Goals for the 2014 year

The Board of Directors recently approved Middle Park Medical Center’s 2014 strategic goals. These goals were put together through the managers of MPMC and vetted by the senior leadership team. Board President Bernie Murphy stated that this will be “our bible” for the upcoming year. This document will be used organization-wide to guide our work throughout the year.

 However, this document will be a living document, which means it will be adjusted as needed. In the quickly changing landscape of health care, organizations must be ready to take challenges head-on. We want to be proactive and adaptable in our important work. The leadership team will prioritize these projects and will work with each of you to make these goals a reality for our employees, our patients and our community.

 If you have any questions about MPMC’s 2014 goals, please feel free to ask any member of the leadership team. Have a great weekend and GO BRONCOS!

Middle Park Medical Center

2014 Goals

Priorities

1: Regulation or requirement
2: Very important/critical to achieve Strategic Pillars and Vision
3: Important

Pillar: Technology

Goals	Time Line	Priority	Lead Team Lead*	Tactics
Implement a functional Electronic Medical Record: hospital and clinics.   ·         Implement Meaningful Use II requirement (regulation)	Dec 2014	1	COO* CQO CNO	1.       Host selection:(complete) 2.       Tactical Implementation Plan: (March 2014) ·         Project Manager ·         Users’ Implementation Team ·         IT Infrastructure ·         Trainer/Training ·         Competency examination
Timely and accurate bills out to patients	July, 2014	1	CFO* Finance Services Director	1.       Develop measures and benchmarks: (February) 2.       Complete a plan to achieve benchmarks: (April)

 

Pillar: Growth

Goal	Time Line	Priority	Lead Team Lead*	Tactics
1.       Grow surgery 2.       Increase additional outpatient services by minimally two service lines. 3.       Establish a three year growth strategy	Dec. 2014	2	CEO* CMO CNO	1.       Complete market assessment: March) 2.       General surgeon on board: (January) 3.       Successful recruitment of the following specialties/services: (first quarter) ·         Ophthalmology ·         Podiatry ·         Retina specialists ·         Urgent Care 4.       Assess feasibility of new service opportunities: (October) ·         Oncology: chemo ·         Pain management ·         Microbiology

 

Pillar: Organization

Goals	Time Line	Priority	Lead Team Lead*	Tactics
Develop and implement standardized salary structure	June 2014	2	HR Director* CEO	1.       Define core competencies: (April)
Decrease staff turnover by 33%	December 2014	2	HR Director* CEO	1.       Initiate employee satisfaction: (March) 2.       Incorporate Centura turnover measures: (May) 3.       Develop focused strategies for retention: (July)
Implement 3 to 5 lean projects that result in system efficiencies across sites (supplies, people, services, information/ communication)	Jan 2014	2	CQO* AHA	1.       Identify projects and measures: (January)
Build medical staff engagement	June 2014	2	CMO* AHA	1.       Create and disseminate CMO job description: (January) 2.       Appoint medical staff to MPMC committees, teams, projects and strategic planning: (first quarter) 3.       Restructure medical staff performance and compensation model: (April)
Implement a Compliance Program	June 2014	1	COO* CNO CQO	1.        Appoint a Compliance Officer: (January) 2.        Define/refine the Compliance Program: (first quarter)
Standardize internal organizational communication	June 2014	3	Marketing Director* CEO COO CNO	1.       Redesign Intranet: (first quarter) 2.       Establish communication policies: (June)

 

Pillar: Community

Goal	Time Line	Priority	Lead Team Lead*	Tactics
Develop and implement the Ambassador Program	Fourth Quarter 2014	3	Marketing Director CEO CFO HR Director	1.       Define the program (March) 2.       Identify Ambassadors (April) 3.       Complete training (July)
Complete a multi-year Marketing/PR Strategic Plan and Framework	February 2014	2	Marketing Director* CEO	1.       Hire a Marketing Director: (complete) 2.       Complete the 2014 Marketing Plan and framework: (February) 3.       Review, evaluation and adjustment of plan: (ongoing)
Implement a vehicle/vendor to establish and measure patient satisfaction (requirement)	June 2014	1	CQO* CNO	1.       Agreement signed: (January) 2.       First survey initiated: (April)

 

Pillar: Strategic Partner

Goal	Time Line	Priority	Lead Team Lead*	Tactics
Establish ongoing quarterly contact with primary care practices in Grand County.	July 2014	3	CMO* AHA Marketing Director	1.       Identify target practices, liaisons and agendas: (June)
Define and structure the Centura relationship	May 2014	2	CEO* Board	1.       Manage the messaging and transition: (ongoing) 2.       Implementation (June - December)

 

Welcome aboard!

Join me in welcoming Dr. Rebecca Wiebe!

I am excited to announce that Middle Park Medical Center will soon be working with Dr. Rebecca Wiebe, M.D., of Surgical Specialists of Colorado, PC, for general surgery in Granby!

Dr. Wiebe will begin seeing patients on February 7 at MPMC-Granby, 1000 Granby Park Drive South. She will serve patients with breast cancer, hernias, endocrine disease and gastrointestinal concerns as well as those needing other minor surgeries. 

Dr. Wiebe’s accolades are many. She is a Fellow in the American College of Surgeons and is certified by the American Board of Surgery. She is also a member of the Association of Women Surgeons, Colorado Medical Society, Southwestern Surgical Congress The American Society of Breast Surgeons, Denver Academy of Surgery and American Society of General Surgeons.

Dr. Wiebe’s work is a continuation of the general surgery work previously conducted by Dr. Edward Medina. We wish Dr. Medina well in his future endeavors and are thankful for the service he has given MPMC’s patients.

Under Dr. Wiebe, MPMC will be able to grow our surgical days significantly. We are doubling the amount of available surgery time and are working toward general surgery services five days a week by the end of 2014.

Please join me in welcoming Dr. Wiebe to the team!

Family...

While there are challenges to being a small, rural hospital, there are many advantages as well. One main advantage is that we are small enough to be a large family.

When my family has reunions, they can rival the size of the MPMC organization in numbers (which is why I married an out-of-state girl!).

As with any family, we have good times and struggles, but work together to resolve our issues and grow stronger in the process. At MPMC, we are striving to become a close, resilient family working toward a common goal.

One way we can learn and evolve together is through our newly implemented Service Excellence Initiative. The teams that have been put together to implement this three-year program will lead the way for our family to continue to advance the level of patient care and the bonds between us.

These bonds are forged through challenging times. Last week, the MPMC experienced one of these struggles. Below is the release sent to Sky Hi News after a request for information about the incident:

On January 2, 2014, three employees of Middle Park Medical Center Granby Family Practice Clinic reported feeling ill and left work.

All three employees report ingesting the same food product, though it is unclear at this time if the food was tainted in any way.

Middle Park Medical Center administration, along with staff and outside agencies, is investigating the incident and awaiting lab results on the food substance present in the clinic to determine if the food was, in fact, tainted.

The employees have reported feeling better after the incident and have resumed serving patients at the clinic. There was little to no effect on patient appointment times or the quality of their care.

There is no further information available at this time.

This is the extent of the verifiable information currently available about the incident. The MPMC leadership team and local authorities will continue to investigate this occurrence. We stand by our employees – our family members – 100% and will protect them.

Please stayed tuned for any additional details as they become available. In the meantime, please refer any inquiries to CNO Carmen Covington or Michelle Balleck, Director of Marketing and Public Relations. We ask that any communication you have about this incident is with Carmen and is not conducted outside of MPMC.

2013 to 2014

As 2013 comes to a close, I’d like to thank each and every member of the MPMC family for their commitment to providing the highest quality patient-centered health care possible. This year has marked many advancements for the MPMC team and has made us stronger as we continue to grow. As we look forward to a new year and the progress that awaits, I want to provide you an update on some important initiatives on which we have been working. · Dr. Rebecca Wiebe of Surgical Specialists of Colorado will begin seeing patients at Middle Park Surgical Center four days a week on February 7. The goal is to increase days through 2014 to increase the availability of surgery in Grand County. · We are working to secure an interim human resources director and hope to have that person in place in January while we continue to recruit a full-time director. · Our new health information management manager will join us January 6. This should give us a good position to be more proactive in our charting and auditing of patient records as well as better position us for the ICD-10 crossover next year. · As our new Director of Marketing and Public Relations, Michelle Balleck, gets acclimated with the MPMC family, she will be meeting with directors and managers to develop a comprehensive communication plan for our organization. Please look forward to increased communication within and outside of MPMC. · Our Service Excellence Initiative is proceeding well. Currently we are focusing on the patient experience and how it is impacted by quietness and cleanliness. Trainings for staff will begin in 2014, and we look forward to the improvements to patient care we can all strive to achieve. · Chief Financial Officer Brendan Gale, along with others from the organization, will be having a budget meeting in January to finalize a revised budget for 2014. · Brendan and his team are working to standardize the revenue cycle and resolve reimbursement concerns. This is one of our primary goals for 2014 as we strive to improve cash flow and our billing processes. I am optimistic to enter a new year with many possibilities with all of the MPMC team. We have many opportunities in front of us to continue to grow the level of patient care we offer to all of Grand County! Happy New Year!

Congratulations!

Service Excellence Initiative

 

 

Middle Park Medical Center strives to provide world-class Service Excellence to

continuously improve the patient experience, employee satisfaction and physician
engagement at our facilities. We have launched our Service Excellence Initiative,
which will be implemented throughout the MPMC family during the next three years.

The Service Excellence Initiative will enhance the experience for our patients, their
families and our community, as well as ourselves, and will move Middle Park Medical
Center forward in becoming the health care provider and employer of choice in
Northwest Colorado.

As part of this project, we have selected the following leaders within our

organization to lead the first phase of implementation. The Service Excellence Council
will provide leadership and communication to the Service Excellence Initiative. The
Service Excellence Advisors will lead Service Excellence Initiative workshops for the
entire MPMC staff and guide us through implementation of customer service
improvement projects.
 

Service Excellence Council

David Solawetz, RN, CQO, Chair

Janet Peters, Program Director
Carmen Covington, CNO
Zane Gray
Miranda Marsh
Bridget Newman
Bethanie Reynolds
Jeanine Shunk
Jason Stuerman, MD
Theresa Vague

Service Excellence Advisors
Jean Anderson
Alexis Bates
Amanda Haight
Jeff Hoffman
Mary Meeks
Holly Peck
Evaldas Pilkis
Chris Porter
Daniele Porter
Marjorie Pfeffer
Chris Trimmer
Darren Zunno

Please look forward to further information as we progress with the Service

Excellence Initiative into 2014! This initiative will enable us to reach higher levels of
customer and employee experience. Your commitment to MPMC and patient
satisfaction is paramount to make this initiative successful!

Old acquaintances...

As we move toward a stronger relationship with Centura here are some facts on them and what they have to offer. 

WHO – Centura Health is a joint venture between Adventist Health System a mid-west and southern hospital system with net revenues in excess of $6.5 Billion and Catholic Health Initiatives (CHI) a national hospital system that has net revenues in excess of $10.5 Billion, which puts them in the top 10 not-for-profit hospital systems in the country. Centura and Adventist/CHI are faith based organizations and all share the common mission of “promoting the healing ministry of Christ.”  Centura and Adventis/CHI work with a lot of affiliate hospitals, and while it is faith based, they do not require affiliated organizations to comply with are parts of their operating dogma.  Centura Health is the largest healthcare system in Colorado with net revenues exceeding $2.5 Billion, with hospital’s throughout the state and provide other healthcare services, including home health, nursing home care, and other ancillary services. http://www.centura.org/

 

WHY

·        Proximity to St. Anthony’s and St. Anthony’s Summit.

·        Well positioned geographically in the intermountain and front range to take advantage of population based medicine (See: Map of Centura CAH’s) and has a growing presence on the eastern side of the state with affiliate and owned hospitals in Western Kansas (http://www.centura.org/Workfiles/maps/CH-map-AllFacilities.pdf)

·        Annual per-capita spending on healthcare in the U.S. exceeds $8,233 per  person or $123,495,000 in Grand County alone. Total population in the Centura affiliate hospital counties exceed 150,000 with net healthcare expenditure in excess of $1.3 Billion. This doesn’t even include the tourism base that consumes another $100,000,000 in healthcare while vacationing in affiliate counties (Jackson, Grand, Summit, Alamosa, Chaffee, Clear Creek, Costilla, Fremont, Lincoln, and Park). Adjacent counties hold an additional 250,000 people.  Gaining a larger market share for MPMC in our area would be momentous. 

·        Centura 2020 mission to move upstream to help  http://www.centura.org/move-upstream-to-manage-health

·        Improved revenue cycle management (ICD-10, HIPPA compliance, value based purchasing, HCAPS)

·        Process efficiencies and economies of scale that would reduce costs  dramatically. 

• New agile leadership to respond quickly to the needs of MPMC

·        Expanded service lines (Surgical, inpatient, home health, nursing home, etc.)

     ·        Access to high end services like legal, consulting, marketing, accounting, etc.

·        Improved viability as we face Affordable Care Act, ICD-10, Value Based Purchasing and Pay for Performance, Elimination of CAH Payments, Patient Centered Medical Home, etc.

 

Stopping to smell the flowers.

Today marks my fourth month of your Chief Operating Officer.  I did not realize that fact until my awesome better half posted this on my facebook page...

When I interviewed for this position in June I sat down in front of 10 or so MPMC employees that shared with me the challenges, the hopes, the set-backs, the concerns and the anxiety.  The one thing that stood out the most was there was no sign of "laying down and giving up".  I knew right away I wanted this job because of the staff.

 

 

 

 

The Four Horsemen: State Survey, IT Crash, Life Safety, and Workforce Reduction.

Fast forward four months...

CEO Cole White has recently likened these past year to the four horsemen of the apocalypse with all of the challenges that we have faced.  However, the assessment of the staff that I had in my interview was correct.  You all have not lain down your swords, stopped fighting and  not feared any tribulation.  You all have fiercely fought to make sure that our patients were taken care of. 

The senior leadership team and the board of director's are very proud of you all.   

Sometimes we all have to take a moment to pause and gather the holistic picture of the entire organization.  Once you have done this and seen the entire organization working as a whole you can capture the beauty of the self-sacrifice to ensure our fellow human beings are being cared for with high quality.  This involves EVERY individual. 

This is an amazing process to experience and everyone should from time to time stop to smell the flowers. 

...Oh yeah...and I am having a blast thank you all for all you do!