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NFPHC Board of Directors General Meeting
Wednesday, May 24, 2017
Table of Contents
Agenda……………………………………………………………………………………………………..Tab 1
Board Education Session…………………………………………………………………………..Tab 2
Meeting Minutes……………………………………………………………………………..……….Tab 3
Consent Agenda……………………………………………………………………………….………Tab 4
1. Dr. Julian Craig, Chief Medical Officer 2. Dr. Mina Yacoub, Medical Chief of Staff
Executive Management Reports………………………………………………………………Tab 5
1. Luis A. Hernandez, Chief Executive Officer
Committee Reports………………………………………………………………..………………..Tab 6
1. Governance Committee – Virgil McDonald, Chair 2. Patient Safety and Quality Committee 3. Strategic Planning Committee – Khadijah Tribble, Chair 4. Finance Committee – Steve Lyons, Chair
THE NOT-FOR-PROFIT HOSPITAL CORPORATION BOARD OF DIRECTORS
NOTICE OF PUBLIC MEETING
LARUBY Z. MAY, BOARD CHAIR The Governing Board of Directors of the Not-For-Profit Hospital Corporation, an independent instrumentality of the District of Columbia Government, will convene at 9:00 am on Wednesday, May 24, 2017. The meeting will be held at 1310 Southern Avenue, SE, Washington, DC 20032 in Conference Rooms 1/2/3. Notice of a location, time change, or intent to enter a closed/executive session is listed below and will be published in the D.C. Register, posted in the Hospital, and posted on the Not-For-Profit Hospital Corporation’s website (www.united-medicalcenter.com).
DRAFT AGENDA
I. CALL TO ORDER
II. DETERMINATION OF A QUORUM
III. APPROVAL OF AGENDA
IV. READING AND APPROVAL OF MINUTES Saturday, April 29, 2017 V. CONSENT AGENDA A. Dr. Julian R. Craig, Chief Medical Officer B. Dr. Mina Yacoub, Medical Chief of Staff VI. EXECUTIVE MANAGEMENT REPORTS Luis A. Hernandez, Chief Executive Officer VII. COMMITTEE REPORT Finance Committee VIII. ANNOUNCEMENT Next Governing Board Meeting- Wednesday, June 28, 2017 at 9:00am in conference rooms 1-3 on the ground level.
The Not-for-Profit Hospital Corporation, commonly known as United Medical Center or UMC, is a District of Columbia government hospital (not a private 501(c)(3) entity) serving Southeast DC and
surrounding Maryland communities
Our Mission: United Medical Center is dedicated to the health and well-being of individuals and communities entrusted in our care.
Our Vision: UMC is an efficient, patient-focused, provider of high quality healthcare the community needs.
UMC will employ innovative approaches that yield excellent experiences.
UMC will improve the lives of District residents by providing high value, integrated and patient-
centered services.
UMC will empower healthcare professionals to live up to their potential to benefit our patients.
UMC will collaborate with others to provide high value, integrated and patient-centered services.
may 2017
Chief Medical Officer Board Report
Medical Executive Committee Meeting, Dr. Mina Yacoub, Chief of Staff The Medical Staff Executive Committee (MEC) provides oversight of care, treatment, and services provided by practitioners with privileges on the UMC medical staff. The committee provides for a uniform quality of patient care, treatment, and services, and reports to and is accountable to the Governing Board. The Medical Staff Executive Committee acts as liaison between the Governing Board and Medical Staff.
Peer-Review Committee, Dr. Gilbert Daniel, Committee Chairman
The purpose of peer review is to promote continuous improvement of the quality of care provided by the Medical Staff. The role of the Medical Staff is to provide evaluation of performance to ensure the effective and efficient assessments and education of the practitioner and to promote excellence in medical practices and procedures. The peer review function applies to all practitioners holding independent clinical privileges.
Pharmacy and Therapeutics Committee, Dr. Anthony Jones, Committee Chairman
The Pharmacy and Therapeutics Committee discusses all policies, procedures, and forms regarding patient care, medication reconciliation, and formulary medications prior to submitting to the Medical Executive Committee for approval.
Credentials Committee, Dr. Barry Smith, Committee Chairman
The Credentials Committee is comprised of physicians who review all credential files to ensure all items such as applications, dues payment, etc. are appropriate. Once approved through Credentials Committee, files are submitted to the Medical Executive Committee and the Governing Board.
Medical Education Committee, Dr. Christian Paletta, Committee Chairman
The Medical Education Committee was formed to review all upcoming Grand Rounds presentations. The committee discusses improvements and new ideas for education of clinical staff.
Performance Improvement Committee, Committee Chairman
The Performance Improvement Committee is comprised of 1-2 representatives from each department who report monthly on the activity of each department based on standards established by the Joint Commission, the Department of Health, and the Centers for Medicare and Medicaid Services (CMS).
Bylaws Committee, Dr. David Reagin, Committee Chairman
Members include physicians who meet to discuss implementation of new policies and procedures for bylaws, as it pertains to physician conduct. The Medical Staff Bylaws, Rules and Regulations have been revised in preparation for the upcoming Joint Commission inspection. The changes were reviewed, discussed and approved by the Bylaws Committee and will be forwarded to the Medical Executive Committee and then the Board of Directors for review and approval.
Physician IT Committee
Members include physicians who meet to discuss the implementation of the new hospital-wide Meditech upgrade, as well as the physician documentation for ICD-10.
Medical Staff Committee Meetings
DEPaRTmENT CHaIRPERSONS
Anesthesiology ............................................................................................. ...Dr. Amaechi Erondu
Critical Care .......................................................................................................... Dr. Mina Yacoub
Emergency Medicine ....................................................................................... Dr. Mehdi Sattarian
Medicine ............................................................................................................... Dr. Musa Momoh
Obstetrics and Gynecology .............................................................................. Dr. Sylvester Booker
Pathology ......................................................................................................................... Dr. Eric Li
Pediatrics ....................................................................................... Dr. Marilyn McPherson-Corder
Psychiatry ................................................................................................................ Dr. Lisa Gordon
Radiology ............................................................................................................... Dr. Raymond Tu
Surgery ............................................................................................................. Dr. Gregory Morrow
Departmental Reports
ANESTHESIOLOGY DEPARTMENT Amaechi Erondu, M.D., Chairman PERFORMANCE SUMMARY The surgical cases for the month of April, 2017 were 87 (March: 97), while Endoscopy cases were 89 (March:79). The case volume variations have remained unchanged with slight increase in overall annual percentage over the past 3 years. Late surgical cases (Elective and Emergency) after 17:30 remain a challenge, with most late cases occurring between 17:30 and 19:30. We continue to work with Surgery department to ensure adequate utilization during regular OR hours for elective cases. QUALITY INITIATIVES AND OUTCOME SCIP protocol is consistently ensured for all our patients with no fall outs. Review of the facility anesthesia performance benchmarked with Age and co-morbidity compares well with other facilities. Core Performance indicators MORTALITY AND MORBIDITY REVIEWS Mortality from severe hypovolemic shock secondary to acute severe upper gastro-intestinal bleeding was recorded. This case has been thoroughly reviewed by all the services involved. EVIDENCE-BASED PRACTICE Anesthesia department is continuing to review all current policies and update them to align with the best practices. Our Providers continuously provide evidence based practice and peer review to ensure quality patient care SERVICE (HCAHPS) SATISFACTION The Anesthesia Providers continue to provide quality service to our patients. We continue to provide real-time performance assessment of the anesthesia providers. We provide standardized service that ensures patient satisfaction. We are reviewing various Anesthesia Information Management System to stream line the entire process of Preoperative, Intraoperative and Postoperative anesthesia information including, Pharmacy and Billing into a portable system that is Meditech adaptable. When deployed and fully functional, it would expedite the throughput of the entire department and patient care experience. BILLING AND REVENUE CYCLE MANAGEMENT We have ensured that our providers are oriented to the ICD 10 requirements for both the anesthesia and hospital billing portions. We monitor closely documents and chart by our providers to ensure chart completion at the appropriate time.
2016 - 2017 STATS Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sep
Total Case 177 196 191 207 183 176 179 Procedure 188 204 203 216 188 187 181
IN 88 100 102 102 107 106 80 OUT 89 96 89 105 76 75 93
0
50
100
150
200
250
JAN
FEB
MAR
APRI
L
MAY
JUN
E
JULY
AUG
SEP
OCT
NO
V
DEC
Cases 2014 - 2016
2014
2015
2016
2017
2014 2015 2016 2017 JAN 159 183 147 207
FEB 143 157 207 183
MAR 162 187 214 181
APRIL 194 180 166 179
MAY 151 160 176
JUNE 169 175 201
JULY 172 193 192
AUG 170 174 197
SEP 168 166 172
OCT 181 190 177
NOV 157 150 194
DEC 183 210 191
2009 2125 2234
ENDOSCOPY Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sep
EGD 36 44 44 46 42 44 45 COLONOSCOPY 47 59 56 59 52 40 48
BRONCHOSCOPY 3 1 0 ERCP 1 4 1 1 Total 84 107 100 105 97 86 94
0
50
100
150
200
250
Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sep
Total Cases 2016 - 2017
Total Case
Procedure
IN
OUT
0
20
40
60
80
100
120
Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sep
Endoscopy 2016 - 2017
EGD
COLONOSCOPY
BRONCHOSCOPY
ERCP
Total
CRITICAL CARE DEPARTMENT Mina Yacoub, M.D., Chairman
In April 2017, the Intensive Care Unit had 59 admissions, 54 discharges, and 331 Patient Days. ICU Average Length of Stay (ALOS) was 6.1 days in April.
QUALITY OUTCOMES
Core Measures Performance
ICU continues to meet target goals for Venous ThromboEmbolism (VTE) prophylaxis, and Influenza and Pneumonia vaccinations. ICU is continuing to work with Quality Department and monitoring performance.
MORBIDITY & MORTALITY REVIEWS ICU had 13 deaths for the month of April with a total of 60 patients managed, for a mortality rate of 22%. Mortality rate in April increased significantly from March. Mortality data was presented and reviewed in the May Critical Care Committee meeting. See critical care committee meeting minutes. Two cases were referred to Quality Dept.
Fall prevention practices were reviewed and discussed and Nursing Director is leading effort to monitor and improve fall prevention efforts in UMC.
CODE BLUE/RAPID RESPONSE TEAMS (RRT) Outcomes ICU continues to lead, monitor and manage the Rapid Response and Code Blue Teams at UMC. April reports were reviewed in Critical Care Committee meeting on May 8th. Goal is to increase utilization of Rapid Response Teams in order to decrease cardiac arrest episodes on the medical floors. UMC had 8 Code Blues and 18 Rapid Response calls on the Medical/Surgical floors in April. VENTILATOR ASSOCIATED EVENT (VAE) BUNDLE ICU continues to implement evidence-based best practices for patients on mechanical ventilators and the ICU has had no VAEs for the month of April.
INFECTION CONTROL DATA For the month of April, the ICU had no Ventilator Associated Pneumonias (VAPs), no Central Line Associated Blood Stream Infections (CLABSIs), and no Catheter Associated Urinary Tract Infections (CAUTIs). ICU infection control data is reported regularly to the National Healthcare Safety Network (NHSN). For April, there were 228 ventilator days with no VAPs, 263 central line days with no CLABSIs and 302 foley catheter days with no CAUTIs. ICU infection rates continue to be below national benchmarks. The ICU has had 1319 days with no VAP, 402 days without a CLABSI, and the CAUTI rates are well below the NHSN rates.
CARE COORDINATION/READMISSIONS For April, 60 patients were managed in the ICU. There were three readmissions (two patients) to the ICU within 72 hours of transfer out. Cases were reviewed in Critical Care Committee meeting May 8th. One patient was transferred from ICU twice and returned with the same recurring condition, and a second patient returned to the ICU for an unrelated condition. EVIDENCE-BASED PRACTICE (Protocols/Guidelines) Evidence based practices continue to be implemented in ICU with multidisciplinary team rounding, ventilator weaning, infection control practices, and patient centered practices. GROWTH/VOLUMES ICU is staffed 24/7 with in-house physicians and has a 16 bed capacity and is looking forward to operating at full capacity and full potential. Nursing staffing ratios have improved and remained consistent in April. STEWARDSHIP ICU continues to implement and monitor practices to keep ICU ALOS low and to keep hospital acquired infections and complications low. ICU continues to precept George Washington University Physician Assistant students during their clinical rotations in UMC ICU. ICU is working with ED, nursing, Lab, education, and Quality Department, to improve on Sepsis measures performance. Morbidity and Mortality meeting was held with GI, surgery, anesthesia, ED and ICU to review and assess performance on managing active and unstable GI bleeders. Team concluded that lower threshold for ICU admission, early consultation to GI and Surgery services and effective utilization of CT angiography of the abdomen are strategies to efficiently manage active and unstable GI bleeders utilizing resources available at UMC.
Sepsis measures processes and performance were reviewed with Quality Director with plan to continue to monitor performance and outcomes by Quality Department. FINANCIALS ICU continues to operate within its projected budget. ACTIVE STEPS TO IMPROVE PERFORMANCE Goal is to continue to provide safe and high quality patient care, caring for patients with increased illness acuity, providing best evidence based practice, all while keeping ALOS low and preventing Hospital Acquired infections and complications. Working closely with Quality Department and Infection preventionist to ensure we continue to meet benchmarks.
EMERGENCY MEDICINE DEPARTMENT Mehdi Sattarian, M.D., Chairman
PERFORMANCE SUMMARY Emergency department had a census of 4,969 patients.
April 2017 department metrics
Patient Volumes: 4,969
% Change from 2016: 3.0 % decrease
Ambulance Volume: 1,383 (27.8% of ED Census)
Left without Being Seen (LWBS): 46 (0.9%)
Left prior to Triage: 266 (5.3%)
Admission: 544 (10.9%)
Transfers: 70 (1.4%)
Turnaround Time for Discharged Patients 215 minutes
Turnaround Time for Admitted Patients 492 minutes
Boarding time for admitted patients 239 minutes
QUALITY INITIATIVES & OUTCOMES
Improving the provider productivity - 2.0 patient per hour Improving throughput process including
Door – Provider: 58 minutes Door – Disposition (Discharged): 178 minutes Door – Disposition (Admitted): 226 minutes
Adverse events (i.e. elopement, suicide attempts, assaults, etc.)
a. Elopement Rate: 15 patients (0.5%) b. Suicide attempts: 0
Readmissions within 72h - 14 Cases (0.28%) AMA rate - 44 cases (1.6%)
LWBS rate - 0.9% Transferred Patients - Total transfer of 70 patients (1.4%).
These are the main category of transferred patients:
• Trauma • Psychiatric • Cardiology • Kaiser
ED ACHIEVEMENTS & CHALLENGES
In April 2017, emergency department had a census of 4,969 (166 patients/day), this has showed a decrease of 3.0% in census compare to 2016. Emergency department census metrics for 2017 is summarized in following table:
2017 Daily Census Admit Rate Ambulance Census
January 158 11.8 25.5 %
February 170 11.6 26.1 %
March 166 10.4 28.6 %
April 166 10.9 27.8 %
Emergency department throughput metrics for 2017 is summarized in following table (All numbers are in minutes):
2017 Door to Room Discharged LOS Admit LOS
January 61 224 587
February 62 225 609
March 53 212 581
April 55 215 492
In month of April there has been improvement in total LOS of admitted patients that helped ED throughput significantly. The emergency department biggest challenges has remained the ED limited physical space, ED staffing, increasing boarding of admitted patients, and increasing the time before triage.
Here is quick comparison of boarding time of admitted patients (in minutes) for 2016 versus 2017:
Following table shows the ED diversion hours (Yellow alert) for PG EMS in last few months:
Month Diversion Hours
January 153
February 287
March 210
April 48
Emergency department staff and leadership will continue working closely with the hospital leadership to overcome these challenges and provide the best possible emergency care to our patients.
2016 2017
January 101 307
February 92 332
March 94 320
April 91 239
INTERNAL MEDICINE DEPARTMENT Musa Momoh, M.D., Chairman
ADMISSIONS/DISCHARGES/LENGTH OF STAY
• Hospital Admissions – 549 • Department of Medicine Admissions – 310 • Percentage – 56%
• Hospital Discharges – 568 • Department of Medicine Discharges – 321 • Percentage – 57%
• Hospital Observation – 213 • Department of Medicine Observation – 84 • Percentage – 39%
• Length of Stay for Hospital – 5.6 days • Length of Stay for Department of Medicine – 6.2 days
PROCEDURES
• EGDs – 45 • Colonoscopies – 48 • Bronchoscopies – 0 • ERCP – 1 • Dialysis – 181
APPOINTMENTS/SATISFACTION SCORES
• No new appointments • No report available for satisfaction scores
OBSTETRICS & GYNECOLOGY DEPARTMENT Sylvester Booker, M.D., Chairman
MATERNAL CHILD HEALTH REPORT 2017
Indicator JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Breastfeeding 48% 39% 53% 57
IMC Admission 1 2 1 1
NICU Admission 2 1 1 1
Infant on Vent 1 0 1 1
# of infant transferred 1 1 1 1
# of infant on IV Therapy
2 2 1 1
Infant on Antibiotic Therapy
2 1 1 1
Phototherapy 1 1 0 1
Circumcision 15 6 15 8
Infant (+) Substance Abuse
7 4 5 3
Boarding Baby 2 2 0 1
Failed Hearing Screen 0 0 0 0
# of Bili scan 36 26 22 22
# of CCHD Screening 36 26 22 22
GYN patients 8 6 7 6
Premature babies receiving steroids prior to birth*
1 0 0 1
Code Purple 24 19 16 20
Neonatal Death 1 0 0 0
INDICATOR JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Total Deliveries 39 28 24 23
Vaginal Deliveries 34 24 19 15
Vacuum assisted deliveries 3 2 1 2
Primary C-Section 1 3 4 1
Repeat C-Section 4 1 1 7
VBAC Attempt 1 0 1 0
VBAC Successful 0 0 1 0
# of Induction of Labor 0 1 0 0
# of Aug. of Labor 1 2 3 2
HIV + Mom 0 0 0 0
HIV + Babies 0 0 0 0
Mother + for Substance 7 4 5 3
Abuse
Still Birth 1 1 1 0
No Prenatal Care 6 4 2 4
Mother to ICU 1 1 0 0
Multiple Gestation 0 0 0 0
HTN/PIH 2 2 2 0
Placenta Abruption 2 0 0 0
Placenta Previa 0 0 0 0
Meconium 8 6 5 7
MRSA + Carrier 0 0 0 0
Maternal Transfer 0 0 0 0
PP Hemorrhage 1 0 0 0
Cord Prolapsed 1 0 0 0
Epidural Anesthesia 9 11 3
Spinal Anesthesia 4 3 4 7
General Anesthesia 1 1 1 1
Diabetic 0 0 0 0
Eclampsia 0 0 1 0
HELLP Syndrome 0 0 0 0
TOTAL TRIAGE PATIENTS 185 129 158 137
PATHOLOGY DEPARTMENT Eric Li, M.D., Chairman
Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Reference Lab test – Urine Protein 90% 3 days
100%
16/16
100%
23/23
90%
18/20
100%
20/20
Reference Lab specimen Pickups 90% 3 daily/2 weekend/holiday
95%
76/80
96%
74/77
92%
71/77
95%
70/74
Review of Performed ABO Rh confirmation for Patient with no Transfusion History
Benchmark 90%
100% 100% 100% 100%
Review of Satisfactory/Unsatisfactory Reagent QC Results
Benchmark 90%
100% 100% 100% 100%
Review of Unacceptable Blood Bank specimen
Goal 90%
99% 99% 99% 99%
Review of Daily Temperature Recording for Blood Bank Refrigerator/Freezer/incubators
Benchmark <90%
100% 100% 100% 100%
Utilization of Red Blood Cell Transfusion/ CT Ratio – 1.0 – 2.0
1.3 1.2 1.3 1.3
Wasted/Expired Blood and Blood Products
Goal 0
0 1 1 11
Measure number of critical value called with documented Read Back 98 or >
100% 100% 100% 100%
Hematology Analytical PI
Body Fluid
100%
12/12
100%
14/14
100%
10/10
100%
11/11
Sickle Cell 0/0 0/0 2/2 2/2 ESR Control 100%
31/31
100%
20/20
100%
25/25
100%
26/26
Delta Check Review 100%
180/180
100%
215/215
100%
184/184
99%
185/187
We developed performance indicators we use to improve quality and productivity
TURNAROUND TIME – Turnaround time is a critical factor that directly influences customer satisfaction. CUSTOMER SATISFACTION – The key to business is providing great customer service, superior quality, and creating a unique customer experience. COMPLAINTS – Complaints are an important metric for evaluating the quality of our laboratory processes. EQUIPMENT DOWNTIME – It is important that laboratories track, monitor, and evaluate equipment failure rates and downtime.
PEDIATRICS/NEONATOLOGY DEPARTMENT Marilyn McPherson-Corder, M.D., Chair
PERFORMANCE SUMMARY
For the month of April, 23 babies were admitted to the nursery. One infant was transferred to Children’s National Medical Center due to prematurity. One preterm infant, with a birth weight of 814 grams was born, stabilized and transported to CNMC. The infant is critical, but remains in stable condition. No infant deaths. On the average length of stay was 2 days for NSVD and 3.5 days for C-sections. The year-to-date total number of newborns admitted to the nursery is 111.
The Departmental meeting was held on April 5, 2017. Dr. Marilyn Corder and members of the Stork’s Nest Program gave away over 80 Easter Baskets to the community on April 15th. Mothers who were on the maternity ward were also given baskets for their newborns and their children who were at home. We have begun to receive donations from the community and Zeta Phi Beta Sorority to stock the program.
CORE MEASURES PERFORMANCE - The Department of Pediatrics continues to meet the Core Measures Performance. MORBIDITY & MORTALITY REVIEWS - No fetal deaths. All infants were cared for in the UMC nursery and discharged home with planned follow up care.
EVIDENCE-BASED PRACTICE (Protocols/Guidelines)
Neonatal resuscitations guidelines continue to be followed resulting in no mortalities or morbidities. Increase education on the benefits of breastfeeding and skin-to-skin encouraged right after delivery of the infant with >60% breastfeeding rate within the first 24 hours. Hand washing encouraged repeatedly to prevent healthcare associated blood stream infections in the newborn. Zero incidence of healthcare associated bloodstream infections of the newborn.
GROWTH/VOLUMES
The Department continues to expand staff for coverage of the nursery and Ob support.
The department continues to work to extend the breast feeding initiatives and to encourage pre and post-natal care with all mothers. We are pushing forward to complete our certification as a “baby friendly” hospital.
STEWARDSHIP The Pediatric Contract has provided financial stability and has maintained operation below the budgeted expenses.
ACTIVITIES - Development of the Stork’s Nest Program community Easter Program
Easter Program give away table
PSYCHIATRY DEPARTMENT Lisa Gordon, M.D., Chair
PERFORMANCE SUMMARY
For the month of April please see the table below. The year to date total number of admissions was 327. Our average length of stay for April was 4.94 and YTD was 5.95 days. The ALOS for the month and YTD were below the target of 7 as a result of more effective and efficient discharge and care planning by the Treatment Team.
Description Jan Feb Mar April Avg. YTD MTD% YTD% ALOS 8.12 4.85 5.9 494 5.95 UMC Admissions Legal Status-Voluntary
42 35 28 28 133 33% 40.7
UMC Admissions Legal Status-In Voluntary
31 46 59 58 194 67% 59.3%
Total Admissions 73 81 87 86 327 100% 100.0% Referral Source: CPEP 17 23 33 24 97 27.9% 29.7% Other (UMC ED) 49 47 44 56 196 65.1% 59.9% GW U 0 1 5 2 8 2.3% 2.4% Providence 0 1 1 2 1.2% 0.6% Georgetown 1 2 1 1 5 1.2% 1.5% Sibley 1 3 4 0.0% 1.2% UMC Medical Surgical Unit 3 2 5 0.0% 1.5% Children’s Hospital 0 0 0 0.0% 0.0% Howard 0 0 1 1 0.0% 0.3% Laurel Regional Hospital 0 0 0 0.0% 0.0% Washington Hospital Center 0 0 0 0.0% 0.0%
Suburban Hospital 0 0 0 0.0% 0.0% All Others 0 0 1 1 2 1.2% 0.6% PIW 2 2 2 1 7 1.2% 2.1%
Total # of Patients 73 81 87 86 327 100.0% 100.0%
Description Jan Feb Mar April Total St. Elizabeth Transfers 4 1 3 2 10 Transfers with LOS over 15 days 4 1 3 2 10 Number of Court Hearings 2 0 4 6
Measure Targets January February March April Length of Stay 7 8.12 4.85 5.9 4.94 ED to Psy. Admission
<4 3.2 3 3.6 3.2
Discharge Appointment
100% 99% 97% 97% 100%
Training
Hired Trained Hired Trained Hired Trained Hired Trained Hired Trained
0 *0 0 0 2 2 0 0
Debriefing Post Incident
# of Critical
Incidents
Debriefing # of Critical
Incidents
Debriefing # of Critical
Incidents
Debriefing # of Critical
Incidents
Debriefing
0 0 2 2 3 3 3 3
Treatment Planning
100% 100% 100% 100% 100%
QUALITY INITATIVES, OUTCOMES, etc. CORE MEASURES PERFORMANCE BHU is continuing to work with the PI team to improve the validity of the abstraction process for core measures. We receive daily reports on potential fall-outs.
BHU Administrative Director is conducting, on a concurrent basis, a 100% audit of patient charts who are administered a restraint (chemical or physical0 or put in seclusion to ensure that BHU staff is doing the appropriate documentation. Any fall outs are being addressed with the concerned staff member to prevent a future recurrence.
The Social Worker positions are now all filled and as a result we are now back to operating 20 beds. We were also 100% compliant with Treatment plan and post-discharge appointments for patients who stayed more than 72 hours. We are continuing to recruit for the open Expressive Therapist position – this has impacted the number of groups which are offered per day.
ADVERSE EVENTS (i.e. elopement, suicide attempts, sexual harassment, assaults, etc.) There were no suicide attempts or other harassment complaints in the month of April. Aggressive patients continue to be managed safely by BHU staff. There was a marked decrease in Chemical
Restraints as the treatment teams have been more proactively addressing the symptoms which result in Chemical Restraints in the Treatment Plans.
SERVICE (HCAHPS PERFORMANCE/DOCTOR COMMUNICATION) BHU continues to work to implement a broader programming schedule to provide our patients more therapeutic groups. Group attendance is monitored daily. All staff is encouraging patients to attend groups.
The Art Therapist who is a full-time FTE has resigned. Her last date is April 7, 2017. The recruitment for a full-time replacement has initiated. In the interim a request has been made for an Agency staff.
GROWTH/VOLUMES BHU has one full-time physician and one full Psychiatric Nurse Practitioner who are coving for 20 patients and consults. The Psychiatric Nurse Practitioner, Dr. Evelyn Nuwordu, is now fully integrated with the Behavioral Health Unit. Dr. Gordon has also submitted her resignation. Her last day will be June 16, 2017. PIW is actively recruiting physicians to fill these vacancies. FINANCIALS BHU is working with Patient Billing and Admissions to reduce payment denials from insurance providers and a monthly meeting is in the process of being scheduled. The BHU has implemented an Authorization Log which tracks all admissions and ensures all stays are authorized and all denials are appealed. ACTIVE STEPS TO IMPROVE PERFORMANCE The renovations began in October and are scheduled to be completed in June 2017. PIW has been actively recruiting for a Nurse Manager and we have successfully recruited a seasoned Psychiatric Nurse. He is now in the process of obtaining his DC license. In the interim Judy O’Connell, a former supervisor RN at UMC has agreed to assist on a part-time basis. The Administrative Director with the assistance of the Interim Nurse Manage is proactively monitoring the performance of Unit staff to ensure that they are performing their functions according to their Job Descriptions.
RADIOLOGY DEPARTMENT Raymond Tu, M.D., Chairman
Performance Summary:
QUALITY INITIATIVES, OUTCOMES, etc.
CORE MEASURES PERFORMANCE
100% extra cranial carotid reporting using NASCET criteria 100% fluoroscopic time reporting 100% presence or absence hemorrhage, infarct, mass 100% reporting <10% BI RADS 3
Radiology staff continues to work to improve the turnaround of patients for CT and MRI of the brain through the department.
MORBIDITY & MORTALITY REVIEWS - There were no departmental deaths CODE BLUE/RAPID RESPONSE TEAMS (“RRTs”) OUTCOMES - none
EVIDENCE-BASED PRACTICE (PROTOCOLS/GUIDELINES) - We continue to improve patient transportation into and out of the emergency department. SERVICE (HCAHPS PERFORMANCE/DOCTOR COMMUNICATION) The radiology department’s new equipment has been very well received for by our clinical staff elevating the status of our hospital. STEWARDSHIP Dr. Tu continues to strongly recommend clinical decision support at the point of order entry to reduce unnecessary examinations and to aid in practioners to order the right test, the right time for the right patient.
Dr. Tu attended the Annual Meeting of the American Society in Neuroradiology (ASNR), Long Beach California and was nominated to serve as Vice Chairman of Standards and Guidelines of the ASNR and Practice Parameters of the American College of Radiology. Dr. Tu was invited faculty to speak at the Annual Meeting of the Radiology Business Management Association, Chicago Illinois. He spoke on “Approaching Perfection-Tackling Quality Issues in Radiology.”
FINANCIALS ACTIVE STEPS TO IMPROVE PERFORMANCE - The active review of staff performance and history to be provided for radiologic interpretation continues with improvement. Proper protocols, judicious use of radiation emitting technology are continuing objectives in the department under the teamwork of excellent technologists and radiology directorship and front desk staff.
SURGERY DEPARTMENT Gregory Morrow, M.D., Chairman
For the month of April 2017, the Surgery Department performed 181 total procedures.
The chart and graft below show the monthly trends over the last 5 calendar years:
Months 2013 2014 2015 2016 2017
JAN 173 159 183 147 216
FEB 134 143 157 207 188
MAR 170 162 187 215 187
APRIL 157 194 180 166 181
MAY 174 151 160 176
JUNE 159 169 175 201
JULY 164 172 193 192
AUG 170 170 174 202
SEP 177 168 166 172
OCT 194 191 181 177
NOV 137 157 150 196
DEC 143 183 210 191
Annual Total 1952 2019 2116 2242 722
Our surgical volumes while experiencing a very slight monthly downward trend, we are still on pace to having an annualized increase over the previous four years. We continue to work diligently to increase our efficiencies and productivity while, at the same time, delivering the highest quality of care.
We continue to meet and / or exceed the quality measures outlined for the Surgery Department.
In coordination with the Hospitalist service and Nursing, the vascular access (Midline and PICC line) service is operational with the goal to improve upon patient satisfaction and avoid delays in treatment due to lack of adequate intravenous access for therapies (i.e., pain medication, antibiotics) and procedures, especially as it pertains to surgery start delays.
0
50
100
150
200
250
JAN FEB MAR APRIL MAY JUNE JULY AUG SEP OCT NOV DEC
UMC Operating Room Cases 2013 - 2016
2013
2014
2015
2016
2017
The department has completed the process of reviewing all subspecialty delineation of privileges to make certain that they are up-to-date and reflect advances that now considered integral parts of residency and fellowship training.
The department is continuing its work on:
1. On-going evaluation of the service lines that will most benefit from implementation of best practices policies and procedures.
2. Moving the surgical assistant staff from under nursing to the medical staff to better utilize their skill sets and work-flow to best serve the OR and in-patient needs under direct physician supervision. The proposal has been submitted to the bylaws committee for review. In the meantime, an additional surgical assistant has been added to address the current needs in the OR.
3. Expanding availability of available OR time during regular business hours. We are working
with the Anesthesia Department and Nursing to achieve these goals.
4. The OR committee has met and will continue to be the focal point of addressing the on- going needs of the surgical services as it pertains to the day to day operations.
5. In coordination with Nursing, will be actively looking for qualified RN to fulfil the
role of Operating Room Director.
We have begun the final details for implementation our strategic plan to increase our operative volumes to accommodate the 4 new ORs. This will include broadening daytime anesthesia coverage to stepwise accommodate higher volumes and also to bolster the service lines that are lagging in volumes or non-existent; these specifically include Orthopedics and Bariatric Surgery. We also met to devise ways to better market our services to the community and to make the general market more aware to the surgical-related services that we provide here at UMC.
MEDICAL AFFAIRS DEPARTMENT Sarah Davis, BSHA, CPMSM, Manager
UMC Medical Affairs Monthly Report
April 2017
APPLICATIONS IN PROCESS (Applications received through April 30, 2017)
Department # of Application in Process
Allied Health Practitioners 2 Anesthesiology 0 Behavioral Health 0 Emergency Medicine 0 Medicine 1 Obstetrics & Gynecology 2 Pathology 0 Pediatrics/Neonatology 0 Radiology 2 Surgery 1
TOTAL 8
GRAND ROUNDS SCHEDULE
MAY 2017
Date Speaker Topic
May 3, 2017 NO GRAND ROUNDS
May 10, 2017 Mina Yacoub, M.D. “Meeting Regulatory Requirements for Documentation”
May 17, 2017 Mina Yacoub, M.D. “Meeting Regulatory Requirements for Documentation”
May 24, 2017 Sharon Dowell, M.D. Lupus: Through the Looking Glass
May 31, 2017 Mina Yacoub, M.D. “Meeting Regulatory Requirements for Documentation”
MEDICAL STAFF CREDENTIALING ACTIVITY APRIL 2017
NEW APPOINTMENTS
Nwogo Agbasi, M.D. (OB/GYN) Miguel Agrait-Gonzalez, M.D. (Emergency Medicine) Lisa Alford, M.D. (Vascular Surgery/Wound Care) Jalan Burton, M.D. (Pediatrics) Ali Shabestari, M.D. (Emergency Medicine) Nkeiruka Muonagolu, CPNP (Allied Health)
REAPPOINTMENT
Melvin Gaskins, M.D. (Oncology/Courtesy) Mohammad Khan, M.D. (Nephrology/Courtesy) Linda Caccamo, CRNA (Anesthesiology/Allied Health) Gwendolyn Daniel-Challenger, PA-C (Internal Medicine/Allied Health) Deborah Kelly-Williams, CPNP (Internal Medicine/Allied Health)
PROVISIONAL REVIEW Shioban Burke, M.D. (OB/GYN/Courtesy)
Kyriacos Charalambides, M.D. (Internal Medicine/Active) Ikenna Ezumba, M.D. (Nephrology/Active) Etwar McBean, M.D. (Surgery/Courtesy) Jose Parungao, M.D. (Gastroenterology/Active) Drew Shiner, M.D. (Emergency Medicine/Active)
RESIGNATIONS Rida Azer, M.D. (Orthopedic Surgery)
Jeffrey Belair, M.D. (Radiology) Veronica Jenkins, M.D. (Internal Medicine) Billy Mahaney, M.D. (Radiology) Irina Samuels. M.D. (Psychiatry) Diane Cavanaugh, FNP-BC (Internal Medicine/Allied Health)
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ANNOUNCEMENTS
May Medical Staff Meetings
May 1, 2017 at 12:00 pm Peer Review Committee May 8, 2017 at 12:00 pm Critical Care Committee May 9, 2017 at 2:00 pm Pharmacy & Therapeutics Committee May 11, 2017 at 12:00 pm Credentials Committee May 11, 2017 at 12:30 pm Prevention & Control of Infections Committee May 17, 2017 at 2:00 pm Health Information Management Committee May 17, 2017 at 5:00 pm Department of Medicine May 15, 2017 at 12:00 pm Medical Executive Committee May 18, 2017 at 1:00 pm Medical Education Committee
May 24, 2017 at 9:00 am Board of Directors May 24, 2017 at 3:00 pm Performance Improvement Committee
United Medical Center Management Report
Operations Summary – May 2017
QUALITY The hospital recently received its Department of Health statement of deficiency related to a complaint investigation in November, 2016 and triggered by the cases that were highlighted by Dr. Nesbitt at the recent Board retreat. A corrective action plan in response to the deficiencies was developed and submitted to the Department of Health. The issues cited were related to:
• Documentation – Corrective action: Physicians and nurses will be reeducated as to the elements of appropriate documentation in a clinical setting and the pitfalls of “defensive” documentation, among other things. This education has begun for the physicians via a Grand Rounds presentation on May 10, 2017 provided by the Chief Medical Officer. The nurses’ education will be provided in conjunction with input by the Corporate Compliance Officer. Once all education has been completed, an audit of random medical records will be conducted to ensure compliance with the required elements of documentation.
• Medication administration – Corrective action: The entire nursing staff will be reeducated on the policy regarding medication administration and monthly random chart audits will be conducted to ensure compliance with the policy.
• Timely notification of changes in a patient’s condition – Corrective action: Telemetry technicians and nurses will be reeducated as to the need for timely notification and action on any significant changes in a patient’s telemetry rhythm and/or condition; All nurses will be reeducated on identification of “hallmark” signs of changes in condition through the use of situational cases and will be required to demonstrate understanding by outlining what the signs and symptoms are indicative of and what the appropriate immediate response should be to these findings to ensure a level of competence. This will be part of the annual competency assessment of the nursing staff moving forward.
In follow up to the KEPRO audit pertaining to short-stay cases, a telephonic review of the cases was provided by the KEPRO staff which the Hospitalist group and Emergency Physician staff, as well as members of the Finance, HIM, Case Management Staff, and Administration attended. Some extra documentation was requested for submission in order to complete the review of several of the cases, which were expected to be approved once the requested documentation was received. As a result of this audit, a review of the necessary documentation elements for certification of the medical record and support for medical necessity of these short
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stay cases was included in the Grand Rounds documentation education for physicians referenced previously. The Quality Director has partnered with the Chief Medical Officer and the Chief of Staff to develop quality metrics for monitoring as part of the Ongoing Professional Practice Evaluation of physicians required for reappointment to the medical staff. The reporting format for departmental reports to the PI Committee has been revised to focus on organizational priorities and areas of identified weakness. The staff of the Quality Department have been meeting with department heads to review and revise key metrics for reporting to the Committee. The reports are focused on areas where there is opportunity for improvement and the report is focused on outcomes data. Any outstanding corrective action plans are also reported with the supporting data. The minutes and reports from these meetings will be forwarded to the Board Patient Safety and Quality Committee for review. PATIENT CARE SERVICES Chief Nursing Officer Recruits Nurses from Puerto Rico After extensive efforts to recruit RNs for the Emergency Department and other critical care services in the metropolitan area and adjoining states without any success, Chief Nursing Officer Maribel Torres is traveling to San Juan, Puerto Rico, a US territory, to recruit nurses for hard-to-fill vacancies. Additionally, Mrs. Torres is actively working with the DC Board of Nursing to facilitate licensing in the District by endorsement. She and a colleague will travel to PR later in June to interview potential candidates on-site at a local and accredited university. The initial goal for this recruitment is to target open positions in the ICU and ED. Nurses licensed in Puerto Rico (or any other U. S. territory or state) are eligible for "license by endorsement" in the District of Columbia if they have taken and passed the National Clinical Licensure Exam, commonly known as the NCLEX. License by endorsement means that the District recognizes that the nurse's home state or territory has licensing standards that are substantially the same as DC’s. Nurses Week Nurses celebrated Nurses’ week May 6th through May 12th. Physicians and the Executive Team acknowledged their commitment to the patients and the organization. A week full of activities!! Emergency Department Director - We are pleased to announce that the position of Director, Emergency Services & Respiratory Care, has been filled by a clinician with previous UMC experience. George Sweat, RN, will join the team at the beginning of June. George is uniquely qualified as both a registered nurse and respiratory care practitioner, and previously served as a clinical manager in the department. With over 15 years of experience in emergency nursing, George returns to UMC from Kaiser Permanente where he most recently served as the Manager for Kaiser’s Urgent Care.
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OPERATIONS Non-Clinical Operations Contracts:
• Anesthesia – Upon thorough review of proposals, including a best and finals with each vendor, we have decided to continue utilizing the services of the current vendor, Envision (formerly EmCare). Although Northrium had a lower price by approximately $130K; the risk in switching out vendors and migrating to a significantly smaller vendor without a local presence was deemed too risky. We are drafting the award notification with legal and will begin negotiations with Envision in the coming weeks. The target is to have the new contract negotiated and ready for Board and Council approval by the end of June.
• Vizient – We have begun supplier and spend migration planning with Vizient. Our plan is to target the large spend suppliers initially in order to yield the most savings for FY17. We will have a better understanding of our plan and approach within the next few weeks.
• Linen – We awarded the new contract for Linen Services to Crothall; however, the current vendor, FDR Services has submitted a protest stating their price was lower. Although pricing was not the sole determinant of the award to Crothall, FDR’s protest only compares the price of rental and cleaning. When the cost of lost linen is included, Crothall has a lower price that FDR Services. We are working with legal to properly address this protest so we can proceed with implementation. We anticipate sending the Protest Response by May 19th to FDR. Upon receipt they will have approximately 5 business days to file an appeal if they disagree with the findings. If an appeal is filed, UMC’s Chief Contracting Officer (the CEO) will have the final decision regarding this matter. NOTE: The CEO has been kept out of the loop regarding the details of the proposal evaluation and the protest response to ensure he remains independent.
• Hospitalist – Our agreement with the Hospitalist expired in Jan 2017. We have been in
discussions with the Hospitalist group regarding appropriate coverage and pricing to ensure we have coverage 24 hours / 7 days per week. In addition, we are expanding the quality and performance metrics included in the current agreement. Target date to have the new contract negotiated and and presented for Board and Council approval is by the end of June.
Personnel:
• Materials Manager – We extended an offer and the candidate accepted with a start date of June 26th.
• Contract Manager – Our new Contracts Manager, Taren Williams, joined the team on Monday, May 8th.
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MCO Agreement: • AmeriHealth – We are in final discussions with AmeriHealth. The only outstanding item
is the completion of the EAPG analysis and pricing. UMC’s and AmeriHealth’s finance teams are aggressively working to finalize this remaining item. We anticipate resolution by the end of May.
• In partnership with our finance team, we have begun to prioritize all MCO / insurance
agreements in order to conduct a full review and initiate negotiations accordingly. We anticipate completing the initial assessment by the end of May and initiating outreach early June.
Special Projects:
• UMC Call Center – We have a small, 4 person call center that schedules appointments for the hospital and clinics. In an effort to make them more efficient, we are deploying existing software to assist in the management of call flow. The automated call distribution (ACD) system will distributes incoming calls to agents based on the customer's selection, customer's telephone number, selected incoming line to the system, or time of day the call was processed. The routing strategy is a rule-based set of instructions that tells the ACD how calls are handled inside the system. Typically, the deployment of this type of system yields cost savings as a result of increased efficiencies and the need for fewer staff; however, with a team of four agents, staff reduction savings is not anticipated. In addition, the team is also evaluating the cost benefits of purchasing and deploying an IVR (Interactive Voice Response) system that will allow customers to obtain information from the phone system without the assistance of an operator, and an auto-dialer that will pre-dial customers and queue the calls to agents once a customer answers the phone. This is typical call center technology; however, UMC’s operation is so small that this additional investment may not be warranted.
• Case Management – We have engaged and negotiated with three vendors in order to increase case managers and social workers to 24/7 coverage. The contract will be presented to the Board for approval on May 24th. In addition, we have restructured the reporting relationship of the case management department in order to provide additional management support.
• Interqual Implementation – We have implement Interqual software to assist case
managers in the assessment of patients for inpatient v. observation admissions. The only remaining issue is the system requires a newer version of Internet Explorer (version 11 v. version 8 which is currently deployed). The IT team is deploying updates; however, the recent WannaCry ransomware attack has delayed this effort slightly due to a re-prioritization of IT activities.
• Surgical Growth Plan – Initial conversations were held with EmCare to begin discussions
related to improved utilization and operational efficiencies of UMC’s operating rooms
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(ORs). Discussions will continue and participants will expand as we develop strategies and initiatives to increase surgical volumes.
• We continue to evaluate all outsourced vendor contracts for quantifiable savings.
• Our review and assessment of ERGO, the physical therapy vendor, continues with a
focus on the volumes and necessity of services provided to hospital inpatients v. outpatient clinics v. Skilled Nursing Facility (SNF) residents.
HUMAN RESOURCES Workforce Development Benefit Portal Provider For the last two years, United Medical Center has partnered with the Benefitfocus group as the Benefit Administration Vendor for the Hospital. Through Benefitfocus, UMC employees were able to complete on-line registration for the various benefit providers that service UMC employees. Over the last two years, the hospital has experienced a number of technical and process errors that prompted the search for a new Benefit Portal provider. Through our Partnership with USI, UMC evaluated seven (7) vendors on Client Size, General System and Services Outline, Ongoing Support, Security Protocols, Training of Staff, 3rd Party Integration, ACA compliance reporting, Mobile Capabilities and Reporting Functionality. Through this process, the Hospital selected PlanSource as the vendor of choice given their ability to meet the selection criteria as well as their customer specific support model, which designates a dedicated Account Executive to the Hospital’s account, providing accountability and ownership for the systems success and integration. The Marion S. Barry Summer Youth Employment Program In partnership with the District’s Department of Employment Services, UMC will be hosting approximately ten (10) Summer Youth Employment Program Interns in various departments within the Hospital. The Mayor Marion S. Barry Summer Youth Employment Program (SYEP) is a locally funded initiative, sponsored by the Department of Employment Services (DOES) that provides District youth ages 14 to 24 with enriching and constructive summer work experiences through subsidized placements in the private and government sectors. UMC will sponsor interns, 21 – 24 years of age, in the following areas:
• The Primary Care Clinic – Two Administrative Interns • The Emergency Department – an Administrative Assistant • The Critical Care Unit – a Unit Clerk
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• The Intensive Care Unit – a Unit Clerk • Radiology – a Transporter
Through the SYEP, program participants will not only have an opportunity to receive practical “hands-on” experience, they will also be afforded the opportunity to experience real-world business culture experience and exposure. Recruiting Initiatives: Hires and Terms – Nursing
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Community/Recruitment Outreach Initiatives UMC’s Nurse Recruiter, Pauletta Hendrick, participated in the Temple of Praise Spring 2017 Job Fair on Saturday, April 29, 2017 at the Mary Virginia Merrick Center, S.E. She received approximately twenty-one (21) viable candidates for EVS, Activity Assistant, Medical Assistant and Patient Access. Ms. Hendrick also attended The Washington DC Career Expo on Thursday at the Convention Center. Through this event, she was able to recruit five (5) nurses, one (1) front desk registration and a clinical informatics analyst. The Expo will allow UMC access to their resume database of all participants so UMC will be able to go on-line and search for other candidates especially if they were not able to make the event. Upcoming Recruiting Events/Efforts:
• Nursing Open House on June 10, 2017 • Marion Barry Summer Youth Employment Program 2017
INFORMATION TECHNOLOGY AND SYSTEMS Assessment of Existing Systems and Services UMC Executive Leadership Team met to review a draft “Strategic Plan for Health Information Technology at UMC”. The document is to be modified based on feedback and shared again before proceeding to next steps. It is still expected that the charter and working structure of a “governance” committee for IT planning and priorities will be in place in the May-June timeframe and that a formal strategic plan for information technology can be published soon thereafter, perhaps within the July-August timeframe.
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Current Project “Highlights”:
• UMC’s current Hospital Information System vendor, Meditech, conducted demonstrations of their new software (“6.1”) at UMC in April. Meditech has been asked to conduct some follow-up sessions in May-June. Meanwhile, a project budget and detailed staffing plan is being developed by the CIO. Further discussions will continue and a final recommendation concerning “6.1” can be expected from the Executive Leadership team in June/July(?).
• Radiology (Merge PACS) – significant imaging system enhancements still on target for “go live” at the end of May.
• Case Management (InterQual) – new patient assessment and acuity software training has
now been completed. InterQual “go live” scheduled for the week of May 15.
• Physicians (Medical Dragon) - Speech Recognition for EMR documentation has been approved for escalation in order to move up the previously announced date of September 2017.
• Physician and Nursing Documentation/Reporting – a significant backlog of physician “templates” has been worked in April-May, providing some long-awaited improvements for patient documentation in the electronic medical record. So, too, are a number of nursing documentation and report requests being addressed.
• New software integration for medical orders was successfully implemented in the Skilled
Nursing Facility. PUBLIC RELATIONS AND COMMUNICATIONS Media Relations:
• Distributed a press release to the general media, city officials and community organizations on the Sibley Oncology Clinic at United Medical Center’s Cancer Awareness Day. The release was also sent to the Associated Press and placed on the AP Daybook for editors and reporters to cover the event.
• Dr. Raymond Tu, Chair of the Radiology Department, was interviewed by WHUR
Radio’s Bobby Gayles for the “Taking It to The Streets” program. Dr. Tu’s interview aired on Wednesday in two segments. In the first segment he spoke about United Medical Center promoting radiology services and the overall capability of the hospital to provide the community with high quality services. In the second two minute segment, Dr. Tu spoke about Cancer Awareness Day and why the collaboration between Sibley Memorial Hospital, Howard University Hospital and UMC enables the community to learn more about cancer, be screened and receive treatments.
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• WTTG FOX 5 interviewed Dr. Tu and Dr. LeAnn Bailey with the National Cancer Institute on Cancer Awareness Day. Dr. Bailey, who specializes in health disparities, spoke about how individuals with cancer many times suffer from other illnesses. She said that the community must look to the Oncology Clinic at UMC as a resource that can help them better manage their illness and the place to go for cancer screenings.
• The Washington Post interviewed David Thompson about an infant that was born at
UMC on November 6, 2016 and died at home in mid- December. The parents were charged with murder. Thompson informed the reporter that UMC followed the appropriate protocol for labor and delivery. The scope of the investigation is centered on the parents.
Community Outreach: • A local AARP Chapter held its monthly meeting at United Medical Center on May 10.
They were given an overview of the various programs and services available at the hospital including the Wound Care Center, HIV and Hepatitis-C screening and treatment, the Diabetes Education Program, Oncology Clinic and other services. The 35 attendees were encouraged to attend the Cancer Awareness Day on May 20. Members inquired about UMC’s community advisory committee and how the hospital was going to improve on the amount of time people wait to be seen in the Emergency Department. Following the presentation, they were taken on a tour of the hospital.
• UMC spoke at ANC 8B, the Fairlawn Civic Association, the Congress Heights Senior
Center and other community organizations to educate the community about the hospital and the services that are available. Special emphasis was placed on informing the various groups on the Cancer Awareness Day by telling people that the highest incidence and mortality rates for many forms of cancer in the United States are in Wards 7 and 8.
