November 6, 2013 Volume 2, Issue 19
At the Oct. 31 Town Hall Meetings, BMC President and CEO Kate Walsh reviewed the next major phase in implementing BMC’s strategic plan: the redesign of the clinical campus to better serve the needs of staff, patients and families.
“This is a major milestone for us: a multi-year transformation of our clinical campus to prepare us to thrive well into the future,” said Walsh. “This is the culmination of the work we began in 1996 to merge two hospitals into a unified medical center.”
Walsh explained to the audiences that BMC has made significant progress on other key strategic initiatives over the past few years, including quality improvement, patient satisfaction and financial stability, and now is well positioned to move forward with the plan it has been considering for months: consolidating inpatient operations to the Menino side of the campus.
“While we have made great strides, our work is not complete. We need to adapt to a world of health care reform where there is intense pressure to lower costs and a major shift away from inpatient care models,” Walsh explained. “Our current split campus makes it tough for us to deliver the best care for our patients and it also costs us millions each year. This redesign plan makes sorely needed upgrades to existing buildings and adds new facilities to position us for the future.”
Walsh then turned the presentation over to Ravin Davidoff, MBBCh, Chief Medical Officer, who walked the crowd through the challenges of providing care to patients on a split campus. He cited an example of a 57-year-old man who arrives in the Emergency Department with a headache and is then transported via ambulance between the Newton and Menino campuses as he is treated for a brain hemorrhage.
“While our staff does a tremendous job caring for patients despite the challenges of the split campus, at each hand-off of care, there is an increased chance for a medical error,” said Davidoff. “This campus redesign will allow us to provide safe, efficient and integrated care in one location, providing a better work environment for our staff and a better experience for our patients.”
Davidoff then walked the audience through the campus redesign plan.
The Clinical Campus Redesign Project will:
Timeline for this Project
Upcoming Changes in 2014
Following Davidoff’s presentation, President Walsh then reviewed financing for the redesign, noting that the project is an investment in BMC’s future.
Cost of Project
Walsh then reviewed the staffing changes that will result from the redesign, reminding the audience that BMC will be providing the same level of services in 2017 as it is today.
“I know many of you are worried about this,” said Walsh, who went on to assure staff that with normal turnover levels over the next few years “any employee who is at BMC today and in good standing and wants to be here in the future is highly likely to have the opportunity to do so in 2017.”
Walsh said that because any impact on jobs from the campus redesign does not begin until 2017, it gives BMC plenty of time to work out the specifics and that BMC is already talking with union representativess about the Newton Pavilion transition.
“This campus redesign is an exciting milestone for our hospital and our future,” she continued. “But it is a complex construction project and change is challenging. Our commitment to you is to communicate new information as it becomes available as quickly, accurately and clearly as possible.”
“This campus redesign will make us a stronger organization and support our journey forward,” summed up Walsh. “I look forward to taking this journey with you.”
BMC recently revised its Code of Conduct, a document that outlines the principles, rules and acceptable conduct for everyone working at, or representing, BMC. The Code of Conduct reflects BMC’s mission and core values, and embodies a commitment to maintaining a patient care and work environment that is respectful, caring, ethical and compassionate.
“We are all working together to make sure BMC is a great health care provider to every patient, every time,” says BMC President and CEO Kate Walsh. “To do that, we have to conduct ourselves honestly and with integrity, always keeping the patient first. The Code reflects the high standards we have set for ourselves.”
All staff will receive a copy of the Code mailed to their homes this month. Every employee also will need to complete a required training session on the Code as part of BMC’s compliance program. The training is a 40-minute video that illustrates compliance issues that can happen in a health-care environment and provides answers about how to deal with them. The training video is posted on the BMC intranet and will be available until Nov. 22.
Other training options include live sessions with Compliance staff, a video presentation at staff meetings and drop-in sessions in the computer training room at 85 East Concord St. All options satisfy the mandatory staff training requirement.
“The health care environment we operate in is constantly changing and it is continuously faced with increased government oversight that requires current awareness of rules, regulations and professional standards,” says Kathleen Heffernan, Chief Compliance Officer. “The Code of Conduct training provides members of the BMC community with the strong foundation of knowledge that we all need to function in health care today.”
The Compliance Department will have information tables located around the BMC campus through Nov. 22 to answer questions about the Code of Conduct and compliance training.
Visit the intranet to learn more.
November has arrived and with it, ideas for holiday dishes. Check out this delicious recipe from the Demonstration Kitchen’s Tracey Burg and add it to your recipe list.
This Thanksgiving-worthy soup perfectly blends the quintessential autumn flavors of apples and butternut squash, which are both in peak season. The creamy texture combined with a dash of curry adds a tart sweetness and a hint of heat, making it a perfect way to warm up on a chilly day!
Curried Apple-Squash Soup
Nutritional Information Per Serving:
Do you have a recipe that you would like to share with the BMC community? Send it to firstname.lastname@example.org and we’ll feature it in a future issue of the BMC Brief!
Name: Todd Dion
What brought you to BMC?
What do you do?
What do you like most about working at BMC?
You recently participated in the Boston Seafood Throwdown against the chef from Boston Children’s Hospital. Can you tell us about the competition?
Thanksgiving is coming up. What is your favorite way to prepare a turkey?
Can you share an easy Thanksgiving recipe with us?
Do you know a staff member who should be profiled? Send your suggestions to email@example.com .
Patients share their BMC experience
Dear Ellen Silver Highfield,
As I celebrate my 66th birthday today and the beginning of my personal “new year,” I wanted to take a moment to thank you for your on-going care of my health and welfare. You are a truly exceptional healer and I am in your debt for my continued well-being during an extremely stressful year. I credit my monthly acupuncture “tune-ups” with helping me remain calm, mentally positive and focused on improving my daily health habits, which in turn have enhanced and permitted a continued active surveillance of a suspicious kidney tumor. Dr. Wang recently gave me the good report that over a period of 1.5 years, the tumor has remained stable and said, “See you in a year.” I credit this to the care of you and Dr. Saper, as well as Dr. Wang.
As you can see from my hometown, I am traveling three hours round trip each month to come to BMC for your acupuncture services. There are well renowned medical establishments locally, but I choose BMC for its unique, innovated integrative medicine department, headed by my primary care physician, Dr. Robert Saper. I only wished I lived closer to take more advantage of the foresighted programs offered through his department.
As a Medicare patient with a costly Medicare supplement insurance policy, I’ve come to really value my acupuncture appointments with you, which I could never afford privately. And I have received more than acupuncture. If I had to replace your medical care, it would require a musical therapist, a psychologist/psychiatrist, a “life coach,” a nutritionist, a holistic practitioner, etc. I feel I receive the value of all these and more rolled into one monthly visit with you. It allows my primary care physician to have on-going electronic access to my medical condition on a monthly basis, while saving doctor visits for any serious developments or issues. Preventive maintenance is incredibly valuable, particularly as one gets older. Strangely enough, the very things that are medically most important for senior citizens to maintain their health and safety, i.e. eyesight, hearing and dental health, are not covered by Medicare. This is penny-wise and pound-foolish in my mind. (We take better care of our cars on a regular basis!).
Preventive medicine and a focus on stress reduction, including meditation, Qigong, yoga and acupuncture would reduce medical costs across the board. So-called “free services” like BMC’s acupuncture are a godsend, not to mention economically sound. Keeping someone well is less costly than treating someone who has become sick. The old saying, “An ounce of prevention is worth a pound of cure,” has real truth to it.
My good fortune has been to be your patient. Thank you. I just hope BMC understands how valuable you are and continues or expands the acupuncture programs, whose time has finally come. Looking forward to another year of wellness.
BMC Sends Jerod Mayo Well Wishes for a Speedy Recovery
Devin Mann, MD, Appointed to Government Health Committee
David Salant, MD, Honored by American Society of Nephrology