Individuals Uniting for the Benefit of Many
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INDIVIDUALS UNITING FOR THE BENEFIT OF MANY Report to Our Community CONTENTSTABLE OF Click on any title to instantly advance to the article. REPORT TO OUR COMMUNITY Leadership Perspective Nursing Strategic Plan Singing Sensation Makes A Visit - Judy Rich Canyon Ranch Institute Race Car Driver Charlie Kimball Leadership Perspective - Louise Francesconi A Gluten-Free Population 2013 Community Affairs Recipients Leadership Perspective Tucson Medical Center Volunteers 2013 Community Benefit - J. Manuel Arreguin, M.D. - Community Benefit Trends Your Life, Your Plan, Your Choice Tucson Medical Center 2013 Community Benefit Report To Our Community Video Optimal Results - Community Benefit Trends (continued) Biotech Collaboration Purple Heart Dog TMC Senior Services Year At A Glance - Healthy Living Connections Ventana Builds Up Pediatrics’ Lego® Stash Diaper Bank Sources Of Funds/Data Healing Children News Briefs Emergency Services Operation Walk TABLE OF CONTENTS ON CENTER Click on any title to instantly advance to the article. From The Vice President & Chief Development Officer Paying It Forward - Michael J. Duran, J.D. Dementia Care From The TMC Foundation Chairwoman - Anne Fulton-Cavett, J.D. Erickson Legacy Society - Spotlight On Hope And Alan Green Helping Patients Deal With Chronic Disease “A Real Raffle For Real People!” The NICU After Care Program Committed To TMC Cardiac Rehab Superb Care At TMC Unlikely Stroke Therapy Making A Difference Volunteer Standout Now Hear This Healing From The Art TMC Foundation Events OUR Tucson Medical Center delivers caring, personalized, quality health care to patients MISSION and their families in an environment that is supportive and compassionate. VALUES OUR COMPASSION COMMUNITY DEDICATION INTEGRITY We have heart We are welcoming and friendly We work hard for our patients We tell the truth We respect diversity and We practice kindness in all and each other We are responsible in how we individuality our relationships We are committed to use our resources We honor body, mind We reach out as teachers and professionalism and We have the courage to uphold and spirit as leaders excellence our values We listen, we learn, we grow In last year’s Report to Our Community, we introduced you to our LEADERSHIP journey of continuous quality improvement utilizing “Lean” thinking PERSPECTIVE to improve the care we provide and a change in how we work to more effectively put the patient at the center of what we do. In this year’s JUDY RICH report, you will read about how we have endeavored to allow this patient-centeredness to define how we work and who we are, and we have established what we call True North principles to keep us on course moving forward. In scientific terms, “true north” is the direction from any point along a meridian toward the North Pole. Interestingly, a traditional magnetic compass is not the most reliable way to define true north because other magnetic forces can interfere and pull you off course. Similarly, as we go through our daily work at Tucson’s community hospital, it’s easy to get off course if we do not have our direction clear: Patient Experience, People, Quality/Safety and Profitability. While a captain of a ship looks to set a course across the sea, our True North TRUE NORTH DIRECTION: principles provide us the map giving us a vision for what success looks like from the standpoint of our patients, our colleagues and our community. PATIENT As we go about our work, we look to involve our patients and our EXPERIENCE community to help direct our course. We are committed to addressing PEOPLE what matters to our patients, not simply what is the matter. QUALTIY/SAFETY PROFITABILITY We have done this by including members of our patient and family These are two examples highlighted in this report that are reflective of advisory councils on quality improvement teams and in program listening to the voice of our stakeholders, aligning their needs with our development work groups. True North principles to allow us to continue to improve the health and well-being of the people of Southern Arizona. Often, it’s one voice, As we go about our work, we look to involve our patients and our one idea, one challenge that drives us. We endeavor to listen, learn community to help direct our course. We are committed to addressing and improve everyday to be better for the patients we served and our what matters to our patients, not simply what is the matter. We have broader community. done this by including members of our patient and family advisory councils on quality improvement teams and in program development work groups. We asked what our patients thought of the food (they didn’t always like it, and for some we didn’t address their specific allergies and needs) – and so we worked hard to change our processes. We began testing out how to provide room service to all of our patients, and we set up an area of the kitchen that is able to prepare gluten-free meals to those patients who require this special diet. We also listened to our employees (embodied in the People of our True North principles) and their interest in improving their overall health and well-being. To that end, we expanded our employee wellness program and opened Optimal Results Fitness and Wellness Center, a 5,000 https://www.youtube.com/watch?v=mlB7Q0x0dqQ square-foot gym available to our employees, physicians and staff. Health care is transforming, this much we know. But in many ways, we do LEADERSHIP not know exactly how health care will look down the road. As leaders, it’s PERSPECTIVE natural to focus on the work of running an acute-care hospital. And while we must run an efficient and effective hospital operation, it is limiting to LOUISE ignore the broader picture of health and well-being for our region. FRANCESCONI As a nonprofit hospital, we have invested in our hospital campus and those investments are paying off as our community recognizes TMC as the highest quality health care facility in the community. Likewise, we have implemented continuous improvement processes that have put structure around the work we do so we can be more effective. We also have learned to recognize when parts of our business would thrive better in a different environment. An example of this, is the decision to sell our behavioral health care business, Palo Verde Behavioral Health, to United Health Services. This strategic decision will allow that business to grow and expand with leadership and investment from a company that OUR specializes in behavioral health services. VISION IS TO IMPROVE THE HEALTH AND WELL-BEING OF OUR COMMUNITY. While our focus on the hospital is imperative, we must also focus on health care system for the future. We may not know exactly how health meeting the community’s broader and more holistic health care needs. care transforms, but we do know that TMC will be actively engaged in We need to look at way to bring health and wellness closer to where shaping this transformation to the benefit of our community. people live. Our challenge is to make healthcare more than annual visits to the physician’s office or unexpected trip to the emergency room, but instead to make taking care of our health part of our daily activities. As individuals are more empowered to take charge of their personal health and wellness, Tucson’s community hospital must find new ways to support their efforts and address our community’s well-being. We can do this both through community programs and investments in physical activity and wellness education and also through the work we do in the hospital. In health care, we spend a lot of time talking about clinical quality outcomes – and that focus is important for the hospital to understand. But, it’s the patients who are experiencing the activities that lead to the outcome that matter most. Our vision is to improve the health and well-being of our community. And we will continue to challenge ourselves to build robust programs that impact the broader concept of well-being as we build a community As an obstetrician gynecologist I have attended well over 10,000 LEADERSHIP deliveries in my 20-plus year career. After these many deliveries, one PERSPECTIVE would think that the novelty of seeing a baby born would soon fade. Surprisingly, it just doesn’t. Whether it’s the look of satisfaction in the J. MANUEL face of an exhausted, newly delivered mother, or the look of relief on the ARREGUIN, M.D. father’s face to see his baby come out of such a small space, I share no greater culmination in handing over a cherished newborn. MY VISION IS TO We are at the cusp of experiencing a new birth in medicine. PROVIDE THE RIGHT For years, volume and independent thinking were part of physician’s armamentarium. Today, we are witnessing a paradigm shift that now CULTURE incorporates terms such as quality, transparency and value-based care. THAT ENABLES THIS NEW Giving patients an opportunity to tell us what matters most to them is very PARADIGM different from the old practice of simply asking, “What’s the matter?” SHIFT. As chief of staff, my vision is to provide the right culture that enables this new paradigm shift. Helping the cause starts by intentionally listening to the concerns that my colleagues face day in and day out. Working expectantly and mutually with our administration to help stay the course of verifiable improvements is paramount. Finally, focusing on the younger generations, through targeted outreach programs, will assure that we continue to bring the best and the brightest to our time- honored profession.