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Cox Monett Hospital

  • Location: Monett, MO
  • Award: Rural Healthcare Organization of the Month
  • Awarded: January 2014

Founded in 1928 by Dr. William West, Cox Monett Hospital is a 25-bed critical access hospital (CAH) located in southwest Missouri. Cox Monett is part of CoxHealth—the region’s only locally-owned not-for-profit health system based in Springfield, Missouri, which includes five hospitals and more than 80 clinics in 25 communities.   Cox Monett offers primary and specialty medical services, 24-hour ER, women’s health, rehab and sports medicine, surgical services, wellness and fitness classes, sleep center and diabetes education. The hospital’s primary service area includes Barry and Lawrence counties.  Cox Monett has 270 employees and 25 physicians on the active medical staff.  The hospital’s ER treats 13,000 patients a year and delivers 290 babies in the Family Beginnings Unit.  The closest Level 1 trauma center is located almost an hour away from Monett, Mo.

At Cox Monett, smiles and a friendly “hello” are abundant.  When patients come to our facility, they expect and receive first-class care.  The hospital continues to thrive while facing many challenges—Medicaid  expansion, cuts in reimbursement, physician shortages, etc.

Mission-Vision-Values
CoxHealth’s mission is to improve the health of the communities we serve through quality health care, education and research.  The vision of CoxHealth is to be the best for those who need us.  Values include compassion, safety, respect and integrity.

Our Journey
Cox Monett Hospital’s journey to excellence started with the arrival of Genny Maroc, CEO, in May 2011.  With Genny, came the Studer Group principles needed to take the organization to the next level.  Cox Monett began partnering with the Studer Group in 2012.  The road to excellence has been bumpy at times, but the path to success is never easy. We started by developing and hardwiring communication skills and concepts, such as AIDET, thank you notes, managing up, etc. We also sent staff and leadership to Studer Group TYYO conferences in St. Louis, Dallas and Chicago.  All staff returned excited, and ready to tackle the culture change.

Implemented:

  • AIDET®
  • Key words at key times
  • Quarterly Leadership Development Institutes (LDI)
  • Quarterly Employee Forums (over 70% attendance)
  • Thank you notes
  • Rounding (employee & patient)
  • Callbacks after discharge

Process:

  • We formed our partnership with the Studer Group in October 2012.
  • Started the process of building our culture of excellence around our five pillars—People, Business, Quality, Service and Community.
  • We met with our team leaders and explained to them the Studer Group principles and started the process of hardwiring the tools for excellence.
  • We first rolled out rounding, and then started to work on key words at key times and AIDET®. All employees attended a class on AIDET® & key words at key times presented by our leaders.
  • The rounding process started. Senior leaders lead the way with rounding on their team leaders and physicians.
  • Team leaders started to round on staff. Nurses started to round on patients.
  • Leadership Development Institutes were implemented and are held off-campus quarterly. We have received positive feedback from our leaders. At this meeting, we present the QUACK (Quality, Understanding, Accountability, Compassion & Kindness) award to a leader who has demonstrated these qualities. The recipient of the award selects the next winner. The big yellow stuffed duck is a symbol of why we do what we do each and every day.
  • Quarterly forums are held with the expectation that employees will attend three out of four forums in a calendar year (over 70% attendance).

Through the rounding process, leaders ask the question to staff, “Is there someone you would like to recognize?”  Genny Maroc sends them a thank you note mailed to their home.  The goal is for all staff to receive one handwritten thank you note a year. 

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