HSS Echo - January 2017

January 2017 Vol. 19 Issue 1

Transformation small steps, BIG IMPACT A SPECIAL EDITION OF ECHO

Message from Lou Shapiro

T

he one constant in today’s healthcare delivery landscape is change. One of the ways HSS has been and will continue to respond to this

Message from Todd Albert, MD

HSS is Transforming s the leader in musculoskeletal health, HSS

by our culture of innovation to evolve patient

A

care. Being an institution entirely dedicated

measures for patients. As we start the new year, it is

SS has been, and continues to be, driven

H

is helping to define what it means to provide

the best care and education, develop the

best research and offer more preventative health

ever-changing landscape is through transformation.

to musculoskeletal health puts HSS in a unique

important to acknowledge that the pace of external

Transformation, which we describe as lasting change

position to understand how to achieve better quality,

change is unprecedented, and we are experiencing

that contributes to significant benefit, has defined

and we are constantly looking at ways to offer a better

a time of uncertain political, economic and global

HSS since we were founded 154 years ago.

experience to our patients. From treating the most

market change. Now, more than ever, it is vital that

Change is necessary on our pathway to sustained

complex cases to advancing how we deliver care,

we advance our leadership and share our knowledge

leadership in musculoskeletal health, and it is

members of the HSS family are continuously striving

to help the healthcare marketplace better under-

happening every day. We are all making contributions

to help our patients live their lives to the fullest.

stand the correlation between quality and value in caring for patients.

The HSS family has overseen, managed and driven positive change for patients, along with better teamwork and infrastructure, to help us continue to enhance patient care. We have all personally seen and felt these changes, and throughout their entire journey with us, the impact and value is evident to patients across all care settings – inpatient, outpatient and virtual.

Evolving how patient care is delivered not only improves our internal landscape, but it creates an environment where we continue to lead in professional and patient education and advance research.

Having a single source of data for all patients allows us to monitor their success better and to continuously

that have a much bigger impact than we might realize.

We are working together to provide the highest quality

Embracing a culture of change allows us to better

outcomes every day. We continue to learn and expand

adapt to the rapidly evolving healthcare environment

our knowledge, whether it is through evaluating our

and to position ourselves in the driver’s seat.

clinical pathways, enhancing our patient education

HSS’ vibrant culture of transformation has propelled

efforts or broadening and improving our training.

our quality advantage and agility as a team of teams;

We are also conducting research that will ultimately

it is why the change that puts others in crisis presents

transform our ability to restore function to patients.

HSS with unprecedented opportunity. Now is our

We are taking what we know and learn and sharing

integrated medical record with operational changes

time to capitalize on what you’ve heard me describe

that on a larger scale. Our impact is reaching a

and other technology improvements, which are

as our ‘burning platform of opportunity’ – with

growing number of communities in the tri-state area

integrated with the system. The HSS Access Center

confidence, humility and pride.

as we make HSS’ leading-edge care more accessible

serves as a hub for pre-registration and financial

Every day we earn our leadership position in research,

for patients in regional markets. We are also making

clearance of patients. We have enabled more

education, innovation, outcomes, patient experience

a difference in the lives of patients around the world

efficient patient-to-physician matching through

and value. We are privileged to have the opportunity

through partnerships with hospitals in South Korea,

the Kyruus referrals platform. Our patients have

and responsibility to serve on the finest team of its

Brazil and beyond.

convenient, secure access to portions of their health

kind in the world at this especially important time.

We can look to the future with confidence, knowing

information online via MyHSS. Express Check-In,

Thank you for all that you have done to contribute

that what we do today is improving the lives of

currently in the pilot phase, allows patients to check

to our current success and what you will do to help

countless people and helping them return to the

in for appointments via a self-service tablet in

achieve our Roadmap objectives and vision of

activities they love. As we continue on this journey,

Patient Access Services. All of these examples have

sustained leadership.

we will achieve our goals and the results will be

been coordinated to ensure a unified care delivery

We have much to do, and I look forward to contributing

beneficial – most importantly for our patients, but

and service environment.

with you on what we know will be a dynamic next

also for the entire field of musculoskeletal health.

As we continue to evolve, there will be more exciting

chapter for the HSS family and the incredible

I could not possibly be more proud of our team, and

changes and developments, both large and small,

institution we serve.

excited for what the future holds.

improve upon our already high standards of care.

Transformational technology has played a large role in our focus on improving patient experience and care, starting with the launch of Epic to enable a more coordinated care environment and more streamlined communication between patients and providers. We have complemented the Epic

CONTINUED on page 2

HSS is Transforming

instrumentation. “As we expand our brand out from

Center for Advanced Practice Nursing

the main Hospital, ensuring the quality of care that

CONTINUED FROM COVER

INITIATIVE

we provide our patients is top of mind,” said Ricky Guillot, MHA, BSN, RN, NE-BC, CNOR, AVP,

that will collectively position HSS to be the leader in musculoskeletal health and a major player in the world of medicine at large. This issue of ECHO celebrates the HSS family-led initiatives that contribute to our collective impact on the field.

Ambulatory Surgery Operations. A key aspect of quality of care for orthopedics is the type of tools and instruments that we use. “Our expert clinicians have been involved to ensure that we maintain that

The Center for Advanced Practice Nursing at HSS is dedicated to promoting the role of the advanced practice provider (APP) within the Hospital, as well as among the medical community in New York City and across the country.

same level of quality while understanding that the

APPs are medical providers who can treat, diagnose,

Transforming Ambulatory Surgery

economics and the efficiencies of the ASC will

manage care, order, prescribe and perform or

NEW ALIGNMENT, SHARED LEADERSHIP

be different than they are at the main Hospital,”

assist in surgical procedures in collaboration with

said Ricky.

physicians. APP roles at HSS include: physician

Ambulatory surgery is an important and growing area within HSS. Currently under construction and scheduled to open in May 2017 on 65th Street is a state-of-the art, single-specialty, orthopedic Ambulatory Surgery Center (ASC), with four ORs. The ASC is the first joint venture between HSS and its surgeons. It will be governed by a seven-member board, consisting of four hospital members and three surgeons.

“This is an exciting new experience for HSS as an organization,” said Lisa Goldstein, EVP and COO.

new senior director/administrator of the ASC. Bryan joined HSS from Northern Westchester Hospital where he spent the last 14 years. He was previously associate director of Surgical Services with a specialty focus in Orthopedics and Spine.

The Center formally launched in October 2016 under

physicians. Many of HSS’ department managers

the leadership of Nicholas M. Perrino, DNP(c), MPH,

have been involved as well, and it is going to be a

MS, RN, FNP-BC, NE-BC, AVP, Clinical Practice.

great Center for our patients.”

Key objectives for the Center include developing a

We anticipate that, as the population ages, there will be an enhanced need for musculoskeletal care, such this future need for more arthroplasty surgeries,

and CRNA policies and processes, providing support and resources, and guiding the overall utilization and management of NPs.

be safely and appropriately decanted off the main campus, and the ASC is one of the best opportunities to do that,” said Dr. Levine. ORs that are currently used for ambulatory surgery will be converted into inpatient ORs where joint replacements and spine

orthopedic surgeon and medical director, ASC,

surgeries will be performed.

“This is the first opportunity for physicians to partner

While ambulatory surgery cases will still be

with the Hospital in ways in which the Hospital and

performed at the main campus, the ASC represents

doctors have not partnered before – to have shared

another step toward optimizing our care delivery

leadership and decision-making in place and to

system, giving patients options and allowing for care

align together.”

to be provided in the most appropriate setting for

Planning for the ASC is well underway. A key focus

each patient. This is an exciting next phase of patient

area clinically has been managing equipment and

care at HSS.

28 beds $1,200 per year for rent 66 patients received 10 “in-door” patients 3 surgical procedures

structured onboarding and orientation program, NP

HSS has looked at ways to decant that which can

According to David Levine, MD, associate attending

May 1863

nurse anesthetists (CRNAs).

“It has been a highly collaborative effort with our

as joint replacements. “In order to accommodate for

Bryan Guss, RN, BSN, CNOR, has been hired as the

assistants (PAs), nurse practitioners (NPs) and

HSS NPs pose for a photo in honor of National Nurse Practitioner Week.

TODAY 130,000+ patients cared for in 2016 30,000+ surgeries annually 100+ countries and all 50 states represented by our patient population

1,500+ patient-submitted stories featured in the “Back in the Game” online forum

6.6M unique visitors to HSS.edu in 2016 45,000+ activations of the patient portal, MyHSS 130+ countries where HSS eAcademy subscribers live We extend a special thank you to David B. Levine, MD, as much of the historical material was taken from his book Anatomy of a Hospital: Hospital for Special Surgery 1863-2013.

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HSS Locations David A. Wang, MD

Sheena Hutchinson

Assistant Attending Physician

Medical Secretary HSS Stamford Outpatient Center

HSS Paramus Outpatient Center

Stamford helps offer better care to our patients by providing the same services as NYC with spacious waiting areas and treatment rooms, one-on-one registration and complimentary parking spaces.

What I love about the facility is that it’s always growing!

Being in Paramus provides convenient access so our patients can get the same quality care without having to travel the extra distance. It also allows physicians to give patients education and resources they might not typically travel to Manhattan for.

Lissette Wilkes, LPN

Sandy Jones Office Manager

Nurse

Integrative Care Center At the Integrative Care Center, we are professional and dedicated to the organization. We provide service excellence, quality care, innovation, accountability and teamwork in a multi-disciplinary setting. Our environment promotes inclusiveness through professional development, training and support to all staff members.

HSS Long Island Outpatient Center

Hospital for Special Surgery in Manhattan Ambulatory Surgery Center at 65th Street (under construction)

HSS Westchester Outpatient Center (under construction) HSS Stamford Outpatient Center

Integrative Care Center

Sports Rehab at Chelsea Piers CT

HSS Queens Outpatient Center

HSS Orthopedics at Stamford Health (under construction)

HSS Long Island Outpatient Center

I often hear from patients that this is the ‘perfect location’. Patients prefer the convenience of receiving care on the island versus having to travel to the city. Coming to one facility for all of their care needs is a huge benefit.

HSS Paramus Outpatient Center

“The benefits of the Center are multifactorial,” said

to provide care closer to home. One example is our

AVP, Regional Markets. “When patients walk into an

Cheryl Conwell, DNP, ANP-BC. “It will help to promote

Stamford Health collaboration that was featured in the

office in New Jersey, for example, they receive the

the role of the NP at HSS and also help unify our

previous issue of ECHO – check it out for more details.

same level of service and experience that they would

practice, leading to better integration for care delivery.

According to Jennifer Rentas, VP, Regional Markets,

get on the main campus. For our employees, we want

When I started at HSS 10 years ago, I was the only

“HSS is no longer just a hub on the Upper East Side.”

them to feel that they are part of the HSS enterprise

nurse practitioner in an inpatient setting, and now

There are four Outpatient Centers in New York, New

as a whole.”

we are up to 50. The full potential of utilizing NPs to

Jersey and Connecticut. In 2016, these Centers collec-

In 2017, there are plans to expand capacity and

optimize care delivery is slowly being realized.”

tively saw more than 47,000 patient visits – up 18%

services at our New Jersey office, open a new

APPs play an increasingly visible role in healthcare,

from the prior year. At all of these locations, patients

Outpatient Center in White Plains and launch the

both at HSS and throughout the nation. The Center

can visit with a physician, seek diagnosis and plan

HSS/Stamford Health collaboration for patients to

for Advanced Practice Nursing is innovative in its

their course of treatment in a single visit.

access HSS care in Connecticut.

administrative infrastructure and centralization of

Developing services and programs at our regional

resources for advanced practice, serving at the fore-

locations is central to HSS’ transformation into a

HSSO Cultivates Better Physician Alignment

front as a leader for other hospitals in the tri-state

health system and to our goal of providing care closer

area and the U.S. “I am committed to providing the

to home. Patient education programs and other types

INITIATIVES, SHARED LEADERSHIP

leadership, guidance and organizational structure to

of community outreach are also offered at our sites.

Through the establishment of HSS Orthopedics

position our APPs as national leaders in patient care,

In many cases, these offerings were not previously

(HSSO), the organization has taken a proactive

discovery, teaching and learning,” said Nicholas.

available in the community, and we plan to provide

approach to creating partnerships between surgeons

According to Jordana Velazco, MSN, ANP-BC, the

more services over time. At the Long Island and

and other surgeons, as well as between surgeons and

Center will help to create a framework for recruit-

Stamford Outpatient Centers, patients can access

leadership, to work together to meet shared goals.

ment and orientation of nurse practitioners and

MRI and receive injections in a fully-equipped Special

HSSO fosters a highly collaborative shared leadership

promote the use of evidenced-based practice to

Procedure Unit (SPU). Our newest MRI opened on

structure to better align and address more broadly

improve clinical outcomes as HSS grows.

November 21, 2016 at HSS Paramus. In 2016, more

many strategic priorities for our orthopedic surgeons

than 5,500 MRIs occurred at one of our regional

and HSS at large. This article highlights two of the

Outpatient Centers, representing approximately

focus areas from 2016 – the OR and practice

14% of HSS’ total MRI volume. There are more

management environments.

COMMUNITY, SCALE

than 50 practicing physicians from nearly every

The Equipment Tech Program was initiated in 2016 to

Making HSS quality care more accessible to more

subspecialty and more than 110 HSS and private

better manage and distribute OR equipment. Two unit

people is fundamental to our Roadmap to 2020

office staff caring for patients at these Centers.

assistants were hired and have been instrumental in

and is a growing source of pride for the HSS family.

“We are committed to making sure that our culture

ensuring that clinicians always have functioning equip-

There are several initiatives in the regional markets

is shared across all of our sites,” said Matt O’Malley,

ment exactly when and where needed. This program

Better Access and More Convenient Care Closer to Home

CONTINUED on page 6

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Our Strategic Roadmap to 2020 in Action n 2016, we embarked on a journey together along our Strategic Roadmap to 2020. At HSS we strive for excellence in what we do every single day,

I

with the goal of becoming the leader in musculoskeletal health. Our opportunities are numerous and unprecedented, and the Roadmap helps guide us to achieving our goals.

Each and every member of the HSS family, both individually and collectively, has contributed to our continued success. Regardless of our specific and unique roles within the organization, we each play a part in the progress we have made, and will continue to make. Below, team members across HSS share how they are putting the Roadmap into action in their own ways. Their inspiring perspectives are just a few of the many ways we are all working together and making a difference.

Nicole Guzzardi, PA-C Physician Assistant As PAs we ensure patients receive the best care possible.

To help do this, we identify instances to manage orders and medications better pre- and post-operatively. We also manage non-urgent pages at defined times so we are able to better prioritize urgent/valued patient care issues. This decreases the frequency of pages overnight so we can take better care of our patients.

Joseph Janosky, MS, PT, ATC Program Manager, Public and Patient Education My role at HSS is to create and deliver a public health program rooted in our organizational knowledge and expertise that teaches and coaches parents and sports administrators how to implement skills and utilize resources that systematically reduce the risk of musculoskeletal injury in young athletes.

Alice Crowley, RN, BSN Case Manager Together, two other Case Managers and I now screen approximately 40% of patients on the day of surgery.

This immediate approach to discharge planning facilitates the coordination process with the interdisciplinary team and helps reduce hospital stays by about eight hours.

My department’s goals ensure that patients are safely transitioned to the next level of care, which is important because it puts patients first.

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Tricia Dougherty, RN, BSN, MPA

Mya Chen, BS, MT

Patient Care Director, Department of Medicine

Lab Technologist, Clinical Chemistry

My role as patient care director is to empower staff and physicians within the decision making process by cultivating an environment that fosters teamwork and communication.

Effective communication is paramount to achieving optimal patient safety and world-class care. An engaged and cohesive team is vital to an ever-changing healthcare environment.

As a medical technologist, my role is crucial to a patient’s road to recovery.

Our physicians depend on the quality of the lab results I produce for definitive diagnosis and treatment. My lab is up-to-date with the latest technology, which makes me more efficient at providing accurate and timely results needed for superior patient care.

Steve Magid, MD Chief Medical Information Officer Implementing Epic was an extraordinary accomplishment, and is only the beginning of our journey. We will continue our work to improve workflows, make the patient experience exceed expectations, maximize the quality of care we deliver and facilitate research.

I attribute much of our success to the involvement of so many physicians, as well as other key stakeholders in every step of the process. I look forward to where the journey takes us.

Peter Vouyoukliotis, PharmD Clinical Informatics Coordinator, Pharmacy My role has involved overseeing and maintaining the Pharmacy Department’s transition to Epic. I continue to assist the Pharmacy and IT Departments with optimization, improving efficiency and coordinating efforts with other departments that interact with the pharmacy.

Fiona Macabrey, RN Clinical Nurse I, OSCU At HSS, the nursing staff is encouraged to implement and evaluate the efficacy of nurse-driven protocols that promote optimal patient outcomes and patient safety and reduce length of stay.

Our preceptor program successfully prepares new staff members to provide individualized quality care to our patients, contributing to our fourth consecutive Magnet recognition.

Melissa Campolongo A/R Rep, Patient Accounts As a Call Center representative, I consider my role crucial to the financial health area of our Roadmap because of my direct interaction with our customers.

My job is to ensure that all of their Hospital billing needs have been handled seamlessly.

Often these discussions become their lasting impression of HSS.

Sue Xiao Yu, MS, RD, CDN, CDE Clinical Nutritionist II I fit into the foundation area of the Roadmap by volunteering to develop lecture content and providing nutrition education sessions in the community. I am a member of the Nursing Community Education Committee and have delivered many community education sessions at local senior centers.

I am an interdisciplinary team player committed to community service.

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replacement and is being leveraged by practices to

clear guidelines and evaluation periods allowing the

solve other communication issues they experience

process to be concise.

CONTINUED FROM PAGE 3

throughout the entire day.”

With the redesigned training program, new team

has allowed for better management of equipment

Many benefits of PerfectServe have been realized

members are receiving a detailed department

in the ORs and also keeps the hallways clean of

to-date, including improved turnaround and commu-

orientation in which each team member has the

HSS is Transforming

unnecessary equipment, saving clinicians time in

nications cycle times, reduction in the number of

extensive training, oversight with opportunities for

searching for and/or acquiring equipment for cases.

pages sent to physicians and increased accuracy in

reinforcement, evaluation and real-time feedback

According to Joe Ortiguero, equipment tech/unit

filtering of pages to the correct clinicians the first

from physicians and managers.

assistant, “The Program has allowed for us to manage

time. These benefits have ultimately resulted in

“I find that HSS is truly a special place. It motivates

equipment issues upfront and minimize unnecessary

higher quality of service, at a reduced cost across

you to be the best you can be. Physician Practice

delays to OR start times. We proactively check the

all physician practices that are using it.

Management’s onboarding process does an extraor-

ORs early in the morning to ensure that the equipment

According to Roger F. Widmann, MD, chief,

dinary job introducing newcomers to this culture

is working. If there are any problems, we now have

Pediatric Orthopedic Surgery, “PerfectServe allows

of excellence,” said Vincenzo Castellano, MD,

time to troubleshoot and fix the issues prior to the

for appropriate and efficient access to the on-call

Interventional Spine and Sports Medicine and

case. This new structure allows us to work more

physician, transforming the ease and speed by

medical director, Integrative Care Center.

efficiently as a team and provide better service to

which clinicians respond to patients and referring

In July 2016, by the direction of HSSO PPM, we offered

OR colleagues and patients.”

physicians. With a single touch on my mobile device,

the Ritz Carlton’s Memorable Customer Service

A new communications technology, Vocera, is being

I can quickly review message details from the patient

Program training to more than 100 members of the

used by perioperative teams – OR nurses and surgical

or family member and securely call them back in

HSS family, including surgeon offices, Department of

techs, Central Sterile Processing and OR Materials

real-time through the mobile app. This platform has

Medicine, Neurology, Registration and Rehab leaders.

Inventory Distribution staff. The Vocera Badge, a

dramatically improved physician response time to

wireless, hands-free, voice-activated device, provides

our patients’ concerns, especially after hours.”

perioperative staff the ability to communicate directly,

The Hospital plans to use this product to replace

ice training has equipped our practice team with the

helping clinicians reach the right person in real-time.

pagers across the inpatient setting in early 2017.

right skills to provide best-in-class customer service.”

According to Vincent Vicente, manager, Central

This means that, for the first time, all inpatient and

Sterile Processing Equipment Support Services,

outpatient clinical communications will be routed

“Vocera has enhanced operations in multiple areas.

through one platform. If a nurse on an inpatient floor

Kelly’s office, “The recent Ritz Carlton customer serv-

PPM plans to continue evolving its operations in 2017.

As a manager overseeing equipment support services,

is trying to reach the on-call provider, the message

Demonstrating our Value through Employer Partnerships FINANCIAL HEALTH, GROWTH

I immediately saw the value. Everything we do relies

will flow through PerfectServe and the platform’s

on real-time communication. Having immediate

sophisticated rules-based logic will scan provider

access to team members helps with decision-making,

call schedules, time of day and communication

allows for more efficient assigning and responding to

preferences to quickly route the message to the

requests and, ultimately, allows us to provide better

right provider, at the right time, in the preferred way.

customer service to all of our clients.”

Through a shared leadership model, HSSO will

and disease management programs and contract

continue to work on many initiatives throughout

negotiation with insurance companies. As the health-

2017 with a goal to improve all aspects of orthopedics

care landscape continues to evolve, the cost of muscu-

across the organization.

loskeletal care and providing better access to care at

Evolving Physician Practice Management to Provide Better Service

organizations like HSS are top of mind for employers.

BETTER, CULTURE

partnerships for a number of years, there has been

Over the last year, significant changes have been made to the Physician Practice Management (PPM) Operations team structure, onboarding process and customer service training that are having a positive impact across the organization.

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According to Gena Soto, practice manager, Dr. Bryan

Employers are key stakeholders and decision makers in the healthcare ecosystem. They are instrumental in arranging for coverage of the bulk of employee’s healthcare costs and having an influence on wellness

While HSS has managed successful employer a focused effort more recently to expand our offerings for existing and prospective employer partnerships.

The emergence of our direct-to-employer strategy is a great example of shared leadership in action.

Over the last two years, a dedicated cross-functional team comprised of members from more than 15

The new structure provides a more team-centric

departments – Rehab, Regional Markets, Ambassador

model. The PPM Operations team has added five

Services, Payer Strategy, Marketing, our physicians

practice managers, which allows for a focus on

and many more – has been working hard on further

building stronger physician practices and more

developing and executing this strategy.

In the practice management area, HSSO also rolled

meaningful relationships.

out a secure clinical communications technology

“This new structure is evolving our relationships and

size, geographic location and relationship with HSS

platform, PerfectServe, in 2016 as an answering

our ability to communicate faster and more consis-

to establish an array of service offerings, including

service and 24/7 phone routing system solution for

tently than we were before,” said Lori Furnari, AVP,

formalized facilitated access and onsite medical

physician practices. Today, it is being used by 110

Physician Practice Management Operations.

and physical therapy services. In addition to going

physician offices with discussions of making this

Recent changes to PPM’s onboarding process for

directly to these employers, the team has also begun

technology the HSS best practice standard.

new staff and physicians are also having an impact.

working with organizations that have an influence

According to Nick Wirth, associate director,

“Physician Practice Management has done a great

over multiple employers, which would allow HSS to

The team has targeted employers based on their

Operational Excellence, “Answering services used

job transforming hospital onboarding from what I

scale these relationships much faster.

to be a main point of frustration in our physician

consider to be a daunting and complex process to an

Dina Alper, new director of Employer and Strategic

practices, and this platform has transformed the

effective, supportive and responsive experience for

Partnerships, will play an instrumental role in main-

flow of communications to the point that it is no

new surgeons with the streamlined structure that is

taining and deepening relationships with corporate

longer considered an issue. This technology is

in place,” said Peter Fabricant, MD, MPH, Pediatric

partners and taking this great work to the next level.

quickly becoming more than an answering service

Orthopedic Surgery and Sports Medicine. There are

CONTINUED on page 8

small steps, BIG IMPACT

T

ake a look around you, and you’ll see that there are countless activities underway at HSS that have a transformative effect on what we do and how we do it.

We celebrate this aspect of the HSS family under the theme of small steps, BIG IMPACT. We have invited departments to submit examples of how they are transforming, and with the help of many of you, we have received nearly 100 entries to-date. These stories bring to life how individuals and teams across

HSS have transformed a department or a process to make a big impact on care delivery and our day-to-day operations. Congratulations to everyone who has contributed to these remarkable achievements. Here are just a few examples.

Rehabilitation Therapy Schedule Accessible to the Care Team

small steps...

Since the launch of Epic, the inpatient physical, occupational and speech therapy schedule is shared in the summary overview report of the patient’s chart. The overview is visible to all staff involved in the patient’s care. The therapy schedule is updated in real time and includes the therapist’s name and contact information.

...BIG IMPACT Availability of an up-to-date, accessible therapy schedule helps avoid scheduling conflicts. Patient care staff knows when to expect a therapist’s arrival and how to contact them if necessary. The scheduling information is readily available for communication to patients awaiting their next therapy sessions, saving time for patient care staff and contributing to patient satisfaction.

Service Excellence and Language Services Meet and Greet Program

small steps...

The Meet and Greet Program was initiated by the Department of Service Excellence and is located in the Main Lobby. The Meet and Greet Program serves as the first point of contact in creating an exceptional first impression for our patients and visitors.

...BIG IMPACT Patient Information Liaisons (PIL) ensure a warm welcome and manage the Information Desk. Having instant access to Epic, PILs are able to provide real-time assistance with appointment locations. They successfully provide consistent patient support throughout their journey and enhance teamwork with clinical staff and security personnel.

Materials Management Improved Supply Distribution System

small steps...

The Materials Management team implemented a low unit of measure distribution system where supplies are shipped directly from our medical supply distributor to our nursing units. This system has significantly reduced the amount of supplies that need to be maintained in our storeroom. It has also reduced the amount of on-site space needed to store medical supplies. Once space was made available, surgical supplies were moved from the implant area into the main storeroom.

...BIG IMPACT This initiative has expanded implant storage capacity to better meet OR implant needs and improved OR efficiency and patient safety by reducing the number of implants that need to be supplied on a loaner basis.

Information Technology Enhanced IT Project Management System

small steps...

The IT Project Management Office (PMO) has implemented a project management system to track and monitor project progress across all IT application projects and large scale initiatives.

The PMO reviews all application projects during a weekly meeting with IT Department leadership to identify and communicate risks/issues and provide a setting to mitigate them in a timely manner.

Monthly PMO “health checks” are also conducted to monitor PMO efficacy.

...BIG IMPACT By proactively mitigating project issues and risks on a weekly basis, the IT Department can ensure that projects are delivered on time and on budget, and produce high quality results for the business.

By retroactively reviewing completed projects during the monthly health checks, the IT Department can determine the PMO’s execution effectiveness, opportunities for improvement and overall alignment with the HSS organization strategy.

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HSS is Transforming

Transforming HR – Making “People Matters” Better

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BETTER, CULTURE, SHARED LEADERSHIP

Making a Patient’s Life Easier Through Onsite Care INITIATIVE, PATIENTS

the most qualified and talented individuals to join the organization is a top priority, especially in today’s competitive marketplace. To help attract the best

The emergence of onsite orthopedic care as part

talent possible, the new HSS careers website

of corporate wellness programs has become a

launched in May 2016. “The fact that we have a

strategic priority for HSS. “In today’s patient-driven

significant online presence says a lot. The careers

healthcare market, cost and the quality of care

site is a wonderful recruitment tool and a great

provided at that cost are important. Anything that

adjunct to what the HR team is already doing,” said

we can introduce to make a patient’s life easier in

Joanne Parnofiello, senior director, Employment.

how we deliver care is going to be a win,” said

The Innovation team is proud of its new office space on 75th Street.

Ensuring that we provide effective leadership devel-

According to Lenny Achan, chief innovation officer,

opment and people management are also strategic

the Institute works with individuals across HSS to

priorities. An Education Advisory Committee, com-

help realize creative potential and transform ideas into

prised of educators from departments across HSS,

About 16 years ago during his first year in practice,

commercial products and services. A member of the

meets on a monthly basis and provides shared lead-

Dr. Fealy saw a patient who had sprained her ankle.

HSS family can come to the Institute with an idea, and

ership around education for the workforce. According

It was not a “complicated case, but it was a memo-

the team will assist with things like patents, proto-

to Bruce Slawitsky, SVP, Human Resources and

rable case,” said Dr. Fealy. “I learned how important

typing capabilities and FDA/regulatory components.

Service Excellence, “This structure has provided

receiving care closer to the workplace was for this

opportunities to improve educational coordination

patient and for thousands more that followed. I worked

across departments and job titles that will result

with a corporate partner to establish wellness and

in better, smoother, more effective onboarding

efficiency structures in-house for common muscu-

processes for new hires.”

Stephen Fealy, MD, Department of Sports Medicine and Shoulder Service and surgical director of the HSS Onsite Program.

loskeletal problems – shoulder, knee and back pain –

The Institute accelerates the creation of new, viable offerings in musculoskeletal care with efforts divided in two categories: 1) life sciences, including implants and devices, therapeutics, diagnostics, instruments and hardware, and 2) care delivery, including digital

One of the first initiatives guided by the Committee

and mobile health, wearables and data analytics

was implemented earlier this month – shifting

technologies. Innovation opportunities originate not

from once monthly to bimonthly new employee

Today HSS partners with four employers at six

only within HSS, but also with external organizations.

orientation. This allows new staff to participate

different locations in NYC delivering musculoskeletal

In 2016, about 100 ideas were disclosed to the

in orientation before they start working at HSS,

care in their corporate health centers. In 2016, six

Institute, about 25 of which were pursued.

which is the expectation.

that allowed for treatment to be provided without the patient having to leave the office.”

HSS physicians and surgeons treated more than 2,500 patients onsite at these centers. According to Dr. Fealy, “Our success is possible because of the support and close collaboration with physician leadership and HSS administrative leadership, particularly Todd J. Albert, MD, surgeon-in-chief and medical director, and Lou Shapiro, president and CEO.” HSS Rehabilitation has also been providing onsite care to employer partners since 2009. In that time the team has grown to 15 clinicians and eight administrative staff providing care at seven corporate locations. According to Sarah Baker Andrus, PT, DPT, OCS, CSCS, “We deliver musculoskeletal healthcare value directly in the workplace, providing patients with convenient access to physical therapy services in the same building where they work. This allows for greater flexibility with scheduling.”

The clinicians’ scope of practice encompasses rehabilitation and sport specific analysis, as well as onsite employee and professional education. Providing care onsite has contributed to overall workplace efficiency for our employer partners. Outcomes metrics have

Priorities in 2016 included further development and

According to GangHyuk (Andy) Lim, RN, MSN,

commercialization of a number of high-potential

senior Epic orders analyst, IT, “I have been working

opportunities. Two exciting examples are the creation

as an analyst in IT for about six months now. From

of Releave, HSS’ first investigator-initiated investiga-

recruitment to the coordination of interviews to the

tional new drug study, and the co-development of

onboarding to settling into my new role, the process

Docent Health.

has not only been smooth, but I have also been treated like a part of the family. It inspires me just how much HSS truly cares about people, excellence and the concept of ‘better’ in all facets of what we do.”

In the area of life sciences, the Institute supported Bob Hotchkiss, MD, in collaboration with Mark Figgie, MD, and HSS Biomechanics engineers, to create Releave, a novel, low-dose, long-lasting drug

The HR team recently implemented a data analytics

delivery device providing targeted and sustained

tool that will serve as an interface between several

delivery of pharmaceuticals for a broad array of

different HR systems. This will enable team

therapeutic options.

members to run more detailed reports, create effective dashboards and identify data trends that will help HR be more effective with recruitment and retention strategies.

“Releave is a very exciting project, as we’ve been able to design our first combination product and run our first clinical trial before commercialization.

The Innovation team has been instrumental in

The HR team is also working on digitizing many of

creating and managing the team that is running

their processes and recordkeeping. An electronic

the trial. They help move our inventions from the

requisition process will be implemented in mid-2017

bench to the bedside,” said Joseph Lipman, director,

offering several benefits, such as eliminating issues

Device Development.

with lost paper, streamlining workflows and improving efficiency and turnaround times for approval.

In a consumer-driven healthcare market, relationshipbuilding with our patients is a key differentiator in providing value. Leveraging our unique service delivery

two hours per visit, and there were several thousand

Taking Innovative Solutions to the Next Level

physical therapy visits last year.

KNOWLEDGE FACTORY, NEW IDEAS, PATIENTS

a technology-enabled business to scale HSS’

“I think there are more corporate orthopedic pro-

Innovation and transformation go hand-in-hand

grams to be established in New York. I see it as the

and are equal hallmarks of HSS. For this reason,

shown that the average employee saves more than

expertise, HSS and Docent Health co-developed protocols for service excellence.

expansion of the old fashioned doctor’s house call to

the HSS Global Innovation Institute was created as

the corporate orthopedic call. This works well because

part of our overall vision of leveraging our intellectual

there is only a slight disruption to the workplace

capital to create value in the world of musculoskeletal

and there is a convenience offered to our patients

health in a much ‘better’ and then ‘bigger’ way.

allowing a better experience for all,” said Dr. Fealy.

8

The HSS family is foundational to our success. Finding

According to Ralph Maldari, AVP, Ambassador Services, “Our Docent Health customer relationship management platform provides members of the Ambassador Services team with the necessary tools to deliver an exceptional and personal experience for each patient that we serve.”