Summer _____ 2015
OneHR reinvents employee support Q&A with HCAâ€™s Chief Patient Experience Officer
EXECUTIVE PERSPECTIVE Recognizing and supporting our people There are many factors that contribute to HCA’s leadership position in healthcare, but one of the most important will always be our people. We see the impact of personal interactions in every part of our organization, from gracious volunteers greeting guests in our hospital lobbies, to talented clinicians and staff in every department, and the skilled physicians and nurses at the bedside. It’s what makes our facilities attractive for our patients and great places to work; and, why improving the patient experience is always our collective goal. This compassion is what brings many to a career in healthcare. The immense personal satisfaction of helping people when they need it most is a benefit beyond measure. It’s this same desire to help that leads many HCA employees to give generously to a wide variety of charitable organizations. In recognition of this spirit, I’m happy to say that HCA is committing $5 million toward a matching gifts program for all benefits-eligible employees in our company. This new program, which starts July 1, will match up to $500 to an employee’s charity of choice and an additional $500 to the HCA Hope Fund, assisting our own employees in need. But people throughout HCA routinely contribute in many ways other than financially. Honoring those who embody our culture through truly outstanding philanthropic achievement, the Frist Humanitarian Awards program recognizes physicians, staff and volunteers at every hospital, and then also at the division and national levels. These awards are the highest honor HCA bestows. As you meet this year’s national award recipients and finalists in this issue, you’ll marvel at just how much these individuals pack into a single day, and the remarkable differences they make in their professional lives and through their incredible volunteerism. This year, we are proud to announce another awards program, the Excellence in Nursing Award. By honoring nurses in the areas of mentoring and compassionate care, these awards showcase the time and attention these caregivers devote to patients and families as well as to their fellow nurses. I know you’ll be inspired by these honorees and what they accomplish through a mix of incredible skill and can-do spirit. Lastly, we recognize our Innovators Award winners in this issue. At HCA, we encourage employees to approach their careers with an entrepreneurial spirit. Where are the opportunities for improvement, for new ways of doing things in your daily work? Once again, this year’s national and division Innovators Award winners demonstrate why our people are the company’s best asset. Honoring stellar performers and continually improving HCA as a workplace for physicians, employees and volunteers is an important way to harness the power of individuals. All these efforts point to the ultimate goal of making sure our high-quality care is provided through an inviting, compassionate, professional experience for our patients. At its core this is one of HCA’s fundamental values. As co-founder Dr. Thomas Frist Sr. often said, “good people beget good people.” Sincerely,
Summer 2015 HCA Mission Statement Above all else, we are committed to the care and improvement of human life. In recognition of this commitment, we strive to deliver high-quality, cost-effective healthcare in the communities we serve.
HCA Values In pursuit of our mission, we believe the following value statements are essential and timeless. We recognize and affirm the unique and intrinsic worth of each individual. We treat all those we serve with compassion and kindness. We act with absolute honesty, integrity and fairness in the way we conduct our business and the way we live our lives. We trust our colleagues as valuable members of our healthcare team and pledge to treat one another with loyalty, respect and dignity. We foster a culture of inclusion and diversity across all areas of our company that embraces and enriches our workforce, physicians, patients, partners and communities.
HCA Chairman & CEO R. Milton Johnson Retired Chairman & CEO Richard Bracken Senior Vice President, Corporate Affairs Jana J. Davis Vice President, Communications Operations Jeff Prescott Director of Communications Thad Taylor Content Manager Carson Hanrath Send comments to YOU.Magazine@hcahealthcare.com
Designed and Published by Parthenon Publishing www.parthenonpub.com President Bobby Stark Chief Operating Officer Carlton Davis Managing Editor Joe Morris Creative Director Lauren Kessinger
R. Milton Johnson Chairman and CEO 2 you season | 2015
4 Awards of Distinction: Frist Awards National
Frist Awards winners are named in the Employee, Physician and Volunteer categories.
5 Frist Awards: Employee 6 Frist Awards: Physician 7 Frist Awards: Volunteer 8 Awards of Distinction: Excellence in Nursing
The inaugural Excellence in Nursing Awards for professional mentoring and compassionate care are awarded.
8 Excellence in Nursing: Compassionate Care 9 Excellence in Nursing: Professional Mentoring 10 Innovators Awards HCA’s great minds continue to be honored for their innovative problem-solving skills.
HCA’s Perlin takes office as AHA chairman Dr. Jonathan B. Perlin was formally invested as the 116th leader of the American Hospital Association (AHA) at the organization’s 2015 Annual Meeting in Washington, D.C. on May 3. Dr. Perlin, President, Clinical Services Group and HCA’s Chief Medical Officer told those in attendance his main mission as 2015 AHA Chairman is “a rededication to the triple aim of better health, better care and better value. “It is not impossible to imagine that we can truly bend the curve of cost sustainability while also improving the health of the community,” Dr. Perlin says. “Working collectively, AHA members can redefine the hospital of today into the healthcare of tomorrow.”
Nursing career, information website debuts HCA’s Clinical Services Group has launched www.HCANursing.com, a website offering the latest information on nursing careers and opportunities at HCA, as well as innovative practices, articles, profiles of HCA nurses making a difference at their facilities and in their communities, and much more.
10 Innovators Awards: Financial Impact 11 Innovators Awards: Quality & Patient Safety
12 Innovators Awards: Service Excellence 13 Innovators Awards: Division Winners 14 Meet the Chief Patient Experience Officer
Lyn Ketelsen describes her role as HCA continues to improve the patient experience.
16 Eyes on the sky Weather watchers keep
hospitals, and the communities they serve, safe during storms and more.
18 OneHR debuts across HCA With a new
operations center and online portal, HR is ready to help employees 24/7.
HCA Hope Fund celebrates a decade of service In 2005, hurricanes tore through Florida and did millions of dollars in damage. HCA employees wanted to help their coworkers who were affected, and hundreds sent in contributions. From those efforts the HCA Hope Fund was born, so that the company would have a centralized way to help employees dealing with the aftermath of a natural disaster, or any kind of catastrophic event. In the decade since, hundreds of people have been given help, and hope, when they needed it the most. From disaster relief to extended illness or injury, domestic violence, death of a loved one and other special situations, the Hope Fund has been there. The Hope Fund is a public charity, and is fully run and supported by employees. It lets us at HCA do what we do best, which is take care of others. For more information or to seek help, visit www.hcahopefund.com. 2015 | you summer 3
Distinction THE FRIST AWARDS THE EXCELLENCE IN NURSING AWARDS
From left: Dr. Jennifer Dow, Christy Allen, Dr. Thomas Frist, Jr., Jan Wilson, JoAnne Pryor and Barbara Edwards 4 you summer | 2015
This year is no different, but now the national honorees are joined by the Excellence in Nursing awards, which showcase the best and brightest nurses in the areas of professional mentoring and compassionate care. Since its founding, HCA’s people have been the linchpin of its success. From compassionate care at the bedside to a friendly wave as the giftshop volunteer passes by, to cutting-edge techniques and technologies that improve lives as well as save them, no facet of HCA is untouched by the greatness of its staff and volunteers. It is with great pride that once again this year, and every year, we recognize and honor these leaders providing the high-quality, innovative healthcare that creates the positive, one-of-a-kind patient experience that sets HCA apart.
photo by payton hoge
FOR 43 YEARS, THE FRIST AWARDS HAVE SHOWCASED HCA’S REMARKABLE PHYSICIANS, EMPLOYEES AND VOLUNTEERS AT THE LOCAL, DIVISIONAL AND NATIONAL LEVELS.
MAYBE IT’S BECAUSE SHE SPENDS a lot of time on the move, but when Christy Allen met Daniel Merlin, she was drawn to his feet. As a cardiac care nurse, Allen spends her working hours in a fast-paced environment. On her own time, she hardly slows down, volunteering everywhere from children’s homes to rehabilitation centers and programs bringing camping experiences to urban youth. No group, or person, seems to escape her notice, and once she commits to help, she can be unstoppable, as Merlin found out. The two met outside a local bookstore in early 2010, as he peeped over her shoulder to see an NFL game she was watching on her laptop. They would see each other around town, and have brief conversations, often around football and her nursing studies. Dan would not talk about where he lived, but Allen knew that he walked everywhere he went. In 2011, she ran into Merlin, noticed that he was limping and convinced him to show her his foot. He had a severe infection as well as fungus, and so she set him up with care at the Health & Hope Clinic.
THE FRIST AWARDS
Christy Allen, RN, BSN West Florida Healthcare
While Merlin did receive care, he eventually dropped away from the clinic and wound up living behind the bookstore. Allen arranged to meet him every three days and, with a kit she kept in her car, washed and cared for his feet. She gave him socks and shoes. She reconnected him with the clinic, so he could get care for hypertension and other issues as well as his feet. Merlin now lives in a shelter and dreams of becoming a chef. He sums up their relationship this way: “I know I’m not the only one she has touched and helped. If I tried to put [down] all she has done for me it would take hundreds [of] pieces of paper. She has given me a new life. I feel in my heart and soul that she will be in my life until God calls me home in heaven.” As for the honoree herself, she says all this attention is humbling. “If I can make a difference in people’s lives just by being willing to walk with them and do what I can do to encourage and help them out, then I want to keep doing that,” Allen says. “I just want to treat people as I would want to be treated, and figure out ways to make things happen that benefit others.”
Cindy Tate Oklahoma University Medical System
Robert Guy St. David’s North Austin Medical Center
Going on medical mission trips throughout the year is a major source of encouragement for Cindy Tate, galvanizing her commitment to the community she serves every day. Tate has visited Morocco, Guatemala, India and many other countries, sharing her creativity and generosity with local residents. Whether she’s offering sewing lessons or teaching children, she immerses herself in the culture and develops an in-depth knowledge of the community’s needs. A certified master gardener, Tate helped turn trash and debris into compost for the creation of a keyhole garden on one trip. Experiencing the challenges of the developing world has been transformative and ultimately gratifying, she says. As a nurse in the NICU of The
Throughout his 23-year career in the military, Robert Guy distinguished himself as a servant to his fellow soldiers. So when he retired from the U.S. Marine Corp. in 2009, he wanted to find another calling that would allow him to help others. His work as a pharmacy technician has given him the opportunity to do just that. Guy’s high-achieving personality has made a tremendous impact on his fellow staff, and he routinely receives praise for his integrity and strong work ethic. But his influence goes well beyond the hospital. As a pillar of strength in his community, Guy participates in fundraising campaigns for low-income families needing help obtaining school supplies for their children. He
Children’s Hospital, Tate has brought this same level of dedication to helping her coworkers achieve their goals. She launched the monthly publication Character First in 2008, which enables members of the NICU staff to improve their skills and earn continuing education credits. But perhaps her most significant impact is on the patients she serves. Tate offers comfort and stability to parents and their babies who are experiencing tremendous hardships. “Cindy’s giving does not end when she leaves work. She is not only committed to our babies, and our team, she is also committed to improving the lives of others around the world,” says Jamie Kilpatrick, NICU Director of The Children’s Hospital at OU Medical System.
further emphasizes the importance of how a community raises the next generation by helping a local Girl Scout troop with collection drives and community service projects. Guy always welcomes the opportunity to meet new people. He displays a special affinity for residents of the Maggie Johnson Retirement House and helps them by providing blankets and other supplies. “Robert is an exemplary employee and citizen,” says Allen Harrison, CEO of St. David’s North Austin Medical Center. “He has taken an active role at work and in his community to make the world a better place. He sets the example and challenges others to follow it. He is a Marine on the outside, and inside he has a heart of gold.” 2015 | you summer 5
2015 Awards of Distinction T H E FRIST AWARDS
THE FRIST AWARDS
recipient Dr. Jennifer Dow, FACEP, FAWM Alaska Regional Hospital
LOOKING BACK, Dr. Jennifer Dow’s career path makes a lot of sense. An active childhood gave her a love of the outdoors. A love of skiing, plus her father’s influence, led to her involvement with the National Ski Patrol by the time she was 15 (the youngest age allowed). Seeing the occasional injured hiker led to an interest in medicine, and from her home in California to the Medical College of Wisconsin and York Hospital in Pennsylvania, she kept up with her ski patrol duties. Now, after 18 years at Alaska Regional Hospital, Dr. Dow has become the go-to doctor for injured citizens and wilderness buffs alike. Dr. Dow tries to make everything she does a learning experience for herself and others. There’s no shortage of innovation in an HCA emergency room, for example, and working with the park service and other agencies keeps her in touch with primary care providers and first responders, two groups that she says keep her on her toes. And her efforts haven’t gone unnoticed. In 2000, she started volunteering with the mountaineering rangers in the South District of the Denali National Park and Preserve; by 2006, she was responsible for five different
Physician finalist Dr. Glen Crawford Portsmouth Regional Hospital As an orthopedic surgeon, Dr. Glen Crawford helps patients get back to doing what they love. But some of his greatest achievements have happened far outside of the operating room. Dr. Crawford just marked 30 years as a member of Health Volunteers Overseas (HVO), a nonprofit organization dedicated to improving healthcare in developing countries. Through his work with HVO, he instituted an orthopedic teaching program for physicians in several African countries. For Dr. Crawford, volunteering is a way for the whole family to come together. He and his wife, Sue, spend much of their spare time with the International Medical Equipment Collaborative (IMEC), providing 6 you summer | 2015
areas of the park. Eventually she was named the National Park Lands Medical Director for the entire state — a volunteer position. By 2010 she had become a medical advisor for the Alaska Region of the National Park Service — still as a volunteer. In addition, she is a Fellow of the American College of Emergency Physicians and a Fellow of the Academy of Wilderness Medicine. She brings the same can-do spirit to her emergency-room duties, making sure that every member of the team has input on treatment techniques and processes that enhance both efficiency and patient care. Mentoring also is front and center when she serves as an adjunct associate professor for the Division of Emergency Medicine at the University of Utah. She also serves as the chair for the American Red Cross of Alaska Board of Directors. For her part, Dr. Dow says that bringing her all to everything she does, and finding ways to incorporate the things that drive her into her career, does make a difference. “I tell young doctors that the main thing for me was to not give up on my passion,” she says. “Find a way to do all that you love to do; it takes effort, but it can work.”
Physician finalist Dr. James Noriega Regional Medical Center of Acadiana
medical facilities around the world with proper equipment. And the couple’s son, Matt, inspired the idea for a soccer program through the Greater Newburyport/Bura Alliance (GNBA), which collects balls, uniforms and certificates for children in the tiny village of Bura, Kenya. Dr. Crawford has become a beacon of hope for people across all areas of his life. “His compassion for people is unyielding and his desire to volunteer is admirable,” says Anne Jamieson, CEO of Portsmouth Regional Hospital. “His actions prove that he is ethical and his values demonstrate respect and dignity to all patients, co-workers and peers. His efforts go above and beyond the expectation of any one individual.”
Whether he’s practicing close to home or overseas, podiatric surgeon Dr. James Noriega is a prime example of a commitment to values and excellent patient care no matter what his location. Twice a year, Dr. Noriega attends short-term mission trips to Honduras as part of Good Shepherds Ministry. This regular engagement gives him the opportunity to perform lowerlimb reconstructive surgery for members of disadvantaged populations. To make a meaningful impression on his own community, Dr. Noriega is a volunteer for the Lafayette Community Health Care Clinic, a facility that provides free healthcare services to the working uninsured in the area. His work has restored the health and confidence of many
people who may not otherwise have access to medical services. Dr. Noriega has always shown a commitment to sharing his knowledge and skills with other practitioners – and he carries out that mission as a division president of the American College of Foot and Ankle Surgeons. Dr. Noriega identifies the best course of treatment by taking a holistic view of the patient. If he can alleviate physical suffering, it goes a long way toward improving mental and emotional well-being. “His humanitarian spirit in his treatment of patients, visitors and staff do not go unnoticed,” says Kathy Bobbs, CEO of Regional Medical Center of Acadiana. “He always finds his way to contribute to brighten the day.”
Linda Pearson Los Robles Hospital & Medical Center
Rev. James George Sky Ridge Medical Center
Linda Pearson has given more than 12,000 hours of volunteer service to Los Robles Hospital & Medical Center since 2003 – and she shows no signs of stopping anytime soon. Pearson brightens people’s lives on a daily basis through her role as gift shop volunteer manager, where she trains volunteers and assists guests who are looking for a token of comfort for their loved ones. Owing to her tremendous care and insight, the gift shop has been revitalized, offering a wide assortment of gifts, flowers and balloons. Pearson regularly attends merchandising trade shows so that she can gather new ideas about how the shop can give patients and their families exactly what they need. Pearson’s influence extends beyond the gift shop with her role
At the age of 89, Rev. James George continues to amaze people with his lifelong accomplishments and the great humility with which he carries them. As a young man, Rev. George completed three years of military service in Europe and received a bronze star for his efforts with the 100th Infantry Division. He then embarked upon an illustrious career spanning law, business and academia. When Rev. George retired in the mid-1980s, he changed direction and earned a Master of Divinity. Sky Ridge Medical Center opened in 2003, and Rev. George was right there to offer pastoral care and resources to patients, families and staff. He has provided further guidance as a member of the clinical ethics committee, helping to define
THE FRIST AWARDS
recipient Juliana (Jan) D. Wilson Auxiliary Volunteer, Alaska Regional Hospital
in the Los Robles Hospital Volunteer Organization. Thanks in large part to her leadership and inspiration, the organization donates $80,000 annually to local charities and education scholarships. She has also shared her time and talents at the Braille Institute, giving tax preparation assistance to the visually impaired. Pearson has become a cornerstone of the hospital and charms everyone she meets. “Linda is always smiling, caring and helping in any way she can,” says Natalie Mussi, President and CEO of Los Robles Hospital & Medical Center. “She is never too busy to stop, listen and see if she can make someone feel special. Linda is only concerned with the satisfaction of the patients, visitors and staff that she serves.”
IF AN ORGANIZATION EVER OFFERS refreshments, Jan Wilson might tell you to check if there are any strings attached. After all, it was one of those innocuous tea parties that got her involved as a hospital volunteer – 33 years and more than 10,000 hours ago. “I had an invitation from a friend, and the auxiliary seemed like a nice group of people to be around, so I thought I’d volunteer a few hours,” says Wilson. “And it just kind of kept on going from there.” In 1982, Wilson began her Alaska Regional Hospital Auxiliary service career at the information desk. Over the decades she has been secretary, treasurer (twice) and president (twice), and worked in many different areas of the hospital. Now 94, she’s still logging 4.5 hours a week and has returned to the information desk, where she’s a font of information for visitors and staff alike. “Jan has seen and experienced many changes in the hospital, and with each and every change she continues to be a rock,” says Gig Currier, the auxiliary’s president. “Jan is a true and valued gem. We are grateful and privileged to have her as a vital member of our auxiliary. Jan makes us better.”
and promote the rights of patients. Hoping to touch as many lives as he can, Rev. George performs worship services and prayer ministry at several area retirement communities. Importantly, Rev. George respects and advocates for the beliefs of all patients, regardless of denomination, creed or doctrine. “He is known throughout the hospital for his kindness, compassion and unending energy,” says Rev. Laurie Jeddeloh, BCC, Director of Pastoral Care at Sky Ridge Medical Center. “He is an inspiration not only for what one can do in retirement, but in any stage of life. Jim is passionate in his desire to welcome every new patient in the hospital and offer spiritual care whatever their faith background.”
Service work is nothing new to Wilson, who was a member of the Women Accepted for Volunteer Emergency Services (WAVES) in World War II. She and her late husband moved to Alaska in 1945, and then briefly returned to the lower 48 to attend law school in North Carolina. From 1950 until 1980, when her husband retired, they ran their own law practice. (She maintained her law license until she was 90.) The hospital work came about because the self-described introvert said she was afraid of becoming a recluse after retirement. In addition to her hospital commitment, she has put in thousands of hours at the Anchorage Convention & Visitors Bureau’s downtown visitors center as well. “The Auxiliary is just a wonderful group of people, and they are great to work with,” she says. “I’m cutting back some on my hours now that I’m 94, but I am still going to go in and give people directions to wherever else they are trying to go in the hospital.” “Jan’s patience, dependability, initiative and natural desire to help people contributes to our patients-first philosophy and builds on our personalized care and service,” says Julie Taylor, CEO. 2015 | you summer 7
2015 Awards of Distinction EXCELLEN CE IN N URSIN G AWA R D S
EXCELLENCE IN NURSING
Compassionate Care recipient JoAnne Pryor, RN, BSN, CCRN West Florida Healthcare
COMPASSION TAKES MANY FORMS, and it would seem that JoAnne Pryor has mastered all of them. As an ICU/CVICU staff/charge/preceptor nurse at West Florida Healthcare, Pryor spends her time working with patients and families at the end of their emotional rope. Knowing what to say when someone is angry or grief-stricken – or when to just sit and offer quiet comfort – is Pryor’s special gift, and it’s why she is often the person called upon when a patient is dying or has just passed away. When death comes, she is a calm, caring presence who intuitively knows what grieving family members need. She talks with the adults, and provides age-appropriate death and dying booklets for children. When it’s called for, she brings in chaplain services and social workers to ensure wraparound care. One way she supports survivors is by making impressions of a patient’s hands, or trimming a lock of hair to pass along. For the parents of a young dancer killed in an auto accident, she made impressions of the girl’s feet. After coming in on a day off to make a handprint for a 31-year-old who had
Compassionate Care finalist
died, she found she didn’t have the materials needed. Undaunted, she obtained a lock of hair, and bound it up with some small earrings for the patient’s 8-month-old daughter. She also understands that death comes to hospital staff as well as to patients and families. When a former ICU nurse who had moved away was killed, Pryor organized a function at her home so that colleagues could gather and remember their friend. The senior population of patients also benefits from Pryor’s eye for the little things. Many ladies aren’t feeling their prettiest while hospitalized, and the gentlemen often miss their daily grooming routines as well. Pryor creates ‘spa level pampering’ for them, often coming on her days off to provide a shampoo and styling, along with some makeup, for the ladies. The gentlemen get a shave with all the trimmings. “JoAnne’s supervisor recently said that ‘JoAnne is the best woman, friend and nurse I have ever known.’ That is high praise, and sums up JoAnne Pryor perfectly,” says Brian Baumgardner, President and CEO. “She is known as the nurse who will go the extra mile for anyone – patients, family members and co-workers alike.”
Compassionate Care finalist
Shelley Botello Methodist Specialty and Transplant Hospital
Jennifer Johnson Johnston-Willis Hospital
When she noticed that many nurses and doctors lacked the training to provide clinical care for sexual assault survivors, Shelley Botello decided to do something about it. Botello is the program coordinator of the Sexual Assault Nurse Examiner (SANE) program at Methodist Specialty and Transplant Hospital in San Antonio, Texas. As such, she has performed more than 1,300 examinations for sexual assault survivors. Her extensive knowledge has been passed along so others can collect and preserve forensic evidence to help law enforcement. SANE nurses undergo up to six months of training, learning how to conduct exams and collect evidence properly from sexual-assault patients. Owing to Botello’s efforts,
Before she ever contemplated a career in healthcare, Jennifer Johnson spent 10 years as the manager of an automobile and collision center. Now she helps people get back on the road to recovery as clinical coordinator at Johnston-Willis Hospital in Richmond, Virginia, where she fosters empathy and promotes community among her colleagues. Johnson has taken her own journey, characterized by winding curves and challenging detours. As a single mom, she put herself through nursing school while raising her young son. That experience inspired Johnson to give back to hopeful nurses who also wanted to dedicate their lives to the care of others. Knowing that many students have been forced to delay their final
8 you summer | 2015
the program now provides 24-hour coverage for adult forensic exams and consultation to all eight hospitals within Methodist Healthcare System. She has traveled as far as South America and the Middle East to speak on issues related to sexual assault and violence. “Shelley demonstrates a true compassion for her nursing profession,” says Michelle DeStefano, Chief Nursing Officer of Methodist Specialty and Transplant Hospital. “More importantly, she serves and advocates for individuals in our community and beyond who have a great need when facing such a life-altering crisis. During each exam she takes the time to personally connect with the survivor and develop a relationship of trust and hope.”
exams due to financial hardship, she created the J. Sargeant Reynolds Community College Alumni Foundation, which helps potential graduates get into the field more quickly. At Johnston-Willis Hospital, Johnson has taken an active role in developing the skills of her fellow nurses as chair of the Save Our Skin Council of the falls committee. “Jennifer challenges her staff to be the best they can be on a daily basis. And she believes in creating ‘wow’ for her patients by ensuring their needs,” says Sandy Aderholt, Chief Nursing Officer of JohnstonWillis Hospital. “I truly believe her past leadership experience in other industries has contributed to her understanding of patient satisfaction and service excellence.”
Professional Mentoring finalist Jelinda Gose Galichia Heart Hospital After 11 years at Galichia Heart Hospital in Wichita, Kansas, Jelinda Gose was confident that she could establish a new standard of excellence when she assumed the role of ICU manager in 2012. She came prepared with great ideas and recommendations that have made a difference for both staff and patients at the facility. Gose transformed her team’s approach by installing assistant nurse managers in each unit to improve communication and quality of care. She has also developed a series of critical education courses for new nurses and performs regular assessments to ensure their quality of training. These crucial adjustments have played a role in helping the ICU achieve 100 percent of core measures in 2014.
Professional Mentoring finalist Robin Evans Plaza Medical Center of Fort Worth
In the last year, Gose has embarked upon a new venture as manager of the hospital’s medical/ surgical floor. It’s all been a learning process, but she handles these responsibilities with her usual foresight and thoughtfulness. Along with lending her technical expertise, Gose is known for an upbeat presence that lifts the spirits of her team even during the most stressful times. “Jelinda’s passion for patient care drives her to increase awareness in our hospital for a superior patient experience,” says Steve Edgar, CEO. “Her passion is clear; she wants to help her staff achieve excellence through daily mentoring and education sessions. Jelinda is not afraid to coach hospital employees on anything that relates to patient perception, safety or experience.”
EXCELLENCE IN NURSING
Barbara Edwards, MSN, RN, CNL, CMSRN Director of Nursing Clinical Outcomes, St. Lucie Medical Center
Once a year, every year, without fail, Robin Evans defies the sweltering midday heat and climbs to a church rooftop. In a public display of stubbornness, she refuses to come down until all her demands are met. As founder of the ‘Robin on the Roof’ charity drive, Evans finally leaves her lofty perch once the community has collected 100,000 pounds of food for local pantries. Inspired by her determination, residents from 26 countries have donated to the cause over the last five years. This impressive dedication extends to her role as RN team leader in the Neuro Intensive Care Unit at Plaza Medical Center, in Fort Worth, Texas. Evans is the chair of the Clinical Practice Council, where she oversees the development of nursing standards for the entire hospital.
TO THE CASUAL OBSERVER, it might appear that Barbara Edwards has trouble setting boundaries. In fact, the phrase ‘outside my job’ seems entirely foreign to her. But at St. Lucie Medical Center, nobody’s complaining. In her more than two decades at the Port St. Lucie, Florida, hospital, Edwards has moved from a newly graduated RN to a charge nurse, clinical nurse leader and most recently the director of nursing clinical outcomes. Every step of the way, she has made mentoring a focus of her daily duties and the many outside tasks she has taken on. In her current role, Edwards mentors and coaches core measure RNs as well as clinical nurse leaders (CNLs). She also works closely with new nurses, recently developing a workshop for new grads to help them transition from orientation to a full patient load. Nurses at every level of training, and in every department, know they can count on her for help with research and training to help improve patient care. In fact, improving patient care and the patient experience are mentioned often as Edwards’ biggest achievements to date.
She uses the opportunity to educate and mentor nurses so they can make a positive impact on patients’ lives. Evans helps treat patients who are experiencing brain hemorrhage, stroke and other traumatic injuries. Given the delicate nature of her work, she understands the importance of showing compassion and sensitivity while providing the highest quality of care. This sense of concern has been shared with all of her colleagues. “I am continually impressed by Robin’s devotion to sharing her wisdom, experience and service to her unit and our institution,” says Joyce Putnam, Director of Education and Staff Development for Plaza Medical Center of Fort Worth. “Her leadership and expertise are critical in the success in our hospital endeavors.”
In 2008 she began to roll out four patient care bundles using evidence-based practices at each step, including bedside shift reports through the use of white boards, an intentional hourly rounding program and a discharge phone call. From attending conferences on her own time and at her own expense to writing guidelines and facilitating a monthly patient/family advisory board, she has made patient satisfaction and efficient, high-quality care her mission. In recent years Edwards was asked to mentor all 13 hospitals in HCA’s East Florida Division on intentional hourly rounding. She has written two publications, and is a highly sought-after speaker nationwide. “She has worked tirelessly to raise the standard of nursing at SLMC, throughout HCA and throughout the nursing profession,” says Nancy Hilton, Chief Nursing Officer at SLMC. “Barbara Edwards’ work has transformed the nursing practice and the patient experience at St. Lucie Medical Center,” adds Heather Garrison, Nurse Lead. “Her pioneering spirit laid the foundation for innovation. Clear, sustainable outcomes are a direct result of her innovations and leadership.” 2015 | you summer 9
Innovators Award showcases HCA’s best ideas When the Innovators Award was in the planning stages, the hope was that there would be broad interest across all hospitals and facilities. There was no magic number, but if there were, say, a dozen entries in each category, then the program would be a success. Jump forward four years, and it’s easy to see how the Innovators Award, thanks to robust and growing input every year from all across HCA, has trounced expectations. More than 1,500 entries were received in the three categories, and now winners are chosen at the facility, division and national levels. National winners receive $10,000 and the “Tommy” award, named for company founder Dr. Thomas Frist, Jr., who has long championed innovative thinking within HCA. Their stories are here, and this year’s division winners and their projects follow. FINANCIAL IMPACT:
Improving asset allocation Network revamps robotics inventory management system between divisions There’s often a strong connection between early learning and lifelong success. “I was raised by entrepreneurial parents,” says Sarah Dhane, Director of Robotic Surgery Operations at the Texas Institute for Robotic Surgery (TIRS) at St. David’s North Austin Medical Center. “Innovation and hard work were instilled in me from a young age.” Dhane’s position involves operational development and oversight for the robotic surgery programs at 15 HCA-affiliated hospitals, including the Institute’s founding location at St. David’s North Austin Medical Center. Understanding the need to achieve greater efficiency, she developed the Robotic Inventory Exchange Network as a means to manage inventory reallocation between two Texas HCA divisions: Central & West Texas and Gulf Coast. 10 you summer | 2015
“Prior to the creation of the network, no process existed to coordinate the exchange of robotic supplies among HCA facilities based on need,” she says. “This resulted in overstocked products lying idle – or worse, expiring – at one hospital while another hospital was spending money to purchase those very same items from an outside vendor.”
Finding a solution
With the support of Dr. Randy Fagin, VP of Robotics for HCA, Dhane initiated the pilot for the network by establishing a communication framework around inventory visibility and exchange. Hospitals with excess supplies posted them to a secure online portal, and hospitals that needed
QUALITY & PATIENT SAFETY:
Hopscotch program promotes collaboration Financial Impact Award Innovation: Robotic Inventory Exchange Network Team: Sarah Dhane Facility: St. David’s North Austin Medical Center those supplies went to the portal to order them. This allowed the transfer of materials and funds to occur between HCA hospitals rather than between a hospital and a vendor. In the first six months, more than $225,000 worth of supplies and funds were kept within HCA by transferring them among HCA facilities. “We’re excited about the value this network brought to these two divisions in Texas and we are currently working with Parallon and IT&S to expand this capability across all of HCA,” she says. “As we work to scale this nationwide, we are also making significant improvements to the web-based application. I am just excited to see the value this brings to HCA by collaborating on a large scale.”
“In the first six months, more than $225,000 worth of supplies and funds were kept within HCA by transferring them among HCA facilities.” Dhane says that her new initiative would not have achieved immediate success without the support of the entire HCA community. “From Parallon to robotic surgery coordinators, Amy DeCosmo at St. David’s Institute for Learning and the local team at TIRS and North Austin Medical Center – everyone played an active role in getting this project off the ground,” she says. “St. David’s is a collaborative and innovative organization. What I enjoy most about St. David’s is the people I get to work with every day. We have such a collegial crew here and we want to work together to implement innovative processes. It doesn’t matter what your role is, the benefit is ultimately to the patients we serve.”
New tool for improved emergency care takes cues from a children’s game Hopscotch isn’t just a playground pastime anymore – it’s helping hospitals improve communication among doctors and nurses so that they can make informed decisions about patient care. Using the familiar grid, members of HCA’s Far West Division and others throughout the HCA community have developed a new tool for emergency room employees. Hopscotch was created as a family of interconnected web pages that provides patient data, including labs, orders and vital signs – all displayed on one screen. The design features a series of squares that presents information in an accessible and easy-to-read format. The IT&S team worked to create a graphic interface that would be visually appealing while still offering the necessary information. “The most important goal is patient safety,” says Katie Bruels, Director of the Clinical Decision Unit at MountainView Hospital, Las Vegas. “We wanted it to become a very intuitive tool. The other tracking board we had been using was not feasible.”
More data, fewer clicks
Hopscotch is a customizable tool that offers more functionality while encouraging greater collaboration among physicians, nurses, facility executives and administrative department members. The tool also offers great convenience, providing appropriate patient data in as few clicks as possible. “We sat down with our physicians and nurses and really drilled down what they liked and what they didn’t like about it,” says Dan Neuman, Manager of Application Services of the IT&S team. “You can basically see the whole department on this tool. You get more information on CTs and lab results. Before that level of detail was not quickly available. We can pull data from different areas and recompile it so that it re-displays as information that doctors and nurses can use.” The IT&S team provides additional resources to help physicians evaluate, negotiate and man-
Quality & Patient Safety Award Innovation: ED Master View - Hopscotch Team: Dan Neuman, Manager of Application Services, IT&S team; Daniel Sowell, FWD Education Specialist, IT&S team; Katie Bruels, ED Director, Sunrise Hospital; Barbara Krit, Clinical Analyst, IT&S team; Irene Moore, Educator, IT&S team; Coletta Otto, Clinical Analyst, Parallon; Dr. Scott Sherr, ER Physician; Sunrise Hospital Facility: IT&S and ER Operators – Partnering for Progress (Far West Division) age their usage of the tool. An online user guide includes screenshots and graphics that help inform users about all of the tool’s features. “We are constantly in that educator mode, working with the ER staff to get their input and help them use all of the features,” says Daniel Sowell, FWD Education Specialist of the IT&S team. “We have to put ourselves in the shoes of our users. We took the time to walk around the ER and see what everyone was looking at on the boards, answered questions and documented their suggestions.” “It allowed us to capture the entire department and figure out whether our front-end process was backed up, or we had a significant amount of activity in radiology and imaging,” adds Dr. Scott Scherr, ER physician at Sunrise Hospital, Las Vegas. “It’s nice to get feedback on things we can improve so that it’s more user-friendly.”
“We put ourselves in the shoes of our users. We took the time to walk around the ER, answered questions and documented suggestions.” With the right data at their convenience, physicians are more empowered to adapt to patient needs. Hopscotch helps them move forward with confidence when taking actions that can improve the patient’s health. “It was enlightening to see it put to use,” Bruels says. “It shows that everyone from the nurses to the physicians is addressing the same issues.” 2015 | you summer 11
“One mother stayed up all night holding that iPad and watching her baby. She got to interact with her child the only way she could.”
Turning tablets into lifelines Technology fills the gap for mothers separated from newborns Delivering a baby long before its due date is a terrifying experience for any mother. The tiny newborn may spend weeks, even months, in a hospital NICU before he or she is strong enough to go home. Usually, however, the new mother can at least visit with her baby and begin to bond during that time. But what if there are complications that mean the mother is unable to be with the baby? When that happens, the stress of an early delivery is compounded by a mother’s inability to see, touch or hold her baby. The NICU staff at North Florida Regional Medical Center knew that somehow, some way, that had to change. And working with tech partners within the hospital and at the division level, they created a way to connect mother and baby. Using iPads and Apple’s FaceTime technology, a nurse in the NICU initiates a call to the mother’s tablet. Then she is able to see, hear and talk to her baby for as long as she likes. It’s not the same as being there, but it’s a huge benefit to everyone involved, says Deborrah Furse, Director of the Critical Care NICU/Nursery. “We had a mother who had to be flown to Texas for some surgery after delivery, and the baby had to stay here,” Furse says. “As a mother, I can’t imagine being separated by so many miles. We can use the iPads to let mothers see their babies, even if they are just in the ICU here in the hospital.“
Service Excellence Award Innovation: iPads in NICUs Team: Edrye Copti, Senior Technical Analyst; Deborrah Furse, Director, Critical Care NICU/Nursery Facility: North Florida Regional Medical Center HCA standards for security and patent information, as well as all the protocols around safety and security for infants,” Copti says. “We wanted to use FaceTime, as well as Skype, so that parents in the hospital could use it as well as those who had been discharged.” Everything from reconfiguring the devices themselves to writing new release forms was folded into the project. Copti brought in Gerrett Conover, who at the time was Division Systems Administrator for the North Florida Division, to explore existing tech infrastructure and see how the program, once launched, could be duplicated at other facilities. Division Information Security
Solution boosts staff morale
The NICU nursing team loves the project, because instead of having to tell a mother she can’t see her baby due to risk of infection or other medical issue, they can get the connection going between two iPads and let a visit unfold. “The joy a mother has, even with just that tablet, is awesome to behold,” Furse says. “It has been wonderful to be able to share in that.” The project required serious IT expertise, because the devices had to be rendered HIPAAcompliant to be used within the hospital. Furse partnered with Edrye Copti, Senior Technical Analyst, to make the back-end operations happen. “We’d never done something like this within HCA, so there was a lot to look at it in terms of 12 you summer | 2015
From left, Nicole Fosnacht, Deborrah Furse, Jessica Morrow with Baby Landen, Edrye Copti and Frances Priller. Jessica was one of the first mothers to use the iPad to stay in contact with her newborn while he was in the NICU.
Officer Debbie Bush also joined in, identifying what parameters needed to be met so that the overall project would be in compliance with HCA’s patient data and security processes. “We wanted to repeat it throughout the division,” says Conover, who now is a Manager of Technical Services for the division. “We had the capability to set up the iPads, but we needed to get the profiles set up and then locked down so that they would be safe and secure. But that’s done, and now at least one other hospital is ready to roll it out.” The project took a lot of time and effort, but both Copti and Furse point to one instance they say made all the long hours worthwhile. “One mother stayed up all night holding that iPad and watching her baby,” Copti says. “She got to interact with her child the only way she could, and she was so happy she cried the whole time. Now other divisions are taking it and making enhancements to it, seeing how this idea can do more to serve our patients. It’s huge, and there’s just no telling where it can go, and grow.”
2014 Innovators Award Division Winners In n ovatio n
F I N A N C I A L I M PA C T After Call Waiting Timer
Business Performance Division
Expand Scanning to Include Faxes, Email Attachments
Business Performance Division
Change Vendor for Pharmaceutical Waste
Robotic Inventory Exchange Network (RIEN)
Sarah Dhane, Jamie West, Randy Fagin
Central/West Texas Division
Concurrent Denial Management
Marci Auerbach, Colleen Simianer, Jennifer Reynolds
Cardiac Cath Lab MacLab Standardization and Charge Capture Workflow
Electronic Documentation-Patient Safety Rounds
East Florida Division
Decreasing Homeless Patient Populations Readmissions
Far West Division
Meditech Transfer Button Functionality for OB Pre-scheduled Inductions
Angel Romero Jr.
Gulf Coast Division
North Florida Division
Start-Up Expense Tracker – Shared Drive Excel File System
Walter Gillis & Jeremy Luttrell
Operations & Service Line Support Division
HPG/SMART Cross Reference/Link of Contract Item with Non Contract Item
Supply Chain Division
Barcoding of Kanban Labels for Reordering Supplies
West Florida Division
Disposable Pen Similar to Thermometer Reuse
Business Performance Division
Blood Response Team
Deborah Griffin, Nancy Schneider, James Christmas
BURST-Barcode Utilization Required for Safe Telemetry
Central/West Texas Division
Added Lab’s Competencies to HealthStream
ED Master View- Hopscotch
See page 11 for winners
Antimicrobial Shower/Bathroom Mat
East Florida Division
Far West Division
Improves clinical outcome
Tie your tubes
Core Measure Discharge Process with “Monopoly” Card Concept
North Florida Division
Training and Validation of RNs Performing the NIH Stroke Assessment on Patients
Deborah Millier, Kateleen Galt
North Texas Division
Inaugural CRA Academy at SCRI
Hayley Lyons, Marcy Vallone, Tangle Thomas
Operations & Service Line Support Division
CPOE Admission Medication Reconciliation Continue from Home Easy Button
Supply Chain Division
A Tool to Follow for Stroke Core Measure Compliance
West Florida Division
Engaging Nurses During Bedside Report to Improve HCAHPS
Is Your Teaching Reaching? Teach Back Does!
Kathleen Lattavo, Jana Britt
Central/West Texas Division
Katarina Kemper, Andrew Lieberman, Louise Thomas
East Florida Division
Local and Corporate Adoption of the AACN Synergy Model for Nursing Care Delivery
Donna Keith, Tina Bray, Tamara Drake
Far West Division
REAP Concussion Project
Susan Kirkelik, Karen Mcavoy
Pastoral Care Volunteers
Utilizing iPads in The NICU to Improve Patient Experience
Deborrah Furse, Edyre Copti
North Florida Division
North Texas Division
What EMS Never Sees
Operations & Service Line Support Division
South Atlantic Division
OR Project Supply Chain Dashboard
Supply Chain Division
Measured Walking Track
West Florida Division
Q U A L I T Y & P AT I E N T S A F E T Y
2015 | you summer 13
Listening, learning and evolving HCA’s first Patient Experience Officer discusses her role in patient experience
patients have an exceptional experience. But with literally hundreds of hospitals, physician’s offices, freestanding ERs and other facilities, coming up with a plan of action and executing it won’t be easy. Still, as a registered nurse of 30 years, and with more than a decade with the Studer Group, an organization that works with healthcare providers to improve patient outcomes, Ketelsen says she can see the issues at work from both administrative and bedside-caregiver levels. And that, she predicts, will help her as she begins to facilitate building an infrastructure that will encompass all of HCA. 14 you summer | 2015
photo by andrea beherends
Lyn Ketelsen, HCA’s first-ever Patient Experience Officer, has a fairly simple mandate: create an environment where
YOU: What’s it like to create a position that is so important not only to HCA, but to all the employees in all our facilities? Lyn Ketelsen: The focus on “patient experience” is becoming more and more important in the healthcare industry today. But providing quality care and service to patients and their families has always been a cornerstone of HCA’s heritage. HCA has dedicated significant resources to this and it will extend far beyond me and my role. What I’m really here to do is provide subject-matter expertise and resources to the organizations so that they can scale their efforts and best practices to make that happen. There are many initiatives in place at different facilities, and it all needs to be assessed so we can harvest the best practices and tie it all together. We may not be creating new programs as much as integrating current processes and systems with each other, and sharing them with all the facilities so that we are consistent in what we do, and can capitalize on what we do well more effectively. YOU: What have you been doing so far to start putting programs and other measures into place? LK: Even though I knew about some parts of HCA from my previous work with the Studer Group, I am spending my first 90 days just learning more about what has been happening here with regard to the patient experience. I’ve visited with a lot of people and am developing relationships so I can continue to learn what is working, and what could use some additional support. Now I’m going to work to inventory the tools we have, prioritize what to focus on and provide assistance to facilities so we can get resources into the hands of their leaders. One of our first efforts will likely focus on nurse leader rounding and employee rounding. HCA has another strategic imperative – leadership development and talent management– that dovetails very nicely with what’s going on around awareness of and improving the patient
experience. I believe we can capitalize on the leadership development curriculum to enhance knowledge and skills relative to patient experience, and as we train leaders, we can reach further out and offer more training to staff. YOU: What specifically will you be focusing on to help leaders and employees make improvements in patient experience? LK: We want to focus on both new and current staff and leaders, and that is beginning now. We will be working with the talent management on both recruitment and onboarding efforts, so we can make sure we are bringing in the best people to help us accomplish our goals. We also are developing systems to monitor and validate what’s in place, and are looking at enhancing reward and recognition systems to acknowledge performance when people are both progressing toward a goal and accomplishing those goals. We monitor our progress in a lot of ways. Some are informal methods and others are more formal surveys such as HCAHPS. Those results are important, but we also want to make sure that we are actively listening to our patients directly so we can make sure we get good feedback from the people we treat. That will allow us to continually make improvements in our processes. That kind of ongoing assessment is critical, because we are building a patientexperience infrastructure, and there are many, many things that have to interlock. YOU: Sometimes when we talk about training and goal setting, it can sound academic. How do you describe “patient experience” in a more personal way?
LK: First, there’s the platinum rule: We must treat patients and customers as they want to be treated. We want everyone who engages with us, at every step along the continuum, to get not just what we think they need, but what they think they need. Is every patient experiencing the HCA system — from potential patients who are just looking at HCA resources through our online portals, to those who are actively using our services and receiving our care — having a positive experience? Listening to the needs of those we serve and working diligently to exceed their expectations will define our success and reputation regarding patient experience. YOU: If you could eavesdrop on a patient or a family member as they leave the hospital, what would you want to hear? LK: I want to hear that they wouldn’t consider any place else but HCA for their care and that they would recommend us to their family and friends. We don’t want to define the patient experience just by scores and other measurements. Those are important, certainly, but we want to hear that people felt genuinely cared for, that their concerns were addressed and that they feel good about their plan of care now and in the future. To make that happen consistently for those we serve, it will take every single person within HCA. Everyone in HCA is a caregiver. You are either taking care of patients or you take care of those who do. The issue of integration and collaboration is really important in this body of work, because at the end of the day, it will take every individual in this organization to be on board and engaged in this in order to be successful. We want everybody to know they all have a part.
“We must treat patients as they want to be treated. We want everyone who engages with us, at every step along the continuum, to get not just what we think they need, but what they think they need.” 2015 | you summer 15
Weather watchers Hospitals achieve StormReady designations from the National Weather Service
After a major weather event, a hospital is where local residents head to get injuries treated. That’s as it should be, but two HCA hospitals are working to be the place where the community goes before the weather turns serious as well. TriStar Hendersonville Medical Center and TriStar Summit Medical Center are recognized as StormReady communities by the National Weather Service (NWS). This means that each facility has met rigorous standards for emergency first responder, patient, visitor and staff preparedness in the event of a natural disaster or serious weather event, according to the NWS, which began the StormReady program in 1999. Its goal is to make sure that a community has everything it needs in place for severe weather in terms of advanced planning, education and awareness. Officials at the hospitals knew of the program, and thought it would be an excellent way not only for the facilities to beef up their own preparedness efforts, but also to offer valuable services to the community. “We get tornadoes here, and they often hit in the evening or at night when you can’t see them coming,” says Lee Trevor, Disaster Preparedness Coordinator at TriStar Summit. “Because of the darkness, we end up with more fatalities. So when a meteorologist from
the NWS Nashville, Tennessee office came to us and spoke with our regional disaster committee, we got to thinking about what we could do to enhance our storm readiness.” “When we began looking at the procedures we’d need to enhance or implement to become a StormReady hospital, we saw that we already had a lot of them in some form,” adds Jason Erlewine, Emergency Preparedness Coordinator at TriStar Hendersonville. “We set to work on solidifying our processes with the national curriculum, which included some additional training and signage, but for the most part we were able to build on things already in place.” Jason Wright, a Senior Meteorologist with the NWS office in Nashville, says that the hospitals went well above and beyond the basic requirements as they worked toward the StormReady designation, which will be reviewed and renewed every three years. “They will be reviewed in three years, and then go through the entire recognition application process three years after that, to ensure these hospitals are meeting the program’s basic standards,” says Wright. “These two hospitals have shown that they can properly handle the impact of a significant weather event to hospital operations, and even to their buildings. There’s no way to ensure that anyone or anything can be storm-proof, but these hospitals have gone out of their way to ensure that they have significant weather preparedness plans in place, including receiving safety and spotter training for their staff.”
“Tornadoes often hit at night, when you can’t see them coming. We wanted to enhance our storm readiness.”
Jason Erlewine, left, and Lee Trevor, right, oversaw drills (below) to prepare the hospital for emergency weather situations.
16 you summer | 2015
Preparation well worth the effort The process of certification included holding storm-spotter classes and tours from the NWS, Tennessee Emergency Management Authority and others to see emergency operations centers, test radios and more. But it was worth it, say Trevor and Erlewine. “There’s a lot of criteria, but we always want to be the place where the community can come whether there’s an actual disaster or if they need to prepare for one,” Trevor says. “When we’ve had tornadoes come through, people get off the interstate and come to us anyway. We want to make sure we’re doing everything we can do to house people and keep them safe.” “We are strongly committed to being that community resource,” adds Erlewine. “Lee and I are trained storm spotters, but we’re also ham radio operators. We like to be able to communicate any way we can, especially if there’s bad weather or something else going on.” That communication can sometimes lead to some goodnatured rivalry between the two, he admits. “Lee likes to tell everybody that his hospital was the first StormReady-recognized facility in the county, so I add that mine was the first one in the state,” Erlewine says.
HCA employees can reach out to the operations center staff if they need help with online forms.
People, performance and possibilities HR reinvents itself to provide better, faster service and support across HCA For every night-shift nurse or early-morning dietary employee who’s had to wait around for HR to open, Human Resources has something new coming soon. From donating PTO to a colleague with an unexpected illness, to applying for tuition assistance, HCA hrAnswers will be there for all HCA employees 24 hours a day, every day, all year long – just like the care you provide to patients around the clock. HCA hrAnswers, along with other new services which are being introduced to divisions and lines of business across HCA on a rolling schedule in 2015 and early 2016, is a key part of a larger transformation in how Human Resources supports the people, performance and possibilities of HCA. HCA hrAnswers is the most visible part of this transformation, along with the new facility where it’s housed, the HR Operations Center. In fact, since launching for the first group of employees in February 2015, the HR Operations Center has become the focal point of HCA’s new employee support model. In addition to acting as the physical home for the HCA hrAnswers Center and online portal — the online access point to almost every type of
Lawson HR system, such as promotions, title or salary changes. They also assist newly hired employees with onboarding tasks using a new online process. • HR Information Systems. This team manages the technology that keeps HR operations running smoothly, such as the HCA hrAnswers portal and the Lawson HR system. • HR Reporting. This team supports business leaders by making available standard data reports around employees and operations, such as attrition rates for a type of job in a certain part of the country, as well as customized reports for HR. • HR Continuous Improvement. This group tracks the performance metrics of many HR processes, including the HCA hrAnswers services, and works with HR Operations leadership to analyze trends and recommend changes that will improve service to employees and managers. The building also houses the benefits administration team, which is kept physically separated from other areas to comply with HIPAA regulations. All together, it’s a one-stop shop for HCA’s administrators, managers and employees to perform HR activities on their schedule, and do so in a much more efficient fashion than before, says Janet Gilmore, Vice President, HR Operations Strategy and Support. “It’s really all about letting HCA’s people focus on the most important responsibilities – our patients.” “There are many facets to the overall change initiative that HR has been, and continues to be, going through,” Gilmore says. “It includes changes to processes like recruiting, and equipping HR people with the right skills, tools and metrics, and even time to best support employees and managers.”
HR information and service — the building houses many different HR functions, including: • hrAnswers Center. Once the service is launched in each HCA location, this team works with HCA employees who call in 24 It’s about access, 24/7 hours a day, seven days a week, helping users One major change Gilmore points to is the role access www.hcahranswers.com to complete of the local HR team. many different requests, as well as trouble“Previously, our local HR teams were spendshooting any other issues they have. ing about 60 percent of their time performing • Recruiting Administration. This team handles administrative tasks,” she says. “By streamlining many back-office tasks for division-based HR processes and leveraging technology to improve recruiters, including answering questions from efficiency, these teams can spend more time adcandidates and helping them stay on track vising leaders and employees to address deeper with required assessments, post-offer backneeds in that location.” ground checks, scheduling “Everything we’re doing is phone or in-person interviews about access, so that our employFun Fact and preparing customized ees can focus on providing a highThe HCA hrAnswers interview packages for manquality patient experience without Center employs more agers and candidates. having to worry about returning a than 200 people, most • HR Workforce Administraform to HR,” she adds. of them in customer tion. This team executes the “We operate 24/7, and that is service. Many of them transactions that come in from really essential because hospitals have previous HR and/or managers and employees that do, too,” adds Kelly Furbee, Vice healthcare experience. require changes within the President, HR Shared Operations.
2015 | you summer 17
Streamlining HR for employees CHANGING PERSONAL INFO
Need to change your address, direct deposit destination or other payroll data?
Planning to take courses toward certification or an advanced degree?
You must visit HR office during its business hours and get paper forms
Visit HCAhrAnswers.com and fill out forms for direct deposit, tax withholding changes or direct deposit
Fill out forms and submit to HR for review and processing
Instantly submit completed forms
3 HR processes paper forms and updates employee records
4 Employee waits for process to complete
Get forms from HR office
2 Fill out class information form and take to manager for approval
2 After passing your class, complete reimbursement form and attach grades
3 Manager returns form to you, then you take signed form to HR
4 HR gets approval, and you begin classes
5 Get reimbursement form in HR, attach grades and return completed form
6 Receive your reimbursement
18 you summer | 2015
Visit HCAhrAnswers.com and fill out class information form. Form is automatically routed for approval
3 After passing your class, complete reimbursement form and attach grades
“Before, most employees had to local demonstrations Fun Fact deal with set hours in the local is the best and most The HR Operations HR office. Now the ‘front door’ effective way to comCenter has conference to HR service is open all the time. municate about the rooms named for the city Any question anyone has about new services,” Furbee of every HCA division’s policy or practice can be says. “There’s so much headquarters – and they handled at any time through on there, not just forms are arranged east to west the HCA hrAnswers team and to fill out and submit in the building, from Richour technology.” for various things, but mond to Las Vegas, just The online portal is a gamealso articles and other as they are on a map. changer for HCA, in that now all information that is employees can access basic HR very helpful.” functions, such as submitting an address change, wherever and whenever they like. Recruiting focuses on And if they hit a snag online, they can call in and applicant quality get some fast help. One thing Gilmore says employees “The reviews so far have been great, both from should know is that affiliate local HR employees and managers,” Furbee says. “Everydepartments aren’t being closed, but one’s logging in and taking care of their needs, and are still there to help with employee we’re here to back them up if they need help. The and manager advising, enhancing team adoption rate in the initial groups has been very performance and building capabilities high, and we’re pleased with how people have that benefit patients. Day-to-day, transtaken to it so far.” actional tasks such as approving and Employees across HCA will be given access to filing PTO cash-out requests are now the portal in a rolling fashion, rather than all at centralized via HCA hrAnswers, so that once, so that the HR team can effectively adjust to the main focus of in-facility ‘HR Busigrowing demand. The South Atlantic Division came ness Partners’ can be on HCA’s people online in February, and Continental and Mountain and patients. Divisions in June, along with the associated physiThat includes continuing to be cian practices, surgery centers, IT&S employees involved in staff recruitment and retenKelly Furbee, Vice President, HR Shared Operations (top), and and other ‘integrated lines of business’ in their tion. “Our recruiting process changes Paul Austin, Assistant Vice President, HR Operations Center regions. Future regions and affiliates are planned to are focused on finding and hiring (below), oversee daily operations. come online in groups of three or four divisions at a people who will provide that outstandtime through early 2016. ing patient experience,” Gilmore explains. “Our ager so he or she can interview that person more Employees can expect to see more information recruiters work with managers and local HR to effectively. The candidate also receives a packet. from HR team members in their facilities two or evaluate candidate skills as well as fit; in other What it all means, adds John Steele, Senior Vice three weeks out from their launch date. The goal, words, ensuring new hires will provide our stanPresident, Human Resources, is that HCA is willing Furbee says, is to make sure everyone knows the dards of service. And for positions that are very to do what it takes to show its commitment not portal is there, and that they try it out to realize all hard to fill, we have experts who recruit around only to current employees, but future ones, so the timesaving functions it offers. the nation.” that the best people are providing the best care “We have a short demo video that will show Candidates will go through an online assessment, possible in every affiliate and department — hosthem how to log in and do some tasks, and we which is used to prepare a customized interview pitals, surgery centers, clinics, offices, accounting think a combination of electronic reminders and packet for the local HR team and the hiring manand more. “When someone needs help with a question or transaction, they call Fun Fact the hrAnswers Center and get the Each hrAnswers Center help they need,” Steele says. “Our employee receives eight field HR people are able to focus weeks of intensive trainon ensuring that every location has ing in all aspects of the the best employees and leaders for systems, policies and today and the future. Our staff at processes they will use. the Operations Center is working This includes a monthtoward those same goals by idenlong “live simulation” tifying what is working well, and with HR colleagues playwhat can be improved on, in our ing the role of employees overall HR structure. The end result — sometimes irate! — to is that we’re making HCA a better practice their customer place to work, which in the end service skills. improves the patient experience.” 2015 | you summer 19
PRSRT STD US POSTAGE
ONE PARK PLAZA NASHVILLE, TN 37203
THE HCA WAY
Fast and filling Virtual café means convenience and plenty of dining choices for small hospital Left, patients receive restaurantquality meals. Center, Kristian Williamson and his staff create new, innovative dishes daily. Bottom, iPads allow employees to choose from a rotating daily menu, then pay and set a pickup time.
Nearly two years into its operation, Lone Peak Hospital has been a welcome source of quality, convenient healthcare for residents in Draper, Utah. However, as a 30-bed hospital, it does not have all the offerings of a larger facility, such as a fullservice kitchen and cafeteria. Until recently, that’s meant great meals for patients prepared by the hospital’s food services team, but not much opportunity to provide those outstanding culinary offerings to physicians, staff and visitors. “We needed an option to get food to ‘the masses’ but we weren’t able to operate a typical cafeteria with a prep line and cashier,” says Food Services Manager Kristian Williamson. The food services team wanted to offer top-quality dining options on-site to everyone, and so set about finding a solution. Initial planning led to meetings with IT&S and eventually an online menu-ordering system and accompanying smartphone app. “We were already using an app for purchases at coffee carts and similar operations, so we worked with the tech people to make it more robust,” explains Williamson. “We added about 40 food selections to the app initially. Now we’re up to 80 items and continue to roll out more offerings.” That updated app launched as the “Virtual Café” in May 2014. Physicians and hospital staff now order from a wide variety of meal selections whenever the kitchen is open. As a result, “the staff doesn’t have to try to run out and grab something to eat during a 30-minute break,” Williamson says. “It’s always going to be patients first at Lone Peak Hospital and now we’re getting everyone else fed pretty quickly too. That’s very satisfying for us.”
Order now, pick up later Virtual Café users order from a menu that features new options daily, pay while they are online, and then pick up their items at a designated time. Staff members can also place orders through a tablet in the hospital’s dining/vending area. Williamson and his staff set delivery windows for online orders to make sure that patient meals aren’t held up. “One of our main concerns was getting people to actually use the app on their phones or the tablet in the dining area, but they were all over it right away,” Williamson says. “It’s a very simple way for us to provide great food to our staff every day and really improve morale. We rotate out the menu pretty regularly, and that makes people happy.” The initial rollout of the Virtual Café just included staff members, but their buy-in has been so strong that plans are in place to offer the service to family members and visitors.
Williamson says there’s another perk to establishing the Virtual Café: it’s also bringing in some revenue, which means he can add extra staff to the food services team if the app continues to grow in popularity. Currently only available during the week, the app will soon be rolled out on the weekends and holidays. With greattasting meals readily available, and offerings like Baja fish tacos on Cinco de Mayo and other seasonal favorites, it’s easy to see why this successful initiative has increased staff and physician satisfaction at Lone Peak Hospital.