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Reviewing all your responses has really energized me to share your ideas with other managers and work together in incorporating some strategies. I have trialed the stay sessions which the response is great from the employees. Very pro-active and allows great cross discussions of their ideas on area improvements.
Eastern Shore Rural Health System, Inc. is a Community Health Center committed to enhancing the quality of life for the people on the Eastern Shore. We seek to serve the needs of our rural community by providing accessible, comprehensive and affordable medical, dental and health services in a caring, professional and safe environment.
1. Customer Service Goal: This goal as it pertains to telephone triage, member will respond to triage telephone encounters on the same day and in less than 2 hours for urgent TEs. >95% response time under 2 hours as commendable
2. Finance Goal: decrease cost per visit as of May 31 2018 by 10%
100% compliance in assigning indigent labs to indigent accounts
a) <10% error rate- commendable
b) 11-15% error rate- expected
c) 16-20% error rate- approaching
d) >21% error rate- unacceptable
3. Clinical safety: Member will identify 3-5 Near Misses within their CHC over the evaluation year, complete the near miss form and identify a way to improve a process per near miss.Near Miss (close call) definition:
A near miss, “close call”, is an unplanned event that has the potential to cause, but does not actually result in human injury, environmental or equipment damage, or an interruption to normal operation. OSHA defines a near miss as an incident in which no property was damaged and no personal injury was sustained, but where, given a slight shift in time or position, damage or injury easily could have occurred. Near misses also may be referred to as close call.I had participated in audio only and was unable to connect to webinar while driving. I appreciated all the topics shared. specifically the area of concern was “time” where as leaders/managers get caught up in the daily whirlwind of issues that we don’t set aside the 10 min per employee to discuss their performance.
I, too, looked at the performance goals established last Sept and will share the SMART goals I established with my direct reports. thank you for recording the discussion on you tube!Reading Jessie’s post is very similar to what I found when I reported exactly one year ago. I “heard” and recognized the need for additional levels of staff to limit the overwhelming administrative requirements placed on our clinical support staff. I first shared my expectations with my 5 nurse managers with the promise that I would critically look at the functions across the organization and the staff who fell under my purview. I found the need to hire additional clinical secretaries with defined PDs and separate a lot of blurred functions that crossed over to business assistants, medical records and nursing duties. All changes were made with input from staff themselves who performed the work with time studies so I can have data linked with financial impact to go to Senior Leader Team (CFO/HR) for additional staff. Another area similar to Jessie was having assistant nurse managers and assistant center managers added to our staffing mix.
when it comes to accountability, this comes from leadership and HR to enforce it at every level. Having clear goals and ability to run reports and track met outcomes is key. I also teach team accountability so peers can hold each other accountable- some on board and others not so much but that’s where training comes in.
we have a designated multi-disciplinary team working on how to best manage uncontrolled diabetics who were pumped up at the beginning to get started but then team lost steam, another director and I set up a coaching time and for the past 2 month they’ve been meeting bi-weekly to focus on goals and reporting out. they now establish setting bi weekly goals to meet as a team.we’ve encouraged individual centers to plan center led luncheons/pot lucks and they have them quarterly. Our corporation recognizes the “day or week” celebrations for nurses, lab techs, secreatary day etc. monthly, the HR group passes out anniversary card, tshirt, letter from CEO and chocolate for each employee celebrating work anniversary. this helps build loyalty…
Our leadership team is dedicated to employee engagement and its demonstrated from day 1 during recruitment phase. The organization has total of 280 staff so in comparison to a much larger organization, I can see where it would be challenging if the HR department I unable to support with their staff. We have an employee engagement committee which has reps from all facilities. when attempting to recruit a provider, the entire team is involved and inclusive of recruiting ” the family” to ensure a better understanding of the community culture.
Change is always hard in any size organization so being the new kid on the block, i took my 90 days to really observe, spend time in each center and shadowing all levels of staff to best understand their work flow and gather some information from the employees. I was able to gather trends of concerns and gather a needs assessment to assist me in making some changes. The organization also recognizes employee of the month, “who made your day” from patients and promoting “pat on the back” comments to be submitted via performance management tool on individual employees.
I’ve been with my organization coming up on one year as a senior leader but not much depth between the nurse and center managers and me. What I have learned is that from the recruitment to hiring and on-boarding this organization of 280 truly promotes their mission/vision and culture to be embraced. The leadership team embraces employee engagement by having an active welcoming committee where there’s a welcome banner with people’s signatures, a basket of goodies and a welcoming luncheon or breakfast planned for every new employee. Every new employee participates in a group luncheon with the CEO who shares her/organization’s mission. Our HR department and the employee engagement committee works hard to also ensure that all levels of the staff engage in their recognition program.
I recently completed hiring 6 clinical secretaries of varied backgrounds and age groups (2 per large center). They are spread out geographically across the organization and their first line supervisors had reported to me that standardizing their workflow considering their individual health centers was crucial. I had established an email contact list of the 6 clinical secretaries and scheduled a monthly face to face meeting which occurred this week. They all expressed appreciation to having them meet as a group (their supervisors were on video telecom to listen in) with the focus of engaging them to discuss workflow and any areas they found were challenging in their new roles. these folks have been a part of the organization for years and felt comfortable within their centers but the new role was different. They brought 3-4 items to the table and I re-assured them that immediate fixe3s may not happen here since much of what they do support others and we wanted to limit unintended consequences with any action items we would put in place. It was extremely productive and they felt “heard” and appreciated to be part of solutions by voicing recommendations. They also talked about the new technology and would appreciate focused training for them since they were traditionalists/baby boomers. we will continue to meet F2F at their request- one to get out of office, travel and meet with one another.