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AUGUST 2006FOR EMPLOYEES & VOLUNTEERS OF MOSES CONE HEALTH SYSTEMJUNE 2008
Wii-Habilitation page 5
Amazing RACE page 6
INSIDE
Moses Cone MedCenter Kernersville is now open toserve patients.
The $14.2 million medical office complex brings avariety of services to the Kernersville area, including aprimary care practice, a cardiology practice, anoutpatient mental health office, a rehabilitation center,a full-service laboratory, a full range of imaging servicesfrom X-rays to MRI, a pain management clinic,occupational health office and an orthopedic office.
It is located at 1635 NC 66 South, next to BishopMcGuinness High School.
“It has been very exciting to get to know theKernersville community over the past year from ourtemporary offices,” says Tim Rice, President and CEO,Moses Cone Health System. “We are glad to open ournew facility and to deliver the additional services thatresidents have asked for.”
Award Winners page 16
Patient Satisfaction Scores page 19
Moses Cone MedCenterKernersville Opens
Members of the North Carolina Hospital Association (NCHA) recentlyunveiled a plaque marking the first meeting of the association inGreensboro in June 1918. The plaque stands outside the entrance to theAtrium at The Moses H. Cone Memorial Hospital. Marking the occasionare (from left) Tim Rice, President and CEO, Moses Cone Health System;Bill Pully, President, NCHA; Dennis Barry, CEO Emeritus, Moses ConeHealth System; Ed McCauley, President Emeritus, NCHA; and BillFulkerson, MD, Chairman of the Board, NCHA.
Moses Cone MedCenterKernersville is locatedon NC 66 South, next toBishop McGuinnessHigh School.
Marking History
2 JUNE 2008 CODEU
Of the 6,686 employees covered by Moses Cone HealthSystem health insurance, only 1,547 are registered to use thepharmacy Web site – www.medco.com. If you’re not using it,it’s worth checking out. You might be surprised at the usefulinformation and potential cost savings that the Web site offers.
If you are currently using mail order, you can refillprescriptions from the Web site and check the status of yourorder. You also can view the prescriptions that you arepurchasing at retail pharmacies, and “My RX Choices” willshow you how much money you can save by purchasingthem through mail order. For example, at a retail pharmacy,Lisinopril/HCTZ tablets cost $10 for a 30-day supply. TheWeb site shows the same medication costs $20 for a 90-daysupply when ordered by mail – a savings of $40 per year.
You also can use the Web site to learn if a genericequivalent is available for your brand-name drug and howmuch you would save with the generic option. For example, ifyou take Nexium, you will pay $40 for a 30-day supply at a
retail pharmacy ($480 per year). If you purchase the genericthrough mail order, your cost is only $20 for a 90-day supply($80 per year). That’s a savings of $400 per year.
If you want to begin using mail order for your currentprescription or try a generic drug instead of the brand name,ask your doctor to write your prescription for a 90-day supplyrather than the traditional 30-day supply. Mail yourprescription to Medco using the mail-order form. This form isavailable at the medco.com Web site – click on Prescriptionsand Benefits (on the left hand side of the page); click onForms and Cards. You can then either “print mail order formsonline” or “request mail order forms to be mailed to you.”
If you have any questions, call the Benefits Service Centerat 832-8777 or e-mail [email protected].
Check Out www.medco.comto Save Money
The Lawson HR/Payroll system will undergo an “extrememakeover” the weekend of June 14 - 15. This means whenyou use Lawson Employee/Manager Self-Service after June16, the appearance of the site will be different. Thefunction of the Web site will be similar to what it is now.
When you log in to view your paycheck stub on June 26,you will be directed to information about how to use theupgraded site.
Watch for an article in the July CODEU explaining thedifferences.
Lawson HR Gets a New Look
How to Log OnGo to www.medco.com. You will be prompted to enter ane-mail address and password (chosen by you) to register.
3CODEU JUNE 2008
Health System Begins Reviewof Staffing, Work ProcessesMoses Cone Health System has hired a consulting firm to helpconduct a Systemwide study of resource allocation and work processes.
The effort, called Operational Effectiveness, is designed to help theHealth System provide the most efficient and effective healthcare at atime when demand for patient care is increasing yet staff shortages arepredicted nationwide.
The consulting firm, Delta Health Systems Inc., will help the HealthSystem match staffing levels to patient needs and ensure the best waysto work.
“We are entering this effort from a positionof strength,” says Glenn Waters, ChiefOperating Officer. “Like many other healthsystems, we’ve stayed successful by constantlyexamining how we can be more efficient,reduce costs and ensure quality. We do notexpect this study to result in layoffs oroutsourcing of any type.”
The effort may result in recommendations to increase, decrease orkeep the same level of staffing in any department. Any reduction instaffing would be handled by jobs not being filled and/or the shiftingof staff to best meet patient demands.
During the next several months, these consultants will visitdepartments throughout the Health System, beginning with several atThe Moses H. Cone Memorial Hospital. These include: Radiology,
Pharmacy, Inpatient Rehabilitation/5000, Emergency Services andOperative Services. The evaluations will continue through otherdepartments at Moses Cone Hospital during the summer. Systemwidedepartments also are being evaluated during this phase.
By late summer or early fall, the project will begin at Wesley LongCommunity Hospital. From there, it will move to The Women’sHospital, Annie Penn Hospital, the Behavioral Health Center and theHealth Services Division. The Operational Effectiveness project should
be complete by early 2009.“While this first study should last at least
eight months, this process is one that weintend to repeat over time to continuallyenhance patient care,” Waters says. “Processesand staffing levels will be monitored on anongoing basis to ensure that we are working
efficiently while upholding the high levels ofquality expected of us.
“We will continue to keep you informed through weekly e-mailupdates to each department director, and we encourage these directorsto share the updates with staff. Additionally, updates will be given asneeded in upcoming editions of CODEU. Thank you for yourassistance with this project. I believe it will place us in a strongerposition and enable us to fulfill our mission of providing exceptionalcare to our communities for decades to come.”
For more information,
contact Waters by e-mail at
[email protected] by phone at 832-7881.
When the Moses Cone Regional Cancer Center opened at WesleyLong Community Hospital in 2002, its team of medical professionalshandled about 75,000 patient visits a year.
Now, the Center logs more than 100,000 patient visits yearly, andthat number is expected to grow by another 30,000 within the nextfive years.
As waiting rooms get crowded and treatment rooms fill up, onething is clear: The Regional Cancer Center needs more space.
Moses Cone Health System has asked the state for permission to
build a 20,000-square-foot expansion to the existing three-storybuilding. A decision from the state is expected by late October.
The new construction would include space for a Breast CancerCenter, a Center for Patient Support, and a Community andProfessional Education Center. The plans also include renovatingabout 18,000 square feet of existing space to allow for a moremodern chemotherapy area, a high-dose-rate brachytherapy suite anda larger, more comfortable waiting area.
Health System Seeks to ExpandRegional Cancer Center An architect’s rendering shows the proposed addition
to the Regional Cancer Center.
4 JUNE 2008 CODEU
Moses Cone Health System provided nearly $115 million inscreenings, education, training and charity to the community infiscal year 2007. Details are provided in the annual Report toOur Community available at www.mosescone.com under “What’snew” on the home page.
The report documents how Moses Cone Health Systemmeets its responsibility to the community. “As a not-for-profitinstitution, we take our role of community service veryseriously. We can all be proud of the $115 million in servicesthis institution and its employees have been able to contributeto our area,” says Craven Williams, PhD, Chairman, Board ofTrustees.
Uncompensated care remains the largest single item, growingfrom $90.1 million in FY 2006 to $96.8 million in FY 2007.Uncompensated care is the sum of charity care, bad debt andthe loss Moses Cone Health System takes in treating Medicare
and Medicaid patients. The Health System calculatesuncompensated care at the cost for providing that care.
“While we are pleased to be able to serve our community,we remain concerned about the growing numbers of peoplewithout insurance and the unwillingness of the government topay for its promises to the poor and to seniors,” says Tim Rice,President and CEO.
The Report to Our Community documents the value ofcommunity outreach (free health screenings, health programs,support groups and health fairs for example) at $1.7 million.Moses Cone Health System and its employees gave $1.4million to charitable organizations such as the United Way andthe American Cancer Society. The Health System also spent$7.47 million training doctors, nurses and other healthcareprofessionals in FY 2007.
Moses Cone Health System Provides$115 Million to Community
Cindy Taylor, Systems Analyst, Financial Services,(left) and Phyllis Mills, Payroll Supervisor, FinancialServices, do a little dancing at the National HospitalWeek celebration at The Women’s Hospital on May 20.Events, featuring music and finger foods that werepopular in the ’50s, ’60s and ’70s, were heldthroughout the Health System. Staff also received aHealth System tote bag and an insulated coffee mug.
CelebratingHospital Week
For copies of the report,visit www.mosescone.com.
5CODEU JULY 2005CODEU JUNE 2008
What They’reSaying
Patient Satisfaction is all about treating peoplewith kindness, giving them our full attention,keeping them informed and meeting oranticipating their needs. Here are some examplesof best and worst practice. These comments aretaken directly from what our patients told phonesurveyors or e-mailed to us about their hospitalexperience.
“They were right there beside me if there wereany problems.”
“The nurse’s aide coughed into her hand andthen came over and took my temperaturewithout washing her hands.”
“Well-organized staff. They paid attention todetail, and they did a lot of follow-up.”
“Lack of cleanliness. Trays sitting in the roomtoo long. Urine bag overflowing.”
“I was surprised by the good care I got over theweekend.”
“One staff member had a bad attitude like shedidn’t want to be there at work.”
“The doctor, food and nurses were good. Ipushed the call button and they were rightthere. They took good care of me.”
“The first nurse that came in to my room mademe a complete nervous wreck. She didn’t seemto know what was going on, and it contributedto the whole atmosphere.”
“Everyone treated me with dignity and courtesy.”
“I had to wait a half hour to get a wheelchairafter being discharged.”
“The lady that checked me in was extremely,extremely professional but extremely caring aswell.”
Patients Workon Wii-Habilitation When Sylvia Carnell took a wrong step, she broke both her hip and her leg, so itwasn’t surprising that one of the first things she did when she got to The MosesH. Cone Memorial Hospital was to go bowling.
Carnell was actually playing a Nintendo Wii video game – and what she was upto was physical therapy. Honest.
“It is really fun. I did it, and I laughed,” she says. “My grandchildren are jealous. Icalled home and said to be sure to tell them that Granny is playing the Wii.”
The Wii, which uses a wireless, handheld controller to enable the user to playsuch games as tennis and bowling on a video screen, works well as a treatmentregimen, says Becky Windsor, Supervisor, Rehabilitation, Moses Cone Hospital.That’s because patients don’t realize it’s therapy – it just seems like fun.
“You are helping people work on balance and coordination, and the tennis orbowling gives you a good workout,” Windsor says. “You can work on cognition,vision and perception, as well as their physical abilities.”
Often, it’s hard to get patients to stand up for two minutes, Windsor says. Butwhen they are standing to bowl, using the Wii controller to send a bowling balldown the lane pictured on the video screen, they stand on their feet for 10minutes or longer without realizing it.
For her part, Carnell is in some pain, but her therapy with the Wii offers a bitof an escape. She has an incision from hip to knee, and her surgery required a steelrod and a bolt, bone grafts and wire.
With the help of her therapists in the Inpatient Rehabilitation Center, Carnellis doing better every day. Her plan is to have a Wii for outpatient care when shegoes home.
“My grandkids are coming up, and I told them that their daddy is goingshopping for a Wii,” she says. “It is awesome. It’s fun and easy to do.”
Lisa Simpson, Recreation Therapist, Moses Cone Hospital, watchesas Sylvia Carnell uses the Wii video game to build up her strength.
6 JUNE 2008 CODEU
On April 4, Pete Brickey, 56, told his boss he thought he washaving a heart attack. His boss took him to the EmergencyDepartment at The Moses H. Cone Memorial Hospital, whereBrickey collapsed.
But it wasn’t the kind of heart attack that staff members seeevery day.
To save Brickey, they had to perform 45 minutes ofcardiopulmonary resuscitation, defibrillate him 13 times, insertan intra-aortic balloon pump, place a stent in his artery andperform a quadruple bypass.
Despite all this, Brickey was sitting up in a chair two dayslater, describing his experiences. Remarkably, he had noswelling of the brain and no loss of memory.
“This is one of the most dramatic life-saving things that Ihave seen since I have been at Cone, to be honest with you,”says Charles Wilson, MD, Medical Director, Heart and VascularCenter.
Wilson and others credit the skill of the clinical staff as wellas the RACE project, a process designed to get heart-attackpatients balloon angioplasties as soon as possible after theyarrive at the hospital. The balloon helps to open the blockedartery and restore blood to the heart muscle. Doing thesethings quickly can often reverse most, if not all, the damagecaused by a heart attack.
RACE has helped change procedures within Moses ConeHealth System so that patients can get from the ambulance or
Emergency Department to the catheterization lab morequickly in emergencies. Two years ago, this process took anaverage of 180 minutes. In March, it took just 51 minutes.
In Brickey’s case, every minute counted. The moment hecollapsed, staff called a Code STEMI according to the newprotocol.
They immediately took Brickey to the Cath Lab, wherecatheterization revealed a 95 percent blockage in the left maincoronary artery. When his heart fibrillated and he stoppedbreathing, cardiopulmonary resuscitation began.
As the team continued CPR during the entire procedure,cardiologist Michael Cooper, MD, inserted an intra-aorticballoon pump, then placed a stent into the left main coronaryartery. These two procedures allowed the heart to begin torecover while cardiothoracic surgeon Clarence “Cub” Owen,MD, was called. Owen performed a quadruple coronary arterybypass.
Brickey is grateful for the quick response.“They said 10 things had to go exactly right for me to live
… and nothing went wrong,” he says. “What are the odds ofthat?”
He strongly appreciates the work of his clinical team.“Saying thanks doesn’t seem like quite enough,” he says. “Theyreally and truly do have my heartfelt gratitude.”
Amazing RACE Saves Lifeof Heart Attack Patient
Shortly after his massive heart attack, PeteBrickey was back to his active lifestyle, mowingthe grass at his home in Winston-Salem.
CareLink recently hosted a meeting for all North Carolina-basedcritical care transport teams. The meeting, held in the Heart andVascular Center at The Moses H. Cone Memorial Hospital, includedtime for networking, problem-solving and discussion of newregulatory requirements. Here, meeting participants (from left) KarenJohnson, RN, of Duke Life Flight; Cheryl Somers, RN, Director,CareLink; Maggie O’Donnell, RN, of Carolina Air Care; and MarkYoung, RN, Assistant Director, CareLink, discuss the day’s agenda.
Taking Quality Careon the Road
7CODEU JULY 2005CODEU JUNE 2008
The new Great Beginnings wall at The Women’s Hospital ofGreensboro offers friends and relatives a lasting way to honor achild’s birth while supporting women’s andinfants’ services at the hospital.
For a contribution of $100, interesteddonors can purchase a colorful plaqueinscribed with the baby’s name andbirthday. The plaque will remain on thewall, located outside the nursery, for oneyear. It is then mailed to the family as apermanent keepsake on the child’s firstbirthday.
Seventy dollars of the $100 contributionis tax-deductible and goes to support theGreat Beginnings Fund at The Women’sHospital. The fund promotes excellence inwomen’s and infants’ services by helping to provide state-of-the-artequipment, programming and education.
Seventeen local obstetricians and gynecologists helped
underwrite the cost of the wall’s creation and installation. “We arevery grateful and offer special thanks to our founding benefactor
physicians,” says MaryK McGinley,Senior Development Officer, Office ofFund Development. “Their names willremain on the wall as a permanentlegacy statement of their vision,leadership, generosity and commitmentto their profession, their patients andthe services provided at The Women’sHospital.
“We are also deeply grateful to theVolunteers at The Women’s Hospital,whose continuing efforts will help usmaintain the wall,” McGinley adds.
For more information or to donate tothe Great Beginnings Fund, contact the Office of FundDevelopment at 832-9450 or by e-mail [email protected].
The Women’s Hospital DedicatesGreat Beginnings Wall
Twins Blake Lucas and Lilly Merin Rafeekwere among the first babies to have aplaque on the Great Beginnings Wall, whichwas dedicated in May (below). Their motheris Lauren Rafeek, RN, Pediatrics, The MosesH. Cone Memorial Hospital.
Center for Women’s Health Care
Kelly H. Leggett, MDPhilip D. Rose, MDTanya S. Pratt, MD
Steven H. Berliner, MDMyra C. Dove, MD
Tracy L. Williams, MDDeirdre C. Poe, Certified Nurse Midwife
Suzanne E. Shores, Certified Nurse Midwife
The Femina Women’s Center, PA
Charles A. Harper, MDLisa A. Jackson-Moore, MD
Wendover OB/GYN & Infertility, Inc.
Sherry A. Dickstein, MDRichard J. Taavon, MD
Sheronette A. Cousins, MDMarie-Lyne Lavoie, MDWesley B. Davis, MD
Practitioners
Thomas F. Henley, MDBernard A. Marshall, MD, PA
PHYSICIAN BENEFACTORS
8 JUNE 2008 CODEU
Group of Nursing Leaders to Participatein Succession PlanningThe Talent Development program isworking with a group of nursingleaders who have been identified ashaving a strong potential to bepromoted in the Health System in thefuture.
These nurse leaders will receivemonthly coaching and feedback aimedat helping them grow in their currentjobs and preparing them forpromotion opportunities.
“These individuals now will start ajourney to develop the skills they needto continue to be successful in theircurrent position and to work on skillsneeded to be successful at the nextlevel,” says Chris Wilson, Manager,Talent Development.
The Health System launched theTalent Development program about ayear ago in an effort to ensure that atleast 60 percent of leadership jobswould be filled with current Systememployees. The program began byworking with nursing leaders to reviewtheir talents and skills, to help themidentify strengths and weaknesses, andto provide feedback from their peers,supervisors and direct reports.
Now, a group of these nursingleaders, who have indicated theirinterest and shown potential forfurther leadership advancement, willmeet monthly with their supervisors,
peers and one of three coaches: JoanEvans, Director, OrganizationalDevelopment; Sarah Arnett,Organizational Development Specialist;or Wilson.
Participants will develop theirleadership through on-the-jobexperiences, coaching, feedback andmany other learning opportunities.While Talent Development has startedby working with nurses, it is nowmaking recommendations to HealthSystem leadership about how theprogram might be expanded to otherstaff. In the meantime, interestedemployees can pursue leadershipopportunities in a variety of ways –including expressing interest to theirsupervisors; considering furthertraining or education they may need;and working on their communicationskills.
“The goal to promote from withinhas positive implications for staff at alllevels, not just for those who havebeen identified through our TalentDevelopment program,” Wilson adds.“We look forward to seeing more andmore Health System employeesprepare for leadership roles in thecoming months.”
FIRST SUCCESSIONGROUP
Sue Dotson, Director, Operative Services,Wesley Long Community Hospital
Debbie Grant, Vice President, NursingDebbie Green, Service Director,
Annie Penn HospitalKarin Henderson, Service Director,
The Moses H. Cone Memorial HospitalCindy Jarrett-Pulliam, Service Director,
The Women’s Hospital of GreensboroJoan LoPresti, Director, 2900,
Moses Cone HospitalSylvia McCauley, Assistant Director, 2000,
Cardiac, Moses Cone HospitalKathy Morrison, Assistant Director, Nursery,
The Women’s HospitalAnnette Smith, Director, 5500, Medical/Renal,
Moses Cone HospitalCindy Smith, Director, 5000, Orthopedics,
Moses Cone HospitalHelen Snead, Assistant Director,
Maternity Admissions Unit,The Women’s Hospital
Cheryl Somers, Director, CareLinkJoanie Thomasson-Waters, Assistant Director,
3500, Palliative Care, Moses Cone HospitalYouland Williams, Director, Oncology,
Wesley Long Community HospitalDianna Young, Retention Coordinator,
Nursing Administration
Are you spending time searching for IV pumps or other kindsof equipment?
The Women’s Hospital of Greensboro soon will have a newanswer: an equipment tracking system that is designed toincrease efficiency and improve patient care.
The hospital is a pilot site for the new RadarFind Real TimeLocation System, which can pinpoint the location of medicalequipment throughout the hospital and display thisinformation on employees’ computer screens. It also will alertstaff to the device’s status – whether it is available, in-use or inneed of cleaning or sterilization.
The system is expected to go live in late June.“This new technology will allow nurses to spend more time
taking care of patients instead of searching for neededequipment,” says Cindy Farrand, Vice President/Administrator,The Women’s Hospital. “This will have a positive impact on
patient care andsatisfaction, as well asemployee satisfaction.”
Initially, it will be used totrack only infusion pumps andSequential Compression Devices(SCDs), but if it’s successful, it also could be used to trackother equipment later.
The system will gather data about equipment use rates,which can help administrators plan for new medicalequipment purchases and result in significant savings. Similarequipment saved Wayne Memorial Hospital in Goldsboro anestimated $300,000 in less than a year.
If the technology proves beneficial at The Women’sHospital, it may be purchased for Systemwide use.
The Women’s Hospital PilotsEquipment Tracking System
9CODEU JUNE 2008
Moses Cone Health System recently reached three-year agreements with 14 vendors who providespinal implants, saving more than $1.5 millionannually while ensuring a wide variety of productchoices for surgeons.
“Maintaining relationships with all 14 vendorsmade this a long and challenging process for us,”says Judy Schanel, Vice President, Neurosciences.“We are pleased to have achieved savings that canbe used to benefit our spine program at the HealthSystem.”
The spinal implant products include metal rods,plates and screws, plastic, bone spacers and inserts,and bone derivatives.
Neurosurgeons and orthopedic surgeons workingwithin the Health System use these products inmore than 1,500 spinal fusions and relatedprocedures annually. Most of these surgeries aredone at The Moses H. Cone Memorial Hospital.
“Our surgeons have developed experience usingthe diverse vendors’ products and wanted tomaintain all vendors for use if possible,” says KenBoggs, Vice President, Supply Chain.
The Health System had identified cost
improvement opportunities through comparisonswith costs paid in other health systems. This wasfacilitated by Goodroe and Associates, a subsidiaryof the group purchasing organization, VHA.Contract Administration and the Neuro ValueAnalysis Team wanted to move from paying averagecosts to paying well below average costs.
“This is justified by the size of our program,”Boggs adds. “We did not seek to reach the absolutebest price anywhere in the country because thatapproach would risk losing some vendors. In orderto simplify the negotiations and treat all vendorsfairly, we decided to maintain fixed costs for mostof the products and fixed percentage discounts forother products. This approach was applied across allvendors consistently.”
After considerable negotiations, the HealthSystem has maintained its relationship with allvendors and achieved $1.7 million savings in thefirst year. This marks a 12 percent savings in the$13.5 million spent on spinal implants annually.The Health System also will save $1.5 million eachin the second and third years of the agreement.
Health System, Vendors Agreeon Spinal Implant Pricing
“Maintaining
relationships with all
14 vendors made this
a long and challenging
process for us. We are
pleased to have
achieved savings that
can be used to benefit
our spine program at
the Health System.”
Judy SchanelVice President, Neurosciences
Eight executives with Moses Cone Health System are now Fellows in theAmerican College of Healthcare Executives (ACHE), the nation’s leadingprofessional society for healthcare leaders.
“I am proud of our executives who have achieved this extremely highhonor,” says Tim Rice, President and CEO. “These leaders have shown thatthey are committed to excellence in their profession by working for thehighest certification available in this field.”
The Fellows include:Deno Adkins, Director, Kernersville OperationsTroy Chisolm, Vice President/Administrator, Behavioral Health CenterJudy Clontz, Executive Director, Imaging ServicesTimothy J. Clontz, Executive Vice President, Health ServicesEdee Merritt, Director, Clinical InformaticsJim Roskelly, Vice President, Strategic PlanningMarjorie Jenkins, RN, Service Director, Nursing AdministrationCindy Jarrett-Pulliam, RN, Service Director, Nursing AdministrationACHE is an international professional society of more than 30,000
healthcare executives who are leaders in a variety of healthcare settings. Only7,500 of them have achieved Fellow status, the highest standard ofprofessional development.
To obtain Fellow status, candidates must pass an exam, meet academic andexperiential requirements, earn continuing education credits and demonstrateprofessional/community involvement. Fellows must undergo recertificationevery three years.
Health System Leaders EarnNational Fellow Designation
Three of Annie Penn Hospital's longest serving employeeswere among those honored at the recent Service Awardsbanquet at Pennrose Park Country Club in Reidsville.Shown here (from left) are Cheryl Austin, RN, ICCU, with35 years of service; Lena Medley, Director, FinancialServices, with 40 years of service; and Linda McMillan,Patient Accounting Representative, Patient Accounting,with 35 years of service.
Annie Penn HospitalService Awards
10 JUNE 2008 CODEU
After taking a hard look at the wide variety of initiatives underway at Moses Cone Health System, senior leadership hasdecided to delay the new performance management processuntil next year. This means employees will be reviewed thisfall using the old form, process and requirements. TheDeveloping Exceptional People process will be used in FY2009.
“Several efforts going on right now have ‘mission critical’goals to align resources, to improve patient care or to enhancebilling accuracy,” says Noel Burt, Chief Human ResourcesOfficer. “It seemed to us that the new PerformanceManagement Process, while important, had more flexibility interms of scheduling. We are also aware that some staff have notyet received their written Major Work Activities (MWA),
which will be a substantive part of the new online performancemanagement process.”
As a result, Human Resources has created a new timelinethat should give managers and staff “more breathing room” towork on other initiatives. “This will also help ensure that thenew process and the Halogen online system are implementedas well as possible,” Burt says.
Managers still must complete the MWA form for the newprocess by Aug. 15 and distribute them to staff by Oct. 1, toalign with the start of the 2009 fiscal year. The Halogen systemwill go live on Oct. 1, and employees and managers can use thesystem to journal or to record key accomplishments andactivities if they choose.
Other key dates for the revised timeline are as follows:
New Performance Management Process Set for 2009No Change for 2008 Reviews
Norine Tamborino, RN, Perinatal Education, (left) and GingerPenley, Director, Volunteer Services, The Women’s Hospital,dish some dessert for Bonnie Miller of the Guilford CountyHealth Department during an ice cream social to benefit theMarch of Dimes. A team from The Women’s Hospital ofGreensboro raised more than $4,100 for the March of Dimesduring the March for Babies Walk on April 26 at Center CityPark as well as other fundraising events. The March ofDimes is the leading non-profit organization dedicated toimproving the health of babies by preventing birth defects,premature birth and infant mortality.
March for Babies
Aug. 1 2008 Performance Review forms (oldversion) posted on Homepage.
Aug. 15 Managers must complete all MWAs.August Manager Webinars on Halogen access and
journaling.
Employee CBL on new process and Halogen.
Written instructions and demonstrations onhow to journal online.
Sept.-Nov. All 2008 reviews completed using old form,process and requirements.
Oct. 1 Halogen system goes live for journaling byemployees and managers.
MWAs distributed to all employees.
July-August Employee and manager training onusing Halogen for 2009 reviews.
Sept.-Nov. Reviews and Employee self-evaluations completed in Halogen.
2008 2009
11CODEU JUNE 2008
Environmental Services Staff ShinesThe second-shift floor technicians at The Moses H. Cone MemorialHospital took on the difficult job of restoring and shining nearly7,000 square feet of marble flooring in the Atrium. Their worksaved Moses Cone Health System from having to hire an outsidecontractor, which would have cost between $20,000 and $27,000.
“The process was unlike any other routine stripping andrefinishing project,” says James Waddell, Supervisor, EnvironmentalServices. “The techs who were involved had to undergo a specialmarble floor training, and once the training was complete, theyworked diligently for nearly three weeks on this project. The workwas extremely difficult and a very slow process that took patience
and dedication. This was a great undertaking that ended with greatresults.”
The employees included James Harrison, Thuing Thuing, EdwinGoins, Henry Milton and Errol Harris, Floor Techs; and WillieDonnell, Environmental Group Leader. In addition to Waddell,Stairlon Gregory, Supervisor, also oversaw the project.
“I am so pleased with the hard work and dedication of this team,”says Jack Smith, Director, Environmental Services, Moses ConeHospital. “The floor looks spectacular – everyone thinks we installednew tile.”
James Harrison (left) andThuing Thuing were amongthose who helped in a projectto polish the marble floors inthe Atrium.
I had an experience that touched my heart yesterday and justwanted to say thank you to anyone who may have been involved.
I attended a funeral for a gentleman at Good Hope BaptistChurch. He was a patient in the Rehabilitation department atWesley Long Community Hospital when he died Sunday morning.His wife was undergoing emergency surgery when he died.Following her surgery, she was in the ICU for several days.
Someone from your facility made arrangements to haveCareLink bring this lady to her husband’s funeral with a nurse inattendance. The sight to see her come down the aisle with thesupport people brought tears to many in attendance. Thegentleman on her right side was holding her hand and comforting
her the whole way along with the rest of the staff. I know thismust have helped bring closure to the family to have their motherin attendance at this funeral.
Later, I heard that a nurse had purchased the wife somethingspecial to wear that day.
Thank you all for going the extra steps to help in such a stressfulevent. The doctors, nurses and CareLink staff are to be highlycommended for such acts of kindness.
High regards,Jo McKinnon
Periodically, CODEU will publish letters of thanks from patients, visitors,employees or others. Many of these letters exemplify employees living ourmission: “We serve our communities by preventing illness, restoring health andproviding comfort, through exceptional people delivering exceptional care.”
12 JUNE 2008 CODEU
Moses Cone Health System received its initialMagnet designation on Feb. 14, 2005. In just ayear, the Health System will be reviewed forMagnet re-designation.
To prepare, Magnet Champions attended arecent Magnet Champion Workshop,“Cruising to Re-designation.” In keeping withits theme, the event included “visits” tovarious ports of call, where championsenjoyed cruise-themed activities as well aslearned about the 14 Forces of Magnetism.
Described as the heart of the MagnetRecognition Program, the 14 Forces ofMagnetism are traits or outcomes thatexemplify excellence. In order to be re-designated as a Magnet facility, all fivehospitals must show evidence of these forces.
“During our cruise we played shuffleboard,went deep-sea fishing, dived for gems, tastedSwiss chocolate, learned animal towel-folding,
enjoyed a hand spa and built a sugar cubeigloo all while learning about the 14 Forces ofMagnetism,” says Janice Brown,Administrative Coordinator, NursingAdministration, and Magnet Champion Leader,Wesley Long Community Hospital.
“There was no lecture in this workshop –only exceptional people creatively deliveringour message of excellence,” adds MarjorieJenkins, Director, Magnet Program. “OurMagnet Champions had fun while learningand left the workshop with a year’s worth ofresources to share. All champions have beenchallenged to bring back these learningexperiences to their departments and to keepthe Magnet Forces alive at work.”
Do you know who your Champion is? Alldepartments – both clinical and non-clinical –need a Champion.
Magnet:Cruising to Re-designation
Quality of Nursing LeadershipOrganizational Structure
Management StylePersonnel Policies and Programs
Professional Models of CareQuality of Care
Quality ImprovementConsultation and Resources
AutonomyCommunity and the Hospital
Nurses as TeachersImage of Nursing
Interdisciplinary RelationshipsProfessional Development
14 Forcesof Magnetism
A group of Magnet champions listen as Sara Spencer, RN,Telemetry/Urology/Medical, Wesley Long Community Hospital,discusses one of the forces of Magnetism during the Cruising to Re-designation workshop.
Imagine four patients with diabetes. Depending on where they live inNorth Carolina and who their doctor is, they might receive varyingtreatments and a different quality of care.
Gov. Mike Easley recently announced plans to ensure all patients getthe same type of care for their chronic medical conditions. The plan(Improving Performance in Practice - IPIP) will improve the health ofcitizens while allowing physicians to deliver quality care at lower costs.
IPIP is administered by regional AHECs, who hire staff to serve asquality improvement consultants (QIC). Ed Ford, RN, QualityImprovement Consultant, Greensboro AHEC, will work with physicianpractices in an eight-county region surrounding Greensboro. He willhelp the practices design processes to provide standardized treatmentsto patients with conditions such as diabetes.
National studies have found that most patients receive only abouthalf the services recommended for their conditions. State and national
clinical leaders have developed the treatment plans used in IPIP toaddress this concern.
North Carolina’s program works with Medicaid networks to identifypractices for the program. Over time, all primary care physicians will beinvited to participate.
Ford will help practices develop databases, put decision-supportprompts in place and develop standard order sets and patient self-management programs. He will teach staff at the physician practices touse PDSA (plan-do-study-act) cycles to improve care.
The program has the potential to save millions of dollars in statehealthcare expenses through comprehensive primary care that helpsreduce high-cost emergency room visits and hospital admissions. Manyorganizations – including Blue Cross Blue Shield of North Carolina, theState Employees Health Plan, the North Carolina Medical Society andthe North Carolina Hospital Association – support the program.
Greensboro AHEC to Work with PhysicianPractices on Statewide Quality Project
13CODEU JUNE 2008
QUALITY
PATIENTSATISFACTION
EMPLOYEE &PHYSICIAN
ENGAGEMENT
FINANCE
SYSTEM INDICATOR MEASURE GOAL ACTUAL
Approaching GoalMeeting or Exceeding Goal Needs Improvement
Results for Oct. 1, 2007 - April 30, 2008
Mortality Rate
Community Health
Turnover Turnover %
Overall Job Satisfaction
Internal Succession %
Margin (%) 5.11% 5.04%
4.93Length of Stay
Physician Satisfaction
Employee Satisfaction
Margin (%)
PhysicianRelationships
Internal Succession
Smoking CessationCounseling %
Would RecommendInpatient
Would RecommendED
Patients Who WouldRecommend Us
For Care
% Change in OverallMortality Rate -5.0%
90%
87.60
72.35
15.0%
79.0
60%
71.8
5.01
-2.5%
N/A
87.47
68.86
15.5%
N/A
61.5%
N/A
MOSES CONE HEALTH SYSTEM 2008 GOALS
N/A - Results not yet available.
14 JUNE 2008 CODEU
InBriefHealth System StrengthensVendor PolicyMoses Cone Health System has a new policy governing vendorrepresentatives. It should help provide a safer environment forpatients and a more balanced approach to conducting business withclinical staff and administration.
As of June 16:• The Health System will require vendors to have pre-arranged
appointments before meeting with staff.• Vendor representatives also must have documentation of
competency in their specialty, must have up-to-dateimmunizations and must pass a background check (similar tothe requirements for prospective employees).
The Health System is also narrowing the attempt at influence bylimiting vendors’ food provision to educational in-services only.
In order to manage hundreds of vendor representatives, anInternet-based vendor compliance company called “Status Blue” ismaintaining and updating required information from vendors.
Hospitals Receive VHA LeadershipAward for Clinical Excellence VHA Inc., a national healthcare alliance, has given Wesley LongCommunity Hospital, The Women’s Hospital of Greensboro andAnnie Penn Hospital a 2008 VHA Leadership Award for ClinicalExcellence. The hospitals were honored for meeting or exceedingnational performance standards for clinical care in specific areasfrom the third quarter of 2006 to the second quarter of 2007.
The three hospitals won the award for their efforts to preventcatheter-related bloodstream infections, urinary tract infectionsand ventilator-associated pneumonia.
The hospitals were honored at VHA’s Leadership Conferencein Philadelphia on May 4.
Seventh Annual TraumaSymposium Draws RecordAttendancePrevention of youth violence was one of the hot topics during the7th annual Trauma Symposium, which drew a record number ofparticipants to the Greensboro Marriott Downtown in late April.
More than 150 people, including nurses, physicians, pharmacistsand other clinicians, attended the symposium for the latestinformation in trauma care and prevention techniques. Thesymposium was sponsored by the Moses Cone Health SystemTrauma Program and Greensboro AHEC.
“I am happy that we continue to set excellent attendance at thisconference,” says Jay Wyatt, MD, Medical Director, Trauma, MosesCone Health System. “Part of its popularity has to do with thespeakers whom we choose not only for their expertise in the fieldbut for their enthusiasm for what they do.”
Contact Cheryl Workman, RN, Trauma Program Manager, at832-8852 or by e-mail at [email protected] with ideasfor future topics.
State Law Expands Visitor PrivilegesAn amendment to North Carolina’s hospital bill of rights nowallows patients to designate visitors who will receive the samevisitation privileges as the patient’s immediate family members,regardless of whether the visitors are legally related to the patientby blood or marriage.
The amendment took effect on April 1. The Health System hasnotified nursing department directors as well as Service Excellencestaff of the change.
Atrium Cafe Opens Earlier The Atrium Café at The Moses H. Cone Memorial Hospital will nowopen at 6:30 a.m. Monday through Friday. This is 30 minutes earlierthan it previously opened.
The change will allow the cafe to provide an expanded breakfastmenu. The new menu includes breakfast sandwiches, bagels, Quizno’ssandwiches, coffee, biscuits and hot cinnamon rolls.
Moses Cone Hospital Gets Approvalto Expand Emergency Department The state has approved a request by Moses Cone Health System toexpand the Emergency Department at The Moses H. ConeMemorial Hospital.
The $4.9 million project will add a 12-bed observation area andexpand the current Pediatrics area of the Emergency Department,providing more patient- and family-friendly space and supportingthe concentration of Pediatric services at Moses Cone Hospital.
The project will be done in two phases, beginning in Novemberor December and wrapping up in 2010.
The project will expand the department into space currentlyoccupied by Admitting. Admitting will move into the space vacatedby Human Resources, which has moved to the Black Box buildingon Northwood Street.
High Point Regional JoinsThe HealthCare AllianceHigh Point Regional Health System has joined The HealthCareAlliance, a corporation formed in February by Moses Cone HealthSystem and Wake Forest University Baptist Medical Center.
High Point Regional will remain an independent organization, aswill Moses Cone Health System and Wake Forest University BaptistMedical Center. “Our goal in joining The Alliance is to strengthenthe working relationship with our neighboring providers, improvequality and explore opportunities to reduce costs,” says Jeff Miller,Chief Executive Officer of High Point Regional.
Tim Rice, President and CEO, Moses Cone Health System, also notesthat the three major population centers of the Triad are nowrepresented in The Alliance. “High Point’s joining us will enhance theability of The Alliance to improve healthcare in the Piedmont Triad,”he says.
15CODEU JUNE 2008
Women’s Only RunGains InternationalNoticeThe Women’s Only 5K Walk & Run isalready getting a little internationalpublicity.
The run was mentioned in an articlein the March issue of Vogue Italia, theItalian edition of the magazine. The article was about fitness eventsgeared specifically toward women.
This year’s event, which funds local programs that diagnose, treatand support breast cancer patients, will be held Oct. 4 at TheWomen’s Hospital of Greensboro. For more information, visitwww.womensonlyrun.com.
Former Outpatient Clinics NowCalled The Internal Medicine Center The Outpatient Clinics at The Moses H. Cone Memorial Hospitalare now called The Internal Medicine Center. The new name moreaccurately reflects changes and growth in the population served.
The Internal Medicine Center now consists of The InternalMedicine Residency Program Clinics, Infectious Diseases Clinics,Research and Grant Coordination, Anticoagulation Clinic, and theDiabetes Program and Patient Education Services.
Ten faculty, 24 resident physicians, and clinical and non-clinicalstaff provide care at 15,000 patient visits at The Internal MedicineCenter each year.
For more information, contact Jim Shaw, Director, The InternalMedicine Center, at 832-3948.
Health System Retains StrongCredit RatingThe S&P has affirmed the AA Stable long-term bond rating of MosesCone Health System.
“The committee had very positive comments and was verycomfortable with the credit,” says Beth Ward, Chief Financial Officer.
“This AA rating allows the Health System to pay interest rates onour debt that are between 1 and 2 percentage points lower than if wehad a lower rating,” she adds. “On $242 million of debt, 1 percentamounts to $2.42 million per year. That is a lot of money that we canuse for other things.”
Mountains of PaperworkAnd you thought you had to sign a lot of papers for your car loan!Here, Tim Rice, President and CEO, and Beth Ward, Chief FinancialOfficer, sign stacks of paperwork to refinance a series of auction ratebonds as attorneys and others look on. The auction rate bonds wereoriginally issued to pay for the construction of the Heart and VascularCenter, Penn Nursing Center and the employee parking deck as well asthe renovations to Wesley Long Community Hospital. Refinancing thebonds will save the System a significant amount in interest charges.
Ralph Williams, 97, recently received an honorary degree fromRockingham Community College in a ceremony at the PennNursing Center, where he is a resident. Williams enrolled at thecollege in 1974 and remained continuously enrolled until 2005,taking 71 credit and non-credit classes. The degree, awarded byRCC President Robert Keys (left) and Robert Lowdermilk, RCCVice President for Student Development, was the first honorarydegree awarded by the college.
Continuing Education
THE MOSES H. CONE MEMORIAL HOSPITALEMPLOYEE OF THE MONTH
Angela CookNursing Secretary, 5700, Surgical
NOMINATED BY: Lisa Dubili, Associate Instructor, Staff Education
“Angela Cook has demonstrated characteristicsfrom the Health System values of OutstandingService and Innovative Climate,” Dubili writes.“She and I discussed the importance of havingeducational opportunities available for thenursing secretary role. Angela met with me onseveral occasions, logging 13 planning hoursbetween October and February, on her own time.As a result, we developed a continuing educationprogram for her peers called Close Encounters of
The First Kind. This program turned out to be very positive andreceived great evaluations. In addition to the planning hours, Angelaassisted by teaching three groups of 15 to 20 nursing secretaries andeven covered one class on her own when I was not able to attend atthe last minute.”
GEMsCrystal Atkins, Care Management Assistant,
Care ManagementGina Haynes, Nurse Tech, Orthopedics, 5000Stacey Hinkle, Nursing Secretary, Heart and Vascular Center,
2900Tabatha Knapp, Registered Respiratory Therapist,
Respiratory CareShannon Leach, RN, Orthopedics, 5000Gwen Lyles, Nursing Secretary, Orthopedics, 5000Carrie Mueller, Nutritional Services Ambassador,
Nutritional ServicesBonnie Smith, RN, IV Team
WESLEY LONG COMMUNITY HOSPITAL
GEMsRenee Bell, RN, Ortho/BariatricBrooke Burgin, RN, ICU/Step-downShelia Caldwell, Nursing Secretary, Ortho/BariatricLori Carpenter, CT Tech, CT ScannerTaylor Council, RN, Ortho/BariatricPauline Dancy, Nursing Secretary, Ortho/BariatricClint Eudy, RN, TelemetryJohn-Eric Manuel, Caterer, Nutritional ServicesMichelle Pittman, RN, Post-Anesthesia Care UnitKipp Whitley, Ortho Tech, Orthopedic Technicians
THE WOMEN’S HOSPITAL OF GREENSBORO/ADMINISTRATIVE SERVICES BUILDING
EMPLOYEE OF THE MONTH
Michelle BullinsMammographer
NOMINATED BY: Valeria Pritchett, Staff Educator, Staff Education
“A part went bad on the mammography machine during theevening shift,” Pritchett writes. “It was creating artifacts on theimages, which could produce false readings and the need foradditional images. This employee wanted to save patients who werescheduled for the next day the anxiety and inconvenience of havingto repeat the images. She drove to the Breast Center and reviewedthe previous film of all the patients who could be affected. She thenreturned and assisted in calling patients who needed to reschedule.This saved her co-workers time and frustration the next day. She wasnot even on duty. Her team player attitude was very evident anddeserves recognition.”
GEMsSusan Coble, Medical Staff Quality Coordinator,
Medical Staff QualityRobyn Flinchum, Nursing Secretary, Mother/BabyPaige Grady, RN, Medical/Surgical ICUApril Haney, RN, Maternity AdmissionsJudy Lowe, RN, Maternity AdmissionsB.J. Szychowicz, Nursing Tech, Birthing SuitesTyran Williams, Security Officer, Security Services
16 JUNE 2008 CODEU
Angela Cook
MAY
ANNIE PENN HOSPITALANNIE’S SPIRIT WINNER
Jennifer GoinsRN, Birthing Suites
NOMINATED BY: Kathy Lane, Administrative Coordinator,Nursing Administration, Annie Penn Hospital
“I want to convey a deep and sincerethank you to the staff of our BirthingCenter for the care and Annie’s Spiritshown to my brother and his familylast week,” Lane writes. “My greatnephew was born on Friday, and allseemed well until he developed somerespiratory difficulties and wastransferred to the NICU at TheWomen’s Hospital of Greensboro. The
staff was caring and gracious, sincere and competent –everyone. My brother cannot stop singing their praises –especially the night shift and the care provided by JenniferGoins. Also, we appreciate the CareLink transport crewwho kept them updated and even said ‘God bless you all.’It means so much to me to hear a close family member saywhat we have always known – we care about our patients,just like our own family.”
BEHAVIORAL HEALTH CENTEREMPLOYEE OF THE MONTH
Mahogany GrahamMental Health Technician, Inpatient Adult Services
NOMINATED BY: Ali Black, AdministrativeCoordinator/Nursing; Liz Bowman, RN, Inpatient Child and
Adolescent Services; Maria Markhelyuk, Mental HealthTechnician, Inpatient Child and Adolescent Services;
Sunny Persaud, Mental Health Technician, Inpatient Childand Adolescent Services
“When the night shift got ready to have its Magnetcelebration, we discovered the ice cream bars were locked inthe cafeteria, and no one in the building had access to it,” thegroup writes. “Mahogany volunteered to use her own moneyto buy ice cream for the night shift so they could have acelebration as planned. Mahogany always goes the extra milefor patients and staff.”
GEMsLeroy Duncan, Security Officer, Security ServicesEmily Heaggans, Mental Health Tech,
Inpatient Adult ServicesDebra Millikan, Senior Mental Health Tech,
Inpatient Adult ServicesBrett Obringer, Mental Health Tech,
Inpatient Adult ServicesAshley White, Nursing Secretary,
Inpatient Adult ServicesRyan Wilson, Mental Health Tech,
Inpatient Adult Services
HEALTH SERVICES DIVISION
GEMWendy Blum, Physician Coordinator,
Moses Cone Physician Specialty Offices – Kernersville
REGIONAL CANCER CENTER
GEMAlice Baynes, Environmental Tech,
Environmental Services
LEBAUER HEALTHCARE
GEMsCristin Bennett, Lead CT Tech, CT ScannerTerry Cathey, Mailroom Clerk,
LeBauer HealthCare at Elam
17CODEU JUNE 2008
Jennifer Goins
“My co-workers are a wonderful andcaring group of people who do greatthings every day. Everyone workstogether as a team to give the patient thebest possible care.”
– Michelle Bullins
“I use working for the Health System as alearning experience. Each day I come towork I learn something new.”
– Mahogany Graham
“At the end of the day, knowing that Ihave made a difference in someone’s lifeis what really matters.”
– Angela Cook
NNEEWWSSMANAGEMENTGary Hatchell is the new Director, Outpatient Rehabilitation. Hecomes to the Health System from Laurinburg, where he wasdirector of physical rehabilitation at Scotland Orthopedics, PA.Previously, he was director of physical rehabilitation services atScotland Memorial Hospital.
Annette Smith, RN, is the new Director, Nursing Services, WesleyLong Community Hospital. These services include the nursingdepartments of: Telemetry/Urology, Oncology,Orthopedics/Bariatrics, GYN/General Surgery, ICU/Step-down,Med/Psych and Portable Equipment. Most recently, she wasdirector of nursing for the Renal/Medical/Telemetry department.
18 JUNE 2008 CODEU16
It’s All About
Ingrid Marks, Respiratory Therapist, The Moses H. Cone MemorialHospital, was featured as a WSJS Hometown Hero in May. Markswas recognized for her efforts to help a homeless patient byadopting and caring for his much-loved dog. She also receivedEmployee of the Year for this work. WSJS radio aired a segmenton Marks on May 26. As part of the honor, Carolina Wood Floorsmade a donation in Marks’ honor to Sweetie’s Patriot BoxProgram, which sends candy to American soldiers serving in Iraq.
Marion Martin, Patient Safety Officer, and David Wilcox, PatientPlacement Manager, were selected to make a presentation onpatient flow at the Institute for Healthcare Improvement’s springconference in Atlanta.
Mark Maxwell, Quality Improvement Facilitator and Lean SixSigma Black Belt, has been promoted from the rank ofcommander to the rank of captain in the U.S. Navy Reserves.Mark is assigned to the Naval Air Systems Command 1194 out ofSan Diego as an aviation maintenance officer.
Carlos Monguilod, MD, has been promoted to Director ofMedical Services for Hospice and Palliative Care of Greensboro.He will be responsible for the medical, quality and strategicdirection of medical services at HPCG. Monguilod has workedwith HPCG since 2005 and has been a member of theGreensboro medical community since 1995.
Wanda Ramer, Dosimetrist, Radiation Oncology, Regional CancerCenter, made a presentation about prostate brachytherapy at theWorld Congress of Brachytherapy in Boston. The conference wassponsored by the American Brachytherapy Society.
Tim Rice, President and CEO, Moses Cone Health System,delivered the inaugural lecture at the McDowell Research Centerfor Global IT Management at the Bryan School of Business andEconomics at The University of North Carolina at Greensboro.The lecture was titled “IT in Healthcare – the Good, the Bad andthe Potential.”
A group of nurses at The Moses H. Cone Memorial Hospitalrecently received the designation of certified pediatric nurse.They are:Nicole Anderson, RN, Pediatrics.Kelly Dietzen, RN, Assistant Director, Pediatrics.Dana Harris, RN, Pediatric Emergency Department.Kristyn Hoffman, RN, Pediatric Emergency Department.Deedra Jamison, RN, Pediatric Emergency Department.Katie Mansfield, RN, Pediatrics.Amy McDowell, RN, Pediatrics.
19CODEU JUNE 2008
* These charts show an average of patients’ ratings when they are asked to what degree they would recommend MosesCone Health System for healthcare services. They answer on a scale of 0 to 10. The ratings are then multiplied by 10 toconvert them into the percentages on this chart. On all charts, lines indicate goals or proposed goals, as noted.
555555
98
100
96
Satisfaction Scores
Inpatient Scores
Would patients recommend theHealth System for care?*
60 6060
94
90
85
80
75
70
65
90
85
80
75
70
65
90
85
80
75
70
65
Emergency Department Scores
10
0%
PO
SSIB
LE
58.7FEBRUARY
66.14MARCH
66.96APRIL
Moses Cone Hospital
67.4FEBRUARY
64.45MARCH
67.74APRIL
Wesley Long Community Hospital
61.5FEBRUARY
69.15MARCH
63.68APRIL
Annie Penn Hospital
84
86
88
70
72
74
76
78
80
82
10
0%
PO
SSIB
LE
90
85.6FEBRUARY
84.28MARCH
84.1APRIL
Moses Cone Hospital
GOAL=87.3
GOAL=72.35 GOAL=72.35 GOAL=72.35
90.1FEBRUARY
80.67MARCH
90.2APRIL
Wesley LongCommunity Hospital
GOAL=87.3
93.6FEBRUARY
94.87MARCH
90.8APRIL
The Women’s Hospitalof Greensboro
GOAL=89.3
85.19MARCH
88.6APRIL
Annie Penn Hospital
GOAL=85.19
91.0FEB
Behavioral Health Center
GOAL=86.5
92
87.8FEB
88.7MAR
89.3MAR
91.0APRIL
89.1APRIL
ADULT CHILD
80.4FEBRUARY
Moses Cone Health System1200 North Elm StreetGreensboro, NC 27401-1020(336) 832-8131
www.mosescone.com
More than 7,400 people make up Moses Cone Health System,and the success of the System depends upon the strength of theseindividuals. A “code” is made up of symbols representing a specialmeaning. CODEU was developed to symbolize the publication’s“It’s All About You!” philosophy.
CODEU provides up-to-date news each month for employeesand friends of Moses Cone Health System. Comments, storysuggestions, photos and signed letters to the editor are welcome.
CONTACTNewsletter Editor
Marketing DepartmentMoses Cone Health System
1200 North Elm StreetGreensboro, NC 27401-1020
Phone: (336) 832-6516Fax: (336) 832-7979
E-mail: [email protected]
TIM RICE President and Chief Executive OfficerGLENN WATERS Chief Operating OfficerTOM DORLE Vice President, MarketingDAWN MARTIN Editor, CODEU
Nonprofit Org.U.S. Postage
PAIDPermit No. 195
Greensboro, NC
Read CODEU,Win a Prize
Each month, Marketing will draw five entries from the correct responses andaward five free $6 meal tickets, valid at any Moses Cone Health System cafeteria.
The following employees won the contest in May:Sharon Bragg, Patient Accounting Representative, Government Follow-Up;
April Duke, Patient Accounting Representative, Cash/Refund Process; BrieFloyd, Corporate Recruiter, Human Resources; Michele Jackson, ExecutiveAssistant, Executive Offices, The Moses H. Cone Memorial Hospital; GeorgiaPresnell, Secretary, The Women’s Hospital of Greensboro.
Send your entries to Marketing by June 16. All correct entries willbe placed into a random drawing, and five meal-ticket winnerswill be announced in the July newsletter. The contest is open to allemployees and volunteers of Moses Cone Health System.Marketing staff is not eligible. Previous winners are not eligible inthe calendar year that they won.
Name
Department, Campus
Phone
1.
2.
3.
4.
5.
ENTRY FORM
ANSWERS
This month’s quiz:
1. True or false: There are 15 Magnet Forces. 2. Which cost more – the construction of Moses Cone Med Center
Kernersville or one year’s worth of spinal implants?
3. The Health System spent $96.8 million on what in FY 2007?
4. How old is the North Carolina Hospital Association?
5. Name one award winner featured in this issue.
OurMission
We serve our communities bypreventing illness, restoring health andproviding comfort, through exceptionalpeople delivering exceptional care.
CONTRIBUTING WRITERSDoug Allred, Marc Barnes, Sherri Barnhill, Ken Boggs, Janice Brown, Noel Burt,
Ed Ford, Brent Ridenour, Jim Shaw, Sheryl Thornton, James Waddell,Lisa Wilkerson, Cheryl Workman
PHOTOGRAPHY
Doug Allred, Mike Coughlin, Elaine Hicks, Tommye Morrison,Karen Phillips, Sharon Troxler, James Waddell
