Clark Memorial Hospital

  • Location: Jeffersonville, IN
  • Award: Evidence-Based Leadership Healthcare Organization of the Month
  • Awarded: December 2005

The management team came to a realization in 2000 that change was needed. No one looked like they were having fun; nobody would say hello to anyone; everyone was just going through the motions and leaving their hearts at the door. Team member turnover was at 20 percent. Change was needed. Having just come to realization that the hospital was not just saving lives, but more enhancing lives, the management team had to focus on reducing turnover and provide great patient care.

Satisfied team members would create satisfied patients was one area of intense focus. The senior leaders wanted to create a great place for team members to work, a great place for patients to receive care, and a great place for physicians to provide care. With that in mind, the transformation from management to leadership began. We are not here to be better managers; we are here to be inspiring leaders, encouraging people to use their creativity, talents, and insights. This would enable team members to see beyond the organization as it was in 2000 to what it could be in the future.

Following the Studer Group Must HavesSM and utilizing networking opportunities, our results in December 2005 are much improved.

The accomplishments are plentiful, so how did Clark Memorial Hospital start and maintain this fire for excellence? The senior team led the charge by developing a vision to be the best community health care provider in the United States and by establishing 90-day objectives that supported the hospital’s Six Pillars of Excellence (Service, People, Quality, Finance, Growth and Community). In order to be successful, organizational goals had to be broken down into bitesized pieces. These were communicated at quarterly team member forums, which were attended by an average of 1,000 out of 1,200 full and part-time team members. Also, two-day quarterly leadership training sessions enabled the 140 leaders to focus on the important goals. Ongoing communication is conducted through bi-weekly leadership meetings and department communication boards based on the Six Pillars of Excellence.

The hospital also formed several Organizational Excellence teams supporting the initiative. The Standards of Performance team created the 10 Standards of Performance, which are communicated throughout the hospital. The Physician Loyalty Team completed an internal Physician Satisfaction Survey and is currently working to deploy a national benchmarked Physician Satisfaction Survey. Our Measurement Team has developed Patient Satisfaction Reports for individual clinical, ancillary, and support departments and Clark Memorial Hospital provides physicians with a physician-specific patient satisfaction report each month. The Reward and Recognition Team developed our WOW card system to recognize team members who provide excellent service and the Leadership Institute Team and sub-teams have just completed the organizations 23 rd Leadership Institute.

Several process improvement teams have been established such as Bed Utilization, MRI throughput, Ultrasound and Labor & Delivery Patient Satisfaction, and Outpatient Volume. As a result of these teams and their productivity, new processes have been implemented such as Dr. Fuller, a code to indicate when the hospital is full and not able to quickly admit new patients. When Dr. Fuller is paged overhead, leaders from various departments meet and determine who can do specific assignment to help move patients through the discharge process more efficiently, how everyone can pitch in to help turn the patient rooms over quicker and how the information can be communicated to the patient and his or her family regarding the delay in being admitted. Dr. Fuller is a prime example of teamwork at its best practice and has drastically reduced the number of days the hospital has had to be on diversion.

Reward and Recognition has been a key component in keeping the fire alive. The hospital has implemented 90-day new hire practices by color coding name badges and then hosting celebrations for all new team members. The color-coding allows all team members to welcome new hires, share directions and offer additional assistance. This practice has reduced the amount of new-hire turnover. All team members receive a birthday card signed by our senior team with a free meal in the cafeteria as a special treat. Leaders and team members complete Thank You Notes and WOW cards to recognize one another. We also recognize team members with departmental Team Member of the Month Awards, Ambassador Program, Bright Idea Pins, Leader rounding, Team Member of the Year Program, and High Five Patient Satisfaction Awards. A benchmarked team member satisfaction survey and two internal pulse surveys are conducted to identify opportunities to improve team member satisfaction.

The senior team declared 2005 as the Year of Accountability for all team members to help maintain the fire for excellence. In order to hardwire the Must HavesSM , Thank You Notes and Rounding for Outcomes is tracked and reported back to leaders on an ongoing basis. Discharge phone calls and peer interviewing has been hardwired as well. In 2005, the report card system was improved and is now benchmarked to other successful organizations. Report cards were deployed to all departments with monthly action plans required for low measures. Each scorecard is based on a pillar with three or four supporting measures converted on a 100point scale, which allows for rollup to an overall report card score.

Although the organization still has a way to go towards achieving world class results across all our measures; these changes have allowed Clark Memorial Hospital to create a better place for team members to work, a better place for patients to receive care, and a better place for physicians to provide care. Continued efforts will allow the team to achieve its vision to be the best community health care provider in the United States.

  • Turnover has dropped from 20.2 percent in the year 2000 to 12.1 percent in 2004;
  • Third Quarter 2005 Press Ganey ranking has improved to the 87 th percentile nationally (hospital wide average) with major area percentiles of: Outpatient Services (95 th ), Ambulatory Services (93 rd ), Inpatient Services (92 nd ), Support Services (87 th ), Inpatient Mental Health (87 th ), Home Health Services (81 st ), and ER (64 th );
  • National Acute Myocardial Infarction treatment ranking is routinely above the 90 th percentile;
  • Anthem Blue Cross Quality Report score was 94 percent in 2005;
  • Bright Idea program, developed with the Studer Group and the Cleveland Clinic, has allowed the hospital to implement 1,051 bright ideas and we are on target to reach our goal of one implemented bright idea per team member in 2005. In the past few years, Clark Memorial Hospital has been recognized by many different organizations including:
    • Solucient’s Top 100 Improvement Hospitals;
    • Indiana Magazine/BKD Quality Improvement Award in 2003 and 2004;
    • Greater Louisville Inc. Silver Award in 2004 and 2005 for a Family Friendly Work Environment.
    • Kentucky Quality Award recognized the organization with a site visit; and
    • The organization is pursuing the Malcolm Baldrige National Quality Award in 2006.
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