Children's Hospital Times

OCT/NOV 2002

Change

Inside:

INTRODUCING A SPECIAL ISSUE OF CHILDREN’S HOSPITAL TIMES

President’s Message: The Ideal Patient Experience– pg. 2 Human Resources: Navigating Change– pg. 4 Ambulatory Network: Benefits of Growth– pg. 5

Research: Changing Perspective– pg. 5 Profiles: Meet Our Champions– pages 6 and 7 Diversity: Mentoring Change– pg. 8

The Children’s Hospital of Philadelphia® A pediatric healthcare network

Introducing

ATIENT EX P L

C RIEN E PE

THE IDEA

THE IDEAL PATIENT EXPERIENCE

Dear Fellow Employees: I recently posed the question: If you had the chance, what would you change at The Children’s Hospital of Philadelphia?

This issue of Children’s Hospital Times is dedicated to the concept of change.

The people featured on the cover and in stories on the following pages are your fellow employees and physicians. They are champions who are fully engaged in finding new ways to make Children’s Hospital an even better SETTING THE STANDARD place to work or come for care. Some are engaged in helping us incorporate Improving Service and Quality for Patients, diversity into every aspect of our organization. Others are leading the charge on specific projects, from simplifying computer systems to streamlining purchasing, Families, Physicians and Employees from improving access for patients and physicians to reviewing our recruitment and retention efforts. ®

In recent months, we’ve gotten great ideas and suggestions from many of you. I’m pleased (though not surprised) to learn that so many people care so passionately about this institution and about the patients and families we serve. Even those of you who don’t work directly on the front lines of care clearly understand that your efforts ultimately make a difference in the life of a child.

First, let me thank each of you for your commitment, caring and continued efforts to make and sustain Children’s Hospital as the number-one rated pediatric hospital in the nation.

Now I’d like to talk about the ways in which I believe we can become an even better institution. I want to improve service and quality at Children’s Hospital in ways you may not even be able to imagine. I call this vision The Ideal Patient Experience, and I consider it the most important priority for Children’s Hospital during my tenure here as president and chief executive officer.

If you had the chance, what would you

change at Children’s Hospital?

I’ve been associated with this institution for more than 20 years. I started when Children’s Hospital was just a single building focused almost exclusively on specialized inpatient care. Over the past decade, I’ve seen this institution grow and expand in dramatic ways. Today we operate the largest pediatric healthcare system in the nation.

It hasn’t been growth for growth’s sake. All along, our network expansion has been a measured, proactive response to meet the needs expressed by our patients and families.

We continue to lead the way by championing changes that ultimately seek to improve the lives of the children and families we serve.

Despite growth, our mission remains clear. We seek to provide the highest quality pediatric clinical care, education and research. But the methods and manner by which we seek to achieve this mission must change with the times. New technologies demand new solutions. The way that we conduct business today may become obsolete tomorrow.

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CHAMPIONS OF CHANGE

Members of the Diversity Council and The Ideal Patient Experience process teams are leading the way toward positive change at Children’s Hospital.

Become a champion for Children’s Hospital.

Embrace The Ideal Patient Experience as a vision of excellence. Let’s continue to challenge ourselves to seek new ways to improve service and quality for children, families, physicians and employees across our network.

Just as we have pushed the boundaries of pediatric medicine, we must now also push for operational excellence at every level of our organization. In order to thrive and succeed, we must develop more streamlined, cost-effective ways of conducting business. We must eliminate duplication and simplify systems.

Remember: the point of this endeavor is to work together. At every point of every task, we must stop and ask ourselves: Is this the best way to provide service to patients, families, fellow employees or physicians? Does my effort improve quality in any way?

A Few Ideal Patient Experience Leaders:

(1) Marge Austin, project manager, Information Systems (2) Jane Barnsteiner, R.N., Ph.D., director, Nursing Practice and Research (3) Michael J. Barbella, director, Health Information Management (4) Vince Boltz, director, Purchasing (5) Douglas A. Canning, M.D., chief, Urology (6) Mike Corbo, finance officer, Children’s Health Care Associates (7) Meryl Daly-Parker*, R.N., nurse manager, 5 West (8) Grace Falkowski, contract manager, Purchasing (9) Carolyn Greess, HRIS manager, Human Resources (10) Trude A. Haecker, M.D., medical director, Primary Care and Community Health Services (11) Mark A. Helfaer*, M.D., chief, Critical Care Medicine (12) Rosanna Hollingsworth, accounts payable manager, Finance (13) Regina Howard, patient access manager, Admissions (14) Mary Lou Manning, R.N., Ph.D., executive director, Center for Process Innovation (15) Bob Minnick, director, Materials Management (16) Linda C. Parris, executive director, Children’s Surgical Associates (17) Mark Rodi, director, Specialty Care Services (18) Bergitta Smith*, director, Medical Staff Affairs (19) Lynnette Smith*, manager, Career Services, Human Resources (20) James M. Steven, M.D., chief medical officer (21) Roger Wood*, director, Research Operations

I look forward to working with each of you to help make positive change happen at Children’s Hospital. Thank you!

Steven M. Altschuler, M.D. President and Chief Executive Officer

Once you begin to ask these questions, you will be amazed at the answers you may discover.

I know that I am challenging you to change: not only the ways in which you work, but the ways in which you think about work. I am asking you to embrace diversity across our organization. I am asking you to bring a fresh perspective, a critical eye, a new approach to problem-solving. I’m asking you to join me on this journey. Help make Children’s Hospital a place where children and families clamor to come, knowing that we always have their best interests at heart. Let’s work together to create a nurturing environment where employees and physicians come each day feeling valued and supported.

Diversity Council Members:

(1) Liana Clark, M.D., adolescent health specialist, Adolescent Medicine (2) Jennifer Knight, family services coordinator, Family Relations (3) Sean K. Lincoln, Ph.D., administrator, Diversity and Work/Life Initiative (1) Jeffrey A. Rivest*, executive vice president and chief operating officer

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Members of the Diversity Council not pictured: Charles Adams, M.S.W., social worker, Hematology; Tami Benton, M.D., acting director, Clinical Services, Child and Adolescent Psychiatry; Jose E. Hernandez, senior compensation administrator, Human Resources; Thomas Moshang, M.D., director, Diagnostic and Research Growth Center, Endocrinology * Also a member of the Diversity Council

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“Through change, there is potential for growth and a better way of doing things.”

Human Resources By gathering and pursuing information, Shawn has been proactive in creating his own future. “I didn’t sit back and wait for change to affect me,” he says. With the support of Children’s Hospital, Shawn set goals and did what he needed to achieve them. “Without the support of this organization, I may have gone elsewhere,” says Shawn.

“I didn’t sit “But we were both comback and wait mitted to making these changes succeed.” for change to

affect me.”

Children’s Hospital is committed to making change successful for employees on a larger scale, as well.

Through a course entitled “Champion Change,” Shawn helps managers guide employees as they navigate change within our own organization. “Change does not have to be negative,” says Shawn.

“Through change, there is potential for growth and a better way of doing things.” He is definitely proof of that.

For information on the course “Champion Change,” visit the Center for Career Development on the employee intranet at http://intranet.chop.edu.

ARE YOU READY TO EMBRACE CHANGE?

Shawn embraces five attributes that he feels individuals must possess in order to successfully respond to change:

Navigating Change – Leading by Example

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Optimistic – positive and enthusiastic, will accomplish goals despite adversity.

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Risk-taker – takes risks and defies established conventions.

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Responsible – accepts responsibility to produce

Shawn Mott:

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hroughout his 10-year career at Children’s Hospital, Shawn Mott (above) has been a witness to great change within the institution.

He has also embraced change on a personal level. Through three different positions, he has gone where his talents and interests have taken him — and viewed change as a necessary process to achieve his goals.

Shawn began his career at Children’s Hospital in 1992 as a Child Life specialist, working in Day Surgery. Though he enjoyed his work, he eventually felt the pull to try something new. He moved to Special Immunology Programs as a career counselor for HIV+ teens. After nearly five years, the grant money funding his position ran out, and Shawn found himself involuntarily out of a job — but he was prepared.

“Even before the grant ended, I was planning my next beginning,” says Shawn. “I decided to go to graduate school to acquire additional skills, and I began networking with employees throughout the institution.” His efforts soon paid off. Through a partnership with Human Resources Development, Shawn became an intern in the office, fulfilling both his need to acquire appropriate skills and that office’s need for his unique perspective and expertise. This arrangement led to his current position as a learning and organizational development consultant.

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results.

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Persistent – perseveres to accomplish objectives

despite obstacles and challenges.

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Socially Agile – exhibits social behavior that

facilitates productive working relationships.

Excerpted from De-engineering the Corporation – Leading Growth from Within, Berger, Sikora & Berger.

Research Ambulatory Network Network Growth Benefits Employees, Patients and Families

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emember when Children’s Hospital consisted of a single building at 34th Street and Civic Center Boulevard in West Philadelphia? Many employees working throughout the network recall memories of a smaller institution — a warm, friendly environment where everyone knew each another and there was a special sense of camaraderie. Considering the explosive growth of our network, many long-term employees further recognize that the atmosphere has changed a bit since those days. Yet most agree that growth is good: it helps reinforce the Hospital’s mission to bring its world-class care to as many patients and families as possible.

Kwaku Ohene-Frempong, M.D. Jacqueline Pondexter, operational supervisor at the Specialty Care Center in Voorhees, started her career at Children’s Hospital 24 years ago, long before the network started. “Children’s Hospital has changed for s one of the top-ranked pediatric hospitals in the world, The Children’s the better,” says Jackie. “The concept of bringing our Hospital of Philadelphia has long attracted families from around the globe services directly to people shows the kind of instituseeking the best care for their child. However, when it comes to children tion we are.” While expansion has been beneficial with sickle cell disease, many affected families from abroad live in Children’s for patients and families, it’s also been personally Hospital’s own back yard.

“Understanding great for her. “I have to admit, it’s more conveDue to a burgeoning West African immigrant community in the Philadela family’s cultural nient,” she adds. “Instead of driving an hour or phia region, Kwaku Ohene-Frempong, M.D., (above) director of the Combackground is more, my commute is now 20 minutes. That’s prehensive Sickle Cell Center and an internationally recognized authority on great at the end of a long workday!” valuable in providing sickle cell disease, now sees many local sickle cell patients from West Africa, superior care.”

While the changes involved in expansion have including his homeland of Ghana. An estimated 80,000 people in the United been challenging, Trent Smith, senior vice presiStates suffer from sickle cell disease, a group of inherited red blood cell disorders dent, Ambulatory Services, explains that growth and most prominent in men of African descent. expansion was paramount in order to meet the needs of “Many people in the African community are not even aware they have the disease, and patients. He notes that Children’s Hospital’s services many are ashamed to come forth,” says Dr. Frempong. He notes that culture determines have become much more geographically accessible to how people view and make sense of the world, particularly how they experience health, families throughout the tri-state region. “Before the illness and medical care. The challenge for those conducting research and providing care expansion, many families were reluctant to travel into to this community is to break through the feelings of shame and secrecy, as well as deal Philadelphia for services, especially for those that are with many other factors typical to immigrant populations. routine in nature,” says Trent. “Now families can access our services at more than 40 locations throughout “Often, these families have an aversion to human experimentation. Sometimes, as foreigneastern Pennsylvania, southern New Jersey and northern ers, they feel that they are being singled out for clinical trials,” says Dr. Frempong. Many Delaware.”

West Africans keep their child’s disease secret from friends and family, which can adversely influence the treatment options that families will consider.

Trent adds that even with the geographical distances,

Treating Between the Lines

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most employees in the network feel that they are fulfilling the mission of Children’s Hospital and enjoy being part of an organization that is improving the lives of children, regardless of their location.

“I once saw a patient whose West African parents were well-educated. All they wanted to discuss was bone marrow transplantation, which can carry serious risks,” says Dr. Frempong. “I often need to convince families not to focus on simply getting rid of the disease, but to proceed with the most practical treatment for their child.”

He’s noticed that pioneers like Jacqueline convey a special sense of pride. “I’ve found that employees throughout the network are proud to carry the Children’s Hospital flag into their communities,” says Trent. “They’ve embraced change and made it work for themselves and for the patients and families they serve.”

Simply being at Children’s Hospital is often the impetus for a change of perspective in these families. In West African culture, anything short of perfect is often deemed unacceptable; children with a disease or disability often face a future of limited possibilities. “In the United States, every effort is made to make your life as regular as possible,” says Dr. Frompong. “These families see many children who are not ’perfect’ being encouraged to be all they can be. That can make quite an impression.”

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Embracing

EXCELLENCE

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embers of the Diversity Council and leaders of The Ideal Patient Experience process teams consist of employees on the cutting edge of positive change at Children’s Hospital. While their areas of expertise may seem different, their common goal is close at hand: to make Children’s Hospital a better place for patients, families, physicians and employees.

The Ideal Patient Experience is a vision of excellence that seeks to streamline Hospital operations and improve customer service through process innovation. To date, seven process teams have been formed to identify and address key institutional issues, from new methods of employee recruitment to simplified billing and purchasing, from centralized medical records to an improved information infrastructure that will enable departments and geographic locations to interface seamlessly.

Similarly, the goal of diversity initiatives is to improve the experience of all employees and provide direct benefits to patients and families. Diversity activities help nurture employees to be innovators and help us remain at the forefront of pediatric healthcare. The point is to realize that every person — whether they provide direct patient care, conduct research or offer administrative support — makes a significant contribution to Children’s Hospital’s continued excellence.

The seven people featured here are helping lead the way to a more inclusive, efficient and compassionate Children’s Hospital. They remind us that every employee has a valuable role to play in creating The Ideal Patient Experience.

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The Ideal Patient Experience:

A Profile of Three Leaders Donald F. Schwarz, M.D.

Alison Marx

Imagine people sitting around a table, all speaking different languages.

Obtaining and utilizing accurate information is crucial to deliver outstanding care and service to patients and their families. Alison Marx, (below at right) a champion of the Patient Access and Revenue Cycle team, hopes to make the process of accessing care and acquiring information as stress-free as possible.

Our current information systems face a similar dilemma. In his role as physician sponsor of the Information Management work group, Donald F. Schwarz, M.D., (below at left) says, “Currently, we have the best available software for all of our needs. But these hundreds of different programs don’t always interface easily. The expense of maintaining all the interfaces can be huge.”

One possible solution: Identifying one software vendor that can meet all the institution’s needs.

The goal is to simplify the current process of obtaining clinical information and assure that error is minimized. With one system containing all patient information, families and physicians can obtain a child’s medical history (or extract relevant pieces) much more easily. “We’re embarking on a long-term process,” says Dr. Schwarz, “that we hope will make life easier for families, physicians and employees.”

Donald F. Schwarz is chief of the Craig-Dalsimer Division of Adolescent Medicine.

One key goal of the group is to streamline the current registration process, obtaining as much information about patients before they arrive.

“A family should be able to focus on getting care for their child,” says Alison. “They shouldn’t have to sit through lengthy registration on a day that is already anxious for them.”

She points out that an improved system benefits not only families, but those providing care as well. “By obtaining the most accurate, complete information and entering it into our systems, everyone treating a patient has up-to-date information that enables them to provide the best care possible.”

Alison Marx is operating officer for the Department of Pediatrics.

Winson Soo-Hoo, R.Ph. Wouldn’t it be great to have everything you need precisely when you need it? While some may consider this merely a dream, Winson Soo-hoo (center) is charged with making this a reality at Children’s Hospital. As project manager of the Inventory Management and Delivery process team, Winson and his team are determining the viability of creating electronic systems that can provide a perpetual inventory of supplies that will effectively monitor and adjust inventory levels depending on usage.

“The current manual system of ordering supplies is labor intensive and inconsistent,” says Winson. “With a more efficient system, employees will always have the supplies they need. Better yet, clinicians can spend less time on supply issues and more time caring for patients and their families.”

Winson Soo-Hoo is director of Pharmacy.

Meet Four Members of the Diversity Council Roosevelt Hairston Roosevelt Hairston (center, standing) sees the value of Children’s Hospital’s Diversity Initiative from many different perspectives: as an African American, he appreciates the fact that Children’s Hospital employees know that their employer is invested in them regardless of their race; as an employee, he believes that the institution considers its employees its most important resource; as a father, he feels confident in seeking care for his children at an institution that considers a diverse workforce a vital component in providing superior care.

As a rehabilitation nurse, Maria is particularly passionate about her work on the Disability Awareness subcommittee. “In rehabilitation medicine, we focus on people in terms of their abilities, progress and determination,” says Maria.

“Similarly, we need to size up a person not by what is ‘missing,’ but by all they have to offer.”

“Each individual has something to offer. Through promoting diversity, we can bring out the best in our employees.” She notes that as employees discover and develop their strengths, their selfesteem rises, and they become better workers.

Patients benefit as a result because employees are happier and more productive.

Maria Mihalko, R.N., is nurse manager of 3 East, 3 West and the Rehabilitation Day Hospital of Children’s Seashore House.

Through his work on the Diversity Council, Roosevelt helps show employees that they are valued. He has helped develop a mentoring program in which long-term employees show new employees the ropes. “The fast-paced culture here can often overwhelm newcomers and cause them to leave,” says Roosevelt. “By having people here help them navigate the system, we end up with happier employees who decide to stay.”

Jeanie Kim Carpenter

For Jeanie, the Diversity Council serves as an example and model for the rest of the organization. It’s a group devoted to bringing together a variety of different perspectives with the aim of creating a positive work experience and providing superior care for the patients and families that we serve.

“Diversity is not about making a big deal out of our differences,” says Jeanie, “but about getting beyond that and appreciating each other as individuals.”

Though still in its early stages, Roosevelt is impressed with the institution’s commitment to diversity. “For Children’s Hospital to tackle and support diversity while trying to keep pace with explosive growth is significant. As long as this institution-wide commitment remains, I have no doubt that we’ll get where we need to go.”

Roosevelt Hairston is associate general counsel for Children’s Hospital.

Maria Mihalko, R.N. Maria Mihalko (right) is always tempted to check the non-existent “human” box in questionnaires when asked to identify her ethnicity.

“These kinds of questions divide us,” says Maria. “People are much more than the sum of their parts. We need to begin thinking of people as individuals first, not as a member of this group or that group.”

Maria’s ideas about diversity were formed through her own experience. Though asked to join the Diversity Council to provide a Latina perspective, Maria was raised in a multi-ethnic household and grew up in a predominantly Italian neighborhood. “I don’t see myself as representing a specific culture, but as a unique individual providing a unique perspective,” says Maria.

To her, this is what diversity is all about.

Throughout her career, Jeanie Kim Carpenter (left) came to learn that managing people is all about one-on-one relationships. “How I relate to an employee and manage them needs to be flexible and develop along with the individual,” she says. Through this concept, Jeanie began to realize what diversity means to her.

“Diversity is simply about helping everyone feel valued,” she adds.

Jeanie Kim Carpenter is director of Primary Care Services, Primary Care and Ambulatory Services.

Frank LaMacchia In 1998, after only eight months at Children’s Hospital, Frank LaMacchia (center, seated) was in a motorcycle accident that changed his life in ways he could have never imagined. At age 23, Frank suddenly became a paraplegic and member of a minority group — one of the more than 43 million Americans with a disability. “Up until that point, I had a basic understanding of what diversity was,” says Frank, “but then I gained a whole new perspective.”

One of Frank’s current interests is improving accessibility for people with disabilities at Children’s Hospital. He recently led members of the Diversity Council and a representative from Facilities around the Main Campus, searching for locations that may be difficult to navigate for those with a physical disability.

Thanks to the work of this group, the Hospital is seeking to become even more accessible for employees, patients and their families.

Frank views the Diversity Council and its initiatives as an important way to communicate and demonstrate that everyone has a contribution to make. He says, “It shows the world that Children’s Hospital not only cares about our patients, but cares about its employees, as well.”

Frank LaMacchia is development manager with the e-Transformation/e-Medicine Center.

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DIVERSITY “This internship provides me with the opportunity to make a smooth transition from bench science to research administration,” says Wendy. “I’m grateful that Children’s Hospital allowed me to explore these options.

Along the way, she considered alternative careers in science. “Research moves in very small steps. You don’t see end results quickly,” says Wendy.

“I wanted to approach my field from a different perspective, to look at the larger picture and see how science intersects with society.”

Finds Her Way

By Changing Course

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hat do you do when you want to change course in your career? If you’re like Wendy Reed Williams, you take charge of your life and make steps to follow your heart.

A scientist with a doctorate in biology from The Johns Hopkins University, Wendy started her scientific career in the traditional manner, by conducting research, publishing and teaching. After finishing her degree, she spent a year conducting molecular biology research as a post-doctoral fellow at the U.S. Department of Agriculture, then arrived at Children’s Hospital two years ago for a post-doctoral fellowship in oncology research.

Through soul searching, Wendy realized that she needed to broaden her experiences beyond traditional lab bench research. She talked with different people to consider other ways that she could incorporate her scientific knowledge and research interests.

A staff member from Human Resources suggested that she meet with Judy Argon, vice president for Research Administration.

Her advice for others seeking to change careers? Wendy says: Do the research. Check out alternative career choices. Identify your professional strengths. Talk to people in the field about their career paths. Choose something that works for you.

Mentoring is critical, she adds. “Find someone who really wants to see you grow.

Someone who takes an interest in you, who will nurture you and recognize your talents,” says Wendy.

Wendy scheduled an appointment to solicit advice on how to move from bench science to administration. Judy took a personal interest and ended up creating a unique, six-month internship position for Wendy, which started last July.

“Once you’ve identified what you want, you’ll find it’s a great place to be.”

“Within two months, I knew that research administration was my niche,” says Wendy. “ I’ve always been curious about policy issues. How are decisions made? Who decides what gets funded? I’m also interested in education and bioethics. Who trains scientists to be ethical, moral and responsible?”

Wendy works with Research Administration staff on various projects — from institutional policy development and patent exploration to new training programs for research personnel. Grateful for Children’s Hospital’s support in her search, she’s now considering the next steps on her journey.

“Do the research.

Identify your professional strengths. Talk to people in the field. Choose something that works for you.”

Children’s Hospital Times is published by the Public Relations, Communications and Marketing Department for employees of The Children’s Hospital of Philadelphia. Comments and suggestions are welcome and should be submitted to the editor.

Steven M. Altschuler, M.D. President and Chief Executive Officer

Martha Phan Director, Marketing Communications

Paul Crane Bill Cramer Photography

Jeffrey A. Rivest Executive Vice President and Chief Operating Officer

Brad T. Snyder Senior Editor

Physician Referral Service 1-800-TRY CHOP (800-879-2467) www.chop.edu

Karen Muldoon Geus Vice President, Public Relations, Communications and Marketing

Jill McClary Art Director David Podrost Graphic Designer Bea Parker Communications Assistant

The Children’s Hospital of Philadelphia is an equal opportunity employer and will recruit, advertise, employ, promote, transfer, discipline and discharge without regard to race, religion, color, national origin, handicap, age, sex, sexual orientation or veteran status.

The Children’s Hospital of Philadelphia® A pediatric healthcare network 34th Street and Civic Center Boulevard Philadelphia, Pa. 19104-4399 1-800-TRY CHOP www.chop.edu A pioneer in pediatric medicine, education and research, The Children’s Hospital of Philadelphia has fostered clinical innovations and scientific breakthroughs that have advanced pediatric healthcare worldwide.

Children’s Hospital is ranked as the best pediatric hospital in the nation by a comprehensive Child magazine survey.

The Children’s Hospital of Philadelphia, the logo and Kids First are registered marks of The Children’s Hospital of Philadelphia.

Copyright © 2002 by The Children’s Hospital of Philadelphia

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Wendy Williams

“I realize that’s why I came to a place like this. I wanted to connect to the human aspect of research. That’s extremely important to me.”