Click Here for registration details about Studer Group’s 2008 Institutes. Winter 2008-Issue 9 Message From Quint: Align and Execute for Outcomes Q&A: Vision 2014—Getting to Best in the Nation How Employees Engage and Connect with the Vision and the Plan Physicians Lead the Charge in Quality and Safety Discharge Phone Calls Nearly Double Patient Satisfaction Move Measurement to the Next Level Wright Medical Center Reinvents Rural Healthcare 6 Steps to a More Effective Strategic Plan Take this SELF-TEST: Audit Your Organization's Current Strategic Plan. WE INVITE YOUR FEEDBACK Studer Group encourages you to share your comments, feedback, and suggestions. Click here to e-mail your comments to Quint Studer. Order More Copies To share copies of Hardwired Results® with other leaders or use this issue as a training tool, order print copies. Interested in subscribing or reading past issues? This e-zine is automatally e-mailed as a benefit to all individuals who are registered on the Studer Group website so there is no need to subscribe. You can also read past issues from our archive at no cost. To review Studer Group's privacy policy, click here. MESSAGE FROM QUINT ALIGN AND EXECUTE FOR OUTCOMES. Hackensack University Medical Center (HUMC) in Hackensack, NJ has an ambitious vision: to be the leading medical center in the nation by 2014. Read Full Article Q&A: Vision 2014—Getting to Best in the Nation HR: Having led HUMC for more than 20 years, you are widely credited with bringing your vision to all levels of the organization. Can you share a bit about your philosophy? JF: Our vision is to be the number one medical center in the nation by 2014. HUMC’s strategic plan is organized under the five pillars–people, service, quality, finance, and growth–although it is heavily weighted on quality and safety initiatives this year. Read Full Article How Employees Engage and Connect with the Vision and the Plan In 2007, HUMC was ranked as one of the top 50 places to work in New Jersey. With employee turnover at almost half the national average (9.5%), it’s a highly engaged workforce. Since January 2006, HUMC has held three quarterly Leadership Development Institutes annually to build leadership competencies–such as rounding for outcomes and thank you notes–that fuel achievement of organizational goals." Read Full Article Physicians Lead the Charge in Quality and Safety "If we were in any other industry, we would not be content with 99 percent quality or safety," says Dr. Charles Riccobono, chief quality officer of HUMC. "The airlines don’t set a goal that only 1 plane in 100 will crash every year. And yet in healthcare, we’ve been given a pass up until now because of the complexity. The good news is that increasing transparency has created a dramatic change for more collaboration among hospitals." Read Full Article Discharge Phone Calls Nearly Double Patient Satisfaction While HUMC underestimated the time it would take to hardwire implementation of some Studer Group Must Haves®, one tool that delivered dramatic results quickly and consistently to patients was discharge phone calls. Read Full Article Move Measurement to the Next Level "Giving leaders data alone is not always enough," explains HUMC’s director of service excellence Nina Setia. "People act on ideas–not just data–so you need to help them understand what they can do with it." Read Full Article Wright Medical Center Reinvents Rural Healthcare It would be easy for a small hospital without the resources of HUMC to excuse its lack of a sophisticated strategic planning and evaluation process. Read Full Article 6 Steps to a More Effective Strategic Plan Strategic planning can be unnecessarily complex and marginally useful, or offer a streamlined value–added approach that sets the vision and direction and leads to improved outcomes and marketplace distinction. Read Full Article Contributors Debbie Cardello, RN, MSN and former COO at Robert Wood johnson University Hospital Hamilton, coaches organizations on the Baldridge journey and operational excellence for Studer Group. Christina Román brings nearly 20 years of experience writing on healthcare to her role as managing editor of Hardwired Results. As administrative director of service excellence at HUMC, Nina Setia formulates measurment strategies to achieve outcomes in patient, employee and physician satisfaction. She has presented successful initiatives at several national conferences. Click here to order print copies of this issue of Hardwired Results® Copyright ©2008 STUDERGROUP®. All Rights Reserved.