

» Enroll via HRConnections

» From the intranet or at www.umms.org/ hrconnections

» Questions? HRConnections Service Call Center 1-855-486-6747

@umms.org/

hrconnections

HUMAN RESOURCES REMINDERS

HRConnections is… the new online portal for staff to manage their benefits – during open enrollment and all year long – to update personal information, obtain information on accrued vacation, and view or print paystubs and W2 forms.

Get there via the bright red box on the Intranet home page, or from your home computer, smartphone or tablet via www.umms.org/ hrconnections

Need to ask a live person for help? The HRConnections Service Call Center professionals are available at 1-855-486-6747.

Paula Henderson, MBA, vice president for human resources, UMMC (University and Midtown Campuses) and UM Rehabilitation & Orthopaedic Institute

Amy Fulmer, director of employee and labor relations, UMMC

Your HR Leaders

Connecting you with UMMS Human Resources Shared Services and Support

ONLINE

From work: select the HRConnections icon on the intranet

From home: go to www.umms.org/hrconnections

SERVICE CENTER

Contact: 1-855-4UMMSHR (1-855-486-6747)

Hours of Operation: Monday – Friday, 7:30 am - 5:00 pm

Staff members who celebrated a milestone year in their service to UMMC/UMMS

were honored this spring at two events. The employees who have given 5 or 10 years

of service enjoyed a luncheon at the Baltimore Hilton on March 28. More than 360

employees were honored for their 5-year anniversary and more than 260 were

recognized for 10 years.

A gala March 29 honored those with 15, 20, 25, 30, 35, 40 or 45 years of dedication

to UMMC/UMMS. An impressive number – 12 employees – celebrated their 40th or

45th years of service during the gala.

“It is truly the privilege and pleasure of UMMC senior leadership to honor our staff

who are celebrating significant service milestones. We’re grateful to the hundreds of

annual service awards recipients for their commitment to UMMC, collaboration with

their colleagues, and contributions to our patients and their families,” said Jeffrey A.

Rivest, president and chief executive officer.

STAFF HONORED FOR SERVICE MILESTONES

Working together spring 2014

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Transcript of Working together spring 2014