Communications plan dep anes rc by Vanderbilt Anesthesiology

Department of Anesthesiology Compassionate | Creative | Committed | Collaborative Department of Anesthesiology Communication Plan

Mission To provide uncompromising quality in clinical care, research and education. Who we are We are: Compassionate: Offering exceptional perioperative care and pain management to a complex population. Creative: Advancing the frontiers of science, healthcare and technology. Committed: Equipping future leaders with solid education and training, both here and abroad. Collaborative: Working across Vanderbilt University Medical Center and beyond to achieve measurable outcomes.

Summary The plan has been developed to accomplish the mission of the Department of Anesthesiology and reflects the strategic goals of Vanderbilt University Medical Center: The purpose is to: • Demonstrate the value of the department and advance stakeholder confidence in the department’s services • Ensure expections are met through quality and accuracy of projects and timeliness of information shared to diverse audiences • Foster an environment of openness and inclusiveness in the employee engagement journey, an ongoing process • Evaluate the effectiveness of communication efforts to achieve continually improving strategies and actions

VANDERBILT UNIVERSITY MEDICAL CENTER 2016 PILLAR GOALS: CLINICAL ENTERPRISE

We nurture a caring, culturally sensitive, and professional atmosphere as we continuously invest in the individual and collective aspirations of our people 2016 GOALS

Collegiality is a central characteristic of our culture and defines how we serve our patients, those we teach, and the local and worldwide community 2016 GOALS

Improve time to fill vacancies

Improve access

From 55.2 days to 52.0 days

Increase new patients seen within 15 days by 1% from FY15 baseline of 55.9%

Improve employee survey participation From 69% to 70% Improve employee engagement By 1% from Press Ganey baseline Improve new hire retention rate at 18 months From 70% to 72% Improve annual retention rate From 84.3% to 86%

Increase the number of all patients seen within 2 days by 1% from FY15 baseline of 85,892 Increase new patients seen within 5 business days (select service areas) by 1% from FY15 baseline of 41% Improve patient perception From 4/8 @ 50th percentile to 5/8 @ 50th percentile Improve HCAHPS results over 50th Percentile From 6/9 @ 50th percentile and 1/9 at 75th percentile to 7/9 @ 50th & 1/9@75th

We relentlessly pursue and measure ourselves against the highest quality performance in all areas, from patient care to scholarship

2016 GOALS

We invest our resources in a manner that supports our long-term obligation to society; to achieve local, national and worldwide impact in improving health 2016 GOALS

We seek excellence and leadership as we advance our systems of care, educational practices and our commitment to discovery

2016 GOALS

Patient Harm Index: Associated Infections

Volumes meet or exceed budget for

Demonstrate results from innovation projects

Reduce from 480 to 458

Hospital Patient Days – 319,562

VU health plan cost per member per year — $4,646

Patient Harm Index: Acquired Conditions Reduce from 770 to 737 Improve O/E Mortality (UHC Adult and Pediatric) Reduce from 0.96 to 0.95 Reduce Readmissions Achieve re-admission rate targets for 5 out of 9 of the selected areas

Surgical operations – 55,990 Key outpatient procedures – 136,111 Achieve Medical Center Financial Targets Improve VUMC results of operation over budget Increase days cash on hand Improve Net revenue per FTE

Reduce CMI Adjusted Resource Length of stay from prior year by 0.75% Increase the number of Value Based Episodes of Care by 3 from a baseline of 4

Vanderbilt UniVersity Medical center

We nurture a

Collegiality is

We relentlessly

We invest our

We seek excellence

caring, culturally

a central

pursue and measure

resources in a

and leadership as

sensitive, and

characteristic of

ourselves against

manner that

we advance our

professional

our culture and

the highest quality

supports our

systems of care,

atmosphere as we

defines how we

performance in all

long-term

educational

continuously invest

serve our patients,

areas, from patient

obligation to society;

practices and our

in the individual

those we teach,

care to scholarship

to achieve

commitment to

and collective

and the local

local, national

discovery

aspirations of

and worldwide

our people

community

impact in improving health

Credo

We provide excellence in healthcare, research and education. We treat others as we wish to be treated. We continuously evaluate and improve our performance.

C R E D O

B E H A V I O R S

Expected Performance I make those I serve my highest priority.

I conduct myself professionally.

• Answers questions, ensures understanding and facilitates learning. • Prioritizes to ensure satisfaction despite time pressures and significant obstacles. • Stays accessible to provide assistance and support when needed.

• Recognizes the increasing diversity of our community and seeks to understand the cultures of the individuals we serve. Communicates and behaves in ways that are culturally appropriate. • Continuously learns and improves skills. • Strives to maintain personal well-being and balance of work and personal life. • Holds self and others accountable for achieving performance expectations. • Demonstrates safe working practices and maintains a clean work environment. • Exhibits pleasant and amiable behavior during interactions. • Remains calm when confronted with or responding to pressure situations. • Consistently adheres to department and/or medical center policies. • Refrains from loud talk and excessive noise — a quiet environment is important to heal, learn and work. • Creates a positive work environment and community perception by demonstrating one’s best professional judgment when representing Vanderbilt.

I respect privacy and confidentiality. • Maintains the confidentiality of sensitive information. • Discusses confidential matters in a private area and only with the appropriate person(s). • Keeps written/electronic information out of the view of others and disposes of written information appropriately. • Knocks prior to entering an office or patient’s room. Asks permission to enter and identifies self using AIDET techniques where appropriate. • Follows organizational systems, policies and procedures.

I communicate effectively. • Introduces self to others. • Wears ID badge above the waist where name and title are easily visible. Staff member obtains a temporary badge when they do not have an ID. • Smiles, makes eye contact and greets others. Speaks in a culturally appropriate and understandable manner. Shows concern and interest; actively listens. • Recognizes that body language and tone of voice are important parts of communication and uses them appropriately. Continuously gives positive messages through tone of voice and body language. • Listens and responds professionally to dissatisfied, patients, visitors and/or colleagues. • Creates clear, complete written communications. Considers perspective and knowledge-level of recipient. Solicits input on communications. • Communicates in a timely and appropriate manner. (Example: Does not use email to resolve complex issues or to address emotionally charged situations.)

it’s who we are

I have a sense of ownership. • Takes ownership of problems until resolved. • Uses appropriate resources to effectively and efficiently resolve problems. • Willingly participates in discussions on problem resolution, asks for and provides timely and honest feedback. • Works to make progress towards personal and team goals, despite difficulties. • Follows departmental policies and procedures. Willingly adapts to new policies and guidelines. • Willingly accepts challenging assignments. Works to support organizational changes. • Is mindful of cost of organizational resources and works efficiently and effectively to minimize waste (time, supplies, etc.).

I am committed to my colleagues. • Treats all individuals fairly and with respect. • Provides constructive feedback privately. • Promotes cooperation within and across departments. • Provides open and honest communication to peers and to all members of the Vanderbilt Community.

I acknowledge that I have received a copy of Vanderbilt University Medical Center’s Credo Behaviors. I understand I am accountable for knowing and exhibiting these behaviors.

Print name

Employee ID No.

Signature

Date

Overview The Vanderbilt Department of Anesthesiology was one of the first independent departments of anesthesiology in the United States, established on December 12, 1945. After observing that the battlefield-wounded of World War II were more likely to survive if they received immediate, skilled anesthesia care, Vanderbilt physicians advocated that anesthesiology be established as an autonomous department. At that time, few medical schools possessed an academic anesthesiology service of any type. This tradition of pioneering in our specialty continues today. Our exemplary faculty provide top-quality clinical services for a full spectrum of medical specialties. Vanderbilt Anesthesiology is recognized as an innovator in perioperative management, healthcare information technology, clincial outcomes research, education and international capacity building. We also have high-caliber basic science and clinical research teams pursuing fundamental and translational knowledge to directly improve patient safety and care. We attribute our successes to the collaborative framework within our department where we partner with global expert leaders as well as VUMC and external institutions. Success is defined by extending our four core values (see next page) to all of our stakeholders and all internal team members. The department is informed through targeted communication tactics and plans.

Core Values The Department of Anesthesiology is guided by four core values; compassion, creativity, committment and collaboration. Specific tactics have been developed around each core value for practical application.

CORE VALUE #1 Compassion CORE VALUE #2 Creativity CORE VALUE #3 Committment CORE VALUE #4 Collaboration

Core Values - Process A leadership session was conducted to identify our core values. Through a poster board session, compilation and dissemnation of feedback, the core values were established. The core values correlate with our clinical, research and educational focus. The core values are located on/within: • Sliders on the homepage of the website • Badges for all faculty/staff • Publications and marketing materials • Media coverage

Core Values - Internal measure How can we be held accountable to the core values: compassion, creativity, committment and collaboration? Do we: • Possess a feeling of deep sympathy and sorrow for another who is stricken by misfortune, accompanied by a strong desire to alleviate the suffering? • Utilize imagination to produce original ideas? • Hold a loyalty to our department,; wholeheartedly dedicated to advancing patient, resident, fellow and faculty/staff experience? • Work jointly with others or together especially in an intellectual endeavor, to cooperate with or willingly assist: 1. All levels internally 2. External stakeholders

The Brand The department brand was developed with direct input from leadership. An elevator pitch has been developed which is displayed on all employee badges. The consistency of the brand is maintained through utilization of the department mark and the 4Cs. An online Marketing Toolbox is accessible to the entire department through their login. Within the toolbox are the following:

Department of Anesthesiology Compassionate | Creative | Committed | Collaborative We provide uncompromising quality in clinical care, research and education. We are:

Compassionate: Offering exceptional perioperative care and pain management to a complex population.

Creative: Advancing the frontiers of science, healthcare and technology.

Committed: Equipping future leaders with solid education and training, both here and abroad.

Collaborative: Working across Vanderbilt University Medical Center and beyond to achieve measurable outcomes.

The brand - implementation In order to convince our customer of our brand, we need to all believe and understand it as a department. The core values are vital to a healthy climate which then promotes:

The well being of each member

An organized systems work flow

Progress Profitability

The brand - accessibility The entire department has access to the department mark in various forms located within the Communications/ Internal Resources page.

Department Mark with 4Cs(jpg) Department Mark without 4Cs(jpg) Department Mark Reverse White(jpg) Department Mark Slide(pptx) Gold Anes Curve(jpg) V only(jpg) VUMC only(jpg) Department Letterhead with no footer(docx) Department Letterhead with Ed Affairs footer(docx) Elevator Pitch(docx) Research Poster(pptx) (To edit, go to view > master > slide master) For Clothing/product vendors(jpg)

The message Communications maintains consistency of the department message and brand. Communications reflects the strategic goals of Vanderbilt University Medical Center, promoting the research, clinical and educational enterprise of anesthesiology. The area serves as an inhouse marketing agency, directing branding, marketing, media relations and public relations, highlighting the work of faculty, staff and students through internal/external communications.

Communication tools The department utilizes inhouse communications to produce and disemmenate tools. The tools are differentiated by method of delivery, frequency, size and target audience, internally and externally. • Publications • Social media • Media • Marketing materials • Webpage • Public relations

a. Communication tools Faculty and staff are promoted within publications including their achievements, awards received, special announcements, media coverage and milestones. PUBLICATIONS Weekly Update: Generated each Wednesday Deadline for submission Tuesday 6:00 pm

AM Newsletter

Department Profile: Annual guide providing a department overview

2015-2016 DEPARTMENT PROFILE

Department of Anesthesiology Clinical Care Education Research

b. Communication tools

SOCIAL MEDIA Twitter: Faculty/staff accomplishments, awards, presentations are some of the items promoted real time. https://twitter.com/vanderbilt_anes

LinkedIn (individual accounts): Media coverage links are promoted by communications on Linkedin account

c. Communication tools

MEDIA Monitor industry trends utilzing Meltwater Press coverage shared with department through: Weekly Update AM Press coverage shared externally through: Newsfeed Social media Collaborate with News&Public Affairs On campus outlets: Reporter, Vanderbilt Medicine, My VUMC, southernhealth.com

What is needed to pitch a story? Monitor industry trends Answer key elements: who, what, when, where, how, and why. Identify the hook *Questions to ask: • What piques your curiosity about the story? • What’s new about the story, and why do you want to tell it now? • Why will the reader or viewer care about the story? • How can we tell this story digitally? • What questions will you need to ask to get this story, and what sources will you need to consult? • How much time will you need to produce the story, and how much space/time do you think the story deserves? *Source: www.poynter.org - A global leader in journalism

Media policy VUMC – For Media Media Relations For all media inquiries please contact the Office of News and Communications at (615) 322-4747. An information officer is on call 24/7 for media requests. To reach the staff after business hours, dial the regular office number (615322-4747) and ask the message center operator to page the on-call person. Be prepared to give the operator information concerning your request, which will be delivered to the on-call person. Media Relations Policies and Procedures: Vanderbilt University Medical Center’s reputation as a national leader in patient care, education and research offers news media a wealth of expert resources on virtually any medically related topic. VUMC’s Office of News and Communications responds to thousands of media inquiries each year, from reporters seeking experts on breaking medical news to information on clinical breakthroughs or research discoveries. Please contact the Office of News and Communications for assistance with interviews. Our staff members who specialize in media relations are available 24/7 to assist all news media with questions about the medical center, hospital patients, expert sources and news and other events. Advance notice of on-site interviews is requested so News and Communications staff can arrange interviews with experts or obtain appropriate patient permission if necessary. In compliance with VUMC policy, and to ensure federal patient privacy standards are upheld for all hospital and clinic patients and their families, a staff member from News and Communications must accompany all reporters and photographers while on the Medical Center’s property.

Tickets

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d. Communication tools MARKETING MATERIALS Marketing materials are designed inhouse utilized the Adobe suite: InDesign and Photoshop Items include but not limited to promotional pieces, brochures, posters

Past Phythyon Lectureship Speakers 2015 C. Dean Kurth, MD, Director of the Department of Anesthesia, Cincinnati Children’s Hospital Medical Center, Professor of Anesthesia and Pediatrics, University of Cincinnati School of Medicine, Cincinnati, Ohio 2014 Lena Sun, MD, E.M. Papper Professor of Pediatric Anesthesiology, Professor of Anesthesiology & Pediatrics, Vice Chair, Department of Anesthesiology, Chief of Division of Pediatric Anesthesiology, Columbia University Medical Center 2013 Randall Wetzel, MD, Chairman, Department of Anesthesiology Critical Care Medicine, Children’s Hospital Los Angeles 2012 Peter Marhofer, MD, Director of Paediatric Anesthesia and Intensive Care Medicine, Professor, Anaesthesia and Intensive Care Medicine, Department of Anaesthesia, General Intensive Care Medicine and Pain Control, Medical University of Vienna, Vienna, Austria

17) Xulei Liu, Lane Crawford, Matthew Shotwell, Jimgping Wang, David Edwards, “Daily risk of epidural catheter infection.”

The Vanderbilt Department of Anesthesiology

18) Lauren Poe, Yangdong Jiang, Travis Hamilton, Rafael Vazquez, David Lizdas, Samsun Lampotang, David Edwards, “A mixed reality simulator augmented with real-time 3D visualization enhances resident learning of a novel technique and successful placement of difficult epidural catheters.”

presents

The 11th Annual

Dr. James Phythyon Endowed Lectureship in Pediatric Anesthesiology

Annual | Creative | Committed | Collaborative 12thCompassionate

20) Christina Crotts, Amanda Lorinc, Maria Sullivan, Amanda Dickert, Ashley Baracz and Michelle Acton, “Pediatric preoperative handovers: Does a checklist improve information exchange?” 21) Melissa Bellomy, Bradley Kook and Mark Rice, “Rocuronium-induced anaphylaxis: Attempted reversal with sugammadex.” ABOUT DR. KHARASCH Evan D. Kharasch, MD, PhD, is the Russell D. and Mary B. Shelden Professor of Anesthesiology in the Department of Anesthesiology at Washington University in St. Louis. He is also a professor in the Department of Biochemistry and Molecular Biophysics and holds appointments in the Washington University Pain Center and Siteman Cancer Center. He joined Washington University in St. Louis in 2005.

2011 Dean Andropoulos, MD, MHCM, Chief of Anesthesiology, Texas Children’s Hospital, Professor, Anesthesiology and Pediatrics, Baylor College of Medicine 2010 Shobha Malviya, MD, Director of Pediatric Anesthesia Research & Professor of Anesthesiology, University of Michigan Health System

Research Symposium May 6, 2016 | 6:30 am-2:30 pm

Dr. Kharasch leads an active research program in basic, translational, and clinical pharmacology and is a practicing anesthesiologist. His research focuses on anesthetic and analgesic drugs, drugs of abuse, and addiction therapies, toward the goal of understanding hepatic and extra-hepatic drug metabolism and drug transport (hepatic, renal, intestinal, and the bloodbrain barrier), pharmacokinetics, pharmacodynamics, pharmacogenetics, toxicity, drug interactions, and variability in patient response. These are directed toward optimizing drug disposition, drug safety, clinical effectiveness, and patient satisfaction.

2009 Philip Morgan, MD, Professor of Anesthesiology, Director of Research, Center for Developmental Therapeutics, University of Washington and Seattle Children’s Hospital 2008 Francis X. McGowan, MD, Professor of Anesthesia (Pediatrics), Chief of the Division of Cardiac Anesthesia, Director of Anesthesia and Critical Care Medicine Research Laboratory, Children’s Hospital Boston

His research also focuses on the development and application of novel noninvasive biomarkers and tests. A major area of focus is noninvasive biomarkers for population screening and differential diagnosis of kidney cancer. He holds patents for that technology, which is currently undergoing commercialization. Dr. Kharasch’s research has been continuously NIH-funded for two decades. He is the author of more than 230 research papers, as well as book chapters, is the editor of two major textbooks on anesthetic pharmacology, and is editor-in-chief, elect, of Anesthesiology. Dr. Kharasch is an elected member of the Institute of Medicine of the National Academy of Sciences.

2007 Peter Davis, MD, Professor of Anesthesiology and Pediatrics, University of Pittsburgh School of Medicine, Anesthesiologist-in-Chief, Children’s Hospital of Pittsburgh 2006 Myron Yaster, MD, Richard J. Traystman Distinguished Professor of Pediatric Anesthesia, Critical Care Medicine & Pain Management, Johns Hopkins Hospital, Johns Hopkins University School of Medicine

Department of Anesthesiology Compassionate | Creative | Committed | Collaborative

Department of Anesthesiology

19) Antonio Hernandez, Liming Luan, Julia Bohannon, Benjamin Fensterheim, Yin Guo, Naeem Patil, Jingbin Wang and Edward Sherwood, “Role of MyD88- and Trif-dependent signaling in MPLA-induced neutrophil mobilization and recruitment.”

Dr. Kharasch served as the vice chancellor for Research at Washington University in St. Louis from 2009 to 2014, where he was responsible for overseeing research and related administrative and operational activities of the university, including the university’s Office of Technology Management, which is responsible for the protection and commercialization of university intellectual property. He also led a university-wide initiative in research innovation and entrepreneurship to expand Washington University’s research culture in research commercialization.

“The National Anesthesia Incident Reporting System” presented by

Patrick J. Guffey, MD

Dr. Kharasch earned his undergraduate degree (medical science), his medical degree, and his doctorate (pharmacology) from Northwestern University. He received anesthesiology training at the University of Washington in Seattle, where he remained on faculty for 17 years.

May 20, 2016 | 6:30 am | 214 Light Hall

Department of Anesthesiology

Support

Vanderbilt International Anesthesia Compassionate | Creative | Committed | Collaborative Department of Anesthesiology

Hist ory of| Creative Nurse Anes thesia Compassionate | Committed | Collaborative

Guest Lecturer

Evan D. Kharasch, MD, PhD Russell D. and Mary B. Shelden Professor of Anesthesiology Professor, Biochemistry and Molecular Biophysics Director, The Center for Clinical Pharmacology Editor-in-Chief (Elect), Anesthesiology Washington University School of Medicine, St. Louis, MO

Highlighting the current research of clinical and translational investigators and basic scientists

Vanderbilt International Anesthesia

Welcomes you to the

2016 VIA Fundraiser Dinner

Improving presents access to safe anesthesia for underserved populations at

Vanderbilt University Medical Center Celebrating over 100 years in honor of CRNA week

Wednesday January 27, 2016 vandydreamteam.com/SupportVanderbiltInternationalAnesthesia Contact: jennifer.venecek@vanderbilt.edu

Reception 5:00 pm

You are cordially invited to be a Guest Speaker 6:00 pm -8:00 pm Light Hall 214 Department of Anesthesiology Heavy hors d’oeuvres, beer and wine will be served

Compassionate | Creative | Committed | Collaborative

Saturday, April 23, 2016 The Loveless Barn

Support Vanderbilt International Anesthesia Improving access to safe anesthesia for underserved populations

Click here to donate Department of Anesthesiology Compassionate | Creative | Committed | Collaborative

e. Communication tools WEBPAGE www.vandydreamteam.com

COMMUNICATIONS PAGE PUBLICATIONS AM bi-monthly newsletter Annual Department Profile 2015-16 Weekly Update RECENT ARTICLES Anesthesiology resident lands research awards Academy for Excellence in Teaching Pretorius named to key Anesthesiology post Faculty awards honor clinical, teaching, research excellence Parents urged to use drug lockboxes to keep teens away from narcotics Vanderbilt Anesthesia broadens global efforts Vanderbilt Medical Center initiative saves lives in Kenya Opioid epidemic affects all Tennesseans INTERNAL RESOURCES (See next page) Click here to view â&#x20AC;˘ Archived newsletters/programs (See page 11) CONTACT: Renuka Christoph renuka.christoph@vanderbilt.edu linkedin

Communication tools WEBPAGE

Internal Resources

The Internal Resources section of the website provides the department with the following: INTERNAL RESOURCES • Book a photographer • Government liaisons (State liaison: nathan.green@vanderbilt.edu) • Patient education • News/Media • Marketing toolbox Department Mark with 4Cs(jpg) Department Mark without 4Cs(jpg) Department Mark Reverse White(jpg) Department Mark Slide(pptx) Gold Anes Curve(jpg) V only(jpg) VUMC only(jpg) Department Letterhead with no footer(docx) Department Letterhead with Ed Affairs footer(docx) Elevator Pitch(docx) Research Poster(pptx) (To edit, go to view > master > slide master) For Clothing/product vendors(jpg) • Need help setting up a Twitter account?

Communication tools WEBPAGE

Newsletter Archives The Vanderbilt University School of Medicine’s Department of Anesthesiology is a dynamic department, and is often featured in the annuals of our specialty and in the media. We are a national leader in developing and applying new technologies for improving patient care; we are a noted presence among presenters at national and international conferences related to our specialty; we are active leaders in national and international associations related to health care and our specialty; we are home to a number of NIH-funded principal investigators; and we are proactive in informing our peers, our patients and the general population about our endeavors and successes. Several of our notable activities are archived, both in our department’s newsletter, the Anesthesia Monitor, and in a collection of stories archived by year below. For any questions regarding the Vanderbilt Department of Anesthesiology and its accomplishments, please contact renuka.christoph@vanderbilt.edu Anesthesia Monitor (department newsletter) Select the links below to download PDFs of the Anesthesia Monitor, the Anesthesiology Department’s newsletter. We strive to share the accomplishments and news of our faculty, staff, and alumni. If you have items to share, please contact renuka.christoph@vanderbilt.edu March/April 2016 January/February 2016 November/December 2015 September/October 2015 July/August 2015 May/June 2015 Weekly Updates Weekly Update 5/18 Weekly Update 5/11 Weekly Update 5/4 Weekly Update 4/27 Weekly Update 4/20 Weekly Update 4/13 Weekly Update 4/6 Weekly Update 3/30 Weekly Update 3/23 Weekly Update 3/16 Weekly Update 3/9 Weekly Update 3/2 Weekly Update 2/26 Weekly Update 2/17 Weekly Update 2/10 Weekly Update 2/4 Weekly Update 1/28 Weekly Update 1/21 Event Programs

• 11th Annual Dr. James Phythyon Endowed Lectureship in Pediatric Anesthesiology • 12th Annual Research Symposium

• 2016 VIA Fundraiser Dinner • 7th Annual Dr. Bradley E. Smith Endowed Lectureship on Medical Professionalism • History of Nurse Anesthesia • ASA 2015 Companion Guide

f. Communication tools PUBLIC RELATIONS Internal and external networks include but not limited to: Counterparts in partnering departments and outside institutions News&Public Affairs Brand marketing

Stakeholders A stakeholder is anyone who will be affected by or can impact the department’s actions, plans or policies. A key role of strategic communication is to build credibility and support with stakeholders. Depending on a variety of factors, communicating with stakeholders is a skill that requires careful analysis and follow-through. Information provided to stakeholders should: • Provide information that promotes the department’s credibility • Be timely for the issues at hand • Maintain consistency, especially since one person may receive information from a variety of sources • Be sensitive to the issues and communication needs of the stakeholder • Stay within VUMC policies, relevant state and federal laws • Provide tools for the stakeholder to connect with department Internal stakeholders: Faculty Staff External stakeholders: Patients Medical departments NIH Potential residents Potential faculty Potential staff Investors Internal: Faculty, staff Referring physicians Peer institutions Conferences We take seriously the experience each stakeholder has with our organization, striving always for postive outcomes

Tactics Our core values are an extension of our executive priorities. We develop tactics to promote our core values to each of our targeted audiences identified in each tactical plan. Each tactic connects VUMC Pillar Goals to each of the core values to communication goals:

Goal #1

Driven by executive priorities

PHASE II:

UNDER DEVELOPMENT

PHASE I:

COMPLETED / ONGOING

DEVELOP THE BRAND

Goal #2

ENHANCE THE TOOLS

Leadership- develop the brand • 4Cs •Brand/pitch • Maintain consistency • Foundation for mktg tools, ie, web, print

(Driven by the brand) Web • Web homepage • Newsfeed • Redesign marketing materials • Department Profile, brochures,

Click to view

Goal #3

NETWORK

Internal:

All-Exec leadership to AAs

Institution:

• News/Public Affairs • Marketing • Content Strategy • Sitebuilder

Goal #4

ENHANCE INTERNAL COMMUNICATION

Internal tools • Anesthesia Monitor • Weekly Blast • Facilitate VStar transfer

External:

Web • Gather test market for feedback Marketing materials • Long term- video embedded within Dep. Profile, AM

• Media • Peers at other inst.

Institution: Get exec direction • Equip every leader to be a communicator/marketer for the dept ie understanding full scope

Click to view

Internal tools • Internal communication platform (Yammer,Vwired or Box) •Weekly Blastmobile friendly

Goal #5

STRENGTHEN EXTERNAL COMMUNICATION

Protection | Promotion

Media • Pitch stories • Write editorials • Promote to News/ Pub Affairs)

Social Media • Twitter: Dep. updates, accomplishments, press coverage

Social Media • Twitter committee

CORE VALUE #1 Offer exceptional care and communication to patients Ties into VUMC Pillar Goals on Service and Quality Ties into Compassion, first of 4Cs, our core values Ties into Compassion key to VUMC’s strategic mission: Balser GOAL: • To be mindful in interaction with patients, colleagues and partners DESIRED OUTCOMES: • Reduce patient anxiety • Improve patient communication • Provide clear understanding of who we are • Provide clear understanding of what we do IMPLEMENTATION: • Utilize 20 minutes of leadership session for a one year reflection: Are we compassionate? Question followed by discussion. To be compassionate requires a deep dive into self-awareness. It is a powerful tool, which can revolutionize customer service (patient care) A cognitive component: “I understand you” An affective component: “I feel for you” A motivational component: “I want to help you”

• Invite speaker to discuss compassion at staff meeting (Based upon feedback, staff would like her to return) • Have compassion speaker to return for lunch session (invite all faculty/staff) • Have a Grand Rounds speaker on compassion • Invite all staff to join this GR. • Opportunity for staff who have never attended to join this special GR

• Entire department to come together to hear core value #1

TACTICS Marketing tools to achieve the desired outcomes Provider card with photo • Provider photo and info. (link to what to expect webpage) Marketing piece (print/online) • The team responses will tell our story of compassion

• Photos of smiling patients, caring providers • Include patient testimonials • Overview of who we are AM Newsletter • Message from the chair Weekly Update • Examples of compassion Social Media • Campaign on compassion “We care about you” Share leadership examples. (Satisfied patients will be marketers) Editorial calendar will include compassion tweets • Blog- mysouthernhealth.com Ongoing Video •Capture on video various department members defining compassion “What does compassion look like to you? Media •OpEd WS Target completion September 2016 (Prior to ASA)

CORE VALUE #2 Optimize department revenue GOALS: • Strengthen working relations with our partners in VUMC development to enhance the gift pipeline •Increase NIH funding Ties into VUMC Pillar Goals on Growth & Finance and Innovation Ties into Creativity, second of 4Cs, our core values, advancing healthcare TARGET: • • • • •

Grateful patients who want to give back (potential donor) Alumni (potential donor) Philanthropists (potential donor) Investigators (funding) Research Foundations (funding)

IMPLEMENTATION: FUNDRAISING Partner with Development Office to understand guidelines, establish and promote program. • Upon guidance from Development Office, establish systematic method to track, follow up with patients and thank donors. MARKETING TOOLS Website • Set up easy to use/access fundraising page Social Media • Twitter-Recognition of donors AM Newsletter • Recognition of donors

PR • “Special thank you from the Chair” card to donors. Sign and send • Send Christmas gift to donors • April 21 Giving Day campaign INCREASE FUNDING • Increase amount of grant submissions • Improve funding success • Recruit investigators with proven track record of success DIVERSIFY FUNDING • Creative research into other resources (Additional discussion needed)

CORE VALUE #3 Maintain interest of top candidates Attract/continue to attract top candidates Commitment, third of 4Cs, our core values Recruit, Develop, and Retain the future leaders in anesthesiology and perioperative medicine, including all subspecialties. GOALS • Attract the nation’s top residency and fellowship recruits. • Continue to mature training programs that develop the future leaders in anesthesiology and perioperative medicine • Develop joint ventures in the anesthesiology community to be a preferred provider of CME/CPD. DESIRED OUTCOMES People • Increase the geographic footprint from where we attract top recruits and establish a broader national presence of our graduates. • Increase the number of recruits with dual degrees and academic potential, including demonstration of success through prior publications, leadership positions, and clear career development goals. Program • Continue to be the national leader in developing residents as expert perioperative physicians throughout the continuum of training in the core residency and fellowship programs. • Continue to increase the academic emphasis in the core residency program to include well-defined training “majors” (e.g. research, informatics, education, and global health tracks), individualized career goal pathways, with all residents pursuing some form of post-residency training (e.g. clinical or research fellowship). • Expand all fellowships to 2-year training programs with substantial research and leadership training components. • Develop and expand CME/CPD programs for anesthesiology and perioperative medicine training with external community focus, including clinical content, informatics, systems management, and quality improvement. IMPLEMENTATION • Continued curriculum development and re-design to accomplish the above Desired Outcomes (Phase 1: targeted to occur over an initial 36-month period) • Continued expansion of cooperative interdisciplinary education and training opportunities. TOOLS • Program Gateway Tools: Proactive broad geographic messaging of our Educational Mission directed towards medical students and Anesthesiology Interest Groups (AIGs) from top tier institutions by supplied media, personal interaction, and organized event visibility. • Focused recruitment criteria for admission to the core residency training program selects for individuals directed towards developing defined academic leadership careers, is consistent with the Educational Mission. • Support Tools: The overall Departmental commitment to establishing a Perioperative Medicine Center of Excellence philosophically translates into the forward looking, enhanced educational paradigm and mission. • Continuing commitment of resources towards Faculty Development for educator development, increases the cadre of attendings delivering quality clinical and didactic interaction with our trainees, with expanding investment into the educational mission.

â&#x20AC;˘ Continuing employment of the robust departmental informatics assets and resources with integration of qualitative, outcomes based assessment metrics, improves individual trainee evaluation, development, and educational direction. Likewise continues to evolve the program curriculum. Sustainment Tools: The excellence, direction, and core tenets of our educational training programs assure that our graduates will serve as leaders and foci of vision for Anesthesiologyâ&#x20AC;&#x2122;s future. Our global and community based CME training programs, likewise establish Vanderbilt Anesthesiology as the recognized reference Department in perioperative medicine, clinical specialty areas, informatics, systems management and quality assurance. As such, the Vanderbilt brand will continue to have an expanding and defined national presence. This creates an ever-growing self referral base for a continuing cycle of recruitment, development, and Departmental advancement. - Additional discussion with Matt/Brian on leveraging marketing tools, ie, campaigns, marketing materials.

CORE VALUE #4 • Strengthen current and develop new strategic alliances Ties into Collaboration, fourth of 4Cs, our core values GOAL: • Utilize external relationships to leverage desired outcomes • Internal collaborative relationships DESIRED OUTCOMES: Integral role for anesthesiology in key hospital strategic efforts: IMPLEMENTATION: • Obtain exhaustive list from executive team consisting of specifically who we need to connect with - departments and individuals (no matter how obvious, include name/area) (Ask division chiefs-who are the imp players) EXAMPLE: Vanderbilt Health Affiliated Network (VHAN) integrated clinical network www.vhan.com • Devise communications plan for internal team members on method of network Identify opportunities, events and committees where select individuals can network Identify internal team members who could be utilized to network with their peers. i.e. Communications network with marketing/communications/pr leaders in respective departments THE TOOLS: Marketing tools to achieve the desired outcomes Public Relations

Communications Flow Section 4-1

Internal communications flow chart Warren S. Sandberg

] Andy Shaw

]

Suanne Daves

Mark Rice

Ed Sherwood

Matt Weinger

See following page on conveying information to communications.

]

Steve Doherty

] Renuka Christoph

]

Disseminate through marketing tools

What to communicate to communications: â&#x20AC;˘ Thurs exec summary Who are we trying to reach/impact? What is the message we want to send these audiences? â&#x20AC;˘ Need org chart to develop systematic flow of communication

Matt McEvoy

Brian Gelfand

Information needed to determine method of communication This is what is needed in order for communications to effectively disseminate content

WHEN does info need to reach audience?

Determine urgency • Immediate • Wednesday Weekly Update

WHO is audience?

WHAT is expected outcome?

FREQUENCY

TALKING POINTS

Identify group • Internal • External

What is call to action? (Clinical safety, survey participation, etc)

Does the message need to repeated for a certain duration of time?

Does the requester have talking points?

•AM Bi Monthly

Steve Doherty

Andy Shaw

] Renuka Christoph

] Feedback from faculty/Staff Mechanisms: â&#x20AC;¢ Feedback survey in every weekly update

SWOT Analysis Strengths: -Surgical Home/periop consult service -National and international recognition of the department and its leaders and members Evidenced by leadership roles in professional organizations, faculty receiving invited lectureships scholarship and creation of new knowledge, grant funding, publications -Externally validated quality of research Evidenced by NIH funding -Added financial stability conferred by grant funding sources -Internal institutional respect Derived from successful collaborative ERAS program launch with surgeons and financial benefits to the institution that resulted from that program -Informatics expertise -Intellectual property and new technological inventions by faculty Â Weaknesses: -Patient experience across all channels Â Opportunities: - Pain management - Global anesthesia - Grow investor base - Improve patient care Â Threats: - Competition (institutionally)

Objectives Attract Patients to VUMC Promote department externally Improving quality, cutting costs • ERAS We are consultants on the floor beyond just a service. Multimodal approach and collaboration with surgeons, CNRAs • Periop Consult/Surgical Home (communicate internally/externally) Streamline surgical experience so all facets are coordinated (ASA Periop Surgical Home) • Pain Management We are on the forefront of pain management with the opioid epidemic • Preventing alert fatigue Low acutuity (monitoring- heartrate, respiration, CO2 and oxygen levels) Faster intervention Promote department internally • Informatics Dashboard focused on quality to communicate to client EPICLeap • Budget We prioritize budget allocation. More than ever, in light of recent healthcare changes, it is a priority of this department to educate consumers and colleagues about budgetary adaptive responses.

Quick Facts Rankings

Vanderbilt University School of Medicine ranks 15th out of 114 accredited medical schools, according to U.S. News and World Report’s annual ranking of graduate education programs and health disciplines, released in the 2015 edition of America’s Best Graduate Schools. Read more. Vanderbilt University School of Medicine ranks 9th in NIH funding. Vanderbilt University Medical Center and School of Medicine, combined, rank 17th with over $300 million in total NIH funding. In the most recent rankings by U.S. News & World Report, 9 pediatric specialties in the Monroe Carell Jr. Children’s Hospital at Vanderbilt were nationally ranked: Cancer (15); Cardiology and Heart Surgery (17); Diabetes and Endocrinology (31); Gastroenterology and GI Surgery (40); Neonatology (45); Nephrology (40); Neurology and Neurosurgery (42); Pulmonology (25); Urology (6th). Read more. For the ninth consecutive year, Vanderbilt University Medical Center is among the nation’s 100 “most-wired” hospitals and health systems for its innovative efforts in medical technology, according to the 2013 Most Wired Survey and Benchmarking Study, conducted by Hospitals and Health Networks magazine. Read more. For the 15th consecutive year, Vanderbilt University Medical Center was recognized in 2014 as one of the top 100 hospitals in the country by Truven Health Analytics (formerly Thomson Reuters). Read more. Beckers Hospital Review listed Vanderbilt University Medical Center on its list of 100 Great Hospitals of 2014 for the third consecutive year. Read more. Accreditation The Vanderbilt University School of Medicine is accredited by the Liaison Committee on Medical Education (LCME). Brief History Vanderbilt University issued it first diplomas to 61 Doctors of Medicine in 1875, thanks to an arrangement that recognized the University of Nashville’s medical school as serving both institutions. After reorganization under the Vanderbilt Board of Trust in 1895, admission requirements were raised, the course was lengthened, and the system of instruction was changed to include laboratory work in the basic sciences. Read more on the history of Vanderbilt University School of Medicine.

The Beginning Vanderbilt University Medical Center began in 1874 when the School of Medicine, which had been part of the University of Nashville since its founding in 1851, was incorporated into Vanderbilt University, which had been founded in 1873 with a grant from Commodore Cornelius Vanderbilt. The first degree awarded by this new University, in 1875, went to Henry William Morgan, and was a medical degree. For many years of its existence, Vanderbilt’s medical school and hospital were located near the present day intersection of Fifth Avenue and Elm Street, near downtown Nashville. During this time, the School of Medicine was owned and operated as a private property of the practicing physicians who made up the faculty and received the fees of the students—a system that, while not ideal, was typical of medical education in the U.S. at the time. In 1895, the School of Medicine was reorganized under the Vanderbilt University Board of Trust. William L. Dudley, who was professor of Chemistry in the college of Arts and Sciences, was appointed medical dean; admission requirements were raised to require a high school diploma; the course was lengthened to three years of six months each; and laboratory work in the basic sciences was added to the curriculum. At this time, Vanderbilt was one of four medical schools in Nashville, joined by the University of Nashville, which again separated from Vanderbilt in 1895, the University of Tennessee, and Meharry Medical College. Three years later, in 1898, the quality of education was again upgraded. The course requirement for graduation increased from three years to four years and the number of months of instruction each year increased from six to seven. Improving the quality of instruction and therefore the quality of graduates of the School of Medicine received a boost with the 1910 publication of the report of Abraham Flexner, who, with a grant from the Carnegie Foundation, surveyed American medical education and proposed that the training of physicians become more rigorous, standardized, and scientific. Flexner’s comments concerning Vanderbilt were not without criticism, but the report noted that Vanderbilt was the best suited facility in the state to train Tennessee’s doctors. The 1920s The Flexner report was taken to heart by Dr. G. Canby Robinson, who was appointed Dean of the School of Medicine in 1920. Five years later, on September 16, 1925, the aspirations of the Flexner Report, the will of Canby Robinson, and the funding of Rockefeller Foundation General Education Board and the Carnegie Foundation came to life, as the School of Medicine was relocated to a new building on the Vanderbilt main campus that housed not only the school, but the hospital, outpatient clinics, laboratory, and library. That building survives as Medical Center North, although most of its original functions have since relocated to dedicated buildings of their own as the Medical Center has grown. The 1925 state-of-the-art facility was located adjacent to the building for the Vanderbilt University School of Nursing, also completed in 1925. The school, which was founded in 1909, was one of the nation’s first nursing programs to incorporate its curriculum into a liberal arts degree. While part of the college of Arts and Sciences until officially joining the Medical Center in 1984, the School of Nursing throughout its history was closely affiliated with the patient care activities of the Medical Center. The years between the reorganization of the Medical Center and the beginning of the Second World War were active ones at VUMC. Waller Leathers replaced Canby Robinson as Dean in 1928, the same year the department of Pediatrics was established. The department of Radiology was established in 1936. The 1930s & 1940s The first major addition to the Medical Center building was made in 1938, as the D corridor was added at the rear of the structure to house, among other things, more patient rooms and the departments of Pediatrics and Obstetrics and Gynecology. One of VUMC’s first major research grants was received in 1932 from the Rockefeller Foundation. The $250,000 earmarked for clinical research was administered by a faculty committee.

Two of the most significant clinical research developments in American medicine during this era came from Vanderbilt: In 1933, Dr. Alfred Blalock and his research assistant Vivien Thomas conducted pioneering research leading to the first cardiothoracic surgery for infants born with “blue baby syndrome.” Blalock’s work was essential to the development of open heart surgery. In the early 1940s, Dr. Ernest Goodpasture, who became Dean in 1944, developed the method of culturing vaccines in chick embryos, which allowed the mass production of vaccines for smallpox, typhus, and yellow fever. The coming of war reduced the number of students and faculty on the Vanderbilt campus, and, as had been the case in World War I, VUMC faculty and staff had an organized presence in the war effort. In 1941 the Vanderbilt 300th General Hospital unit was organized and participated in the European theater. The first major development after the war was the 1945 establishment of the department of Anesthesiology. The department was new, but anesthesiology as a specialty had been one of the best known areas of VUMC; the first ether-oxygen apparatus, an early anesthesia machine, had been developed at VUMC in 1907 by Dr. James Tayloe Gwathmey. More great names of Vanderbilt also made an appearance during this era. Dr. Amos U. Christie, chair of Pediatrics, led a team that achieved worldwide notice for pioneering work in histoplasmosis. The 1950s & 1960s Dr. John B. Youmans became Dean in 1950; Dr. Barney Brooks retired as chair of Surgery and was replaced by Dr. H. William Scott Jr.; and Dr. Elliot Newman received the series of grants from the U.S. Public Health Service that led, in 1960, to the establishment of the federally funded Clinical Research Center which bears Newman’s name. Dr. John Patterson was named Dean in 1958. The first endowed chair in the School of Medicine was established in 1960, the George W. Hale Professorship in Ophthalmology. In 1961, the Learned Lab was added to Medical Center North and the next year the West Wing, later more descriptively dubbed the Round Wing, opened. These additions added to both research and patient care space. Patient care of newborns was revolutionized in 1961 at VUMC as Dr. Mildred T. Stahlman founded the division of Neonatology and began the Vanderbilt NICU, the first in the nation to make use of respiratory therapy for infants with damaged lungs. In 1963, Dr. Randolph Batson was named Dean and Director of Medical Affairs, a position which evolved into the current position of Vice Chancellor for Health Affairs. The 1960s saw several additions to the Medical Center. The Werthan Wing was added to Medical Center North in 1964, and in 1967 Medical Center South was renovated and became part of the Medical Center. That same year, the Zerfoss Student Health Center, named in honor of Dr. Thomas B. Zerfoss, who was a University physician from 1926 to 1962, opened. The 1970s to 2000 From 1970 to 2000, the pace of growth and change at VUMC increased rapidly, as did the institution’s national and international reputation. In 1970, the founding of Vanderbilt Children’s Hospital brought pediatric care to the forefront of the Medical Center’s patient care mission. In 1971, Dr. Earl Sutherland was awarded the Nobel Prize in Physiology or Medicine, thereby serving notice that the Medical Center’s research mission was on a par with its patient care and education missions. In 1974, Dr. Vernon E. Wilson became Vice Chancellor for Medical Affairs, and the next year Dr. John E. Chapman became Dean. The two men began an impressive program of construction of new facilities that continues to the present.

The first of the new series of buildings was Rudolph A. Light Hall. The building, which opened in 1977, contained School of Medicine classrooms and laboratories. This was followed by Vanderbilt University Hospital in 1980. Dr. Roscoe R. “Ike” Robinson became Vice Chancellor for Health Affairs in 1981, and the building boom continued: the Child and Adolescent Psychiatric Hospital in 1985; The Vanderbilt Clinic in 1988; Medical Research Building I (now named the Ann and Roscoe Robinson Medical Research Building) in 1989; the Kim Dayani Human Performance Center in 1989; Stallworth Rehabilitation Hospital in 1992; Medical Research Building II (now the Frances Williams Preston Building) in 1993; and the Annette and Irwin Eskind Biomedical Library in 1994. Dr. Stanley Cohen received a Nobel Prize in 1986, as he shared the award with Dr. Rita Levi-Montalcini of Italy for their discovery of epidermal growth factor. The School of Nursing, which under the leadership of Dean Colleen Conway-Welch became a part of the Medical Center in 1984, phased out its undergraduate nursing degree in 1989 and became exclusively a graduate school with a mission of educating advanced level nurses. One of the innovative programs of the school is the Bridge program, which admits students from educational backgrounds other than nursing and allows them to complete a course of work leading to an advanced practice nursing degree. In 1986, the School of Nursing founded a donor society called the Julia Hereford Society, named after the Dean of Nursing from 1949 to 1965, and in 1999 dedicated Patricia Champion Frist Hall, a new classroom and office building adjacent to Godchaux Hall, the 1925 School of Nursing building. The School of Nursing also added a course of study leading to a Ph.D. in Nursing Science, and combined with the School of Engineering to offer a course of study leading to an M.S.N. in Nursing and a Ph.D. in Biomedical Engineering. Dr. Harry R. Jacobson succeeded Robinson as Vice Chancellor for Health Affairs in 1997, and took over a Medical Center that was in many ways more successful than ever in its history, but also facing unique challenges. Despite the growth and innovations in patient care, education, and research over the past decades, numerous challenges also faced the institution. Pressure from private insurers, health maintenance organizations, and government put pressure on the economics of patient care. In response, the Medical Center took steps to create clinical pathways to streamline and improve the efficiency of patient care, reorganized faculty physicians into the Vanderbilt Medical Group, and located practices into communities away from the campus to be more convenient for patients. At the same time, government funding of research grew more competitive, even as VUMC faculty research dollars grew, and Vanderbilt began to reach out to private and entrepreneurial sources of research funds. But as VUMC continued to do what it has done throughout its history—adjust to the changing times and look ahead to a bright future—there was much evidence that the institution’s tradition of quality continued: U.S. News and World Report has consistently ranked the School of Medicine in the top 20 in the nation during the 1990s, and likewise Vanderbilt’s patient care in a number of specialties was highly ranked in that magazine’s annual reports. The School of Nursing has also been ranked in the top 25 from among 237 nursing programs in the U.S. There are 50 fully endowed chairs and professorships at VUMC. Twelve more are annually funded and 14 additional chairs are committed through requests. The opening of additional research space allowed a growth in research and research funding; VUMC consistently ranks in the top 25 out of 129 medical schools in the receipt of National Institutes of Health funding. A new medical research building is under construction adjacent to Learned Lab. Patient visits have continued to grow with hospital admissions above 31,000 in 1999, and outpatient visits approaching 600,000. VUMC has the only Level I trauma center in the region, including the LifeFlight helicopter ambulance program, which began in 1984; the only Level 3 Burn Center; the only Level IV Neonatal Intensive Care Unit; and the only National Cancer Institute-designated center of its kind in Tennessee. And a new free-standing Vanderbilt Children’s Hospital, now long recognized as a community resource, is under construction at the south end of The Vanderbilt Clinic. Source: Wayne Wood, VUMC Reporter

Departments Anesthesiology, Department of Biochemistry, Department of Biomedical Informatics, Department of Biostatistics, Department of Cancer Biology, Department of Cardiac Surgery, Department of Cell and Developmental Biology, Department of Emergency Medicine, Department of Health Policy, Department of Hearing and Speech Sciences, Department of Medicine, Department of Molecular Physiology & Biophysics Neurological Surgery, Department of Neurology, Department of Obstetrics and Gynecology, Department of Ophthalmology and Visual Sciences, Department of Oral and Maxillofacial Surgery, Department of Orthopaedic Surgery and Rehabilitation, Department of Otolaryngology, Department of Pathology, Microbiology and Immunology Pediatric Surgery, Department of Pediatrics, Department of Pharmacology, Department of Physical Medicine and Rehabilitation, Department of Psychiatry, Department of Radiation Oncology, Department of Radiology and Radiological Sciences, Department of Surgery, Department of Surgery, Plastic Surgery Thoracic Surgery, Department of Urologic Surgery, Department of Centers Addiction Center AIDS Research, Center For (Vanderbilt-Meharry Collaboration) Asthma Research Center Autonomic Dysfunction Center Bill Wilkerson Center Biomedical Ethics and Society, Center for Bone Biology, Center for Cancer Center, Vanderbilt-Ingram Clinical Research Center Cognitive Medicine, Center for Diabetes Research Diabetes Translational Research, Center for

Digestive Disease Research Center Effective Health Communication, Center for Epidemiology Shared Resources Evaluation and Program Improvement, Center for (CEPI) Evidence Based Practice Center Experiential Learning and Assessment, Center for (CELA) Health Services Research, Center for (Department of Medicine) Human Nutrition, Center for Integrative Cancer Biology Center Kennedy Center for Developmental Disabilities Kidney Disease Center (VKDC) Mass Spectrometry Research Center Matrix Biology, Center for Medicine, Health and Society, Center for Molecular Toxicology, Center for Mouse Metabolic Phenotyping Center Professional Health, Center for Quantitative Sciences, Center for Space Physiology and Medicine, Center for Stem Cell Biology, Center for Structural Biology, Center for Systems Safety, Center for Research and Innovation in (CRISS) Tuberculosis Center

Contact Information Vanderbilt University School of Medicine Light Hall Nashville, TN 37232 Medical Center Operator (615) 322-5000 Education MD Admissions Enrollment Services 215 Light Hall (615) 322-2145 PhD Admissions The Office of Biomedical Research Education & Training (BRET) 340 Light Hall (615) 343-4611 Research Office of Research CCC-3322 MCN 1161 21st Avenue South Nashville TN 37232-2103 (615) 322-0470 Faculty Faculty Affairs 320 Light Hall (615) 322-2165 Alumni Medical Alumni Association D-8200 Medical Center North Nashville, TN 37232 (615) 322-0310

Environmental Scan • METRO NASHVILLE GENERAL HOSPITAL • SAINT THOMAS MIDTOWN HOSPITAL • TRISTAR CENTENNIAL MEDICAL CENTER

Comparison The CMS Hospital Compare website offers star ratings for the nation’s hospitals. The ratings are derived from the Hospital Consumer Assessment of Healthcare Providers and Systems Survey, a tool that’s been in use since 2006 to measure patients’ perspectives, according to a news release. *Source: Nashville Business Journal

Survey of patients' experiences - details Find out why these measures and the star ratings are important. Learn more about the data and star ratings. Get the current data collection period. Get tips for printing star images.

Table 1 of 11

How often did nurses communicate well with patients? Patients reported how often their nurses communicated well with them during their hospital stay. â&#x20AC;&#x153;Communicated wellâ&#x20AC;? means nurses explained things clearly, listened carefully to the patient, and treated the patient with courtesy and respect.

Star rating for this

Patients who reported that

measure

their nurses "Always"

their nurses "Usually"

communicated well

SAINT THOMAS MIDTOWN HOSPITAL

3 out of 5 stars

78%

17%

TRISTAR CENTENNIAL MEDICAL CENTER

4 out of 5 stars

81%

15%

VANDERBILT UNIVERSITY HOSPITAL

3 out of 5 stars

78%

18%

Star rating for this

Patients who reported that

measure

their nurses "Always"

their nurses "Usually"

communicated well

Tennessee Average

80%

15%

National Average

80%

16%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 2 of 11

How often did doctors communicate well with patients? Patients reported how often their doctors communicated well with them during their hospital stay. “Communicated well” means doctors explained things clearly, listened carefully to the patient, and treated the patient with courtesy and respect.

SAINT THOMAS MIDTOWN HOSPITAL

Star rating for this

Patients who reported that

measure

their doctors "Always"

their doctors "Usually"

communicated well

83%

14%

4 out of 5 stars

Star rating for this

Patients who reported that

measure

their doctors "Always"

their doctors "Usually"

communicated well

TRISTAR CENTENNIAL MEDICAL CENTER

4 out of 5 stars

84%

13%

VANDERBILT UNIVERSITY HOSPITAL

4 out of 5 stars

81%

16%

Tennessee Average

83%

13%

National Average

82%

14%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 3 of 11

How often did patients receive help quickly from hospital staff? Patients reported how often they were helped quickly when they used the call button or needed help in getting to the bathroom or using a bedpan.

Star rating for this

Patients who reported that

measure

they "Always" received

they "Usually" received

help as soon as they

wanted

SAINT THOMAS MIDTOWN HOSPITAL

3 out of 5 stars

65%

26%

TRISTAR CENTENNIAL MEDICAL CENTER

3 out of 5 stars

68%

24%

VANDERBILT UNIVERSITY HOSPITAL

3 out of 5 stars

62%

29%

Tennessee Average

69%

22%

National Average

68%

23%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 4 of 11

How often was patients' pain well controlled?

If patients needed medicine for pain during their hospital stay, the survey asked how often their pain was well controlled. “Well controlled” means their pain was well controlled and that the hospital staff did everything they could to help patients with their pain.

Star rating for this

Patients who reported

measure

that their pain was

"Always" well controlled

"Usually" well controlled

SAINT THOMAS MIDTOWN HOSPITAL

3 out of 5 stars

71%

22%

TRISTAR CENTENNIAL MEDICAL CENTER

3 out of 5 stars

72%

22%

VANDERBILT UNIVERSITY HOSPITAL

3 out of 5 stars

69%

24%

Tennessee Average

72%

20%

National Average

71%

22%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 5 of 11

How often did staff explain about medicines before giving them to patients? If patients were given medicine that they had not taken before, the survey asked how often staff explained about the medicine. “Explained” means that hospital staff told what the medicine was for and what side effects it might have before they gave it to the patient.

Star rating for this

Patients who reported that

measure

staff "Always" explained

staff "Usually" explained

about medicines before

giving it to them

SAINT THOMAS MIDTOWN HOSPITAL

3 out of 5 stars

65%

17%

TRISTAR CENTENNIAL MEDICAL CENTER

3 out of 5 stars

65%

19%

VANDERBILT UNIVERSITY HOSPITAL

3 out of 5 stars

63%

19%

Tennessee Average

65%

17%

National Average

65%

17%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

Number of completed surveys

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 6 of 11

How often were the patients' rooms and bathrooms kept clean? Patients reported how often their hospital room and bathroom were kept clean.

Star rating for this

Patients who reported that

measure

their room and bathroom

were "Always" clean

were "Usually" clean

SAINT THOMAS MIDTOWN HOSPITAL

2 out of 5 stars

66%

21%

TRISTAR CENTENNIAL MEDICAL CENTER

2 out of 5 stars

68%

20%

VANDERBILT UNIVERSITY HOSPITAL

1 out of 5 stars

62%

24%

Tennessee Average

73%

17%

National Average

74%

18%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 7 of 11

How often was the area around patients' rooms kept quiet at night? Patients reported how often the area around their room was quiet at night.

Star rating for this

Patients who reported that

measure

the area around their

the area around their room

room was "Always" quiet

was "Usually" quiet at

at night

night

SAINT THOMAS MIDTOWN HOSPITAL

3 out of 5 stars

61%

31%

TRISTAR CENTENNIAL MEDICAL CENTER

4 out of 5 stars

68%

26%

VANDERBILT UNIVERSITY HOSPITAL

3 out of 5 stars

60%

31%

67%

26%

Tennessee Average

Star rating for this

Patients who reported that

measure

the area around their

the area around their room

room was "Always" quiet

was "Usually" quiet at

at night

night

62%

29%

National Average

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 8 of 11

Were patients given information about what to do during their recovery at home? The survey asked patients about information they were given when they were ready to leave the hospital. Patients reported whether hospital staff had discussed the help they would need at home. Patients also reported whether they were given written information about symptoms or health problems to watch for during their recovery.

Star rating for this

Patients who reported that YES, they were

measure

given information about what to do during their recovery at home

SAINT THOMAS MIDTOWN HOSPITAL

3 out of 5 stars

86%

TRISTAR CENTENNIAL MEDICAL CENTER

4 out of 5 stars

88%

Star rating for this

Patients who reported that YES, they were

measure

given information about what to do during their recovery at home

VANDERBILT UNIVERSITY HOSPITAL

3 out of 5 stars

87%

Tennessee Average

86%

National Average

86%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 9 of 11

How well did patients understand the type of care they would need after leaving the hospital? Patients reported whether they and/or their caregivers understood the type of care the patient would need once the patient left the hospital. Patients reported whether: Hospital staff considered their health care options and wishes when deciding what kind of care they would need after leaving the hospital; They and/or their caregivers understood what they would have to do to take care of themselves after leaving the hospital; and They knew what medications they would be taking and why they would be taking them after leaving the hospital.

Star rating for this

Patients who "Strongly

Patients who “Agree” they

measure

Agree" they understood their

understood their care

care when they left the

when they left the hospital

hospital

SAINT THOMAS MIDTOWN HOSPITAL

3 out of 5 stars

53%

41%

TRISTAR CENTENNIAL MEDICAL CENTER

4 out of 5 stars

55%

40%

VANDERBILT UNIVERSITY HOSPITAL

4 out of 5 stars

56%

38%

Tennessee Average

52%

42%

National Average

52%

43%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 10 of 11

How do patients rate the hospital overall?

After answering all other questions on the survey, patients answered a separate question that asked for an overall rating of the hospital. Ratings were on a scale from 0 to 10, where “0” means “worst hospital possible” and “10” means “best hospital possible.”

Star rating for this

Patients who gave their

measure

hospital a rating of 9 or 10

hospital a rating of 7 or 8 on

on a scale from 0 (lowest) to

a scale from 0 (lowest) to 10

10 (highest)

(highest)

SAINT THOMAS MIDTOWN HOSPITAL

3 out of 5 stars

72%

21%

TRISTAR CENTENNIAL MEDICAL CENTER

4 out of 5 stars

76%

18%

VANDERBILT UNIVERSITY HOSPITAL

4 out of 5 stars

74%

20%

Tennessee Average

71%

21%

National Average

71%

21%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

Number of completed surveys

VANDERBILT UNIVERSITY HOSPITAL

7845

Table 11 of 11

Would patients recommend the hospital to friends and family? The survey asked patients whether they would recommend the hospital to their friends and family.

Star rating for this

Patients who reported

measure

YES, they would definitely

YES, they would probably

recommend the hospital

SAINT THOMAS MIDTOWN HOSPITAL

4 out of 5 stars

75%

20%

TRISTAR CENTENNIAL MEDICAL CENTER

4 out of 5 stars

80%

16%

VANDERBILT UNIVERSITY HOSPITAL

4 out of 5 stars

80%

16%

Tennessee Average

71%

23%

National Average

71%

24%

Number of completed surveys

SAINT THOMAS MIDTOWN HOSPITAL

1800

TRISTAR CENTENNIAL MEDICAL CENTER

2806

VANDERBILT UNIVERSITY HOSPITAL

7845

If footnotes appear in the table, hover over the number to get more details. View more footnote details.

Footnotes Footnote number

Footnote as displayed on Hospital Compare

The number of cases/patients is too few to report.

Data submitted were based on a sample of cases/patients.

Results are based on a shorter time period than required.

Data suppressed by CMS for one or more quarters.

Results are not available for this reporting period.

Fewer than 100 patients completed the HCAHPS survey. Use these scores with caution, as the number of surveys may be too low to reliably assess hospital performance.

No cases met the criteria for this measure.

The lower limit of the confidence interval cannot be calculated if the number of observed infections equals zero.

No data are available from the state/territory for this reporting period.

Very few patients were eligible for the HCAHPS survey. The scores shown reflect fewer than 50 completed surveys. Use these scores with caution, as the number of surveys may be too low to reliably assess hospital performance.

Footnote number

Footnote as displayed on Hospital Compare

There were discrepancies in the data collection process.

This measure does not apply to this hospital for this reporting period.

Results cannot be calculated for this reporting period.

The results for this state are combined with nearby states to protect confidentiality.

The number of cases/patients is too few to report a star rating.

This result is not based on performance data; the hospital did not submit data and did not submit a waiver

For Maryland hospitals, no data are available to calculate a PSI 90 measure result; therefore, no performance decile or points are assigned for Domain 1 and the Total HAC score is dependent on the Domain 2 score.

This value was calculated using data reported by the hospital in compliance with the requirements outlined for this program and does not take into account information that became available at a later date.