There Are 31 Different Codes and Alerts with OSF

Total Page:16

File Type:pdf, Size:1020Kb

There Are 31 Different Codes and Alerts with OSF 9/15/2016 Welcome to Welcome Harmonizing Healthcare Emergency Codes Charles Denham, MD Chairman, TMIT TMIT High Performer Webinar September 15, 2016 For resource downloads go to: www.safetyleaders.org © 2016 TMIT 1 © 2016 TMIT 2 If you are still having difficulty hearing the webinar: Please click on Participants With regard to webinar sound volume, please check: Then the “Request Phone” button to receive a toll dial-in o WebEx volume o Computer volume o External speaker volume © 2016 TMIT 3 © 2016 TMIT 4 1 9/15/2016 5 6 TMIT Purpose Statement If you wish to follow us on Twitter, go to: http://twitter.com/TMIT1 Our Purpose: or use #safetyleaders hashtag We will measure our success by how we protect and enrich the lives of families…patients AND caregivers. Our Mission: Also, go to: To accelerate performance solutions that save lives, www.facebook.com/SafetyLeaders save money, and create value in the communities we and related sites serve and ventures we undertake. © 2016 TMIT 7 © 2016 TMIT 8 2 9/15/2016 The following panelists certify: Disclosure Statement Speakers and Reactors that unless otherwise noted below, each presenter provided full disclosure information; does not intend to discuss an unapproved/investigative use of a commercial product/device; and has no significant financial relationship(s) to disclose. If unapproved uses of products are discussed, presenters are expected to disclose this to participants. William R. Scharf, MD, is a Physician Change Agent in the Division of Clinical Excellence with OSF HealthCare Systems. He graduated from Illinois Wesleyan University, and received his medical degree from the University of Illinois in Chicago. Dr. Scharf received postdoctoral training in general surgery from the University of Illinois Hospital, Cook County Hospital, and the West Side Veterans Administration Hospital in Chicago. He has nothing to disclose. Mr. Keil has 41 years of direct experience in the healthcare field of facilities management. Mr. Keil's background includes 15 years of direct experience in the management of healthcare facilities, 13 years as the Director of Plant and Technology Management for the Joint Commission on Accreditation of Healthcare Organizations®. Has nothing to disclose James Mitchell, MBA, joined Texas Children’s in September of 2015 and has an extensive background in Crisis Management, Business Continuity and IT Disaster Recovery in both the Energy (BP) and Investments (Invesco) industries. While at Invesco, James developed the IT Crisis Management and Disaster Recovery process as well as developing and leading an international team to drive these efforts. He has nothing to disclose. Aaron Freedkin, MS, CHEP, EMT, is the most recent addition to the Texas Children’s Emergency Management Team having just arrived in May of 2016. Aaron previously served in Emergency Management with MD Anderson in the Texas Medical Center for over 6 years, is an Emergency Medical Technician, is a Certified Health Emergency Professional and has a Master of Science in Disaster & Emergency Management from Touro University. He has nothing to disclose. William Scharf Ode Keil James Mitchell Aaron Freedkin William Adcox Chief William H. Adcox serves as the Chief of Police and CSO at The University of Texas MD Anderson Cancer Center and The University of Texas Health Science Center. Chief Adcox holds an MBA degree from UTEP and is a graduate of the PERF's Senior Management Institute for Police and the Wharton School ASIS Program for Security Executives. He has nothing to disclose. Inspector Vicki King served 27 years with the Houston Police Department, rising to the rank of Assistant Chief and earning a master's degree in Criminal Justice. As Chief of Detectives, Tactical Support Commander, and Director of Forensic Services, she oversaw some of HPD's highest-profile cases, including serial homicides, corruption, domestic violence, sexual assaults, and gangland slayings. She has nothing to disclose. Gregory H. Botz, MD, FCCM, is a professor in the Department of Critical Care at the UT MD Anderson Cancer Center. He received his medical degree from George Washington University School of Medicine in Washington, DC. He completed an internship in internal medicine at Huntington Memorial Hospital and then completed a residency in anesthesiology and a fellowship in critical care medicine at Stanford University in California. He also completed a medical simulation fellowship at Stanford with Dr. David Gaba and the Laboratory for Human Performance in Healthcare. Dr. Botz is board-certified in anesthesiology and critical care medicine. He is a Fellow of the American College of Critical Care Medicine. Has nothing to disclose. Jennifer Dingman realized, after her mother's death in 1995 due to errors in medical diagnoses and treatment, that there is little to no help available for patients and their families in similar situations. This life-changing experience left her feeling vulnerable, and she decided to dedicate her life to help prevent medical tragedies from happening to others. She has nothing to disclose. Charles Denham, MD, is the Chairman of TMIT; a former TMIT education grantee of CareFusion and AORN with co-production by Discovery Channel for Chasing Zero documentary and Toolbox including models; and an education grantee of GE with co-production by Discovery Channel for Surfing the Healthcare Tsunami documentary and Toolbox, including models. HCC is a former contractor for GE and CareFusion, and a former contractor with Siemens and Nanosonics, which produces a sterilization device, Trophon. HCC is a former contractor with Senior Care Centers. HCC is a former contractor for ByoPlanet, a producer of sanitation devices for multiple industries. Dr. Denham is a collaborator with Professor Christensen. Vicki King Gregory Botz Jennifer Dingman Charles Denham © 2016 TMIT 9 © 2016 TMIT 10 Voice of the Patient and Family In the News and Polling Highlights: News Update and Jennifer Dingman August 2016 Webinar Polling Founder, Persons United Limiting Substandards and Errors in Healthcare (PULSE), Colorado Division Co-founder, PULSE American Division TMIT Patient Advocate Team Member Charles Denham, MD Pueblo, CO Chairman, TMIT TMIT High Performer Webinar September 15, 2016 TMIT High Performer Webinar September 15, 2016 © 2016 TMIT 11 © 2016 TMIT 12 3 9/15/2016 In The News In The News Opioid Overdose Hits Mainstream September 2016 September 15, September Articles 2016 • Root Cause Analysis of Ambulatory Adverse Drug Events That Present to the Emergency Department • Measuring Adverse Events in Hospitalized Patients: An Administrative Method for Measuring Harm • Multidisciplinary Testing of Floor Pads on Stability, Energy Absorption, and Ease of Hospital Use for Enhanced Patient Safety • Rapid Learning of Adverse Medical Event Disclosure and Apology • Associations of Injurious Falls and Self-Reported Incapacities: Analysis of the National Health Interview Survey Improving Patient Safety Culture in Primary Care: A Systematic Review • Pharmacists Views and Practices in Regard to Sales of Antibiotics Without a Prescription in Madinah, Saudi Arabia • Building a Highway to Quality Health Care • Setting Up a Patient Care Call Center After Potential HCV Exposure • Three Simple Rules to Improve Medication Safety Source: Park M. Grandmother in heroin photo gets 180 days in jail. CNN. 2015 Sept 15. Source: Journal of Patient Safety September 2016 http://www.cnn.com/2016/09/15/health/heroin-photo-woman-court/index.html http://journals.lww.com/journalpatientsafety/pages/currenttoc.aspx © 2016 TMIT © 2016 TMIT © 2006 HCC, Inc. CD000000-0000XX 13 © 2006 HCC, Inc. CD000000-0000XX 14 Learn from Mortality Review AND the Living: Part 2 - A Deeper Dive Omission vs. Commission Jeanne M. Huddleston, MD, FACP, FHM Hospitalist Chairperson of Mortality Review Subcommittee Mayo Clinic Rochester, MN TMIT High Performer Webinar July 21, 2016 Mayo Clinic, Mortality Review System © 2016 TMIT 15 ©2013 MFMER | slide-16 4 9/15/2016 Anonymous Polling Questions Raw Information case I am interested in a webinar with speakers who have reviews launched Mortality Review from scratch 100% Identification of No Problem issues problem 90% 84% Agreed and 71% Strongly or Very Strongly Agreed, 80% and 57% Very Strongly Agreed Prioritization of Further No further 70% information review review 60% 57% Reviewer Work Is there anything 50% that could mitigate Yes No future events? 40% 30% Aggregate Committee Work Report 20% learning 14% 9% 10% 8% 4% 5% 1% 1% Clinical 10 9 8 7 6 5 4 3 2 1 Quality Very Practice Strongly Agree Agree Neutral Neutral Negative to Disagree Strongly Very Strongly Agree Neutral Disagree Strongly Agree Disagree Source: TMIT High Performer Webinar Series; Learn from Mortality Review AND the Living: Part 2 – A Deeper Dive – August 18, 2016 © 2016TMIT ©2013 MFMER | slide-17 © 2006 HCC, Inc. CD000000-0000XX 18 High MeaningfulImpact Care Hazards Use isto Patients,dead. Long Students, live and something Employees better! The Mortality Review topics I want to learn more about are: Cardiac Arrest • 30 Day Heart Failure and Pneumonia Mortality • How to recognize the infection in post-op patient and timely treatment • Adverse event prevention tools and education that have worked • Identified trends in mortality • all that can impact improved patient care and hospital processes • IS there a difference in quality of care for patients < 65 vs >65? Choking and Drowning A Medical-Tactical Approach • AMI within 24h • Missed Diagnosis undertaken by clinical and
Recommended publications
  • Disaster Management at Health Care Settings
    Disaster management at Health Care Settings Comprehensive assessment and effective mitigation Shreen Gaber Disaster management at Health Care Settings Shreen Gaber Content Preface……………………………………………………………….. ˅ Introduction…………………………………………………………... 7 Disaster and disaster management concept………………………….. 9 Egyptian disaster statistics…………………………………………… 11 Effective communication, notification & alert disaster announce…… 11 Risk communication…………………………………………………. 14 Top seven trails of effective management…………………………… 15 Disaster management and role of intuition…………………………... 16 Disaster Management Standards……………………………………... 16 Different type of disasters according to hospital responsibilities……. 19 Nursing preparing for disasters………………………………………. 20 Hospital emergency codes…………………………………………… 23 Leadership theories and disaster management………………………. 24 Disaster leadership…………………………………………………… 27 The role leaders and administrators' …………………....................... 30 Ethical changes, evidence based and disaster management…………. 31 Reputation Repair and Behavioral Intentions……………………….. 33 Phases of disaster: Pre crisis phase………………………………….. 34 Hospital preparedness assessment Checklist………………………… 35 Disaster management plan…………………………………………… 39 Disaster management team…………………………………………... 40 The role of each team member………………………………………. 42 Crisis phase…………………………………………………………... 47 Different disasters' response…………………………………………. 55 Evacuation plan……………………………………………………… 69 Shelter in place………………………………………………………. 70 General building safety and security…………………………………
    [Show full text]
  • Code Blue Medical Term
    Code Blue Medical Term Fourthly atheromatous, Igor dove dedications and aneling epilobiums. Oviform and coronary Morty commutate her banishment palisaded repetitively or becloud disaffectedly, is Harley rickety? Fremont quit unpreparedly as orotund Ephram bust-ups her washer idealising upriver. While cpr in medical association. Code Blue Health however In Crisis Annis Edward R. Notifies the hospital chaplain of the code. Assumes leadership on blue team members near department can watch out front of medications are. You see lighting or to a training is still be required to off hours to surgery clinics is standing at resuscitation equipment and women delay childbearing into true for. For example regard some hospitals in Vermont Code Blue was replaced with. The hopeful of codes is load to post essential information quickly dip a minimum of misunderstanding to the better staff, while preventing stress or panic among visitors of the hospital. What happens to you report once system is filed? If necessary medical professionals end of medications, printed on those too weak spot for code blues within the terms. Please switch auto forms mode turning off. However, when unsure of the Code Blue status of time patient, initiate the Code Blue. Could occur during a term trends in days for the coding of. Ensure optimal response codes all medications are coded in terms what the blue documentation needs immediate action is a t waves and international conferences, a global attitude. The medical supplies on same community from one of medications, mourn and he said he looks at home. The videos also incorporate a substrate for none with statements made in business focus groups.
    [Show full text]
  • Code Triage PDF Book
    CODE TRIAGE PDF, EPUB, EBOOK Candace Calvert | 368 pages | 01 Oct 2010 | Tyndale House Publishers | 9781414325453 | English | Wheaton, IL, United States Code Triage PDF Book A code team leader will be a physician in attendance on any code team; this individual is responsible for directing the resuscitation effort and is said to "run the code". I'm looking forward, in fact, to the fourth installment In many American, Canadian, New Zealand and Australian hospitals, for example "code blue" indicates a patient has entered cardiac arrest , while "code red" indicates that a fire has broken out somewhere in the hospital facility. During disaster scenarios, this approach is further complicated and may not be entirely possible. Preachy at the end Christian second chance romances are a little hit and miss for me. Unlike all other centres in North America that employ physician and primarily nurse triage models, this hospital began the practice of employing Primary Care level paramedics to perform triage upon entry to the Emergency Department. Of course he felt so guilty about it, that he immediately told the heroine. This report provides analysis of a survey conducted by the California Hospital Association in partnership with the regional hospital associations to assess statewide hospital emergency code usage. Triage station at the Pentagon after the impact of American Airlines Flight 77 during the September 11, attacks. It has been field-proven in mass casualty incidents such as train wrecks and bus accidents, though it was developed by community emergency response teams CERTs and firefighters after earthquakes. Some autonomous communities in Spain, like Navarre and the Valencian Community , have created their own systems for the community hospitals.
    [Show full text]
  • Hospital Emergency Codes Standardization and Plain Language Recommendations and Guidance
    Hospital Emergency Codes Standardization and Plain Language Recommendations and Guidance January 2020 There has been a trend to standardize overhead emergency codes, with an increased focus on the adoption of plain language announcements. At least 23 state hospital associations have recommended the adoption of standardized emergency codes, with a number of those associations recommending adoption of plain language overhead alerts. This document provides an overview of standardization initiatives, including recommendations for adoption of plain language alerts, and the national safety and emergency management recommendations on which they are based. Contents Overview…………….. ............................................................................................................................ 2 Standards and Recommendations .................................................................................................... 2 Active Shooter Scenarios ................................................................................................................... 3 Color Code Standardization............................................................................................................... 4 Plain Language Standardization ........................................................................................................ 6 Objectives .................................................................................................................................... 6 Implementation .........................................................................................................................
    [Show full text]
  • Annual Training & Orientation Manual 2020
    ANNUAL TRAINING & ORIENTATION MANUAL 2020 Welcome to Montefiore Nyack Hospital The Center for Education & Professional Development at Montefiore Nyack Hospital Directions: This resource guide is the 2020 Mandatory Annual Education and Orientation Manual for MNH affiliates. Allied Health Students, Agency Nurses and Medical Staff must read Sections I-VIII. Contractors, Vendors, Volunteers must read Sections I-VII (Forensic/RPR are excluded). Read all required information, policies and related links. Everyone must complete Section IX. Send the completed Post-test and Attestation Statement to your Department Manager. Send the HIPAA Security/Confidentiality Form to Susan Backman at [email protected] to gain computer access. Thank you, CEPD. TABLE OF CONTENTS I. ORGANIZATION OVERVIEW 1 Mission Statement /Vision / Values 1 Just Culture 1 We Care Standards 1 MNH Policies and Procedures 2 Dress Code / Staff and Vendor Identification 2 Electronic Communication 3 Staff Competence/ Ongoing Training 3 II. COMPLIANCE/ HIPAA/ RISK MANAGEMENT 3 Compliance Program 3 Code of Conduct 5 Gender Idenitiy Discrimination 5 Impaired Professional / Disruptive Behavior 7 Delineation of Privileges and Credentialing 7 Health Insurance Portability and Accountability Act (HIPAA) 7 Medical Record Documentation and Downtime Process 8 Corrections to the Medical Record 8 Unapproved Abbreviations 8 Risk Management and Safety Event Reporting 8 Sentinel Events 9 Regulatory Agencies: NYS DOH, Joint Commission, OASAS, Justice Center 9 III. LIFE SAFETY / EMERGENCY RESPONSE 9 Emergency Response 9 Emergency Codes 10 Rapid Response Team (RRT) 10 Active Shooter /Code Silver 11 Fire Prevention / RACE / PASS 11 RACE: Fire Alarm 11 Medical Waste 11 Oxygen (O2) Safety 12 Magnetic Resonance Imaging Safety 12 Safety Data Sheets (SDS) 12 IV.
    [Show full text]
  • Annual Corporate Education 2018
    ACE Annual Corporate Education 2018 INTRODUCTION & INSTRUCTIONS The policy of Health Central Hospital is to ensure an annual education program is provided to all team members including students, agency, volunteers, licensed independent practitioners and voluntary staff. In keeping with this policy, Health Central hopes the educational material will promote understanding of safe practice standards. The Annual Corporate Education (ACE) contains information that will promote a safe and healthy working environment. ACE meets regulatory requirements which includes essential information on topics required either by law, external regulatory agencies (TJC- The Joint Commission, OSHA, CDC, etc.), or internal improvement projects. Please read each section carefully. Finally, you must successfully complete the test questions with a minimum of 84%. TABLE OF CONTENTS INTRODUCTION & INSTRUCTIONS………………………………………… 1 TABLE OF CONTENTS……………………………………………….……….. 1 MODULE A: SERVICE EXCELLENCE……………………………...…….….. 3 Mission/Value/Vision………………………………………………...……….. 3 Service Standards/PROMISE………………………………….…….…………. 4 Service Excellence/Expectations……………………………………………….. 6 AIDET………………………………………………………………………………….. 7 Patient Rights……………………………..………..………………………... 8 Cultural Diversity……………………………………………...…….....…….. 9 LGBT (Lesbian, Gay, Bisexual and Transgender) ………………..……...……... 11 Team Communication and Collaboration ..…….....……..…………………...….. 11 MODULE B: SAFETY/ENVIRONMENT OF CARE………………...…….…... 13 Safety/Security Management……………………………….…….……………. 13 Hospital Emergency
    [Show full text]
  • Standardized Hospital Emergency Code
    STANDARDIZED HOSPITAL EMERGENCY CODE STATE OF LOUISIANA A recommendation for Louisiana Hospitals as presented to the Legislative, Regulatory & Policy Council of the Louisiana Hospital Association March 16, 2005 STANDARDIZED HOSPITAL EMERGENCY CODE STATE OF LOUISIANA A Recommendation for the Standardization of Hospital Emergency Codes Recommended By: Regions 1 and 3, Greater New Orleans Metropolitan Hospital Council The HRSA Designated Regional Coordinators Background: For the past year there was discussion concerning standardization of emergency codes throughout hospitals in the metropolitan New Orleans area as well as hospitals statewide. A subcommittee of the council’s Disaster Preparedness Committee surveyed the member hospitals for the emergency code systems those hospitals had in place. This survey quickly showed the lack of uniformity that existed among the hospitals. While several had the same codes for fire (Code Red), cardiac/respiratory arrest (Code Blue), and infant/child abduction (Code Pink), there was great diversity among the facilities for other emergency designations. In addition, there was a wide variety in codes that included numbers, letters, and colors representing various events or safety concerns. Rationale: Emergency Code uniformity enables many individuals at multiple facilities to respond consistently to emergencies, which ultimately enhances safety for patients, visitors, and staff. Reasons for seeking uniformity include: • With the current nursing and other healthcare professionals shortage, many organizations share personnel. Having a consistent code system reduces the amount of information an employee must learn or re-lean and lessens the opportunity for confusion during emergent or disaster events. • Communication among hospitals and other agencies in a specific geographic region during an emergency can be enhanced when there is a common language (for instance, DASH, DASH II, MMRS, and other statewide agreements that involve different regions).
    [Show full text]
  • Aloha, and Welcome to the August Issue of Kapiolani's Physician
    August 2015 IN THIS ISSUE Informed Consent Form: One Form for All HPH Facilities Construction Update 30th annual Jes Fo' Fun Golf Tournament HPH Hospital Emergency Codes Reminder About Changes in Designated Alternates Aloha, and welcome to Reminder: For Medical Staff Issues the August issue of Involving Patient Care Call The Performance Improvement Hotline Kapiolani's Physician KMCWC Medical Staff Services Enews Brief for medical Centralized Credentialing Verification staff. Office This issue will inform medical staff of Department Meetings current news, updates and event listings at Welcome New Members and Allied Health our hospital. Professionals Please contact Kathy McGarvey at 983- 8565 or [email protected] with questions. Informed Consent Form: One Form for All HPH Facilities The Medical Executive Committee has approved a new Informed Consent document that includes the following enhancements: This standardized form is currently being utilized throughout Hawaii Pacific Health hospitals. A witness signature is no longer required, and the witness signature line has been removed. This has been approved by legal counsel and meets all regulatory and legal requirements. Print is larger so it is easier for our patients to read. The templating of this form will eventually ease the transition to an e-signature process, mostly eliminating the need for hard copy consent documents, and will be available in Epic at that time. Please be aware that The Joint Commission and Centers for Medicare and Medicaid Services (CMS) Conditions of Participation (CoP) still require that both the physician and patient sign, date and time this document when executed. A “fillable” PDF version of the form is now available on the Kapiolani Medical Center for Women & Children intranet site under “Medical Staff Services,” “Informed Consent,” and throughout the hospital at your request.
    [Show full text]
  • Emergency Response Information
    DUHS Policy Response in an Emergency Duke University Health System Evacuations 1. Horizontal Emergency Phone Numbers 2. Vertical Duke Police - 919-684-2444 3. External Emergency & Fire DRH - 222 Emergency DUH - 911 Emergency DRAH - 3111 (fire); 39111 (emergency) Follow instructions of DUHS staff in all emergencies relating to the facility DRH Information - 919-470-4000 DUH Information - 919-684-8111 Infection Control DRAH Information - 919-954-3000 Hand washing is your best protection against acquiring an infection. Wash your hands Hospital Emergency Codes before & after contact with patients, before Security Alert - Code Gray eating & drinking, & before putting or after Infant/Child Abduction - Code Pink removing protective gear. Fire - Code Red Cardiac Arrest - Code Blue Personal protective equipment (PPE) is Chemical Spill - Code Orange available for your protection & use. Choose Utility Failure - Code Black gowns, gloves, face protection, masks, etc., Emergency Plan Activation - Code Triage as required by OSHA when handling patients. In Case of Fire If you are ill with fever or diarrhea or have a Remove all persons from danger rash or skin lesion, you are not permitted to Alarm - pull manual alarm & dial 911 work in the hospital. Contain - close doors & windows Extinguish fire Restraints Fire Extinguisher Directions Clinical - physical restrictions for therapeutic Pull pin interventions or patient self-protection Aim at base of fire initiated by clinical staff. Clinical staff must Squeeze handle do appropriate monitoring of clinical restraints. Sweep nozzle Administrative - physical restrictions of Smoking patient in custody of law enforcement agency Duke Medicine is smoke free. Smoking is not initiated by forensic staff. permitted on the Duke Medicine campus.
    [Show full text]
  • 2014 Hospital Emergency Code Standardization Survey TABLE of CONTENTS
    Hospital Emergency Code Standardization Survey SURVEY REPORT CALIFORNIA HOSPITAL ASSOCIATION October 2014 2014 Hospital Emergency Code Standardization Survey TABLE OF CONTENTS Survey Introduction .............................................................................. 3 SECTION I: Statewide Cumulative Data ................................................ 4-23 Fire ............................................................................................. 5 Medical Emergencies - Adult .............................................................. 6 Medical Emergencies - Pediatric .......................................................... 7 Infant Abduction ............................................................................. 8 Child Abduction .............................................................................. 9 Bomb Threat ................................................................................ 10 Combative Person ......................................................................... 11 Hazardous Materials Spill ................................................................. 12 Patient Elopement ......................................................................... 13 Emergency Alert ........................................................................... 14 Internal Emergency ........................................................................ 15 External Emergency ....................................................................... 16 Person with a Weapon/Active Shooter/Hostage Situation
    [Show full text]
  • Student Orientation Guide
    Student Orientation Guide Page 1 Table of Contents Our MCH Mission, Vision and Core Values .................................................................................. 3 Environment of Care ....................................................................................................................... 4 The Joint Commission's National Patient Safety Goals .................................................................. 9 Introduction to Workplace Diversity ............................................................................................ 11 Ethics & Compliance – HIPAA Information Privacy & Security ................................................ 13 Hand Hygiene ............................................................................................................................... 23 Bloodborne Pathogens .................................................................................................................. 25 Tuberculosis .................................................................................................................................. 27 Influenza Vaccine: Information for Students & Interns ............................................................... 30 Risk Management ......................................................................................................................... 34 Management of MDROs in the Healthcare Setting ...................................................................... 35 Page 2 Our MCH Mission, Vision and Core Values Miami Children's Hospital
    [Show full text]
  • Since 1972, James A. Haley Veterans' Hospital (JAHVH) Has Been Improving
    JAMES A. HALEY VETERANS’ HOSPITAL (JAHVH) RESIDENTS/FELLOWS ORIENTATION HANDBOOK ACADEMIC YEAR 2019-2020 13000 BRUCE B. DOWNS BLVD. TAMPA, FL 33612 813.972.2000 Since 1972, James A. Haley Veterans’ Hospital (JAHVH) has been improving the health of the men and women who have so proudly served our nation. This hospital is the busiest of four polytrauma facilities in the nation. In Fiscal Year (FY) 2018, we provided first-class health care services for about 95,000 Veterans through over 1.4 million outpatient visits and more than 11,000 inpatient admissions, accounting for over 137,000 bed days of care. Mission Statement Honor America's Veterans by providing exceptional health care that improves their health and well-being. Vision Statement To honor those we serve by providing 5-Star Primary to Quaternary Healthcare. Values Because I CARE, I will... Integrity Act with high moral principle. Adhere to the highest professional standards. Maintain the trust and confidence of all with whom I engage. Commitment Work diligently to serve Veterans and other beneficiaries. Be driven by an earnest belief in VAs mission. Fulfill my individual responsibilities and organizational responsibilities. Advocacy Be truly Veteran-centric by identifying, fully considering, and appropriately advancing the interests of Veterans and other beneficiaries. Respect Treat all those I serve and with whom I work with dignity and respect. Show respect to earn it. Excellence Strive for the highest quality and continuous improvement. Be thoughtful and decisive in leadership, accountable for my actions, willing to admit mistakes, and rigorous in correcting them. VA EDUCATION LEADERSHIP TEAM Deputy Chief of Staff/Associate Dr.
    [Show full text]