A PUBLICATION FOR THE SPONSORS, BOARDS, REGIONAL LEADERSHIP, SYSTEM OFFICE AND COLLEAGUES OF CATHOLIC HEALTH EAST

C A T H O L I C H E A L T H E A S TC A T H O L I C H E A L T H E A S T

Introducing ... St. Peter’s Health PartnersComprehensive Care for the HomelessBayCare Hospitals Implement “No-Pass Zone”Across the System10 Minutes with … Florence Doyle

Creating Social Networks Across CHERobotic Hip Replacement at Saint Michael'sCelebrate Our Core Values and Win a Kindle!CareLink Initiative Launched

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H O R I Z O N SCreating Social NetworksAcross CHE

he term ‘social network’ was first coined by the Australian anthropologist J. A. Barnes in 1954, who defined the size of a social network as a group of about 100 to 150 people. He visualized this as a set of points, some of which are joined by lines, denoting a direct link from person to person or person to group. He suggested that the network of relationships in any organization influence an individual’s decision-making.1

This definition can still be used to define social networking as we have come to think of it today, except instead of face to face social interaction, the primary means is online. A social networking service is an online service, platform or site that focuses on building social networks among people with shared interests or activities. Some of the most popular and well known social networking services are: Facebook®, Twitter®, LinkedIn® and Foursquare®. Users create an account with a personal profile and begin adding people to their ‘networks’. Each of these services provides a unique way of interacting and can be used separately or in concert with one another. By far, the most popular social networking tool is Facebook. And while it is widely popular with individuals, it has also become a huge player in the business world. Corporations, small businesses, non-profits and hospitals

1Barnes, J. A. (1954). Class and Committees in a Norwegian Island Parish. Human Relations, 7(1), 39-58.

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alike are creating Facebook pages to keep in contact with their consumer base. The two-way means of communication allows businesses to not only get important information to the consumer, but also to hear what the consumers are saying about them. About 80 percent of CHE’s RHCs and JOAs use at least one form of social media and the most popular tool used is Facebook. The System Office, RHCs, JOAs and Global Health Ministry account for over 30 Facebook pages. “It is primarily a way for people to feel more connected to us in a modern way,” said Jennifer McCoy,

manager, interactive communica-tions, Lourdes Health System in Camden, N.J. In addition to its Facebook page, Lourdes also has a Twitter account. “We use Facebook and Twitter hand in hand,” said McCoy. “Anything that is posted to Facebook also goes out on Twitter.”To manage the multiple postings and frequent updates, McCoy uses another tool called Hootsuite®, which allows her to post information once to be sent via both Facebook and Twitter. In addition, she is able to schedule specific posts in advance. “The Bridge is our weekly youth

empowerment program,” McCoy said. “Using Hootsuite I have scheduled reminder posts in advance which are automatically published each Tuesday.” St. Mary Medical Center in Langhorne, Pa., launched its Facebook page in October 2011. While it is managed by Laura Temple, senior communicator at St. Mary, they have taken a team approach to posting daily updates. “Before launching, we e-mailed

Social Media v.Social Networking

These terms are very often used interchangeably. However, they do have very different meanings. Social networking is the use of communities where people with common interests can connect and share thoughts and ideas. Social media are tools for sharing and discussing information. Social media is the vehicle we use to share information with our social network. Social media includes social news sites (e.g., Digg, Newsvine), social bookmarking sites (e.g., del.icio.us, StumbleUpon), social photo sites (e.g., Flickr, Photobucket) and social networking sites (e.g., Facebook, LinkedIn). In simplest terms, social networking is the ‘what’, and social media is the ‘how’.

Mercy Health System of Southeastern Pennsylvania launched an iPhone® app for its Mercy Bariatrics program, which to-date has been downloaded 1,288 times. Using a current photo, the app allows prospective patients to visualize themselves 100 pounds lighter. It also features a BMI calculator, information about bariatric surgery and profiles of the surgery team.

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surgical team at Saint Michael’s Medical Center in Newark, New Jersey has completed the state’s first robotically assisted total hip replacement, a technological advance that creates a high level of precision and accurate alignment of the new joint.

Each year more than 230,000 Americans undergo total hip replacement, making the surgery among the nation’s most common operations, according to the U.S. Centers for Disease Control and Prevention.

“Positioning the implants correctly is crucial to the success of the procedure and for the longevity of the implant,” said Dr. Richard Boiardo, chief of orthopedics at Saint Michael’s Medical Center and one of the nation’s most experienced robotic joint replacement surgeons. “I truly believe this technology heralds a new era in the field of joint replace-ment.”

Dr. Boiardo performs the procedure using the MAKOplasty system, a surgeon-controlled robotic arm that works with a 3D image of the patient’s hip. The system has been used successfully at Saint Michael’s in robotic partial knee replacement, and the hospital is now among a handful around the country pioneer-ing the system’s use in total hip replacement. In addition to being a first for New Jersey, this is the first time that this procedure has been performed in any Catholic Health East (CHE) hospital.

Accurate alignment and position of implants—used to replace the patient’s deteriorating joint—can be challenging. Massachusetts General Hospital recently reported in Clinical Orthopaedics and Related Research that of 1,823 hip replacement patients treated over a sustained period of study, only 50 percent had acetabular cups (a component of the implant) correctly positioned.

With MAKOplasty, the system provides a 3D image of the patient’s hip based on a preopera-tive CT scan. Using this virtual model, the

Saint Michael’s Surgeon PerformsCHE’s First Robotic Hip Replacement

surgeon can then plan the optimal size and position of the hip implant components.

Dr. Boiardo explained that an implant consists of a cup and liner placed in the socket of the pelvis, and a femoral component with a femoral head and stem. During the MAKO surgery, the robotic arm provides visualization of the joint and data to accurately guide the preparation of the bone and the position of the implant. He said total hip replacement today is for people, many of them baby boomers, who live with joint pain from osteoarthritis, arthritis or joint injury and want to get back to their active lives—golfing, running and generally getting around without pain.

“There is no question that robotics is the future of orthopedic joint replacement,” Dr. Boiardo said.

“ ”No other hospital in the state offers patients

more advanced technology in the field of joint replacement.David Ricci, president and CEO of Saint Michael’s Medical Center

David Ricci, president and CEO of Saint Michael’s Medical Center, congratulated Dr. Boiardo and the surgical team for their pioneering work in the field of joint replace-ment. “No other hospital in the state offers patients more advanced technology in the field of joint replacement,” Ricci said. Dr. Boiardo is founder of Operation Walk – Newark, a non-profit medical mission that provides free joint replacement for poor and uninsured patients in the Greater Newark area. He received the 2010 Humanitarian of the Year Award from the Newark Athletic Hall of Fame for his work with Operation Walk. For more information about robotic surgery at Saint Michael’s, call (877) ST MIKE 4 ME (877-786-4546).Authored by Brendan Middleton, director, communications, Saint Michael’s Medical Center

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Dr. Richard Boiardo, chief of orthopedics at Saint Michael's Medical Center, with the MAKOplasty system.

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Pictured are St. Mary Medical Center colleagues who participated in the community project. “This was truly a group effort. We, as a community of caring colleagues, are already thinking about what we can do next year,” said Susan Delaney, R.N., MS1C, pictured above holding flowers.

Celebrate Our Core Values and Win a Kindle!

A Kindle will be awarded for the best personal story, poem or image on Justice.

Catholic Health East is continuing its reflection on Core Values. Living our Core Values is a way of furthering CHE’s Mission; when practiced, they continue the legacy of our Sponsors. They are a key component of our organizational spirituality. Equally important, Core Values education serves as important means of providing ministry formation to all colleagues.

CHE’s operating plan calls for two hours of Core Values education for every colleague each year. To help keep our Core Values ever-present, the system is “celebrating” a value each quarter. Colleagues at the local ministries are encouraged to share their stories, poems, images and patient vignettes related to the Core Value being celebrated. Last quarter, we asked you to submit your stories for the Core Value of Community. We received many wonderful submissions; but only one winning entry could be chosen for a prize. That submission is featured to the right.

The remaining submission deadlines are:

• Justice, March 5, 2012 • Care for Those Who are Poor, June 11, 2012 • Stewardship, September 10, 2012 • Courage, December 10, 2012 • Integrity, March 11, 2013

CHE will award a Kindle to the colleague who submits the best story (maximum of 500 words), poem or image on Justice. The winner will be announced at the system-wide webinar on that Core Value and featured in system-wide publications.

The system-wide webinar on Justice will be held at noon on March 15. Information on how you can join in on that webinar will be shared shortly. To be eligible for the contest, submission of your creative material (story, poem, etc.) should be sent to pboyle@che.org by March 5, 2012.

CommunityBy Susan Delaney, R.N., manager, MS1CSt. Mary Medical Center

Telemetry Unit MS1C at St. Mary Medical Center in Langhorne demonstrates the Core Value of Community—demonstrating their connectedness to each other through inclusive and compassionate relationships. Our Unit adopted a homeless family—a mother, a father and two boys ages one and two—as part of the St. Mary Homeless Initiative through our Family Resource Center. This family has no permanent housing and often times sleeps in their car. We collected gently used household items in an effort to prepare an apartment for our family. We made and sold dozens of flower name tag pins to raise money to purchase four cartfuls of household items like linens, pillows, a vacuum, lamps and more. We received donated paint and all necessary supplies so they could paint the apartment. MS1C colleagues spent a recent weekend cleaning, painting, shampooing carpet and decorating the apartment. The furniture in the apartment was old and dirty so we tossed it and returned to our homes to find furniture for the family. The cupboards were filled with food and the linen closet filled with toiletries. Many of our colleagues were involved in the painting, cleaning, shopping and decorating as were many spouses and friends. Many colleagues helped behind the scenes to prepare for the weekend work. The apartment was transformed from a dingy, dirty space to a warm and inviting home. Attention was paid to small details that really made a difference. For instance, we decorated for fall, left four toothbrushes in the toothbrush holder and purchased a pair of matching pajamas for each child and hung them in the closet. We walked out dirty, tired and feeling so good about lovingly preparing this apartment for our little “family.” We have adopted them for a year and will reach out to them on holidays with food and gifts. This was an amazing project and already we, as a community of caring colleagues, are thinking about what we can do next year.

CHE Contest

Why?

Prizes:

Deadline: Ma ch 5, 20 2

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service line managers asking them to nominate individuals who would be good candidates to take part in developing and maintaining our Facebook page,” said Temple. “We now have seven or eight colleagues who are each assigned to post content on specific days of the week.” In just over two months, St. Mary now has nearly 400 ‘Likes’ on its Facebook page. Mercy Health System of Southeastern Pennsyl-vania launched a Facebook page with a slightly different, more targeted focus. “In July 2011, we launched the Mercy Health System—Bariatrics Facebook page to interact with past and prospective patients,” said Sandra Lory, internal communications manager, MHS SEPA. “And in October we held a patient reunion event with Facebook stations where patients could logon and post their success stories and upload before and after photos.” In addition, Mercy Bariatrics also launched a mobile iPhone® app, which allows prospective patients to visualize what they would look like 100 pounds lighter. In its initial two weeks after launch, the app was downloaded nearly 200 times. As of early December, the app has been downloaded 1,288 times and used 3,484 times. According to Gabrielle DeTora, MHS SEPA’s interim vice president of marketing, social media enables them to go beyond just marketing bariatric surgery, which is a very emotional and sometimes intimidating topic. “It enables the health system to build conversa-tions with patients,” she added. Holy Cross Hospital in Ft. Lauderdale, Fla., has both Facebook and Twitter accounts and the marketing department posts new content several times a week including news releases, health tips, quizzes, events, photos, blog posts and more. At this time Holy Cross has nearly 900 Facebook ‘Likes’. In addition to social networking sites like Facebook and Twitter, many of our RHCs and JOAs also have YouTube channels and online blogs. YouTube is a video sharing website launched in 2005. Users can upload, view and share videos via their own ‘channel.’ CHE RHCs/JOAs account for over 20 YouTube channels, which feature educational videos, advertising campaigns, patient testimonials and more. As with other social networking sites, a YouTube channel can be linked to a Facebook page, creating a cross-platform marketing strategy linking users between the two sites.

Creating Social NetworksAcross CHE

A blog, which is a shortened form of the term ‘web log’, is basically user-maintained commentary, like a diary, which appears in reverse-chronological order (newest entry at top), with an area for other users to post comments. Holy Cross Hospital maintains several blogs for both its heart center and cancer center which are regularly contributed to by hospital physicians. And BayCare Health System in Clearwater, Fla., maintains a blog for its bariatric surgery program, You Transformed. “Social media has worked its way into becoming a key component in what we do,” said McCoy. “It’s in our auto signatures, embedded into our advertising and newsletters. It’s connected to everything we’re doing through traditional forms of marketing.” Although social media access from work is restricted for colleagues at this time, those who have Facebook or Twitter accounts are encouraged to ‘Like’ or ‘Follow’ the system’s pages. Liking a

Holy Cross Hospital publishes several blogs which are

contributed to by hospital clinicians.

This is the latest entry for The Jim

Moran Heart and Vascular Center

blog.

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Facebook page allows that when updates are made to that page, the posts appear on the user’s news feed. And subscribing to Twitter feeds allows users to receive updated information instantly. So it’s simply another way to share information and dialogue with our colleagues as well as the communities we serve. The most current list of all of CHE’s social media sites is available via the CHE Connect home page, under System Resources. For more information about social media at CHE, contact Maria Iaquinto, CHE communications manager at miaquinto@che.org.

Popular Social Networking Tools DefinedFacebook: Users create a personal profile and customized page layout. A user’s Facebook page consists of a news feed, profile, friend list, photos, links and downloaded applications. The news feed is the lifeblood of a Facebook page. It is here where you view updates from those in your ‘network’ of friends. It’s a real-time flow of information, photos and links.Twitter: Twitter uses the term ‘followers’ to define the networks that users belong to. Users can ‘follow’ people, organizations, celebrities, etc. Twitter feeds can be accessed via the web or mobile device and consist of text-based messages of 140 characters or less.LinkedIn: LinkedIn is the ‘professional’ cousin to Facebook. This tool is primarily focused on business and educational network-ing and interests. Users can join professional groups to receive updates and make contacts. It’s the online version of a professional networking event.Foursquare: The GPS tool of the social networking world, Four Square is an app that allows users to ‘check in’ to their current locations or to see where their friends are at the moment. Check-ins amount to points and badges for the user. Some companies offer special rewards or coupons for users who check-in to their locations.

{ }CHE’s

Social MediaPresence

• 31 Facebook pages• 20 YouTube channels• 6 Twitter accounts• 3 LinkedIn accounts• 8 Blogs

Lourdes Health System uses Hootsuite to schedule in advance reminder posts for The Bridge, a weekly youth empowerment program. The posts are automatically published to the Lourdes Facebook page and Twitter feed by Hootsuite each Tuesday.

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n December 1, 2011 at 12:01 a.m., Mercy Health System of Southeastern Pennsylvania’s Nazareth Hospital became the first within Catholic Health East to implement the CareLink initiative house-wide. The new electronic health record system promises great benefits to patients and clinicians alike. “Our EHR launch is the result of massive effort and collaboration,” said Christina Fitz-Patrick, chief executive officer, Nazareth Hospital. “The team has worked tirelessly to ensure a smooth transition.”

Utilizing MEDITECH’s client server 5.65 coupled with a comprehensive training program and an extensive use of computer super users, Nazareth’s ‘go-live’ was supported by a team of information technology analysts and CHE System Office executives.

“With great anticipation and all support staff in place, the Nazareth ‘go-live’ went forward without any major difficulties and with widespread clinician acceptance,” said Robert Budman, M.D., CHE director, clinical content.

Initial reports were positive with few reports of glitches or system errors. With the full team in place, some minor details were addressed on-the-fly with quick resolution. In the dawn hours, as intensive care rounds began, the emergency department began to fill up, and surgical and radiology procedures ensued, the maroon-clad CareLink support staff zipped around the hallways helping physicians, nurses,

pharmacists and staff with order entry, screen navigation and functional concerns.

“Long hours and continuous efforts in preparation and in execution of this launch exhibit the strong commitment of our colleagues to the quality care of our patients,” said Michael J. McCoy, M.D., CHE vice president and chief medical information officer. “Recognizing the months it took to get to this point, the training efforts and participation by physicians, clinicians and colleagues, and one can see the enormity of the effort and the magnitude of the success.”

For nearly two years, doctors, nurses, clinical staff members and IT experts throughout MHS SEPA have collaborated to make EHRs a reality. CareLink also gives health care providers access to common order sets, electronic prescribing and other tools that help ensure patient safety.

An electronic health record amasses all of the information in a patient’s medical chart, including medical history, allergies, lab and imaging results and advance directives. An EHR stores the results of each health care encounter, creating a fluid, consistent history of care over time for each patient. This information is then accessible electronically for a patient’s health care providers.

“Electronic health records are the future, and at Nazareth Hospital, the future is now,” said James F. Blute III, M.D., FACOG, Nazareth’s associate chief medical officer. “The CareLink project places us in the forefront of

local hospitals in meeting Medicare technology requirements. The electronic health record provides an invaluable tool for enhancing patient safety and quality of care.”

The house-wide launch at Nazareth was preceded by the November 8 implementation of computerized provider order entry (CPOE) in the obstetrics department at St. Mary Medical Center, Langhorne, Pa. CPOE is a way for physicians and health care providers to manage care completely online.

CPOE allows for direct order entry with electronic authentication; real-time alerts to notify practitioners of contraindications, drug interactions or duplicate orders; real-time views of active and historical orders and fulfillment status; automated transmission of electronically signed orders to the servicing departments; and standardized, evidence-based order sets.

A week earlier, St. Peter’s Health Partners, Albany, N.Y., launched the initial phase of CPOE with the implementation of Soarian’s medication reconciliation module.

OCareLink Initiative Launched!

Upcoming CareLink Go-LivesMarch 2012St. Mary Medical Center (house-wide)Lourdes Health SystemSaint Michael’s Medical CenterSt. Francis Medical Center

May 2012Mercy Fitzgerald HospitalMercy Philadelphia HospitalMercy Suburban Hospital

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Creating Social NetworksAcross CHEDid You Know?

• Social media accounts for one out of every six minutes spent online in the U.S.• Two-thirds of online U.S. adults use social media• If Facebook was a country it would be the third largest in the world, and twice

the size of the U.S. • People spend 700 billion minutes per month on Facebook• Twitter users post more than 65 million tweets per day• One in four Americans watch a YouTube video every single day• Three-quarters of business executives watch work-related online videos weekly• 73 percent of U.S. companies now use social media for marketing

Source: JeffBullas.com

Hospitals & Social Media1,229 U.S. hospitals are using social networking tools

• 1,068 Facebook pages

• 575 YouTube channels

• 814 Twitter accounts

• 566 LinkedIn accounts

• 946 Four Square

• 149 Blogs

4,118 hospital social networking sites (as of 10/11)

Source: ebennett.org, Found in Cache

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ounded in community-based legacies of compassionate healing, we provide the highest quality comprehensive continuum of integrated health care, supportive housing and community services, especially to the needy and vulnerable,” reads the newly created mission statement for St. Peter’s Health Partners. Approved by the board, which governs all three organizations, St. Peter’s Health Partners hopes to do just that. What started out as a consideration to strengthen health care in the communities they serve has become a reality.

The joining together of Northeast Health, St. Peter’s Health Care Services and Seton Health—nearly four years in the making—became final on October 1, 2011 when St. Peter’s Health Partners (SPHP), a new not-for-profit organization that is the “parent corporation” for the three organizations, became operational. The affiliation creates the largest and most comprehensive not-for-profit network of high-quality, advanced medical care, primary care, rehabilitation and senior services in the northeast region of New York.

The new organization has more than 11,700 employees at more than 125 locations in seven counties of northeastern New York. St. Peter’s Health Partners is the region’s largest private employer and has an annual budget of nearly $1.1 billion. While the new organization became operational on October 1, full integration will take up to three years.

“This is an historic step forward for health care in our region. When we began this process in 2007, our intention was to explore whether there were collaborative ways that we could improve quality, cost-effectiveness and accessibility of health care in the capital region and beyond,” said St. Peter’s Health Partners CEO Steven Boyle.

“Although it has taken longer than we originally anticipated, the knowledge gained from this far-reaching process, along with developments such as national health care reform, made it more and

more apparent that this is the right thing to do for the communities served by our medical institutions,” Boyle said.

“For many years now, each of our organizations have proudly, but individually, met the health care needs of our communities. Today, as St. Peter’s Health Partners, we will be better positioned to forge new partnerships with physicians and other providers to design new service delivery models to improve quality and ensure our communities have easy access to high quality, state-of-the-art care,” said Dr. James Reed, St. Peter’s Health Partners president. “We will truly be pioneering health care reform at the local level by offering greater coordination, increased efficiency and community-driven innovation.”

System Design and New Configuration for Hospitals Under the draft system design, reconfiguring care, programs and services will require significant

investment in renovation and enhancements of the hospitals and other facilities to support the merging and transfer of certain services. Key aspects in hospital reconfiguration that will take place over time include:

• Samaritan Hospital will have one of the most significant reconfigurations. Samaritan Hospital will become the inpatient medical/surgical provider in Troy with medical, surgical and critical care beds, as well as inpatient and outpatient surgery, emergency services, endoscopy, imaging, and other diagnostic, treatment and support services. Inpatient medical/surgical beds from St. Mary’s will move to the Samaritan campus. Since Troy needs only one cardiac catheterization laboratory, that facility will be located at Samaritan and will have new capabilities to perform coronary angioplasty. The facility will be integrated with St. Peter’s cardiac and vascular services.

Samaritan was selected as the medical/surgical location in Troy due to its larger overall bed

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St. Peter’s Health Partners—Improv Accessibility of Health Care for the N

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Front Row (l to r): Steven Boyle, Chief Executive Officer; James Reed, president; Robert W. Johnson III, co-chair, board of directors; and Robert Cella, M.D., chief medical officer, acute care–Albany.Back Row (l to r): Judy Gray, vice president, human resources, workforce & culture development; John Collins, M.D., chief medical officer, continuing care; Barbara McCandless, vice president, human resources, organization development; James Gavin, executive vice president, chief financial officer/treasurer; Norman Dascher Jr., executive vice president, acute care–Troy, and CEO, Samaritan Hospital and St. Mary’s Hospital; and Thomas Schuhle, executive vice president, business development/analytics.

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“

”

We will truly bepioneering health carereform at the local level

by offering greatercoordination,

increased efficiency andcommunity-driven

innovation.Dr. James Reed,

St. Peter’s HealthPartners president

ving Quality, Cost-Effectiveness and Northeastern New York Community

FACTS:Name: St. Peter’s Health PartnersChief Executive Officer: Steven BoylePresident: James Reed, M.D.Corporate address: 315 South Manning Blvd., Albany, NY 12208Corporate office telephone number: 518.525.1111Budget: $1.1 billionNumber of Employees: 11,700Web address: www.sphp.com

Largest facilities: Albany Memorial Hospital, St. Peter’s Hospital, Samaritan Hospital, St. Mary’s Hospital, Sunnyview Rehabilitation Hospital, The Eddy system of continuing care and The Community Hospice.

capacity, larger OR suite, and a larger and more flexible site plan. It also requires less immediate investment in capital improvements.

• St. Mary’s Hospital will be the focal point for the system’s behavioral health program, as well as a consolidated ambulatory center that will include a new cancer treatment facility for Rensselaer County. Behavioral health services currently at Samaritan and inpatient substance abuse beds currently at St. Peter’s Hospital will move to St. Mary’s. Emergency services, as well as diagnostic, treatment and various support functions, will also continue at St. Mary’s.

The new outpatient cancer treatment center at St. Mary’s will offer radiation therapy, infusion and psychosocial support services. In addition to the ambulatory center, St. Mary’s will also provide select surgical services, endoscopy, imaging, cardiac rehab, outpatient physical and occupational therapy and sleep studies, as well as clinics and primary care. In its behavioral health programs, St. Mary’s will provide adult psychiatric services. There will also be chemical and substance abuse services, including outpatient services, counseling and detox.

• Albany Memorial Hospital will continue as a community hospital with a specialty-focused, surgical program including inpatient medical, surgical, critical care and emergency services. It will also provide additional ambulatory and short-stay surgery.

• St. Peter’s Hospital will be the system’s provider of specialized (tertiary) care for all medical specialties in the new corporation, including complex inpatient care including cardiovascular and cancer services, women’s and children’s services (including NICU), neurosurgery, orthopedic, urology and gastroenterology, among others.

St. Peter’s will also address the region’s need for a recognized comprehensive cancer center. Some inpatient services at St. Peter’s, such as physical medicine rehabilitation and substance abuse, will be transferred to other members of the new health system.

In addition to changes in the system’s hospitals, all sub-acute and acute rehabilitation, long-term care, home care, retirement housing and hospice care are being organized under The Eddy.

Founded in 1928, The Eddy has grown into a nationally recognized network of senior services serving thousands of people in 22 counties of New York. The Eddy’s innovative programs help maximize independence, quality of life and dignity through adult day services, Alzheimer’s care, enriched housing/assisted living, skilled nursing care, respite services, rehabilitation services, care management, a PACE program, and independent retirement living. Additionally Eddy Visiting Nurse Association (Eddy VNA) provides comprehensive health care services to allow individuals to remain in their own homes. End-of-life care is provided through The Community Hospice.

The institutions’ respective charitable giving foundations will also continue as currently structured.

SPHP is a regional health corporation of Catholic Health East (CHE), and will abide by the Ethical and Religious Directives for Catholic Health Care Services. But it is not a Catholic entity. Organizations that are currently part of St. Peter’s Health Care Services and Seton Health, however, will retain their Catholic identities.

Branding: Implementation of the New System Name In July, following an extensive system identity process, officials announced that the new system would be named St. Peter’s Health Partners. Now that the transaction has occurred, work on a detailed brand implementation plan has begun.

An actual “roll-out” of the new brand will occur in 2012. For most consumers, there will be little immediate change in how programs and services are identified. Certain parts of the new organization, particularly those in the organization’s corporate, business and financial departments, have already begun using the new name and graphic system. Like the system design, full implementation of the new brand will take two to three years.

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Comprehensive Care for the Homeless C atholic Health East has a commitment to

serve the poor and underserved and those whom society ignores.

“Our ministries are focusing on comprehensive care for the homeless,” said Philip Boyle, CHE’s vice president, mission and ethics. “It’s treating the whole person and everything that is involved in treatment … housing, education, vocational, drug and alcohol rehabilitation, etc. It’s keeping them stable and addressing their needs.” Across the system, CHE facilities serve the homeless in numerous ways and with many programs and services, large and small. This delivery of care has a positive cumulative effect on patients and clinicians alike. Lives are transformed and awareness is raised. The Heart to Soles Outreach takes place each December in Maine. The program provides foot care in conjunction with the New England Foot & Ankle Specialists, a department of Mercy Hospital. “We provide free foot exams and hand out new shoes, boots and socks to the homeless men at the Oxford Street Shelter for Men,” said Heather Ouellette, practice manager, New England Foot & Ankle Specialists. This year’s event is expected to help 120 individuals. Mercy Health System of Maine’s McAuley Residence, in existence for nearly 25 years, has served over 200 women with children. “Our women are battling addiction, trauma such as domestic violence and rape, and undiagnosed, untreated mental illness,” said Melissa Skahan, manager of mission services/patient advocate. “Through our comprehensive strengths-based approach, we set measurable goals with each woman. A few weeks into their stay, a beautiful transformation begins as the women find their voices and the courage to address their disease to take hold of their lives and their families’ future.” St. Joseph of the Pines (Southern Pines, N.C.) collaborates with the Family Promise program on a pilot project for transitional housing for women. The transitional 18-24 month program includes classes on budgeting and banking, as well as providing an apartment, job assistance and daycare. “This is the first such program in our county. We are also beginning a cooperative effort with corporations to help the homeless find jobs,” said Susie Buchanan, director of community relations at St. Joseph of the Pines. Saint Joseph’s Mercy Care Services is a health care provider for Atlanta’s homeless population and is one of Atlanta’s oldest and largest community outreach programs serving the homeless, uninsured and immigrant populations. Sponsored by the Sisters of Mercy and Saint

Joseph’s Health System, last year it delivered care to over 11,000 patients in its medical and dental programs. “Mercy Care just completed a three-year strategic planning process. Our focus will be on adding services that provide both comprehensive and coordinated care to the homeless and other vulnerable populations,” said Tom Andrews, president, Saint Joseph’s Mercy Care Services. “In the next few years Mercy Care will be adding behavioral health services, pediatric care, additional respite and recuperative services and improved access to specialty services with the goal of becoming certified by the NCQA as a patient-centered medical home by 2014.” Current St. James Mercy Health System programs that help meet the needs of the homeless include the Aquinas psychiatric day treatment program, offering nutrition classes to educate and empower better decision-making for clients, the Sr. Renee Dental Clinic, and a partnership with the local school district to provide education and enrollment programs for Child Health Plus health insurance and Medicaid-eligible persons. “We are constantly looking for proactive, collaborative ways to expand, coordinate and optimize accessibility through partnerships with community health agencies and other organizations,” said Sylvia Bryant, director, St. James Mercy foundation. “Many times, successful interventions occur when we go out into the community and take programs and services directly to those most affected and exposed.” The synergy of staff and organizations working together as one has also become comprehensive, not only for the patient, but for the system itself. Doreen Fadus, executive director of community health, Sisters of Providence Health System, said: “I hear many stories from my staff. One nurse shared a reflection on how a system can come together to work on the care of a patient, and

the satisfaction of when the ‘system’ works.”

Pittsburgh Mercy Health System’s Operation Safety Net®, sponsored by the Sisters of Mercy, created the International Street Medicine Symposium in 2005. This year, more than 100 health and social service professionals and students from North America, Europe and Africa gathered in Philadelphia, Pa., to listen to presentations, attend site visits and share field experiences.

“The purpose of the symposium is to unite homeless service providers and share insights on best practices,” said Linda Sheets, MPM, program director, Operation Safety Net. “One of the highlights of the symposium is observing firsthand the delivery system of the host site, which included site visits to health care for the homeless clinics, a safe haven, transitional housing facilities and a coordinated outreach center. Visits are conducted in small groups to facilitate learning and sharing between providers and participants.”

This month, and each year since 1990, on the winter solstice and longest night of the year, the National Coalition for the Homeless has sponsored National Homeless Persons’ Memorial Day to call attention to the plight of the homeless. Around the system the homeless will be remembered with special prayer services and candlelight vigils. At The Mercy Community, the Mercy Giving Tree program offers items to the homeless and teaches former homeless residents to give back to the community; St. Mary's Health Care System (Athens, Ga.) and St. Francis Hospital (Wilmington, Del.) collected coats, backpacks, toiletries and care packages for the homeless; and in Pittsburgh, the names of individuals who died while homeless in the past year are also remembered with memorial plaques. To learn more about National Homeless Persons’ Memorial Day, visit www.nationalhomeless.org.

Paul Williams, a person formerly in recovery, proudly displays his apartment keys. Williams now works with other persons in recovery and took part on the site visits which were part of the conference.

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ave you ever waited for service in a store or restaurant and had employees pass you by without asking how they could help? It doesn’t matter to you, the customer, that you are not at their register or table, or that they might not be the person who can answer your question. Your assessment of the situation is that you are being ignored.

Imagine being a patient in a hospital with your call light on and employees are walking past your room without stopping. You might have the same impression. Seven BayCare Health System hospitals in Florida are changing that perception by implementing the “No-Pass Zone.” These hospitals include St. Joseph’s Hospital, St. Joseph’s Women’s Hospital and St. Joseph Children’s Hospital (Tampa); St. Joseph’s Hospital - North (Lutz); South Florida Baptist Hospital (Plant City); Mease Dunedin Hospital (Dunedin); and St. Anthony’s Hospital (St. Petersburg).

The “No-Pass Zone” is a tactic from The HCAHPS Handbook: Hardwire Your Hospital for Pay-for-Performance Success. HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) is a survey sent to adult inpatients to gather key patient satisfaction information.

One HCAHPS question is, “During this hospital stay, after you pressed the call button, how often did you get help as soon as you wanted it?” BayCare wants the answer to be “always.” The “No-Pass Zone” can help. This involves training all team members to respond to a call light or bed exit alarm.

Every team member at these seven BayCare facilities is asked to take the following steps if he/she sees a call light on:

• Use the hand sanitizer before entering the patient’s room.

• Walk into the patient’s room, observing any contamination signs.

• Greet the patient.• Either assist (if possible) or let the patient

know the nurse is coming.

Leaders should teach their staff to respond within their roles, i.e., what assistance they can

Hospitals Implement “No-Pass Zone”

and cannot provide. Examples of non-clinical tasks that any employee is empowered to do include grabbing a book, handing the patient a phone or remote control, bringing their bedside table closer and many other tasks.

Another component of the “No-Pass Zone” is related to patient safety and involves responding to the bed alarm. When a patient is a fall risk, his/her bed alarm is activated. If the patient starts to get out of bed, the alarm sounds. Once the alarm goes off, the patient is already trying to get out of bed and the staff could literally have just seconds before the patient could fall. For this reason, all team members are responsible for alerting a nurse or patient care technician that they hear a bed alarm. If an employee does hear a bed alarm, he/she is required to take the following actions:

• Use the hand sanitizer before entering the patient’s room.

• Go into the room, observing any contami-nation signs.

• Immediately pull the cord in the bathroom as a high alert.

• Ask the patient to please sit down.• Remain in the room until help arrives.

“We want to train all team members to recognize and respond to call lights and bed alarms,” said Tina Long, medical surgical director, St. Joseph’s Hospital. “Together, these tactics will allow the entire staff to meet our patients’ needs and ensure that they get the very best care.”

“The patient experience is a reflection of all who serve our patients,” said Nora Triola, Ph.D., R.N., NEA-BC, CHE’s executive vice president and chief nursing officer. “We congratulate the leadership at BayCare for taking steps to ensure an optimum patient experience. Similar activities have been used at some other CHE RHCs, and we look forward to hearing and sharing their success stories with others throughout our ministry.”

For more information on BayCare’s “No-Pass Zone” initiative, please contact Tina Long at tina.long@BayCare.org or 813.870.4116.

Authored by Beverly Littlejohn, communications coordinator, St. Joseph’s Hospitals and South Florida Baptist Hospital, BayCare Health System.

H

Tamara Granger, a social services specialist at BayCare, pours a cup of water for patient Luvonia Casares. Even though Tamara is a non-clinical team member, she is able to answer Ms. Casares’ call light, observing the new “No-Pass Zone” policy and provide a service for her.

“”

Together, these tacticswill allow the entire staff

to meet our patients’ needsand ensure that they get

the very best care.

Tina Long, medical surgical director,St. Joseph’s Hospital

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Jacob was diagnosed with an improperly functioning immune system at the age of eight. Mercy Pediatric Home Care and the Guardian Angel fundraising program at Mercy Medical (Daphne, Ala.) has allowed Jacob to receive the medical care he needs and still remain at home with his family. Jacob, now 14, is pictured with artwork he created to help raise funds for Guardian Angel.

As Maine’s new NBA-D league basketball team prepares for its first game of the season, Mercy Hospital was center court,

providing physicals for the team at its Windham Primary Care facility. Pictured are Dr. Patrick Pierre and Chris Wright, the

first-round draft choice, during preseason physicals in November. Mercy is the exclusive health care provider of the

Maine Red Claws. (Photo courtesy of Portland Press Herald)

BayCare’s St. Joseph’s John Knox Village, Tampa Bay, Florida, celebrated longevity with residents at a luncheon honoring centenarians. Pictured is Marie Van Tassel (left) with Samari

Wiley, activities assistant. When asked what life lesson she would pass along, 101-year-old Marie replied, “Trust God.”

As a leader in senior living care, St. Joseph of the Pines (Southern Pines, N.C.) has expanded its assisted living services to include Family Care Homes. A Family Care Home is a residential model of care founded on the basis of assistance with the activities of daily living. Residents are cared for in a home setting, which is staffed 24 hours per day with a caregiver who provides assistance with meals, medications and activities. Family Care Homes at SJP include Zeno Villa, Constance Cottage, Mary Manor and The Pines. Pictured is the interior view of Constance Cottage.

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The Mercy Community’s Saint Mary Home (West Hartford, Conn.) colleagues Henry Gilchrist and Valentin Otazu-Toro were recently

recognized as recipients of the Alzheimer’s Association Connecticut Chapter Outstanding Caregiver Awards. Family members, clients and

colleagues joined the honorees at their celebratory luncheon.

Holy Cross Hospital celebrated its annual Family Thanksgiving Service where hundreds of baskets of food were donated by associates from throughout the hospital. The Thanksgiving food baskets are donated to fellow Holy Cross associates who are in need during the holiday season. It is a tradition of generosity and compassion that overwhelms the Holy Cross family every year.

Mercy Health System of Southeastern Pennsylvania’s Mercy Philadelphia Hospital and Judith M. Persichilli, R.N., B.S.N., M.A., CHE’s president and chief executive officer, were recipients of the 2011 Healthcare Innovation Award. Presented by UnitedHealthcare and the Philadelphia Business Journal, the Healthcare Innovation Awards recognize those individuals and organizations who contribute to their community while navigating through challenging health care times. MHS SEPA’s Mercy Philadelphia Hospital was awarded bronze in the Patient Safety Award for its “Hand Hygiene Compliance” hand sanitizing program and Persichilli was awarded bronze in the Lifetime Achievement Award.

Pictured at left: Craig Ey, editor of the Philadelphia Business Journal, presents James Hunter, infection prevention and control manager at Mercy Philadelphia Hospital with the Patient Safety Healthcare Innovation Award. (Photo credit: Ken Frieson)

Judith M. Persichilli, R.N., B.S.N., M.A.

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F10 Minutes with... Florence Doyle

HORIZONS is a publication for the Sponsors, Boards,Regional Leadership, System Office and Colleaguesof Catholic Health East.

Horizons Editorial Staff

Scott H. Share Vice President, System Communications

Maria Iaquinto Communications Manager

Meg J. Boyd Communication Specialist

Design, Production, Printing & Mailing Fulfillment by JC Marketing Communications • jcmcom.com • Southington, Conn.

Catholic Health East is a community of persons committed to being a transforming, healing presence within the communities we serve.

Locations: Located in 11 eastern states from Maine to Florida.

Workforce: Approx. 54,000 employees.

SponsorsCongregation of the Sisters, Servants of the Immaculate Heart of Mary, Scranton, Pa.Franciscan Sisters of Allegany, St. Bonaventure, N.Y. Hope Ministries, Newtown Square, Pa.Sisters of Charity of Seton Hill, Greensburg, Pa.Sisters of Mercy of the Americas: Mid-Atlantic Community, Merion Station, Pa. New York, Pennsylvania, Pacific West Community, Buffalo, N.Y. Northeast Community, Cumberland, R.I. South Central Community, Belmont, N.C.Sisters of Providence, Holyoke, Mass.Sisters of St. Joseph, St. Augustine, Fla.

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Please direct comments and suggestions to info@che.org

3805 West Chester Pike, Suite 100Newtown Square, PA 19073Phone 610.355.2000Fax 610.271.9600www.che.orgwww.facebook.com/catholichealtheast

lorence Doyle joined Catholic Health East as vice president of supply chain management in July 2006 after five years

as chair of the division of materials management for the Mayo Clinic in Rochester, Minn. In her role, Doyle provides leadership for the planning, organizing and administering of supply chain operations system-wide to assure high quality service to customers while achieving organizational objectives.

During her more than 35 years of supply chain experience, Florence has spoken on a national basis and has been published in various professional journals. She is involved in several boards and associations, and was recently elected to serve on the Board of the Association for Healthcare Resource & Materials Management. Doyle received a bachelor of science in management science/sociology from the Nazareth College of Rochester and an MBA at Rochester Institute of Technology.

Can you explain the structure of supply chain management and how the department supports the RHCs? The primary purpose of supply chain management (SCM) is to have an integrated system-wide strategy that maintains the right product in the right place at the right time in the most cost-effective manner toward the unified purpose of meeting the needs of the end stakeholder in providing quality patient care.

The Supply Chain Management Council and Task Forces are the structures that orchestrate the supply chain function and contribute to our success. SCM at the System Office facilitates and supports these colleagues through preparation of materials that support initiatives. These initiatives require council and task force discussion and support.

The council and task forces are an integral component of the path of communication between the System Office, colleagues at the RHCs, the Group Purchasing Organization and vendors. The participants on the council and task forces ensure that strategy and contracting decisions are based on a combination of clinical and technical specifications, safety, performance, service and financial impact.

Their activities support CHE’s healing ministry by focusing on optimizing quality, minimizing cost and integrating CHE/RHC goals and needs.

What are the benefits of having a centralized supply chain function? In the broadest sense, SCM value is multidimensional: reducing supply cost, improving clinical outcomes and safety, improving service quality, and increasing customer satisfaction. For SCM to be successful across the enterprise it is essential that we have alignment and focus on strategy for our initiatives. Our process enables us to leverage the entire System and demonstrate that together we are so much more. This includes buying power and capitalizing on the capabilities and knowledge that exists across our organization for long-term value creation. We take individual views of strategy and integrate them into one strategy that enables us to leverage our collective strengths. Our success is derived from the ownership and active involvement of the team and the fact that we measure our performance against targeted outcomes.

Since 2007 to the present, through the collaboration of many colleagues across the System, we have achieved over $180,000,000 in supply chain cost savings.

What are the priorities for your department over the next year? One key priority is to provide support for the transition of Northeast Health and Seton Health—now part of St. Peter’s Health Partners—and Saint Joseph’s

East Georgia—now part of St. Mary’s Health Care System—to the CHE SCM program. This will encompass contract conversions, implementation of Lawson and transition to Shared Service Procurement. Another priority is to deliver $44,750,000 in supply chain cost savings. This will include various supply chain initiatives and a focus on identified accelerating operational excellence initiatives. A third priority is to provide business intelligence reporting and performance management dashboards to supply chain decision makers to make strategic and tactical decisions, using Lawson Healthcare Analytics. A fourth priority is to leverage the talent of the many individuals across CHE for the various initiatives on which we are focused

What are some of the challenges facing supply chain management? Under health care reform, the focus for the health care organization moves from volume to value. We have always been responsible for delivering quality outcomes and high levels of service at a reasonable cost but our accountability will now be correlated to pay-for-performance. It is estimated that with health care reform, hospitals over the next 10 years will experience eight to 10 percent downward pressure on Medicare same case reimbursement and a declining ability to cost-shift to commercial payers. This will create an unrelenting focus on supply cost management and require us to seize the opportunity and leverage change to the best advantage of our organizations.

What one or two pieces of information do you think system-wide colleagues should know about supply chain? For supply chain, managing and reducing supply expenses is a continuous process and we will never reach an end point as long as there are medical breakthroughs, technology developments with medical devices and pharmaceuticals, and evolving economic markets.

The next generation supply chain will focus on driving a clinically integrated supply chain, embracing the concept of centralizing the sourcing, contracting and procurement of all equipment, supplies and services; and understanding the total operational costs associated with order management, receiving, distribution, inventory management and the information systems that support these operations. We have an obligation to be engaged and continuously reading the marketplace. Those who will be successful will not hesitate to “fail forward” and be the trailblazers by carefully calculating the risks.

Florence Doyle