CoxHealth Connection May 2015

‘We Want to Know’ feedback drives new benefits for employees / 3

At a glance: Our strategic plan / 6

VOLUME 11 ISSUE 5, MAY 2015

Special report: Our emergency departments offer a revamped environment for care

‘We give them the wow factor’ Branson’s new ED offers a great first impression and long-term benefits for staff members.

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ew construction and renovation projects are easy to get excited about.

Projects like Cox Medical Center Branson’s $30 million emergency department and critical care unit create a beautiful new space and a lot of excitement throughout the community. Long after the newness begins to wear off though, employees like nurse Chris LaRose will continue to recognize its lasting benefits.

“I’ve been here 17 years and when I started, it was only six rooms,” LaRose says. “To go from that to this, it is very nice.”

While the ED had grown considerably during LaRose’s career, nothing compares to the project that just wrapped up.

In April, Cox Branson opened the second and final phase of its new emergency department to patients. It is part See TECHNOLOGY, Page 4

Cheryl Webb, house supervisor at Cox Monett, prepares a bed in one of the revamped rooms in the Monett Emergency Department. After months of construction, the unit now features seven patient rooms and a trauma room.

Photos: Mike Wingo / Mindy Honey (Branson inset)

‘Fabulous’ space at Monett improves privacy, comfort Patients at Cox Monett now have access to a new, state-of-the-art emergency department that allows for more patient privacy and more efficient working conditions for staff members.

A ribbon cutting is planned this summer for the new department, which features seven redesigned patient rooms and a specialized trauma room. Several new rooms are already in use and leaders say the difference is stunning.

“The space is fabulous,” says Genny Maroc, president, Cox Monett Hospital. “It warms my heart to see the newly renovated space and know that our patients are having their needs met.”

The project has required months of construction, no small feat inside a department that has continued to operate 24/7.

Crews and staff members worked together

to allow for construction while keeping six rooms available for patients at all times. From adjusting project phases around flu season to avoiding and minimizing the noise from construction, the process required a lot of teamwork.

“Everybody was flexible,” says nurse manager See MONETT, Page 5

A drive to serve leads back home As long as he can remember, Eric Clay has sought out the best place to serve.

Meet our new Security director

That desire motivated him to join the U.S. Army after high school as a way to gain new experiences and see the world beyond his hometown of Springfield.

After serving in the military, he began a career in law enforcement, working in Missouri and Florida before moving into private security – as a contractor in international hotspots and back in the U.S. as director of security at Disney World.

The unique experiences he had hoped for as a teenager began to add up quickly: · He was among the first group of air marshals. · He provided security in more than 35 countries. · He’s negotiated with village leaders in rural Afghanistan. · He helped build a school in northern Iraq. · He’s been a bodyguard for Ariana Grande, Shaquille O’Neal and Colin Powell. · He’s had his entire wardrobe forcibly replaced by a baroness in Hungary.

As he carried out his duties at Disney, he began to look for a new opportunity: a chance to come home. He and his wife wanted to be close to family; when the director’s position opened at CoxHealth, it seemed like the perfect fit.

About 100 days into his tenure, we sat down with Eric for his take on what it means to serve the hospital where he and his children were born. Here’s what he had to say:

After a military and law enforcement career and years spent abroad in private security, Eric Clay, our new system director of Public Safety and Security, shares his thoughts on coming home to Springfield.

Photo: Randy Berger

Q

How did you begin your career?

As a young man, I worked so hard to get out of Springfield (laughs). I was convinced that Springfield was too small for me, so much so that I joined the Army to get away. I always wanted something bigger. Even when I first started as a police officer in St. Louis, I knew I wanted to be a fed at some point. I was always looking for something where my playground was bigger. I’ve been very fortunate – doors kept opening for me that allowed me to do a lot of different things.

Q

Q

in Orlando. I tried to get a transfer to Florida, but then an opportunity in international security came up with (private security contractor) Blackwater. They offered more money and more time at home with my family, and a chance to still serve my country.

Q

How did you come to work in security?

I was in law enforcement on Sept. 11, 2001. After that, I wanted to contribute in a greater way, like most everyone did. The FAA was looking for air marshals and I applied for the program. I was one of the first few hundred who got hired.

So, I was working for Homeland Security and I was based in Dallas, but my family was 2

What has the new role been What are some of the first On the job: like so far? changes you’ve pursued in the the first 100 days Health care is a lot different department? than the entertainment world, but it’s We’ve changed scheduling to similar to Disney in that we want to make better use of our resources and provide a secure environment that is open and welcoming to we’ve created new positions to create a career ladder within the families who come here. the department.

It’s a big job – I’ve been traveling to Monett and We’ve added sergeant positions to ease people into Branson and working to create a standardized department supervisory roles. We also created a major position, the that provides the same level of service on all of our campuses. second most senior position, to handle day-to-day operations, There was an opportunity to get people working more allowing me to spend more time in Branson and Monett. closely together and I’m enjoying seeing the department Everybody has been great to work with, from the become a team. It’s great for the system to have a well-oiled, administration on down. The team has been amazing in focused machine that is doing a lot to improve our safety. trying out new things and helping make these changes.

What was that like?

From 2005-2010, I worked in 35 different countries, everywhere from nice areas – Germany, Italy, the U.K. – to Afghanistan, Iraq, Pakistan – places that aren’t quite as nice.

They have their own charm, but they’re more dangerous. I never would have envisioned doing something like that, but it was great. I got to experience cultures I never would have seen if I had stayed in law enforcement.

What’s the most valuable thing you learned from those experiences?

It was definitely an education for me. It taught me how to accomplish things in difficult environments. In Iraq and Afghanistan, you’re hundreds of miles from a major city and you’re dealing with a small group of tribesman. Just from interacting with them, I learned how to make what I wanted to accomplish something they wanted to accomplish.

I looked for commonalities in how we could get things done.

I learned a lot about diplomacy and how building relationships with people allows you to do a lot more than you could without those skills.

See CLAY, Page 6

News in brief

Chamber honors Branson leaders, staff members

The Branson/Lakes Area Chamber of Commerce recognized health care leaders at the third annual Champions of Healthcare Awards. All five award recipients and 14 of the 16 nominees were employees of CoxHealth, or recently retired from CoxHealth.

The recipients included: • Dr. Peter Marcellus received the Community Caregiver Award for care that has affected thousands in the community.

• Cox Branson President William Mahoney received the Medical Innovator Award for his innovation in partnerships with community clinics serving the uninsured.

• Carol Myers received the Family Advocate Award for her work as the leader of a HRSA grant to improve public health through five major primary care clinics.

• Nathan Haynie, Radiology, and Jeanne Meyer, Ultrasonography, received The Patient’s Choice Award for their acts of kindness and generosity.

Join us for CMN Hospitals Telethon, Medical Mile

Mark your calendars for the Children’s Miracle Network Hospitals Telethon, which will be held the weekend of May 30-31. The annual event recognizes donors and raises funds for CMN Hospitals at CoxHealth.

The weekend also includes the Medical Mile and 5K run/walk. The race will be held rain or shine on Saturday, May 30. The mile event begins at 7 a.m. and the 5K begins at 7:45 a.m. Visit CoxHealth.com to register.

Hospital Week celebration set for May 11-15 CoxHealth’s Hospital Week, which recognizes the work our colleagues do each day to serve our patients, will be held May 11-15. The celebration will include a special recognition meal served by the leadership team on Wednesday, May 13.

Be watching Connect Daily and the intranet for full details on the celebration.

Photo: Russ Weller / Yvette Williams (inset)

New services for employees, such as 1906, The Employee Store (left) and the new employee clinic at Cox South (above) are among the changes made in response to the annual We Want to Know employee survey.

Store, clinic are our latest ‘perks’ CoxHealth leaders have set high goals for the organization including creating the best environment to work in as we care for our patients.

The goal under our People Pillar is to be the best place to work in health care. Reaching that goal won’t happen by accident, but through targeted actions that improve our experience at CoxHealth.

Feedback captured through listening tools like our We Want to Know employee survey led to two popular benefits, an employee health clinic and an employee store. These changes are getting positive reviews, perhaps because they get to the heart of employee satisfaction: benefits that make a difference in our lives.

The employee store, known as 1906, was an instant success for employees who liked the convenience of having home essentials available for purchase at work.

“I love, love, love the employee store!” wrote Jana Cornelis, Patient Registration, on an intranet post about the opening of 1906. “It’s great for grabbing milk or bread, or aspirin, etc. at the last second.”

A few months later, online sales and delivery extended the benefit to staff across CoxHealth.

Marolyn Rodriguez, a recruitment specialist in the Branson Human Resources department, ordered a few household items from the store and then returned to buy diapers for the March diaper drive. Online orders by Branson employees are delivered to the HR office for pick up.

“The staff loves the convenience,” says Rodriguez. “If they order early enough, their items are in Branson the same day. If not, it’s the next day.”

Annual survey set for June Employees will have the chance to share their opinions during the 2015 We Want to Know survey. This year will be a full survey with a chance to provide written comments.

This year will also feature a new vendor for the survey, Press Ganey, the same company that administers our patient satisfaction surveys. Press Ganey purchased the company that conducted our nursing NDNQI survey, which should allow integration of future nursing and WWTK surveys. Although the questions may be slightly different, employees will be assessed on similar themes including communication, leadership and engagement.

The survey will be conducted in May for Cox College and in June for the rest of the system. Be watching Connect Daily for more information about this year’s survey.

Convenience is also a feature of another new addition – the employee health clinic at Cox South.

Tammi Wilder, department secretary in Food and Nutrition Services, says she always gets right in to see nurse practitioner Tehesha Stegall the few times she’s needed to go to the clinic.

“I love not having to leave work,” says Wilder.

“Getting well and staying at work is important to me. If I’m not feeling well I can come to the clinic, get medication if I need it and get on my way to work as soon as possible.”

Wilder says the clinic was especially helpful this winter. In the past she would have had to call in and take the entire day off.

“It’s like a perk. Who has that? A medical clinic at your work, it’s awesome.”

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Technology, better design benefi From Page 1

of a 60,000-square-foot project that started in the fall of 2013.

The emergency department now consists of 26 private exam rooms, eight private clinical decision rooms, five rapid treatment rooms and two trauma rooms. In September 2014, the first phase, which consisted solely of new construction, opened 14 private exam rooms. Since that time, the former emergency department and critical care unit have been undergoing extensive renovation to double the space.

“This is the front door to the hospital,” says Misty Denevan, director of Emergency Services and Critical Care. “Most of the admissions in our hospital come through our emergency department, so this is their first experience and this is where we want to give them the ‘wow’ factor.”

While the emergency department now has a modern look, the benefits of the project go far beyond its appearance.

“One of the biggest and best changes is that we have everything in the patient rooms that nurses need,” Denevan says. “In the old ED, all of the IV supplies and everything a nurse needed to take care of a patient was centralized at the nurses’ station, so you were often going back and forth throughout the emergency department. Having everything in the patient room is a huge improvement.”

“I don’t have to go hunt in different places for the equipment I need,” LaRose says. “The patient rooms have a lot of space; the equipment is in the rooms. It is hard to describe how nice it is to have the updated equipment to work with and the patients love it.”

Devenan says adding computers in each room has been 4

The new EDs in Monett (below) and Branson (right) are providing more advanced and more efficient environments for our patients and colleagues. The final phase of the Branson ED was completed in April. A ribbon cutting is planned this summer for the completed renovations in Monett.

Key points • Our expanded EDs are a ‘front door’ for our hospitals.

• Renovated spaces and new processes improve care.

• New spaces and technology improve daily work for staff.

Ph

Critical care unit ‘empowers us to provide the best care for patients’ In addition to the new Emergency Department in Branson, staff members have also settled into a new critical care unit.

“Our new critical care unit is incomparable to anything we’ve ever had in Branson,” says Theresa Barton, critical care unit manager.

“We have gone from 14 small patient rooms that had not been updated in years to 20 large private patient rooms, each with a beautiful view of the Ozarks. With the new lifts and the incredible amount of technology incorporated into each room, it really empowers us to do our job, which is to provide the best care for our patients.” a huge step, improving both patient care and nurse satisfaction. In the old ED, nurses used COWs, (computers on wheels) and would go back and forth between the patient’s Denevan room and the COW, Denevan says. Oftentimes, nurses were sharing COWs. The layout of the ED has also made caring for patients easier.

“In the past, we probably only

Each patient room is equipped with a boom that houses the medical gases and power, as well as monitoring equipment and computers for easy access at the bedside.

Even the TVs in the rooms were designed to support future interactive software for patients to select diets, receive customized education and access the internet.

“For the visitors of our critically ill patients, we used to only have a couple of older couches in a hall for them,” says Barton.

“Now, we have a dedicated, up-to-date comfortable waiting area.”

had direct view into one room from the nurses’ station,” LaRose says.

“If you had a sick patient, it was stressful because you really needed to stay close to the patient. No one ever wanted to use the other rooms because they were out of view.”

The project also made way for Denevan and her team to implement a new split-flow process. A rapid treatment area now serves patients with low acuities, such as sore throats and isolated ortho-

pedic injuries. The rapid treatment area is open 11 a.m. to 11 p.m. and has a dedicated provider and at least one nurse.

“It’s like a mini ED,” Denevan explains. “It allows us to get our low acuity patients in and treated quickly and that is awesome. The other thing our split-flow process allows us to do is have bed availability for the very sick patients.

“We want to stay in a proactive mindset rather than a reactive

fit staff

“

I love innovative ideas and challenging ourselves to think outside of the box ... A lot of times smaller hospitals have the old school practices, but that’s not the case here. We are the incubator for the ideas we’re trying.

”

— Misty Denevan director of Emergency Services and Critical Care, Cox Branson

hotos: Mike Wingo (above) / Mindy Honey (left)

mindset when sick patients are coming in. By keeping our low acuity patients out of the core ED, we are going to have bed availability for patients with chest pains or respiratory distress. And, when patients are rolling in with a possible stroke, we are not scrambling, pulling patients out to hall beds to try to find bed availability.

We have beds available because our patients with low acuities are in another part of the ED.” While the infrastructure paved the way for new processes, Denevan says it wouldn’t have been possible to implement the changes without the support of her staff.

“I love innovative ideas, staying on top of being the best that we can be and challenging ourselves to think outside of the box,” she says. “The staff here is completely on board with that and I feel that is what we are doing with our split-flow management.

“The things we are doing here are staying on the brink of best practices and that is awesome in such a small community setting. A lot of times smaller hospitals have the old school practices, but that is not the case here and we are the incubator, if you will, for some of the ideas we are trying.”

The project has had an incredible impact on both the patients and the staff.

“From a patient satisfaction standpoint, we are always wanting to make sure our patients have the best experience possible and I think going from the environment we had to this leads to that,” Denevan says.

“Our split-flow process and getting patients into beds quicker makes our patients happier. And, they are coming into rooms that are clean, neat and updated, which really sets the tone for those patients immediately.”

Denevan says the new space and access to the latest equipment are great for morale, creating an ideal environment for staff members to care for patients.

“You can work in an emergency department your entire career and never get to experience having a brand new ED and that has been huge for our department.”

Medication and supply cabinets in the Monett ED are now located in their own room, freeing up space and improving workflows in patient care areas.

Photo: Mike Wingo

Monett From Page 1

Heidi Clark. The entire team has remained focused on how much better the new department will be for our patients.

The advantages of the new space include privacy and a quiet environment. In the old ED, four of the eight rooms were simply divided with curtains.

“You could hear all of the alarms and other noise and it was hard to be comfortable,” Clark says.

The new rooms are quiet, calming and bright, leaving patients and families with a good first impression of the hospital.

Out front, a new reception area is more welcoming and there’s room for a volunteer to engage patients and families as they come in.

“When you look at the numbers, about 98 percent of our admissions are from the ED. It really is the front door to our facility,” says Darren Bass, executive director at Cox Monett. “We did this for the patients and the public and I’m excited about how it will change public perceptions.”

The department has plenty of improvements for staff members as well: • The rooms are large and easy for staff members to work in.

They can also accommodate gurneys, allowing patients to

move between the rooms and ancillary areas without being transferred to a wheelchair.

• The new department includes a main nurses’ station and a smaller, ad-hoc nurses’ station in the south end that offers more privacy away from the center of the department.

• Omnicell medication and supply cabinets are located in a separate room, freeing up space for smooth workflows.

• A small triage room is designed to move patients through quickly – staff members are doing bedside triage whenever possible.

The department is also adding a nurse practitioner in May. This addition is expected to improve efficiency as the nurse practitioner handles more minor cases, while consulting and beginning labs on more involved cases.

“We hope this will help with perceptions of how quickly patients get to see a provider in the ED,” Clark says.

The new space is expected to improve patient perceptions, but Clark and Bass agree that the renovation has already made a big impression with staff members.

“I’m proud that CoxHealth has taken this step to serve our patients – it really shows our commitment to the community,” Clark says. “Our nurses and staff have a lot of experience and it’s a point of pride to be able to do our work in a new facility that allows us to provide care the best we can.”

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A visual cue for our strategies Unify: We want to create one patient experience throughout the enterprise. We will do this through initiatives such as one chart, a single medical record for all of our entities; one bill to eliminate the complexities of multiple billing systems; and one clinic, unifying our providers in the form of Cox Medical Group.

Expect to see these new strategic plan icons in upcoming Connection stories on projects that support our four key strategies.

Graphics: Mike Eaton

Clay From Page 2

Q

What brought you back to work in the United States?

When I interviewed for the job at Disney, I planned to come back to Florida to go to law school. I attended for a year before deciding I couldn’t work full-time, be a parent full-time and be a full-time student. I wanted the law experience because I want to get into politics – I actually aspire to be a congressman.

Q

What drives that political ambition?

I have a desire to contribute and Congress would be a good opportunity to do something on a national scale. Eventually, I would aspire to go even higher than Congress.

I have a friend who’s a federal judge who has warned me about politics and encouraged me to “be

6

An updated strategic plan was launched last fall, focusing our efforts around four strategies.

Mitchell Cox, director of corporate projects and planning, recently offered a brief explainer of the strategies – here are his key points:

Population health: Our goal is to coordinate care and reduce per capita costs. We will focus on reducing readmission rates and ensuring that appropriate levels of care are provided in the right setting by addressing “hotspotters” – patients who use far more health care resources than others.

With the continued shift to more value-based payment, we will also focus on expanding risk-based contracting with our payer partners. We will work to improve outcomes while holding down costs.

At a glance: Eric Clay’s ‘Most recents’ Most recently read: “Civilian Warriors: The Inside Story of Blackwater and the Unsung Heroes of the War on Terror” Most recently watched: “We Steal Secrets,” a documentary on Wikileaks.

“I watch a lot of documentaries. Some emails I was involved in were released by the guy behind the scenes, not the guy.” But, I’ve been involved in public service from a young age and I don’t think I’d be content behind the scenes. I’d want to be someone who could actually implement change.

Q

What does your typical day off look like?

My wife enjoys working on furniture. By extension, that means I enjoy working on furniture (laughs). My weekends are usually: gym first thing in the morning, breakfast, and then we go to estate sales or flea markets where she looks for pieces of furniture that she can work on.

Wikileaks, so I have an interest in what they do.”

Most recently listened to: Satellite radio in the car – usually Fox News. For music, it’s the iPod at the gym – “The iPod is mostly Metallica and Judas Priest. That’s what I listened to in high school.”

I also like to volunteer – I spend time in Child Life on my lunch, I work with Habitat for Humanity, Cub Scouts, and I’m a reserve deputy sheriff. I like to find ways to give back.

Q Q

What’s something people are surprised to learn about you?

I have more clothing than my wife does. I have a huge closet.

She’s not real happy about that.

How did you get into fashion?

When I was working overseas, I worked some in oil exploration. On one assignment, I was working for a baroness in Hungary. I had just bought a new

Academic medicine: We’ll be collaborating with academic institutions to further our ability to grow, train and retain top talent. An effort is already underway with MU that will bring medical school students to our campuses in Springfield.

We will continue to expand our Family Medicine Residency program and we will build on the successes of Cox College in educating and preparing our future workforce.

Regionalize: We will continue to expand and fill in our footprint. We want to identify any gaps and address any needs that aren’t being met. We will continue to collaborate with other health systems and providers as we pursue clinical and business opportunities. We will look for the right opportunities to grow and strengthen our affiliates such as Oxford and HPS.

suit that I thought was fantastic.

She disapproved.

She took me to a store and told me to throw away the entire suit, tie, shoes, everything. She bought me some clothes and said, “From now on, these are the clothes you will wear.” I bought a lot of clothing that met her specifications and it’s continued from there. I couldn’t believe I was throwing away everything I had just purchased before I flew over there! But, she purchased me some nice things, so I couldn’t really complain at that point.

Q

What’s it like to be home?

As I’ve gotten older, I see that Springfield is my home. My daughter, my grandson and my siblings are here.

I was born here, my kids were born here and I’m very happy to be part of the system. My wife worked as a nurse in Labor and Delivery for years, we know what a great place it is and we’re very happy to be here.

Awards & Achievements

We’re leading the region with our stroke care Stroke is an emergency and a timecritical situation and CoxHealth is taking a leading role for our patients. CoxHealth recently became the only designated Level I Stroke Center in southwest Missouri.

“As a Level I Stroke Center, Cox Medical Center South provides comprehensive stroke patient care, including neurosurgical and neurointerventional procedures,” says Debra Mergen, stroke coordinator. “We also mentor lower level facilities and EMS providers across the state to improve the care delivered to all stroke patients.”

Cox Monett Hospital is the only Level IV Stroke Center in southwest Missouri.

“Bringing this program to Cox Monett benefits our patients, not only from the compassionate and timely care they receive, but also from receiving that care closer to home,” says Dr. Tommy Trent, medical director of Monett’s stroke program.

A Level IV hospital is an access point where patients are evaluated and stabilized before they are transferred to a Level I facility.

“We have a unique opportunity within our health system and will soon be able to provide tele-stroke consultation to patients presenting at Cox Monett,” says Mergen.

“Immediate evaluation by a neurologist will determine if transfer and stroke treatment are necessary.”

Cox Medical Center Branson is in the process of applying for Level II designation. Level II facilities provide primary stroke and intensive care, but still have to transfer patients to a higher level of care for specialty services such as the mechanical retrieval of a cerebral blood clot.

To achieve the designation, Cox South and Cox Monett underwent a rigorous application process along with a comprehensive on-site review.

Rigger

Haltmar

Ozarks Dialysis at Monett gets 5-star rating

Whitman

Kathy Rigger, executive assistant in CoxHealth’s Executive Office, was recently named as president of the Missouri Health Care Executive Assistants (MHCEA). Rigger will serve a one-year term leading the organization and will represent Missouri at the Association for Health Care Administrative Professionals (AHCAP) national conference in July.

Two Ozarks Dialysis staff members received high honors at the recent Heartland Kidney Conference. Michelle Haltmar and Riquie Whitman were nominated and selected as outstanding techs of the year.

The Heartland Kidney Network includes Iowa, Nebraska, Missouri and Kansas and encompasses more than 225 clinics. Only 10 techs from the region are selected for this honor.

Ozarks Dialysis Services (ODS) Monett recently received a five-star rating for quality of care and services provided by a dialysis facility from the Centers for Medicare and Medicaid Services (CMS). Their five-star rating was the highest rating possible and it places them in the top 10 percent of dialysis facilities in the U.S. ODS Monett was one of only 11 dialysis facilities in the state to receive a five-star rating out of 148 facilities.

Our outstanding colleagues make all the lists!

Dr. Kayce Morton, pediatric hospitalist, was named to the Springfield Business Journal’s “40 Under 40” list.

Mitchell Cox, director of corporate projects and planning, was recognized in 417 Magazine’s 20 Under 30 list. Morton

Cox

Cox South earns new Healthgrades designation Cox South was recently named a 2015 Distinguished Hospital for Clinical Excellence by Healthgrades, a leading online resource for comprehensive information about physicians and hospitals.

The designation means Cox South is in the top 5 percent in the nation in performance, based on a review of publicly reported data on patient outcomes.

“I am proud of our physicians and entire hospital staff for their commitment to excellence,” says Ron Prenger, senior vice president and chief hospital officer.

“Our team at CoxHealth is committed to providing our community with the best care anywhere. It’s through the work of our entire health care system that we are recognized in the top 5 percent of hospitals nationwide.

“We are proud to be recognized

by Healthgrades for our successes and honored to be named among the nation’s best.”

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We’re headed to Silver Dollar City on Sept. 12 3850 S. National Ave. Springfield, MO 65807

Mark your calendars and save the date for the 2015 Fall Fest for employees and families.

Fall Fest returns to Silver Dollar City on Saturday, Sept. 12. Thousands of our colleagues joined us last year for a day of fun! Be watching Connect Daily for full details this summer.

Magic Word

Find the magic word in this issue of Connection, and you could win a $20 certificate to Campbell 16 Cine. We’ll give you a couple of clues and after you guess the word, find it in Connection. Call 269-4154 and leave a message with the magic word

and the page on which it can be found.

Include your name, department and phone number. The 21st correct answer will win.

Clue 1: An impression left by a shoe.

Clue 2: The area covered by something.

CoxHealth Connection is a monthly publication for the employees of CoxHealth 3801 S. National Ave. Springfield, MO 65807

Contributors: Editor: Russ Weller Randy Berger Becky Hamm Mindy Honey Yvette Williams 269-3171 Michelle Leroux Mike Wingo

Reports from Cox Branson and Cox Monett

May 2015

Inside our expanded EDs

See how big changes in the emergency departments at Branson and Monett are improving care and the environment for staff. Page 1

Also this month:

See how ‘We Want to Know’ feedback drives benefits like 1906 and the employee clinic. Page 3 The latest Awards and Achievements includes our dialysis departments and stroke programs. Page 7 Eric Clay, CoxHealth’s new system director of Public Safety and Security, reflects on working in private security in 35 different countries and what it means to return home to Springfield. Page 2