DOCSLIB.ORG

Board of Directors Agenda Packet

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Board of Directors Agenda Packet BOARD OF DIRECTORS AGENDA PACKET June 13, 2016 The mission of Palomar Health is to heal, comfort and promote health in the communities we serve. BOARD OF DIRECTORS Dara Czerwonka, MSW, Chair Jeffrey D. Griffith, EMT-P, Vice Chair Raymond McCune, RN, Secretary Jerry Kaufman, PTMA, Treasurer Linda C. Greer, RN, CCP, Director Hans Christian M. Sison, LVN, Director Aeron Wickes, MD, Director Robert A. Hemker, President and CEO Regular meetings of the Board of Directors are usually held on the second Monday of each month at 6:30 p.m., unless indicated otherwise. For an agenda, locations or further information call (760) 740-6375, or visit our website at www.palomarhealth.org MISSION STATEMENT The Mission of Palomar Health is to: Heal, Comfort, Promote Health in the Communities we Serve VISION STATEMENT Palomar Health will be the health system of choice for patients, physicians and employees, recognized nationally for the highest quality of clinical care and access to comprehensive services CORE VALUES Patient’s Well-Being We passionately give and support heartfelt care that encourages patient comfort and safety Professionalism Each of us takes pride in teamwork, self-discipline, our skills and trustworthiness Highest Quality We are each accountable for providing the safest, most effective and innovative care Affiliated Entities *Palomar Medical Center * Palomar Health Downtown Campus* Arch Health Partners* *Palomar Health Foundation * Palomar Home Care * Pomerado Hospital* *Palomar Health Development, Inc.* North San Diego County Health Facilities Financing Authority* *San Marcos Ambulatory Care Center * Villa Pomerado * Palomar Health Concern * Palomar Health Source* POSTED TUESDAY, ` JUNE 7, 2016 BOARD OF DIRECTORS MEETING AGENDA Monday, June 13, 2016 Palomar Medical Center 6:00 p.m. Graybill Auditorium 5:30 dinner for board members and invited guests 555 East Valley Parkway Escondido, CA 92592 Mission and Vision “The mission of Palomar Health is to heal, comfort and promote health in the communities we serve.” “The vision of Palomar Health is to be the health system of choice for patients, physicians and employees, recognized nationally for the highest quality of clinical care and access to comprehensive services." PLEASE TURN OFF CELL PHONE OR SET TO SILENT MODE UPON ENTERING MEETING ROOM Form A Page Time Target I. CALL TO ORDER 1 6:01 II. ESTABLISHMENT OF QUORUM 2 6:03 III. OPENING CEREMONY 2 6:05 A. Pledge of Allegiance IV. PUBLIC COMMENTS1 15 6:20 V. SPECIAL BOARD BUDGET WORKSHOP (ADD A Pp11-44) 60 7:20 A. *Review/Approval: Capital and Operating Budget for Fiscal Year 2017 1 B. *Review/Approval: Five-Year Strategic Financial & Capital Plan 2 VI. * MINUTES (ADD B) 3 7:23 A. Special Board Education Session - May 9, 2016 (Pp46-47) 3 B. Regular Board of Director's Meeting - May 9, 2016 (Pp48-54) 4 C. Special Board of Directors Meeting - May 23, 2016 (Pp55-56) 5 D. Special Closed Session Board Meeting - May 23, 2016 (Pp57-58) 6 VII. * APPROVAL OF AGENDA to accept the Consent Items as listed (ADD C) 5 7:28 A. Approval of Revolving, Patient Refund & Payroll Fund Disbursements – April 2016 (P60) 1. Accounts Payable Invoices $54,774,717.00 2. Net Payroll $14,085,713.00 Total $68,860,430.00 VIII. REPORTS A. Medical Staffs (ADD D) *1. Palomar Medical Center - Franklin Martin, M.D. 5 7:33 A. Credentialing and Reappointments (Pp62-69) 7 B. Modification of the Neurosurgery Clinical Privilege Checklist – PMC and POM (Pp70-76) 8 *2. Pomerado Hospital - Paul Neustein, M.D. 5 7:38 A. Credentialing and Reappointments (Pp77-78) 9 "In accordance with the ADA (Americans with Disabilities Act) please notify us at 760-740-6375 48 hours prior to the meeting so we may provide reasonable accommodations" Form A Page Time Target B. Administrative 1. Chair of the Palomar Health Foundation - Tom Silberg 5 7:43 2. Chair of the Board - Dara Czerwonka 5 7:48 3. President and CEO - Robert Hemker 5 7:53 a. Arch Health Partners Discussion IX. INFORMATION ITEMS A. ACHD Update Report for May 2016 (under separate cover) 2 7:55 X. * APPROVAL OF BYLAWS, CHARTERS, POLICIES (ADD E Pp) 5 8:00 (each document to be voted on individually) Item Type Board Committee Action A. Lucidoc 11234 - Quality Assurance Performance Improvement Policy Quality Review Modified (QAPI) Plan (Pp80-98) B. Lucidoc 55732 - Aid in Dying (P99) Policy Governance New XI. COMMITTEE REPORTS (ADD F ) 10 8:10 A. Audit & Compliance Committee - Linda Greer, Committee Chair (no meeting in May) B. Community Relations Committee - Dara Czerwonka, Committee Chair (P101) C. Finance Committee - Jerry Kaufman, Committee Chair (no meeting in May) D. Governance Committee - Jeff Griffith, Committee Chair (P102) E. Human Resources Committee - Hans Sison, Committee Chair (P103) F. Quality Review Committee - Dr. Aeron Wickes, Committee Chair (P104) G. Strategic & Facilities Planning Committee - Ray McCune, Committee Chair (5/23/16 Full Board Balanced Scorecard Review meeting held in lieu of May Board Strategic meeting) H. Other Committee Chair Comments on Committee Highlights XII. BOARD MEMBER COMMENTS/AGENDA ITEMS FOR NEXT MONTH 5 8:25 XIII. ADJOURNMENT - TO CLOSED SESSION * A. Reports Involving Trade Secrets Discussion will concern: proposed new service or program 10 8:35 Anticipated date of disclosure: July 1, 2016 Authority: California Health and Safety Code Section 32106 * B. Pursuant to California Government Code §54957(b) Public Employee Performance Evaluation 30 9:05 President and CEO XIV. RE-ADJOURNMENT TO OPEN SESSION 1 9:06 XV. ACTION RESULTING FROM CLOSES SESSION DISCUSSION – IF ANY 5 9:11 1 XVI. PUBLIC COMMENTS 15 9:26 XVII. FINAL ADJOURNMENT 2 9:28 FY2017 Annual Operating & Capital Budget TO: Board of Directors MEETING DATE: Monday, June 13, 2016 FROM: Diane Hansen, EVP Finance Background: The Annual Operating & Capital Budget for FY2017 is being presented for the Board’s review and approval. Budget Impact: Operating Budget consistent with that needed as defined in the Financial and Capital Plan, comprised of Earnings Before Interest Expense, Depreciation and Amortization (EBIDA) of $84.0 million A composite charge master rate increase of 8% for FY2017 Capital Budget Reserve of $41.5 million that includes: o $5.5 million for Routine Equipment o $5 million for Facilities Renovation o $5 million for Information Technology o A reserve of $16 million to fund future initiatives and strategies, based upon available cash reserves o A reserve of $10 million to fund the Downtown Relocation Staff Recommendation: Approval of the Operating Budget, the composite charge master rate increase, and the Capital Budget Reserve. COMMITTEE RECOMMENDATION: Motion: X Individual Action: Information: Required Time: Form A - Budget.doc 1 UPDATED FINANCIAL AND CAPITAL PLAN TO: Board of Directors MEETING DATE: Monday, June 13, 2016 FROM: Diane Hansen, EVP Finance Background: The 5-year Financial and Capital Plan for the District has been updated to reflect actual audited results for FY2015, the Board-approved budget for FY2016, and baseline financial projections for FY2017-FY2021. In addition, the update (previously presented at the May 2016 Board meeting) incorporates approved and planned strategic initiatives, transformational costs, and updated revenue and cost assumptions. Various sensitivities tested in conjunction with the updating were reviewed. Budget Impact: N/A Staff Recommendation: Approval Committee Questions: COMMITTEE RECOMMENDATION: At the April 27, 2016, Board Finance Committee meeting, approval was recommended: 5 to 0 by the Committee; Board members approved 3 to 0; 1 Committee member was absent. Motion: X Individual Action: Information: Required Time: Form A - Fin'l & Cap Plan.doc 2 Minutes Special Board Education Session Monday, May 9, 2016 TO: Board of Directors MEETING DATE: Monday, June 13, 2016 FROM: Debbie Hollick, Board Assistant Background: The minutes from the Monday, May 9, 2016 Special Board Education Session are respectfully submitted for approval. Budget Impact: N/A Staff Recommendation: Recommendation to approve the Monday, May 9, 2016 Special Board Education Session minutes. Committee Questions: COMMITTEE RECOMMENDATION: Motion: Individual Action: Information: Required Time: 3 Minutes Board of Director’s Meeting Monday, May 9, 2016 TO: Board of Directors MEETING DATE: Monday, June 13, 2016 FROM: Debbie Hollick, Board Assistant Background: The minutes from the Monday, May 9, 2016 Board of Director’s meeting are respectfully submitted for approval. Budget Impact: N/A Staff Recommendation: Recommendation to approve the Monday, May 9, 2016 Board of Director’s meeting minutes. Committee Questions: COMMITTEE RECOMMENDATION: Motion: Individual Action: Information: Required Time: 4 Minutes Special Board of Director’s Meeting Monday, May 23, 2016 TO: Board of Directors MEETING DATE: Monday, June 13, 2016 FROM: Debbie Hollick, Board Assistant Background: The minutes from the Monday, May 23, 2016 Special Board of Director’s meeting are respectfully submitted for approval. Budget Impact: N/A Staff Recommendation: Recommendation to approve the Special Monday, May 23, 2016 Board of Director’s meeting minutes. Committee Questions: COMMITTEE RECOMMENDATION: Motion: Individual Action: Information: Required Time: 5 Minutes Special Closed Session Board of Director’s Meeting Monday, May 23, 2016 TO: Board of Directors MEETING DATE: Monday, June 13, 2016 FROM: Debbie Hollick, Board Assistant Background: The minutes from the Monday, May 23, 2016 Special Closed Session Board of Director’s meeting are respectfully submitted for approval. Budget Impact: N/A Staff Recommendation: Recommendation to approve the Monday, May 23, 2016 Special Closed Session Board of Director’s meeting minutes. Committee Questions: COMMITTEE RECOMMENDATION: Motion: Individual Action: Information: Required Time: 6 7 8 9 ADDENDUM A 10 FY 2017 Annual Operating and Capital Plan Palomar Health FY 2017 Annual Operating and Capital Budget Board of Directors Budget Workshop June 13, 2016 6/1/2016 11 FY 2017 Annual Operating and Capital Plan Agenda . Executive Summary . FY 2017 Budget Overview: Key Budget Drivers Inflationary Assumptions . Key Statistical / Growth Indicators .
Load more

Recommended publications
  • A Human Resource Development Performance Improvement Model for Workers with Mental Retardation in Supported Employment
    172 A Human Resource Development Performance Improvement Model for Workers with Mental Retardation in Supported Employment Sandra Fornes, Howard Rosenberg, Tonette S. Rocco, and Jo Gallagher Florida International University This literature review discusses the factors for successful job retention of adult workers with mental retardation (MR) including external factors related to work environments and internal issues of the individual worker. Through the synthesis of the literature, a performance improvement model for supported employment (SE) is discussed based on Holton’s HRD/PI theory. Keywords: Job Retention, Job Performance, Workforce Development Among the 54 million adults with disabilities in the United States 33 million have a severe disability and 10 million need assistance in their daily living (U.S. Department of Census, 2000). Most individuals with disabilities want to work, are capable of exceptional job performance (Bellamy, Rhodes, Mank, & Albin, 1988; Konig & Schalock, 1991) and are equal to people without disabilities in terms of productivity, turnover rates, absenteeism, and accident rates (Parent & Everson, 1986), yet over 75% of individuals with disabilities remain unemployed (U.S. Department of Census, 2000). During the 1970s societal perspectives of disability underwent considerable changes including: (a) deinstitutionalization – the process of moving individuals with disabilities out of institutions into society; (b) mainstreaming – the process of moving children with disabilities out of segregated special schools into regular schools in the least restrictive environments with their non-disabled peers; and (c) normalization – the process of making the life and environment of individuals with disabilities as normal as possible (Pagliano, 2001). A number of legislative initiatives illustrate this changes and the role of people with MR in our society.
    [Show full text]
  • A Proposed New Program Perspective and Curriculum for Organizational Behavior Management
    Cambridge Center for Behavioral Studies, Inc. Copyright ©1997-2010 A Proposed New Program Perspective and Curriculum for Organizational Behavior Management William B. Abernathy, Ph.D., Abernathy & Associates Dwight Harshbarger, Ph.D., Cambridge Center for Behavioral Studies Organizational Behavior Management (OBM), sometimes referred to as Performance Management (PM), is the application of applied behavior analysis to organizational employee performance improvement. The typical methodology has been to train managers and supervisors in performance management using the “ABC” model of performance. Based on the training, the manager then designs and implements an OBM “intervention” to improve employee performance. The OBM Professional Many organizations implement aspects of OBM such as performance measurement and reporting, performance management training, incentive pay, and performance improvement techniques. These applications, however, are seldom based on applied behavior analysis principles. Traditionally, consulting firms have implemented formal OBM applications. Due to the limited number of such firms, the applications of OBM remain relatively insignificant in number - even though organizational interest is increasing exponentially. To meet this need, what is needed is the definition of a new job role and academic programs that provide the skills and knowledge necessary to meet the new job requirements. OBM - A Stepchild OBM is essentially a stepchild of applied behavior analysis. In most cases, OBM relies on a “therapist- patient” clinical methodology borrowed from applied behavior analysis. This methodology can be traced to the “scientist-practitioner” role advanced by the Boulder Model of clinical training nearly 40 years ago. A behavior analyst-consultant trains managers in OBM techniques. Managers (therapists) then develop and apply an “intervention” to improve employees' (patients') performance.
    [Show full text]
  • The Guide to Good Governance for Hospital Boards
    The Guide to Good Governance for Hospital Boards The Guide to Good Governance for Hospital Boards December 2009 Center for Healthcare Governance One North Franklin Chicago, IL 60606 Phone: (888) 540-61111 www.americangovernance.com ©2009 Center for Healthcare Governance 2 The Guide to Good Governance for Hospital Boards | Center for Healthcare Governance Table of Contents About the Authors ........................................................................................................................................4 Acknowledgements .......................................................................................................................................4 Introduction to the Guide.............................................................................................................................5 Chapter 1: Corporate Governance and the Duties of Hospital Board Members ...........................................6 Chapter 2: What is the Board’s Governance Role? .....................................................................................35 Chapter 3: The Board’s Role in Credentialing Physicians...........................................................................48 Chapter 4: The Board’s Role in Strategic Planning ....................................................................................50 Chapter 5: The Board’s Role in Performance Oversight and Measurement ................................................60 Chapter 6: The Board’s Role in CEO Evaluation.......................................................................................67
    [Show full text]
  • An Exploration on the Use of Gilbert‟S Behavior Engineering Model to Identify Barriers to Technology Integration in a Public School Charles L
    An Exploration on the Use of Gilbert‟s Behavior Engineering Model to Identify Barriers to Technology Integration in a Public School Charles L. King, Jr. Dissertation submitted to the faculty of the Virginia Polytechnic Institute and State University in partial fulfillment of the requirements for the degree of Doctor of Education In Curriculum and Instruction Instructional Design and Technology Katherine Cennamo, Chair John K. Burton Michael M. Evans Barbara B. Lockee October 14, 2013 Blacksburg, VA Copyright 2013 An Exploration on the Use of Gilbert‟s Behavior Engineering Model to Identify Barriers to Technology Integration in a Public School Charles L. King, Jr. ABSTRACT Barriers to technology integration are not a new phenomenon for educators, however resolving the issues surrounding the barriers necessitates the use of appropriate methods to accurately identify them. The purpose of this study is to investigate (a) whether or not Gilbert's Behavioral Engineering Model is an appropriate instrument for identifying barriers to technology integration in an educational setting, particularly a public school and (b) can Gilbert‟s Behavioral Engineering model be used in a public school to identify barriers to technology integration. The research and design methods were conducted in two phases. In Phase I, a model usability study was conducted through an online Cause Analysis survey based on Chevalier's updated model. The survey was administered to 80 teachers and four administrators in a public school. In phase II, two expert reviewers validated the process used to implement the Behavior Engineering Model. The data from the Cause Analysis indicated that participants believed there was a lack of financial and non-financial incentives for integrating technology and that the management and reporting system did not adequately track the use of technology.
    [Show full text]
  • Effective Use of Performance Improvement Plans
    EFFECTIVE USE OF PERFORMANCE IMPROVEMENT PLANS SUSANJASON SAPP YUNGTUM/TARA STINGLEY 1 WHAT COMES BEFORE A PERFORMANCE IMPROVEMENT PLAN? • Documentation of the problems leading up to the PIP • That documentation should be factual, objective and detailed and should include: oDates, description of performance issues, description of expected performance, and detailed description of actual performance. If specific rules have been violated, they should be included. Disciplinary sanctions should be specifically stated and the employee should be warned that any future conduct of this nature will result in disciplinary action, up to and including termination. oHave a conversation with the employee. Conduct a candid, in-person conference with the employee so he or she knows your point of view and has an opportunity to acknowledge the problem or explain why they disagree. Make sure to listen. Explain how the behavior affects the workplace as a whole. 2 WHEN TO USE A PERFORMANCE IMPROVEMENT PLAN? •For cause employment •At-will employment •Reality is . •Protected class membership, whistle- blowing, FMLA leave, protected activity, workers comp claim, etc. INTRODUCTORY LANGUAGE BASIC The purpose of this document is to identify performance deficiencies and provide a clear and concise mechanism for improving performance to a standard which meets expectations. A review with _____________________ will occur on May _ 2018, to evaluate the progress. Should it be determined that the overall performance continues at a level which does not meet our expectations, your employment will be terminated. If your performance has improved and your employment continues, please understand that our expectations will not change after the completion of the one month period and the outlined performance standards listed will continue to be expected throughout your employment.
    [Show full text]
  • Performance Improvement and Progressive Discipline Guide
    PPeerrffoorrmmaannccee IImmpprroovveemmeenntt && PPrrooggrreessssiivvee DDiisscciipplliinnee A Human Resources Guide Department of Human Resources Learn… Grow… Lead… Excel The Manager’s Toolbox Committed to Excellence 1 Progressive Discipline TABLE OF CONTENTS SECTION ONE: Guide to Progressive Discipline How to Use This Guide ................................................................................................. 4 Introduction ................................................................................................................... 6 Performance Management vs. Progressive Discipline ............................................... 7 Using Performance Improvement Plans (PIPs) .......................................................... 9 Developing and Implementing a Performance Improvement Plan (PIP) ................... 10 The Progressive Discipline Process .......................................................................... 11 Rights and Standards in Applying Progressive Discipline ........................................ 11 Conducting Investigative Meetings ...................................................................... 12 Just Cause Standards ......................................................................................... 13 Weingarten Rights ............................................................................................... 14 Verbal Reprimand ................................................................................................... 15 Written Reprimand .................................................................................................
    [Show full text]
  • The Development and Validation of a New Pre-Shot Routine Model for Golf
    THE DEVELOPMENT AND VALIDATION OF A NEW PRE-SHOT ROUTINE MODEL FOR GOLF A Dissertation Submitted to the Graduate Faculty of the North Dakota State University of Agriculture and Applied Science By Paul Arthur Christianson In Partial Fulfillment of the Requirements for the Degree of DOCTOR OF PHILOSOPHY Major Program: Education September 2020 Fargo, North Dakota North Dakota State University Graduate School Title THE DEVELOPMENT AND VALIDATION OF A NEW PRE-SHOT ROUTINE MODEL FOR GOLF By Paul Arthur Christianson The Supervisory Committee certifies that this disquisition complies with North Dakota State University’s regulations and meets the accepted standards for the degree of DOCTOR OF PHILOSOPHY SUPERVISORY COMMITTEE: Brent Hill Chair Joe Deutsch Brad Strand Gregory Carlson Approved: 10/08/2020 Chris M. Ray Date Department Chair ABSTRACT The purpose of this study was to gain a better understanding of the past research that has been conducted to date on pre-shot routines in golf via a thorough review of the literature. A historical review is presented in a chronological order of research studies that have been conducted pertaining to pre-shot routines in golf over the last 40 years. From this review, the STOP S.L.O.W. GO Pre-Shot Routine Model for Golf was developed and assessed amongst college golf coaches in the United States. A total of 36 college golf coaches working at the NCAA Division I level participated in a two-round Delphi study to validate the usefulness and future utility of the STOP S.L.O.W. GO Pre-Shot Routine Model for Golf.
    [Show full text]
  • Competency Definitions, Example Behaviors & Rating Scales
    Competency Definitions, Example Behaviors & Rating Scales For Performance Management Emory University Table of Contents Definitions ...................................................................... 3 Building Trust Non-Manager ...................................................... 5 Supervisor & Manager ........................................ 6 Collaboration Non-Manager ...................................................... 7 Supervisor & Manager ........................................ 8 Communication Non-Manager ...................................................... 9 Supervisor & Manager ...................................... 10 Delivering Results Non-Manager .................................................... 11 Supervisor & Manager ...................................... 12 Problem Solving Non-Manager .................................................... 13 Supervisor & Manager ...................................... 14 Taking Initiative Non-Manager .................................................... 15 Supervisor & Manager ...................................... 16 Functional Knowledge and Skills Non-Manager .................................................... 17 Supervisor & Manager ...................................... 18 Service to Others/Customer Focus Non-Manager .................................................... 19 Supervisor & Manager ...................................... 20 Rating Scales Competency ..................................................... 21 Overall .............................................................
    [Show full text]
  • A Systematic Approach to Human Performance Improvement in Nuclear Power Plants
    IAEA-TECDOC-1204 A systematic approach to human performance improvement in nuclear power plants: Training solutions March 2001 The originating Section of this publication in the IAEA was: Nuclear Power Engineering Section International Atomic Energy Agency Wagramer Strasse 5 P.O. Box 100 A-1400 Vienna, Austria A SYSTEMATIC APPROACH TO HUMAN PERFORMANCE IMPROVEMENT IN NUCLEAR POWER PLANTS: TRAINING SOLUTIONS IAEA, VIENNA, 2001 IAEA-TECDOC-1204 ISSN 1011–4289 © IAEA, 2001 Printed by the IAEA in Austria March 2001 FOREWORD In 1996, the IAEA published Technical Reports Series No. 380, Nuclear Power Plant Personnel Training and its Evaluation: A Guidebook. That publication provides guidance with respect to development, implementation and evaluation of training programmes for all NPP personnel. The IAEA International Working Group on Training and Qualification of Nuclear Power Plant Personnel recommended that an additional publication be prepared that provided further details concerning the training of NPP personnel on non-technical or soft skills. This report has been prepared in response to that recommendation. In the past, much of the focus of formal NPP training and development programmes was on the technical skills of NPP personnel, particularly those of control room operators. The environment in which NPPs operate is continually changing; placing new demands on NPP personnel to work more efficiently and effectively while continuing to maintain the high levels of safety required of NPPs. In this report, an integrated approach that considers training along with other ways to achieve desired levels of human performance is suggested. The IAEA wishes to thank all participants and their Member States for their valuable contributions.
    [Show full text]
  • DIVISION of HUMAN RESOURCES | Guide to Performance Management GUIDE TO
    GUIDE TO PERFORMANCE MANAGEMENT Guide to Performance Management .............................................................................................. 1 Performance Management and Employee Engagement ............................................................... 2 What Employees Want (According to Gallup Research) ............................................................ 2 Benefits of the Performance Management Cycle .......................................................................... 3 Reasons to Use the Year-Round Cycle ........................................................................................ 3 Phases of the Performance Management Cycle ......................................................................... 5 University-Specific Considerations ............................................................................................... 10 Types of Performance Evaluations ........................................................................................... 10 Evaluation Dates ....................................................................................................................... 10 Probationary Employees & Staff Employees ............................................................................ 11 Performance Improvement Plan (PIP) ...................................................................................... 11 Collective Bargaining Agreements ............................................................................................ 12 Employee Relations..................................................................................................................
    [Show full text]
  • Enhancing Employee Performance Through Positive Organizational Behavior
    Enhancing Employee Performance Through Positive Organizational Behavior Sunil J. Ramlall1 School of Business Hamline University This paper explores the relationship among key issues discussed in positive organi- zational behavior (POB) and the implications for organizational success. One of the key outcomes of this paper is to have a better understanding of the relationship between work and a person’s broader purpose of existence, and how work helps to accomplish one’s purpose of life. In addition, quantitative measures are used to determine the relationship between work and happiness; a positive organizational culture and firm performance; and positive employee characteristics and employee performance. Through various statistical analyses, positive relationships were found among typical measures of positive psychology, positive organizational behavior, and employee performance. Implications for organizations and utilizations of research findings to create sustainable competitive advantages are discussed. Given the continuous pursuit of developing and implementing strategies to maximize organizational effectiveness, organizations are studying and more frequently beginning to utilize theories and concepts from the positive organizational scholarship (POS). POS provides opportunities for under- standing the impact of organizational strategies on human behavior in the workplace, and why some strategies and dynamic capabilities may be more generative than others (Cameron, Dutton, & Quinn, 2003). This is especially relevant as positive psychology has flourished in the last 5 years (Seligman, Steen, Park, & Peterson, 2005). It may come as a surprise to learn that companies in which the focus is on amplifying positive attributes (e.g., loyalty, resilience, trustworthiness, humility, compassion), rather than com- bating the negatives, perform better, financially and otherwise (Fryer, 2004).
    [Show full text]
  • Developing a Performance Improvement Process in a Critical Access Hospital (CAH)
    Performance Improvement 1 Developing a Performance Improvement Process in a Critical Access Hospital (CAH) Beatrice Community Hospital and Health Center Christy Doeschot R.N., M.S.N. [email protected] Office 402 239-0905 Fax 402 223-6533 Submission Date: September 12, 2008 Topic: Performance Improvement Category of Criteria: Program Development Performance Improvement 2 Overview State the quality issue you worked on: Increasingly organizations are seeking better ways to improve the quality of patient care by improving outcomes through performance improvement initiatives. Over the past 18 months Beatrice Community Hospital and Health Center (BCHHC) Board of Directors and members of the Leadership Council have taken action on the development of a performance improvement program. The Board of Directors set to achieve BCHHCs Vision in becoming the health care provider of choice, providing access to needed services, and taking a leadership role in the health care delivery system. BCHHC is dedicated to providing compassionate health care to the community and to achieving excellence through its commitment to quality. The Chief Executive Officer (CEO) and the Board of Directors at BCHHC recognized continuous evolvement had to occur to bring the organization in alignment with its strategic imperatives. Evaluating current processes for measuring improvement was necessary in becoming an information-driven hospital. Outcome measurement needed to occur organization-wide with goals easily identifiable and patient focused. As part of BCHHC’s mission to provide quality care for improved patient outcomes, the quest for excellence began with the development of a performance improvement process to produce quality outcomes. Describe how you identified the issue: As a critical access hospital (CAH) and accredited by the Joint Commission, BCHHC has been accustomed to meeting requirements for reporting measures and outcomes.
    [Show full text]