Focus on Faulkner 1

IN THIS ISSUEP4: New physicians join BMS

P6: New surgeon joins Program

for Weight Loss Surgery

P8: Golf tournament recap

P12: Dear Faulkner Hospital

P14: 1934 nursing graduate recalls

her time at Faulkner

P18: Faulkner earns Joint Commission

recognition

Pain management atFaulkner Hospital

Pain will impact you at some point in your life. Whether it’s a lingering back or neck strain, an old foot injury, joint pain, neuropathy or fi bromyalgia, patients are fi nding relief at Faulkner Hospital’s Pain Clinic.

Faulkner’s Pain Clinic was established 17 years ago under the medical directorship of Dr. Dana Zalkind, who was recently named one of Boston Magazine’s top doctors of 2010.

Dr. Zalkind and her partners from New England Pain Management Consultants have expanded the practice with the assistance of the excellent nursing staff here at Faulkner Hospital, comprised of Kathleen Armando, Mary Jane Piro, Amie Kandalaft and Sara Robart with the assistance of Maureen Schnur, MS, RN, CPAN, Nursing Director.

The Nursing staff is ACLS certifi ed with a combined work experience of 91 years. The clinic treats more than 5,000 patients annually for various types of syndromes.

This interventional pain facility does a wide variety of procedures for spinal pain, joint pain and neuropathic pain. An average visit to the pain management clinic can last between 30 minutes to two hours. Procedures are done utilizing x-ray technology as well as cardiovascular monitoring. Conscious sedation is also available to alleviate anxiety.

Procedures are performed by physicians who are board certifi ed in anesthesiology and pain management.

The staff’s goal is to treat every patient with respect, dignity and empathy

FAULKNERFOCUS ONNews for and about Faulkner Hospital Employees

continued on P2

From left, Sara Robart, Mary Jane Piro, Kathleen Armando, Dr. Dana Zalkind

and Amie Kandalaft.

FAULKNER EARNS HIGH MARKS ON COLLEGE OF AMERICAN PATHOLOGISTS SURVEY

Faulkner Hospital’s

Laboratory, under the

leadership of Stephen

M. Pochebit, MD, has

successfully met the

College of American Pathologists

(CAP) Accreditation Standards for the

next two years. CAP is recognized by

The Joint Commission as the premier

Hospital Laboratory inspection agency

with over 8,000 accredited labs in the

USA and Canada. Each inspector is

a certifi ed expert in a Lab discipline

(Histology, Cytology, Anatomical

Pathology, Hematology, Chemistry &

Toxicology, Urinalysis, Microbiology,

Blood Bank and Point-of-Care Testing)

and requires the Laboratory to be

compliant with over 3,200 rules and

regulations.

Focus on Faulkner2

Published by Marketing and Public Affairs

(617) 983-7588 / djgoldberg@partners.org

We welcome your feedback and suggestions for future issues.

Michael Gustafson chosen as Chief Operating Offi cer

Michael Gustafson, MD, MBA, was recently appointed Chief Operating Offi cer at Faulkner Hospital where he is working closely with members of the current leadership team, as well as with Betsy Nabel, MD, President, Brigham and Women’s/Faulkner Hospitals (BW/F) and Mairead Hickey, Chief Operating Offi cer and Executive Vice President, BW/F. Dr. Gustafson will have responsibility for oversight of current hospital operations, as well as design and implementation of the Faulkner Hospital Clinical Strategic Plan.

“With Michael as COO at Faulkner, I believe that we have the best possible model to position both Brigham and Faulkner for success in the coming years,” says Dr. Nabel.

In his short time at Faulkner Hospital to date, Dr. Gustafson has been spearheading a joint BWH and Faulkner leadership planning team, focused on identifying the clinical roadmap and program priorities for the Faulkner campus for the next 5-10 years. He has also been meeting with multiple clinical and administrative department leaders to learn about Faulkner’s historic strengths and opportunities for the future.

“I believe Faulkner Hospital is a jewel in the BW/F family, and can play an even more important role for the community and patients we serve going forward,” says Dr. Gustafson. “Faulkner Hospital, and the staff who care for our patients at every level, are committed to providing our patients with the highest-quality, most patient-centered, and best coordinated care possible.”

Dr. Gustafson most recently served as the senior vice president for Clinical Excellence, Pharmacy, and the departments of Pathology, Psychiatry and Neurology at BW/F, where he has trained and worked since 1993. He established the Center for

Clinical Excellence in 2001 and serves as a co-chair and member of multiple committees focused on patient affordability, systems improvement and care redesign for Partners HealthCare.

He received his medical degree at West Virginia University and completed his General Surgery residency at Brigham and Women’s Hospital. He later went on to become one of the fi rst surgeons to ever receive an MBA from Harvard Business School. He has received numerous national awards and honors refl ecting his leadership in hospital safety, quality and performance measurement.

while working to improve the patient’s quality of life by making their pain more manageable. The goal of improving quality of life is very important to everyone in the Pain Clinic. That could mean being able to play with one’s grandchild, to be able to return to work, or simply to be able to perform one’s daily activities comfortably.

In addition to these interventional procedures, Dr. Zalkind and the other

physicians in the clinic utilize many other services at Faulkner Hospital, such as Physical and Occupational Therapy, Psychiatry, Social Work, and Addiction Recovery when needed. They try to assist the patients with the additional avenues of care and act as liaisons between the two to ensure the highest quality of care is given.

“Using a multi-modality approach, we are able to look at a patient’s problem

from all angles and provide the most comprehensive treatment possible in order to make their pain more manageable,” says Dr. Zalkind.

Faulkner Hospital’s Pain Clinic is located on the 7th fl oor of the hospital and is open to schedule appointments Monday – Friday from 8 am – 4 pm. To make an appointment, call 617-983-7080.

Pain management at Faulkner Hospital, continued from P1

Michael Gustafson, MD, MBA

Focus on Faulkner 3

Faulkner Hospital’s Cardiac Rehabilitation program was recently certifi ed by the American Association of Cardiovascular and Pulmonary Rehabilitation (AACVPR). Faulkner Hospital was recognized for its commitment to improving the quality of life by enhancing standards of care.

“We are extremely proud of the work being done in our Cardiac Rehabilitation program,” says Michael Gustafson, MD, Chief Operating Offi cer at Faulkner Hospital. “Since the program was founded in 1975, their commitment to patient care and safety has helped countless people lead longer, healthier lives.”

Cardiovascular rehabilitation programs are designed to help people with cardiovascular problems (e.g. heart attacks, stable angina, coronary artery bypass graft surgery, angioplasty and stent placement, valve repair and replacement, and heart transplant) recover faster and improve their quality of life.

At Faulkner Hospital, the Cardiac Rehabilitation program focuses on exercise, education and support. According to Sue Molloy, Cardiac Rehab Coordinator, the goal of the program is to help patients make exercise a life long activity and to give them the knowledge and tools necessary to follow a healthy lifestyle.

The AACVPR Program Certifi cation is the only peer-reviewed accreditation process designed to review individual programs for adherence to standards and guidelines developed and published by the AACVPR and other professional societies. Each program is reviewed by the AACVPR National Certifi cation Committee and certifi cation is awarded by the AACVPR Board of Directors.

Certifi ed AACVPR programs are recognized as leaders in the fi eld of cardiovascular and pulmonary rehabilitation because they offer the most advanced practices available. AACVPR Program Certifi cation is valid for three years.

FAULKNER HOSPITAL’S CARDIOVASCULAR REHABILITATION PROGRAM CERTIFIED BY INDUSTRY LEADER

Partners ranked one of nation’s 10 Top Health SystemsPartners HealthCare was recently named one of the nation’s 10 Top Health Systems by Thomson Reuters, a leading provider of information and solutions to improve the cost and quality of healthcare. When compared with peers around the nation, Partners HealthCare and the other Thomson Reuters 10 Top Health Systems saved more lives, caused fewer medical complications, made fewer medical errors, followed recommended standards of care more closely, released patients half a day sooner on average, and scored better on patient satisfaction surveys.

“Every day our doctors, nurses and care teams work to provide our patients and their families with the best and most compassionate care available,” said Gary L. Gottlieb, MD, President and CEO of Partners HealthCare. “To be recognized as one of the nation’s top health systems is a fi tting tribute to our teams of caregivers and our entire Partners community.”

“This year, the 10 Top Health Systems set a new standard for high quality of care across all of the communities they serve,” said Jean Chenoweth, senior vice president for performance improvement and 100 Top Hospitals programs at Thomson Reuters. “To produce consistent, strong performance across multiple hospitals, health system leaders must be providing crystal clear goals and communication as well as the means for staff to execute effectively. These systems are positioned to continue performing well as we move further into the era of healthcare reform.”

These 10 health systems rose to the top when researchers from the Thomson Reuters 100 Top Hospitals® program analyzed the performance of 285 health systems based on eight metrics:

In-hospital mortality. • Medical complications. • Patient safety. • Average length of stay. • 30-day mortality rate (post-discharge). • 30-day readmission rate (post discharge). • Adherence to clinical standards of care (evidence-based core measures • published by the Centers for Medicare and Medicaid Services). Hospital Consumer Assessment of Healthcare Providers and Systems • patient survey score (part of a national initiative sponsored by the U.S. Department of Health and Human Services to measure the quality of care in hospitals).

The study evaluated U.S. health systems with two or more short-term, acute care, non-federal hospitals that treat a broad spectrum of patients. Researchers used public data from the Medicare Provider Analysis and Review (MedPAR) dataset and the CMS Hospital Compare datasets. The Thomson Reuters 100 Top Hospitals program has analyzed and reported on the performance of hospitals since 1993. For more information, visit www.100tophospitals.com.

Focus on Faulkner4

New physicians join Brigham Medical Specialties practiceBrigham Medical Specialties at Faulkner Hospital is pleased to announce the addition of three new physicians to their practice.

Dr. Kevin Tucker, a specialist in nephrology will see patients on Tuesday afternoons. He treats a full spectrum of problems related to the kidneys, including acute and chronic kidney disease, resistant hypertension, fl uid and electrolyte disorders, acid-base disturbances and nephrolithiasis.

A native of Alabama, Dr. Tucker graduated from Birmingham-Southern College and Cornell University Medical College. After completing his residency in internal medicine at Massachusetts General Hospital, he returned to Alabama for fellowship training

in nephrology at the University of Alabama at Birmingham. He joined the faculty of Brigham and Women’s Hospital in 2002.

In addition to his clinical responsibilities, Dr. Tucker serves as program director for the Joint Nephrology Fellowship Program of Brigham and Women’s Hospital and Massachusetts General Hospital.

Dr. Reena Pande, a specialist in vascular medicine and member of the Cardiovascular Division, has also joined Brigham Medical Specialties, seeing patients on Wednesday afternoons.

She treats patients with peripheral artery disease, aortic aneurysms, renal artery stenosis, carotid and other cerebrovascular diseases, vasospastic conditions (such as Raynaud’s phenomenon), vasculitis, DVT/PE, management of IVC fi lters, hypercoagulability, venous insuffi ciency, varicose veins and lymphedema.

Dr. Paige Wickner is board certifi ed in both internal medicine and allergy and clinical immunology. She completed her allergy and immunology fellowship training at Yale New Haven Hospital.

She sees patients on Wednesday and Thursday afternoons. Her practice expertise includes allergic rhinoconjunctivitis, asthma, food allergies, insect sting reactions, chronic sinusitis, adverse drug reactions, hives, angioedema and immunodefi ciency disorders.

In addition to these three specialists, physicians at Brigham Medical Specialties at Faulkner Hospital offer expert care in cardiology, endocrinology, gerontology, gastroenterology and pulmonology.

The offi ce is open Monday - Friday from 7:30 am - 5 pm. To schedule an appointment, call 617-983-7420.

Faulkner Hospital’s Director of Environmental Services, Rudy Viscomi recently received a Sustainable Champion Award by Partners Healthcare for his work with the hospitals Green Team to increase campus-wide recycling.

Faulkner Hospital’s Green Team is a group of employees at all levels who work to ensure the hospital is doing all it can to help the environment through various initiatives. With Viscomi’s help, the hospital has collected 39,000 pounds of recycled materials, collected and bailed 120,000 pounds of cardboard and 100,000 pounds of paper in the past year.

When asked what this award meant to him, Viscomi said, “I learned that with a bit of persistence, we could accomplish anything. I take pride in knowing we are a part of an elite group that strives to do the very best we can for the hospital and the environment.”

For more information on the current hospital-wide sustainability initiatives, contact Viscomi at 617-983-7752.

Environmental Services Director Named Sustainable Champion by Partners Healthcare

Rudy Viscomi

Focus on Faulkner 5

Box Tops for Education

Staples is now offering hundreds of Avery items that carry Box Tops for Education coupons, including:

Dividers• Binders• Labels• Name Badges• Writing Instruments• And more!•

Each coupon is worth 10 cents, and the profi t will benefi t the Manning Elementary School.

Clip the coupon off of your Staples/Avery product and drop it in one of our bins conveniently located at:

1st fl oor reception desk• 2nd fl oor across from the mailroom• 3rd fl oor reception desk• 4th fl oor Community Benefi ts • board, across from the President’s Offi ce

O’Neil A. Britton, MD, was recently appointed Chief Medical Offi cer at Faulkner Hospital.

“Dr. Britton is a highly respected leader both within and outside the BW/F community,” says BW/F President Betsy Nabel, MD. “I am confi dent that he will help position Faulkner Hospital for even greater success, ensuring that we maintain the quality for which we are known as we venture forward to face the new and pressing health care challenges ahead.”

Dr. Britton is a leader who upholds the highest standard of personal integrity. Early on in his career, Dr. Britton was identifi ed as an individual with incredible medical acumen and insightful

leadership abilities. With a wealth of experience in clinical operations, he has demonstrated a deep commitment to quality improvement and mentoring the next generation of physicians. He is also serving as Vice President of Professional Services and Associate Chief of Medicine at Faulkner Hospital, as well as a vice chair of Medicine at BWH. He remains clinically active as a hospitalist at Faulkner.

A graduate of the City College of New York, Dr. Britton completed his medical degree at New Jersey Medical School and did his Internal Medicine training at BWH. He was the fi rst associate director of the Offi ce of Minority Career Development at BWH, prior to the creation of the Center of Faculty Development and Diversity. He left BWH to serve as medical director of Horizon Healthcare of New York, and returned two years later as a Deland Fellow.

Dr. O’Neil Britton

Chief Medical Offi cer appointed at Faulkner Hospital

Director of Community Health and Benefi ts, Tracy Mangini Sylven, is among the fi rst group nation-wide to be certifi ed as a Master Certifi ed Health Education Specialist (MCHES).

MCHES is a new, advanced level certifi cate from the National Commission for Health Education Credentialing (NCHEC).

“As a health educator for the last 19 years, I am proud to be among the fi rst class of MCHES. This certifi cation provides validation and recognition that one is skilled in advanced-level responsibilities and competencies for health education,” says Sylven.

In order to receive this certifi cation, three requirements had to be satisfi ed: academic and experience, a certifi cation assessment and continuing education compliance. She also had to demonstrate advanced-level knowledge on the practice of health education.

“With both CHES and MCHES, an employer and the community can be confi dent that you have someone who is knowledgeable about health education, engaged and competent in their work and abreast of the latest research and practice in the fi eld,” Sylven added when asked what this certifi cation means to Faulkner Hospital and the surrounding community.

Director receives new certifi cation

Focus on Faulkner6

Dr. Joanne Chung recently joined Brigham and Women’s Program for Weight Loss Surgery at Faulkner Hospital.

Prior to joining Faulkner Hospital, Dr, Chung worked at Methodist Hospital in Houston, TX, an affi liate of the Weill Cornell School of Medicine in New York City. She worked in the Minimally Invasive and Bariatric Surgery Division of the Department of Surgery.

Designated as a level 1A Bariatric Center, the highest accreditation from the American College of Surgeons, the Program for Weight Loss Surgery at Faulkner Hospital offers the latest treatments for individuals who struggle with obesity, including laparoscopic and open procedures, which are known to provide safe, effective weight loss surgery.

Dr. Chung’s main focus is to “make Faulkner Hospital well known among patients and physicians as a place they can go to receive excellent patient care, as well as ideal outcomes in bariatric surgery.” In addition to the current procedures offered, Dr. Chung would like to continue expanding the program by introducing more minimally invasive bariatric surgery procedures

When asked why she chose to come to Faulkner, Dr. Chung said “I really appreciated the family like atmosphere of the hospital, as well as everyone’s enthusiasm about the continued expansion of the program.”

Away from the hospital, Dr. Chung enjoys spending time with her three young children, exercising and cooking.

New surgeon joins Program for Weight Loss Surgery

Dr. Joanne Chung

Prior to joining Faulkner, Dr. Ledbetter was the Section Head of Emergency Radiology and the Director of the NightWatch Teleradiology Program at Brigham and Women’s Hospital, both of which he founded in 1999 and 2004, respectively.

“Dr. Ledbetter brings a progressive patient-centric vision to our department that will strengthen every aspect of care we provide,” says Jeanne Staunton, Breast Imaging Manager. “Under his leadership, every decision we make as a department will enhance the quality and effi ciency of the services we provide,” she adds.

Among the goals Dr. Ledbetter hopes to accomplish at Faulkner are to “increase the level of radiology sub-specialization to better meet the needs of our patients and referring physicians, strengthen the professional relationships and interactions of radiologists across the BWF enterprise, and reinvest in the Sagoff Centre’s remarkable history of innovation in breast imaging and interventions.”

When asked why he decided to come to Faulkner, Dr. Ledbetter said “I came to Faulkner because of its reputation as a best-in-class community hospital, because of its ties with BWH, and because I thought there were tremendous opportunities for my personal and professional growth as a radiologist and as a radiology administrator.”

Dr. Ledbetter graduated from the Bowman Gray School of Medicine, now the Wake Forest University School of Medicine in Winston-Salem, NC. He completed his residency in Radiology followed by a fellowship in Emergency Radiology, both at

Brigham and Women’s Hospital. Dr. Ledbetter obtained his Masters of Public Health from Harvard in 2005.In his spare time, Dr. Ledbetter enjoys spending time with his family, cooking, running, listening to music and dabbling in real estate.

Dr. Stephen Ledbetter

New Chief of RadiologyStephen Ledbetter, MD, MPH, was recently named Chief of Faulkner Hospital’s Radiology Department.

Focus on Faulkner 7

Faulkner Hospital’s Community Health and Benefi ts Department has taken an active role in the Jamaica Plain Eldercare Network (JPEN), which traditionally has functioned as a networking resource for local providers of senior services. Recently, the group has embarked on a new venture to begin planning and implementing various programs to meet the needs of elders living in Jamaica Plain after a recent needs assessment study identifi ed the top three areas of priority to be: 1) Access to transportation, 2) Access to information about local resources, 3) Increased access to mental health services.

Stacey Miller, CHES, Community Health Coordinator at Faulkner Hospital, has taken the lead role in the 2011 JPEN program rollout of three bilingual (English & Spanish) Transportation Workshops, which were designed to educate seniors on the various transportation options available locally.

The Transportation Workshops offer Jamaica Plain seniors the opportunity to have direct access to representatives from six transportation providers, including: MBTA Ride, MBTA Senior T-passes, The City of Boston Commission on Affairs of the Elderly Taxi Coupons, Senior Shuttle, MassHealth Transportation, and Independent Transportation Network (ITN). At the workshops, all of the providers give a brief overview of their services and allow an open forum of questions, all of which are simultaneously translated into Spanish.

Participants of

the JPEN listen to

representatives

from local

transportation

providers.

Faulkner in the community

GET THE LATEST PROGRAM INFORMATION, HEALTH TIPS AND EVENTS IN ONE OF THREE EASY WAYS:

1Become a fan ofFaulkner Hospital:http://www.facebook.com/faulknerhospital

2Follow Faulkner Hospital on Twitter: http://twitter.com/faulknerhosp

3Sign up for online news delivered right to your inbox: http://www.faulknerhospital.org/enews.html

C.A.R.E. STANDARDS

C. Communicate your

commitment to providing

high quality service

A. Appear and act as a

professional

R. Respect all individuals

E. Extend yourself

Remember to plan for language needs (interpretation, translation and assistive devices) for all patients that may require this extra service.

Focus on Faulkner8

Participants in Faulkner Hospital’s annual golf tournament raised more than $120,000 at this year’s event, which was held at the Dedham Country and Polo Club. The funds raised will be used to renovate the hospital’s patient and family waiting areas.

“The continued renovation of our patient and family waiting areas is part of our commitment to ensure that our facility is calming, comfortable and effi cient which helps reduce stress and increase a patient’s ability to cope with their medical situation,” says Michael Gustafson, MD, Chief Operating Offi cer.

Within the past decade, research has shown that the physical environment of healthcare facilities affects patients and staff. The environment can have a positive impact on healing and medical outcomes, as well as staff morale.

Expanded programs like robotic surgery, sports medicine and plastic surgery have brought new patients and their families to Faulkner Hospital’s campus, resulting in an increased demand in waiting and pre-treatment spaces.

“We are committed to improving our facility so that patients and families feel welcome and supported while they are waiting or navigating through the hospital,” continues Gustafson.

The title sponsor of this year’s event was Ryan Construction. Vinnie McDermott, Executive Director of Finance at Faulkner Hospital helped organize the event, along with Chrissie Hines and Linda Healy from the Philanthropy Department.

Golf tournament raises funds for patient and family waiting areas

From left, Chief Operating Offi cer Michael Gustafson, MD, Greg

Pauly, Chief Operating Offi cer of the MGPO, Vincent McDermott,

Executive Director of Finance, and Lou Woolf, President of Hebrew

SeniorLife.

From left, nurses Judy Hayes, Kitty Rafferty, Pat McCarthy and

Susan FitzMaurice get ready to tee off at Faulkner Hospital’s annual

golf tournament to help raise funds for family and visitor waiting

areas throughout the hospital.

FAULKNER HOSPITAL RECEIVES RECOGNITION FROM HARVARD PILGRIM HEALTHCARE

Congratulations to all employees for helping Faulkner Hospital get named to the 2011 Harvard Pilgrim Hospital Honor Roll. The Hospital Honor Roll names those hospitals whose performance was among the top 25 percent of those measured nationally on a set of composite quality metrics. The quality metrics

are based on Hospital Quality Alliance measures, as reported by CMS on Hospital Compare, and Leapfrog patient safety measures.

More information about the CMS measures and the Honor Roll methodology can be found by visiting: www.harvardpilgrim.org/hosphonorroll.

Focus on Faulkner 9

Faulkner Hospital and Ethos are partnering in a project to try to reduce avoidable hospital readmissions, defi ned as unplanned

readmissions to a hospital after a previous hospital stay. An example of an unplanned readmission would be a patient who is readmitted to a hospital for a surgical wound infection that occurred following their initial hospital stay.

“It’s important to recognize that there are situations that can lead to unplanned hospital readmissions,” states Dr. Ed Liston-Kraft, Vice President, Professional and Clinical Services at Faulkner Hospital. “A hospital readmission may or may not be related to the previous visit and some unplanned readmissions are not preventable.”

As you may be aware, in the near future hospitals will not be paid for avoidable readmissions. “This project is designed to see if a tested, evidence-based

model will work in today’s healthcare environment,” says Liston-Kraft.

The model currently being piloted is the Coleman Care Transitions Intervention model, which has been demonstrated to be a proven method of reducing hospital readmissions for a number of diagnoses, including heart failure, diabetes and COPD.

The underlying issue is that each time a patient transitions to a new setting, such as from acute care to rehab or from rehab to home, there are opportunities for miscommunication of treatments and medications. Using the Coleman Care Transitions Intervention model, chronically ill older patients and their care givers are taught how to ensure that their needs are met during care transitions, which may reduce the rates of subsequent readmissions.

The basis of the intervention is the Personal Health Record that gives the patient a portable, low-tech way to manage their medications, identify “red fl ags,” set personal health goals, and provide a place to write down questions

for their provider. Coaches trained in the methodology work with the patient to empower them to manage their own health, which may reduce hospital readmissions by meeting the needs of a patient prior to them feeling as though they need to go back to the hospital.

For the pilot project, selected patients from the Faulkner Hospital will be referred to Ethos for Care Transitions. Any patient who participates in this pilot program does so voluntarily. The coaches will meet each patient in the hospital, explain the program and follow-up with a home visit and a number of telephone calls. The coaches have been trained by Dr. Eric Coleman, the developer of the program and have extensive experience working with older patients.

Ethos is a private, non-profi t organization dedicated to promoting independence, dignity and well-being among the elderly and disabled through quality, affordable and culturally-appropriate home and community-based care. For more information about this program, please contact Faulkner Hospital’s Department of Social Work at 617-983-7932.

Partnering to reduce avoidable hospital readmissions

The cafeteria’s latest improvement towards providing healthier food has been the removal of its deep fat fryer. Fans of chicken tenders need not worry. “We are pleased to offer a baked version of our menu items”, says Susan Langill, Director of Food and Nutrition Services. “Chicken tenders, onion rings and some other favorites are now cooked on demand in a Turbo Chef oven instead of the fryer; eliminating the extra fat and calories that cooking in a fryer adds to a product.”

The Food and Nutrition Department also recently signed the Healthy Food in Healthcare pledge, which was created by Health Care Without Harm, outlining steps to be taken by the healthcare industry to improve the health of patients,

communities and the environment. Changes to date include: removing fried foods from the patient menu, adding more whole grains and fresh vegetables, eliminating trans fats from our recipes and increasing the number of Wellness & You items offered each week.

“We are also embarking on wave 2 of our Sustainable Seafood Initiative as well as entering into a fi ve-year plan to gradually

reduce the sodium content in our soup recipes,” continues Langill. Additionally, Faulkner is working with the Boston Public Health Commission, through education and product placement, to reduce the consumption of sugar-sweetened beverages on campus.

Complementing the menu changes is an educational plan to offer nutrition classes to Faulkner employees and the community. Faulkner’s Registered Dietitians will be leading various health education sessions related to information on diets, supermarket tips, and healthy eating. Pick up a copy of the Scanner and visit Faulkner411 often so that you don’t miss these nutrition seminars.

Food and Nutrition Department continues to provide a healthy workplace

Focus on Faulkner10

Faulkner Hospital’s Parking, Transportation and Commuter Services Department recently received the inaugural Massachusetts Excellence in Commuter Options (ECO) Award, Leader Level.

This award recognizes the department’s exemplary contributions toward creating a more sustainable and healthier Commonwealth by offering multiple commuter options to the hospital’s employees.

Included in these options are a subsidized MBTA pass program, an emergency ride home program, access to a statewide ride-matching system, and a designated employee transportation coordinator.Chris Sargent, Parking Administrator, applied for this award on the hospital’s behalf through the MassRides program, the statewide travel options program for commuters.

“Achieving this award is fantastic,” states Sargent. “Being recognized for this commitment helps us know we are doing a good job, as well as letting us know we are doing our part to make Massachusetts more sustainable and healthier.”

The ECO Award has three levels of excellence: Pacesetter, Leader and Pinnacle. Sargent is committed to attaining Pinnacle status within the next year. “Receiving Pinnacle status would be affi rmation that we are doing the best job possible to providing our employees with the best possible options for getting to and from work,” Sargent adds.

For more information on Faulkner Hospital’s commuter options, contact Chris Sargent at 617-983-4704 or by email at csargent1@partners.org.

Faulkner Hospital was recently selected as one of the Best Workplaces for Commuters by the National Center for Transit Research (NCTR) and the U.S. Environmental Protection Agency (EPA). Faulkner Hospital is the only hospital in Massachusetts on the Best Workplaces for Commuters list for 2011.

This designation follows more than a year of hard work by the Safety & Security Department and the Parking, Transportation & Commuter Services (PTCS) Department to drastically improve commuter option programs for employees at the hospital.

In order to receive this designation, Faulkner is to maintain a minimum level of employee participation, designate a central point of contact for employee questions, provide an Emergency Ride Home program for participating employees and offer a choice of commuter benefi ts to interested employees.

Ongoing benefi ts, such as a free offsite parking lot, shuttle service to and from the lot and the

Forest Hills MBTA station, and a hospital-subsidized pre-tax MBTA pass program have been administered by Chris Sargent, Parking Administrator.

Sargent says that he hopes to “serve as an example for other hospitals” when it comes to planning and implementing new commuter programs and will work with other institutions interested in developing commuter programs of their own.

Chris Sargent proudly displays

the Best Workplaces for

Commuters award that Faulkner

Hospital recently received.

FAULKNER HOSPITAL HAS BEEN NAMED AS ONE OF THE BEST WORKPLACES FOR COMMUTERS

PARKING, TRANSPORTATION AND COMMUTER SERVICES DEPARTMENT RECEIVES AWARD

Chris Sargent displays the

Massachusetts Excellence in

Commuter Options Award.

Focus on Faulkner 11

Food and Nutrition celebrates its diversity

This year, the Food and Nutrition Department chose to highlight its diverse workforce as part of Sodexo’s Employee Appreciation Day. The department is proud to have employees who were born in the following countries:

Albania HaïtiAngola IndonesiaBarbados ItalyBrazil JamaicaCape Verde KoreaChina MontserratColombia PanamaDominican Republic RussiaGreece Sierra Leone

The staff enjoyed a “Desserts from Around the World” buffet featuring desserts and beverages popular to their native countries, such as an African ginger drink, Colombian mango dessert, Baklava, and fried plantains. Employees also took a break from the normal routines to participate in a few activities including a game of “Guess where your coworker is from?”

From left, Amanda Brathwaite and Maria Araujo, Food Service

Workers and Sadie Barboza, Nutrition Assistant, celebrate Sodexo’s

Employee Appreciation Day.

Food and Nutrition celebrates high patient satisfaction scores luau-style!

Food and Nutrition Services recently celebrated some high Press Ganey scores with tropical fl are. The team achieved its highest quarterly scores yet, reaching the 95th percentile for “quality of food” and 94th percentile for “overall meals” score. The department celebrated with tropical smoothies, grass skirts, leis, and more.

From left, Gloria Richmond, Nutrition Assistant, Marietta King and

Judy Gayle, Food Service Workers and Mara Salvucci, Nutrition

Assistant celebrate high Press Ganey scores.

Focus on Faulkner12

I recently had a bunionectomy at your facility. I was anxious leading up to my surgery but felt surprising calm soon after arriving to Faulkner. Each and every person I encountered was warm, encouraging and attentive. I was treated like a VIP! The pre-operative intake nurse had a wonderful sense of humor and distracted me from my worries with her funny banter and caring demeanor.

The nurse (from Newton) that remained at my bedside until I was wheeled in was kind and patient— answering all my last minute questions.

Dr. Chiodo took time to answer all of my last minute ques-tions. He reviewed the entire surgical plan and expectations for my recovery. My father was also appreciative for Dr. Chiodo’s time.

The fi rst post-op nurse I recall had stylish glasses with blonde hair and gently woke me to check on my pain. My post-surgical conversations are hazy at best but I cannot for-get how well cared for I felt.

A cheerful nursing assistant with short, dark, curly hair moved me to the next post-operative section. She was in-credibly attentive, kind-hearted and sweet. I had never been so grateful to have apple juice, crackers and a blueberry muffi n. I’m sure it had little to do with the quality of these items but more with the fact that they were brought to me with a huge smile.

The nurse at the last post-op section was easy going, yet right on top of things. She not only met all of my needs but quickly jumped in to trouble shoot an issue with the patient across from me, even though it was not “her’ patient. That kind of teamwork was apparent throughout my entire expe-rience.

Surgery is not the most pleasant way to spend a day but the surgical and nursing staff at Faulkner made it the most posi-tive experience possible.

Dear Faulkner Hospital,

I want to compliment Jenny Lanteigne, RN on the wonderful care she provided to my great aunt on a recent hospitalization at Faulkner Hospital. My aunt was suffering from a very low heart rate and was not up to her usual standards.

She had been prescribed a new medication after a recent hospitalization and this brought her heart rate down too low. We were treated with great courtesy by all the staff

and Nurse Lanteigne skillfully handled my precious aunt’s concerns, deftly negotiating her sensory defi cits and the drowsiness caused by the low heart rate. She administered words of comfort, which are essential but often overlooked.

Nurse Lanteigne’s caring and professional attitude made a potentially very frightening experience as good as it could be. We greatly appreciate her work.

Dear Faulkner Hospital,

I was recently admitted to Faulkner Hospital for an ab-dominal prolapse surgery. During the slightly more than 24 hours that I was there, I had two wonderful nurses. I spent two daytime shifts under the cheerful and attentive care of Amanda Davenport and one overnight shift with the very caring Sandy Pepgjonaj.

Over the past three decades, I’ve spent more time than I like to remember at Brigham and Women’s and Mass General. I had some trepidation about being at a smaller hospital this

time, but I need not have worried: in addition to a success-ful and uneventful surgery, I had the best nursing care that I ever experienced.

If all nurses were as kind, competent and attentive as Aman-da and Sandy are, patients would be very fortunate. I send thanks to both of them. Based on my care from them, I will go out of my way to try to get future procedures scheduled at Faulkner.

Dear Faulkner Hospital,

In exchange for the nicotine products, the employee must agree to:

Not smoke at anytime during their shift• Visit Occupational Health for an initial screening• Pick up your nicotine replacement products at the Occupational Health offi ce or • another agreed upon location every two weeksInform the Occupational Health Department if they no longer • wish to participate in the program, and return all unused nicotine productsFill out a questionnaire that allows us to evaluate the effectiveness of the • program, as well as to identify barriers to it’s success

Each employee in the program would receive the following for an 8 hour shift:

5 pieces of nicotine gum per day (Package of 50 for two weeks) or • 5 nicotine lozenges per day (Package of 50 for two weeks)•

Free nicotine products will be provided for up to 3 months if the employee continues to be smoke free while at work.

The goals of the program are to:Discover if taking nicotine replacement products at work will allow you to be a • non-smoker while at workDiscover if providing a free trial of nicotine replacement products for up to three • months translates to any habit changes, i.e. continuing to be smoke free at work.

Nic at WorkFaulkner Hospital is now offering a trial program that will provide free nicotine replacement products to employees for use during the work day. The employee can choose between gum and lozenges.

Any employee interested in the program should contact Bruce Mattus at 617-983-7126.

interested Bruce Matt

Any employee ishould contact B

Focus on Faulkner14

In her own wordsMary (Casella) Snyder, RN Faulkner Hospital School of Nursing, Class of 1934

I was born in Athol, Massachusetts in 1912. Back then there wasn’t much choice for women in terms of a career – you could go into bookkeeping, teaching or nursing. I saw an ad in the paper for nurses and decided to become one. It happened to be for Faulkner Hospital, so I applied. My parents and I had an interview with Miss Ladd, the head of the school, and I was accepted right away.

The fi rst day of school they gave us a real tea in the basement where the school was. The fi rst night all the nurses were sobbing because they missed their families so much. Then school started and I loved it. My fi rst lesson was in posture. All my teachers were doctors – Dr. Balch, Dr. Young and Dr. Frothingham. Dr. Frothingham was wonderful - when he called for the nurses, he asked, “Where are all my angels of mercy?”

There were 30 girls who started in my class, and 10 graduated. We were watched closely and after three months, some of us got caps. After one year, we got a black band on our cap. I was trained at Massachusetts General Hospital and Children’s Hospital, too.

All the nurses took classes together to learn how to care for patients, but most of

our time was spent working and learning on the wards. We prepared hot water bottles for patients because they were put completely out for surgeries and births and the hot water bottles were for when they came to. We took temperatures and had to sterilize the thermometers in tubes in between patients. We gave medicines, such as morphine (which was kept in a special cabinet with a lock and key), aspirin, codeine and ether. There wasn’t any penicillin when I started out.

I liked working in the delivery room, which was a very happy place. We sterilized

Mary Snyder, left, with Director of Library Services, Cara Marcus.

Mary Snyder during her nursing school

training at Faulkner Hospital.

bottles for formula and helped mothers learn to breastfeed. And we kept our eyes on those babies! When a baby was choking, I knew how to put my fi ngers in her mouth so she would stop choking and start coughing and be able to breathe again.

And we took notes! The doctors depended on the nurses’ charts and those were the fi rst things they would look at when they walked in the room. Sometimes the nurses had to teach the young doctors. I remember a time when an intern wasn’t able to draw blood. The head nurse exclaimed, “Let Mary do it!”

We had fun too. There were dances, and a tennis court where the nurses played against the doctors. Once one of the nurses wanted to play a joke and dressed up the human skeleton in our classroom in a robe. Well, the instructor was NOT amused!

We also liked the dining room and the meals. I remember Saturdays with fi sh cakes and beans, and we always had three fl avors of ice cream with wine sauce. Sometimes we had broiled chicken, and the dining room’s “Dolly sisters” would ask us if we wanted to walk or fl y. One thing that was hard was that there was no air conditioning – sometimes it got so hot in class we nodded off at our desks.

I graduated in 1934 and worked at Faulkner Hospital until 1942. Then I worked out in California until I retired in 1955. I was a private duty nurse and a military nurse. With my Faulkner Hospital education, I could work anywhere in the world. I had no qualms about not making it when I applied for a job. Faulkner Hospital nurses were known as the best bedside nurses. I’m so happy to be able to give back to Faulkner Hospital through this oral history.

Focus on Faulkner 15

Dr. Peggy Duggan recently received an Exceptional Women Award from Magic 106.7 for her work to save the lives of women with breast cancer. The youngest of fi ve, Dr. Duggan grew up in a housing project in Chelsea. Her parents taught their children to “work to their potential,” and she has done just that.

For the past decade, this accomplished surgeon has focused her skills on treating women with breast cancer. She is the medical director of the Faulkner Breast Centre, an instructor in surgery at Harvard Medical School, and a member of the surgical oncology division at Brigham and Women’s Hospital and the Women’s Cancers Program at the Dana-Farber Cancer Institute.

Dr. Peggy Duggan speaks after receiving an Exceptional

Women Award from Magic 106.7.

Physician receives award from Magic 106.7

2011 Exceptional Women Award recipients, from left Candy

O’Terry (Magic 106.7), Cindy Stumpo, Chikoti Mibenge, Dr.

Peggy Duggan, sponsor Eliot Tatelman from Jordan’s Furniture,

Patti LaBelle, Joyce Kulhawik, Pauline Alighieri and Gay Vernon

(Magic 106.7).

The 14th annual Partners Night at the Pops: A Celebration in Honor of Our Physicians was held earlier this year at Symphony Hall. Conductor Keith Lockhart and the Boston Pops Orchestra performed numerous musical selections complementing the “Mardi Gras at Pops” theme for this year’s event. The nearly 1,000 Partners physicians and their guests were treated to a truly special and memorable evening.

The highlight of the concert was when Partners own “Physician Talent” made their Symphony Hall debut, performing live on stage with the Pops. Dubbed the “Docs of Dixieland” by Lockhart, the eight physicians from across the Partners system paraded into Symphony Hall in true Mardi Gras style – passing out beads and coins as they wound their way to the

stage. Maestro Lockhart then led the “Physician Talent” in a performance of “Tiger Rag,” with each of the doctors playing different percussion instruments – some of which were creatively customized medical devices, such as the IV bass, basin bells, skele-tone and stetho-phone.

John A. Lewis, MD, who specializes in Internal Medicine at Faulkner Hospital, played a large animal’s jawbone, which made a rattling sound like a ratchet when struck. Dr. Lewis also played the stetho-phone. The stetho-phones were adapted stethoscopes that made the sound of either a whistle or a kazoo.

The Partners Night at the Pops event serves as a way for Partners HealthCare and its affi liated hospitals to thank the dedicated physicians from across the

system and provide them with a forum to network with their colleagues. Partners would like to thank Maestro Keith Lockhart, the Boston Pops, the Dukes of Dixieland and Partners own “Physician Talent” for a truly enjoyable evening.

Dr. John Lewis from Faulkner Community

Physicians plays the jawbone during Partners

Night at the Pops.

FAULKNER INTERNIST JOHN LEWIS, MD, PERFORMS AT PARTNERS NIGHT AT THE POPS

Focus on Faulkner16

The Centers for Medicare and Medicaid Services (CMS) released the fi nal rule to implement the provisions of the American Recovery and Reinvestment Act of 2009 (Recovery Act) that provide incentive payments to providers for the meaningful use of certifi ed EHR technology. The Medicare EHR incentive program provides incentive payments to eligible professionals (EPs), eligible hospitals, and critical access hospitals (CAHs) that are meaningful users of certifi ed EHRs. The Medicaid EHR incentive program, in the initial year, will provide incentive payments to eligible professionals and hospitals for efforts to adopt, implement, upgrade or successfully demonstrate meaningful use of certifi ed HER technology.

MEDICARE ELIGIBLE PROFESSIONALS (EPS)

A Medicare EP is a doctor of medicine or osteopathy, a doctor of dental surgery or dental medicine, a doctor of podiatric medicine, a doctor of optometry, or a chiropractor, who is legally authorized to practice under state law. A qualifying EP is one who successfully demonstrates meaningful use for the EHR reporting period. Hospital-based EPs who furnish substantially all there services in a “hospital setting” are not eligible for incentive payments.

A qualifying EP can receive EHR incentive payments for up to fi ve years with payments beginning as early as 2011. The maximum amount of total incentive payments that an EP can receive under the Medicare program is $44,000.

For the fi rst year for which an EP applies for and receives an • incentive payment, the EHR Reporting Period is 90 days for any continuous period beginning and ending within the year. For every year after the fi rst payment, the EHR reporting period is the entire year.A qualifying EP can receive an annual incentive payment as • high as $18,000 if their fi rst payment year is 2011 and 2012. Otherwise, the annual incentive payment limits in the fi rst, second, third, fourth, and fi fth years are $15,000, $12,000, $8,000, $4,000 and $2,000 respectively. The maximum amount of total incentive payments that an EP can receive under the Medicare program is $44,000. Payment calculations for EPs who fi rst demonstrate meaningful use in 2014 will be made as if they began meaningful use in 2013. That is, if an EP were to fi rst demonstrate meaningful use in 2014, the EP would receive $12,000 for that year, the second year’s amount as if they had begun in 2013. The last year for which an EP can begin receiving incentive payments in this program is 2014.EPs who do not successfully demonstrate meaningful use • of certifi ed EHR technology will be subject to payment adjustments for their covered professional services beginning in 2015.

CMS requirements for the Medicare Electronic Health Records (EHR) Incentive Program

Advanced imaging studies (CT, MR, US, Nucs) acquired overnight (10 pm – 8 am) at Faulkner Hospital are now contemporaneously interpreted by emergency radiologists sited at BWH (NightWatch). These fi nalized radiology reports are now viewable in Centricity in real time, just as they currently are at all other times of the day.

During the 10 pm – 8 am timeframe, providers may call BWH NightWatch directly to speak with

an emergency radiologist if they need interpretation/consultation on any imaging study. The number is 617-732-5657. A coordinator at BWH is immediately available to help them with their request.

Providers must call for any x-ray interpretation, but these are readily available, when needed. Faxed reports will no longer be sent to Faulkner Hospital’s Emergency Department or inpatient areas. As per standard

operating procedure, positive results will automatically be called to the covering provider.

“This is a tangible example of our progressive movement toward a seamless campus between Brigham and Faulkner,” states Dr. Stephen Ledbetter, Chief of Radiology at Faulkner Hospital. “Patients can rest assured knowing that the quality and timeliness of their care is always of the highest caliber, even in the middle of the night.”

BWH EMERGENCY RADIOLOGY (“NIGHTWATCH”) ENHANCES OVERNIGHT COVERAGE AT FAULKNER HOSPITAL

Focus on Faulkner 17

MEDICARE ELIGIBLE HOSPITALS

An eligible hospital for Medicare incentive payments is a hospital that is paid under the hospital inpatient prospective payment system (IPPS). Hospitals must be located in one of the 50 states or the District of Columbia.

Eligible hospitals may receive incentive payments for up to • four years, beginning with fi scal year beginning 2011 (October 1, 2010 – September 30, 2011), provided they successfully demonstrate meaningful use of certifi ed EHR technology.Eligible hospitals may qualify to receive payments from both • Medicare and Medicaid EHR Incentive Programs.A qualifying hospital is an eligible hospital that successfully • demonstrates meaningful use of certifi ed EHR technology for the EHR reporting period during a payment year. A Payment Year is a Federal Fiscal Year (FFY).For the fi rst year an eligible hospital demonstrates meaningful • use of certifi ed EHR technology, the EHR Reporting Period equals any 90 continuous days beginning and ending within the year. For every year thereafter, the EHR reporting period in the entire year.The incentive payment for each eligible hospital will be • calculated based on

An initial amount which is the sum of a $2 million base 1. amount and the product of a per discharge amount of $200 and the number of discharges for discharges between 1150 and 23,000 discharges;

The Medicare share which has as its numerator Medicare 2. fee-for-service and managed care acute-care inpatient bed-days and as it denominator the product of total acute care inpatient days and the percentage of hospital’s total charges that are not attributed to charity care; andA transition factor which phases down the incentive 3. payment over the four year period.

For eligible hospitals that begin to be meaningful EHR users • after 2013, their payment calculations will be made as if they began meaningful use in 2013.Payment adjustments begin in FY 2015 for hospitals that do • not demonstrate meaningful use of certifi ed EHR technology.

CRITICAL ACCESS HOSPITALS (CAHs)

A qualifying CAH is a certifi ed critical access hospital that meets the defi nition of a meaningful EHR user for an eligible hospital.

CAHs can qualify to receive payments from both Medicare • and Medicaid EHR Incentive Programs

With the purchase of a new Toyota Prius, Faulkner Hospital’s courier service has joined the hospital-wide initiative to go green. Purchased over the summer, it replaces a Toyota Highlander at the end of its useful life.

The car gets 52 miles per gallon (MGP) in the city, which is important as the vehicle is in use eight hours per day. It is used to courier various items and samples between the hospital, State Lab and other Partners entities. It also utilizes its breaking system and engine to aid in the operation of the car, minimizing its gas consumption.

It is estimated that the new Prius will save more than $2,000 a year in gas alone, as well as cutting down on carbon emissions.

Courier service goes green

Faulkner Hospital’s new

Toyota Prius.

Focus on Faulkner18

Faulkner Hospital was recently named one of the nation’s top performers on key quality measures by The Joint Commission, the leading accreditor of health care organizations in America. Faulkner was recognized by The Joint Commission based on data reported about evidence-based clinical processes that are shown to improve care for certain conditions, including heart attack, heart failure, pneumonia, surgical care and children’s asthma.

Faulkner Hospital is one of only 405 US hospitals and critical access hospitals earning the distinction of top performer on key quality measures for attaining and sustaining excellence in accountability measure performance. Faulkner was one of six Massachusetts hospitals on the list and the only Massachusetts hospital honored in 3 or more of the clinical conditions. Faulkner was recognized for achieving these thresholds for heart failure, pneumonia and surgical care.

Inclusion on the list is based on an aggregation of accountability measure

data reported to The Joint Commission during the previous calendar year. For example, this fi rst recognition program is based on data that were reported for 2010.

To be recognized as a top performer on key quality measures an organization must meet two 95 percent performance thresholds. First they must achieve a composite performance of 95 percent or above after the results of all the accountability measures for which they report data to The Joint Commission were factored into a single score, including measures that had less than 30 eligible cases or patients. Second, they must meet or exceed a 95 percent performance target for every single accountability measure for which they report data, excluding any measures with less than 30 eligible cases or patients.

“We understand that what matters most to patients at Faulkner Hospital is our delivery of safe, effective care. That’s why Faulkner has made a commitment to accreditation and to positive patient outcomes through evidence-based care processes,” states Michael Gustafson, MD, Chief Operating Offi cer at Faulkner Hospital. “Faulkner Hospital is proud to be named to the list of The Joint Commission’s Top Performers on Key Quality Measures.”

“The public expects transparency in the reporting of performance at the hospitals where they receive care, and The Joint Commission is shining a light on the top performing hospitals such as Faulkner Hospital that have achieved excellence on a number of vital measures of quality of care,” says Mark R. Chassin, MD, FACP, MPP, MPH, President, The Joint Commission.

You can read The Joint Commission’s annual report on quality and safety here: Improving America’s Hospitals.

“As stroke survivors and caregivers, these individuals have unique stories, needs and interests, many of which surface far after they’ve been discharged from the hospital,” says Kennis Furuya Bishop, MS/CCC-SLP, Speech-Language Pathologist, who will help lead the Stroke Support Group. “By meeting with others who have similar stories, we hope to help people understand that they are not alone in this process.” Each month, guest speakers are invited to share from their area of expertise.

Faulkner Hospital’s Stroke Support Group will be held at Faulkner Hospital (1153 Centre Street, Boston, MA) in Atrium 2 on the second fl oor and is open to all stroke survivors, family members and friends.

Other meetings of Faulkner Hospital’s Stroke Support Group will be held on the last Wednesday of each month at 1 pm as follows:

Wednesday, November 30, 2011Wednesday, December 28, 2011Wednesday, January 25, 2012Wednesday, February 29, 2012Wednesday, March 28, 2012Wednesday, April 25, 2012Wednesday, May 30, 2012

There are currently more than 6 million people in the United States that have survived a stroke. To help meet this growing population of individuals, Faulkner Hospital is offering a new season of the Stroke Support Group.

Faulkner Hospital earns Joint Commission recognition

Focus on Faulkner 19

Faulkner Hospital’s Radiology Department recently upgraded a number of informatics systems which have led to cost savings and increased effi ciency. The fi rst upgrade was the deployment of six new GE PACS workstations in the Faulkner-Sagoff Breast Imaging and Diagnostic Centre, streamlining workfl ow for radiologists and technical staff.

The major advantage of the new workstations is that they are connected directly to Centricity PACS, allowing the radiologist instant access to a patients prior mammograms.

“With this new system, the requirement to have support personnel spend 2-3 hours per day fetching and pushing exams from an electronic database to a radiologist workstation has been eliminated,” says Brian McIntosh, Director of Radiology.

To compliment the new PACS workstations, the Sagoff Centre installed ergonomically designed adjustable height tables built specifi cally to house the multitude of monitors and CPU’s necessary in today’s radiology environment. Bulky, heat producing, tabletop monitors have been replaced by

high resolution fl at screen monitors that are mounted directly to a sophisticated support rack that can be independently adjusted to the radiologist’s height preference.

Earlier this year, radiologists also began utilizing a new speech recognition dictation platform called Centricity Precision Reporting (PR), and have added a critical results management application, Alert Notifi cation of Critical Results (ANCR - pronounced “anchor”).

Centricity PR is a highly accurate speech recognition system that has not only cut the waiting time for reports down but has eliminated the costs associated with transcription services. In the past, radiologists would dictate their fi ndings

into a microphone, creating an audio fi le that was then sent to a transcription company that would listen, type and correct any errors in the report before sending it back to the radiologist for fi nal approval. On average, this process took 24 hours to complete.

Now, radiologists using Centricity PR dictate their fi ndings and see their words translated onto the computer screen in front of them. The radiologist self corrects any mistakes and signs the report immediately upon completion of the dictation. According to McIntosh in the fi rst full month of implementation, the report turnaround time has fallen from 24 hours to 90 minutes.

ANCR is a software application that allows radiologists to notify referring physicians of critical results and track whether or not the provider responded to their communication. ANCR closes the communication loop and minimizes the risk that a provider did not receive important results.

“These are 21st century upgrades that add effi ciency and quality at less cost,” states McIntosh.

Faulkner Hospital’s Radiology Department upgrades technology

Patients at Faulkner Hospital’s Sagoff Breast Imaging and Diagnostic Centre can now decide how they receive test results for a mammogram.

The initiative, called Patient Choice, gives a patient 3 options to choose from when checking in for a screening mammogram, along with the estimated time frame for each option. Patients can choose from Routine Screening with Mailed Results, Routine Screening with Same Day Results or Routine Screening with Radiologist Consultation.Patients who choose routine screening with mailed results can expect an average

wait time of 30-45 minutes. Patients who have chosen to wait for their results but not see the radiologist can expect an average wait time of 60-75 minutes and for those who have chosen to wait for their

results and see the radiologist can expect an average wait time of 60-90 minutes.

Even if a patient chooses not to wait for their exam to be read and a non-favorable result is found, a consultation with a radiologist will still be scheduled.

“Offering options to patients has allowed us to better listen to what our patients

need without compromising the expert level of care they’ve come to expect from us,” says Brian McIntosh, Director of Radiology.

The Centre is now including the patient choice form along with their reminder letter, giving the patient time to make their decision, plan ahead and reduce waiting time by having it fi lled out before their visit.

Sagoff Breast Centre offers options in the delivery of mammogram results