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Homestead Hospital

  • Location: Homestead, FL
  • Award: Evidence-Based Leadership Healthcare Organization of the Month
  • Awarded: September 2005

Homestead Hospital has served as a cornerstone community hospital for more than 65 years. Over time, and especially throughout the last decade, the culture of the hospital’s employees and medical staff has been one that values quality, clinical outcomes, and patient care. Investments in infrastructure and people helped the hospital become a fine, well respected organization. But with one of the state’s most rapidly growing communities spurring broadened health care needs and the advent of rising consumer expectations for service excellence in the hospital setting, the leadership at Homestead Hospital decided it needed a catalyst to move from being a good organization to a great one.

Two years ago, Homestead Hospital engaged The Studer Group in its quest to achieve service and operational excellence and increase patient satisfaction scores beyond the 80th percentile. With the assistance of Coach Mitch Hagins, we embarked on a “Good to Great” initiative to achieve a cultural change.

The first step was for senior management to define the desired results and to personally commit to achieving them through a cultural change. Next, we aligned the hospital’s strategic objectives to the five pillars of People, Service, Quality, Finance and Growth. A large investment was made in leadership development by presenting quarterly educational sessions for managers and supervisors. Next, we initiated service teams, comprised of employees from throughout the hospital, to advance communication, inpatient satisfaction, measurement, service recovery, reward and recognition and service standards. Managers and supervisors learned how to identify high-, middle- and under performing employees to ensure a dedicated and effective workforce. Over the last two years, we also have held two rounds of Employee Forums, implemented nurse rounding and senior management rounding, as well as established report cards and 90-day plans to increase management accountability. In the area of rewards and recognition, more than 4,500 thank you notes have been sent to staff in the last 17 months to acknowledge outstanding acts of service and operational excellence. Implementing Studer Principles and tools, coupled with the dedication of Homestead Hospital leaders and staff engagement, have led to the following successes:

SERVICE

  1Q05 2Q05 3Q05
Inpatient 75 83 91
Emergency 34 24 33
Outpatient Surgery 97 98 98
Outpatient Services 48 77 99
  • As calculated by Press Ganey, three out of the four areas measured for patient satisfaction exceeded the goal of the 90th percentile in the most recent quarter of our fiscal year. Results for 2005, in percentiles, are:

  • Homestead Hospital received a Press Ganey Compass Award in 2004 for significant improvement in patient satisfaction scores.
  • This year Homestead Hospital ranked number one in the nation for physician satisfaction compared to hospitals of similar size, as measured by the national independent research company Data Management Research (DMR).
  • Wait times in the Emergency Department have decreased by 8.2 percent and the number of patients left without being treated has decreased by 10 percent.

QUALITY

  • Homestead Hospital achieved the 90th percentile for 16 of 18 measures that are part of the National Quality Initiative and has been consistently ranked one of the highest-scoring hospitals in Miami-Dade County since the inception of the national initiative.
  • Homestead Hospital was one of 26 hospitals in Florida presented with a Hospital
  • Performance Achievement Award from the Florida Medical Quality Assurance Inc.(FMQAI), the Medicare Quality Improvement Organization (QIO) in Florida.

FINANCE

  • For the current fiscal year, the hospital is significantly better than budget, maintaining its number of full time employees per 100 adjusted admissions at seven percent below budget, and has decreased overtime by 12 percent and agency usage by 55 percent.

PEOPLE

  • For the past two years, Homestead Hospital’s employee satisfaction has achieved the 86th percentile as measured and defined as “world class” by Gallup.
  • Employee turnover for the current year is eight percent, significantly lower than the industry average of 14 percent. Likewise, the hospital’s nursing vacancy rate is 11.5 percent, lower than the Florida average of 12.5 percent.
  • Thirteen medical staff and two senior managers completed a one year leadership program to strengthen leadership effectiveness and accountability. The graduating class was instrumental in revising and adopting new medical staff bylaws and engaging physicians in significant quality improvement projects.

GROWTH

  • Outpatient volume increased 13 percent in the current fiscal year for targeted modalities.
  • The construction of the new Homestead Hospital, a state-of-the-art replacement facility is slightly ahead of schedule to open in fall 2006.

Homestead Hospital is part of Baptist HealthSouth Florida, the largest not-for-profit health care organization in the region. The 120-bed hospital has more than 1,000 employees, physicians and volunteers who care for 7,200 admitted patients and more than 31,000 outpatient visits each year. Because it is the only hospital in 18 miles in all directions, Homestead Hospital has one of the busiest Emergency Departments in the area, handling 35,000 visits annually. The belief that exceptional health care includes an emphasis on human qualities such as warmth, compassion, and communication drives Baptist Health’s approach to service. Service and operational excellence is so important to the organization that 50 percent employees’ annual performance evaluations are based on service.

We continue to work hard to maintain and hardwire a culture of service and operational excellence at Homestead Hospital. Our efforts are enabling us to achieve excellent clinical outcomes, and also are proving to be rewarding for employees, physicians, patients and their families.

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