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Hardin Medical Center

  • Location: Savannah, TN
  • Award: Evidence-Based Leadership Healthcare Organization of the Month
  • Awarded: September 2006

Hardin Medical Center

Hardin Medical Center, in Savannah, Tennessee, was established in 1952. Over the last 54 years it has grown in capacity and in its commitment to the community. It is a 58 bed acute care hospital, accredited by the Joint Commission on Accreditation of Healthcare Organizations, with 24-hour emergency service. Additional services include a 73 bed nursing home (also accredited by the Joint Commission on Accreditation of Healthcare Organizations) with a skilled nursing unit, a home health agency, accredited by the Community Healthcare Accreditation Program, and a medical equipment sales and supply service (Community Healthcare Accreditation Program accredited). They also provide ambulance service for the entire county.

Hardin Medical Center Mission:
This facility is committed to providing quality, comprehensive health care services to our community, always striving for excellence and rendering service with dignity and compassion.

Hardin Medical Center Vision:
Hardin Medical Center will be recognized as the premier rural health care system by striving consistently to surpass professional quality standards, exceed the performance of its peers, meet the expectations of those it serves and promote an exceptional work environment.

Hardin Medical Center began working with Studer Group in 2004 and was an early member of the Rural Partnership joining in 2005. Charlotte Burns, RN, CEO, has led the hospital team to achieve results across each of their six Pillars.

Quality:

Measurement

Pre-Engagement

Post Engagement FY 2005

FY 2006

CMS Quality Measures

54% Compliance

78% Compliance

88% Compliance

Healthcare-Acquired Infection Rates

2% Hospital
17.8 % NH

1.9% Hospital 16.5% NH

1.3% Hospital
11.5% NH

Monthly Fall Rates

4 Hospital
16 NH

3 Hospital
10 NH

1 Hospital
6NH

Just recently a gentleman scheduled his surgery at Hardin Medical Center because he had heard about the quality of the care with an emphasis on the very low infection rate. What makes this remarkable is that the patient lives in Florida.

Service:

Measurement

Pre-engagement

Post-engagement
FY 2005

FY 2006

Patient Satisfaction (Press Ganey – Inpatient)

6th percentile

53rd percentile (4th quarter 85th percentile)

92nd percentile (4th quarter 98th percentile)

Average ED Wait Time (door to doc)

> 1 hour

26 minutes

24 minutes

The inpatient service results are truly a team effort. Every department that is measured in the survey was above the 90th percentile for the 4th quarter FY.

People:

Measurement

Pre-engagement

Post-engagement
FY 2005

FY 2006

Unscheduled OT               (% of total hours worked)

3.25%

2.91%

2.24%

Facility-wide Turnover
(Hospital, NH, HHA, EMS)

21.3%

14.3% 
(Did H-M-L)

15.0%
(Did H-M-L)

Employee Satisfaction

3.7
(Scale of 1-5)

4.3
(Scale of 1-5)

4.45
(Scale of 1-5)

Rounding to the staff of four-hundred is hardwired at this hospital as are thank you notes. Employees know what the goals of the organization are and how they personally contribute. Recently Ms. Burns did employee forums within departments, reviewed the goals and results by pillar and connected the work that each department did to assist in meeting those goals. Attendance at these forums was 87 percent.

Growth:

Measurement

Pre-engagement

Post-engagement
FY 2005

FY 2006

OP Growth
(compared to prior year)

Not measured

6%

11%

 ED visits
(monthly average)

1100/month

1232/month

1358/month

Surgical Cases
(monthly average)

169/month

170/month

198/month

Charlotte says that the perception in the community is changing over the years. Hardin Medical Center is a health care destination.

Community:

Measurement

Pre-engagement

Post-engagement
FY 2005

FY 2006

Participation in Community Based Events

Not Measured

67

72

Participation in School Projects

Not Measured

10

13

Foundation Revenue
(annual)

Foundation not yet formed

$32,300

$91,897 (fundraiser
for cancer
treatment center)


Finance:

Measurement

Pre-engagement

Post-engagement  FY 2005

FY 2006

Operating Margin

3%

10%

6%      (increase in charity care due to TennCare changes)

Collections

46%

48%

55%

Acute Length of Stay

3.9

3.8

3.3

Hardin Medical Center is a balanced organization with strong results and strong trending across all six Pillars. They have hardwired key words and discharge calls and peer interviews and the first 30/60 day interviews. Their leaders are off-site quarterly for leadership development sessions.

They use the Leader Evaluation Manager and are delighted with the recent installation of the LEM. The pillar results are shared in the above format at every board meeting. The MEC receives the same presentation and they are interested. The results are shared with staff at the CEO open forums. Charlotte attributes much of their success to this transparency. As Charlotte says everyone sees the good, the bad and the ugly.

Charlotte Burns sets high expectations of her leadership team. When you are “neighbors taking care of neighbors” you must be excellent. Charlotte, herself, is a former Chairperson of Tennessee Hospital Association Board of Trustees and a real advocate for issues facing small, rural hospitals. She continues to the serve on the THA board. She is chairman of the THA’s Small or Rural Constituency Section. Charlotte serves as chairman of Hospital Alliance of Tennessee (HAT) which is a group of not-for-profit hospital in Tennessee. She is Director of the Center for Health Workforce Development and a leader in encouraging not only young students to go into health care but also advocates expanding slots in schools for more health care professionals. Charlotte is also a leader in the “Rural Toolbox” initiative of the Tennessee Hospital Association which promotes benchmark and best practice sharing among small and rural facilities throughout the state.

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