Fremont Area Medical Center

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Fremont Area Medical Center
New Management Orientation Developed Sept 2005
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Administrative Overview Agenda

• Mission, Vision, Values and Philosophies
• Planning Development Process
• Chain of Command and Organization Relationships -
  Direction, Integration, and Communication
• Business Planning
• Organizational Goals
• Contracts Agreements

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Mission Statement

• The mission of Fremont Area Medical Center is to
  optimize the health status of individuals by
  providing a wide range of accessible,
  customer-centered health care services in an
  efficient, cost-effective manner.

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Vision Statement

• Fremont Area Medical Center will be a healthcare
  provider that passionately pursues excellence in
  Quality, Service and Safety while embracing our
  Stewardship responsibilities.

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Values Philosophies

• Direct and Sincere Communication We encourage
  direct and sincere communication throughout our
  organization in the belief that, through
  dissemination of pertinent information, our
  opportunities to meet the customers needs are
  enhanced.
• Behavior - Professional communication skills
  should be learned and practiced continually.
  Focus on the words before you respond and answer
  with a smile, project a positive, upbeat tone and
  use the appropriate script.

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Values Philosophies

• Flexibility We acknowledge that change is the
  only status quo. We recognize change as a growth
  process and are open to considering and offering
  new ideas and approaches to doing things.
• Behavior - Be responsive to change.
  Demonstrate adaptability to allow change to occur
  and, in some cases, be the catalyst. The last
  thing you want is to be the keeper of the
  tradition that creates the roadblock to progress.

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Values Philosophies

• Integrity Professionalism We aspire to the
  highest level of personal and professional ethics
  as demonstrated by commitment to truth, to
  deliver what we promise and maintain the dignity
  of persons with whom we work and serve,
• Behavior - Regardless of your position, you are
  responsible for your actions and reactions as
  well as your immediate service area. Appearance
  and body language speak volumes. FAMC employees
  should take pride in your service and in
  presenting a professional image.

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Values Philosophies

• Teamwork We are mutually dependent upon one
  another for accomplishing personal and
  organizational goals, recognizing that customer
  expectations cannot be met without effective
  working relationships.
• Behavior - Create a cooperative effort as a
  member of the FAMC team to achieve the above
  beyond customer service goals. Effective teams
  combine the power of group process, shared
  responsibility, and mutually supportive teamwork
  processes to create synergy. The result of such
  synergy can be extraordinary.

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Values Philosophies

• Efficiency Our job is to optimize the
  utilization of the resources available to
  accomplish the desires results on time.
• Behavior - Out of respect for the common good
  and caring of others, we are called to be good
  stewards of the resources entrusted to us. We
  are willing to assume responsibility for using
  time and materials wisely to provide the best
  customer service possible.

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Values Philosophies

• Compassion We display a sincere, caring
  attitude towards everyone with whom we come in
  contact, respecting the individual dignity of
  each person.
• Behavior - Every interaction with a customer,
  whether internal or external, is an opportunity
  to build a strong relationship and show care and
  concern.

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Values Philosophies

• Leadership We take the responsibility for
  assuring quality and achieving the Hospitals
  objectives in an appropriate and efficient
  manner.
• Behavior - Be proactive. Reactive behavior
  allows circumstances to control your response.
  Proactive behavior, however, allows you to
  control your circumstances to a degree. Take
  initiative and act rather than react.

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Values Philosophies

• Commitment We have a positive attitude towards
  our work, the people we serve, FAMC and one
  another.
• Behavior - Immediate service recovery Customer
  complaints and problems must be addressed
  immediately. Understanding the problem before
  trying to solve it listen, ask questions,
  apologize, discuss options, follow through and
  document according to policy.

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Values Philosophies

• Creativity Innovation We encourage creative
  thinking and problem solving, taking prudent
  risks and striving to go beyond our limits.
• Behavior - It takes a lot of courage to display
  productive originality. Embrace productive
  risk-taking strategies that enhance customer
  service. Recognize and build on the
  contributions of others.

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Values Philosophies

• Service We recognize that each interaction with
  a colleague, patient, resident, physician or
  member of the general public is an opportunity to
  provide outstanding service. Throughout the
  Medical center, we work together as a team
  achieving this quality of service through
  continuous improvement efforts.
• Behavior Demonstrate inter-collaborative
  networks that function to unify FAMC team spirit.

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Planning Development

• Under the direction of the Board of Trustees, the
  Executive Management Team is accountable for
  short term and long term planning
• Short term planning occurs at all levels in
  response to operations and provision of services
  and is consistent with Mission and Vision of our
  organization.
• Includes determination of qualifications,
  competency, and volume of staff needed to provide
  care, treatment, and services
• Long term planning is accomplished in the form of
  a Strategic Plan, which is completed triennially.
• Includes financial, space/physical plant,
  equipment, and other resource considerations

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Planning Process

• Administrative Policies
• Pattern of Development
• Planning System Overview

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Strategic Plan 2004-2007

• Ambulatory Surgery Center
• Cardiovascular Thoracic Services
• Orthopedic Spine Surgery
• Breast Disease Screening, Diagnosis, Treatment,
  Women's Imaging
• Alzheimers/Dementia Special Care Unit
• Hospice Special Care Unit

These strategies were selected because they
assist FAMC in achieving its desired position,
they build on the existing strengths of the
medical center by taking advantage of current
opportunities, and they address current and
potential threats to the medical center.
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Chain of Command and Organization Relationships

• Michael Leibert, President/CEO
• Began working at FAMC in 1985
• Peg Kennedy, Vice President/Chief Operating
  Officer/Chief Nursing Officer
• Began working at FAMC in 1975
• Dave Hanen, Vice President/Chief Financial
  Officer
• Began working at FAMC in 1984
• Bryan Hehemann, Vice President, Administrative
  Service
• Began working at FAMC in April 2005
• Our Administration has more than 71 years of
  combined experience

See Admin Chain of Command and Organizational
Relationships Policies
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See FAMC Organizational Chart
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Direction

• The Executive Management Team, specifically Dept.
  Directors are responsible for
• Integration of their services(s) into the
  organizations primary functions
• Coordinating and integrating inter intra
  departmental services
• Developing implementing P/P that guide
  support provision of care services
• Recommending sufficient numbers of qualified
  competent staff to provide services
• Determine qualifications and competence of
  department staff
• Continually assess, improve, and maintain the
  performance of care and services
• Establish internal controls to effectively
  maintain information support systems,
  recruiting retaining staff, and conserving
  physical and financial assets
• Orienting and providing department in-service
  training and continuing education
• Recommending department space resources needed
• Participating in selection of sources for needed
  services not provided by the depart or
  organization

Found in Leadership Document Policy
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Integration

• Organizational functional relationships of
  departments are defined in organizational charts.
• Leaders individually and jointly develop and
  participate in effective mechanisms to
• Foster communication among individuals
  components of the organization
• Coordinate internal activities
• Communicate with leaders of organization that
  functionally relate to FAMC
• Staff assigned managerial responsibilities
  participate in cross-functional activities to
  improve organizational performance. These
  include
• Performance improvement teams and activities
• Ad-hoc committees and task forces
• Multi-disciplinary Medical Staff /or Medical
  Center Committees

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Communication

• Lighter Vein and various other Newsletters
• Administrative Staff Meeting Meets weekly, Wed
• Executive Management Team Meeting Meets as
  Needed, whenever called
• Management Consultation Group Meeting Meets
  Monthly, 3rd Tues
• Goals Team Meetings
• Department Staff Meetings
• Employee Meetings

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Business Planning

• Policies Forms
• New Program Analysis Policy
• Program Analysis Form
• Program/Equipment Request Policy
• Business Planning Template
• FMEA Form

See Administrative Finance Policies
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Sample Business Plan
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2007 Organizational Goals

• Quality
• Service
• Employer of Choice
• Community Health
• Finance
• 2007 Incentive Plan

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Quality Goal

• GOAL FAMC will maintain an environment that
  enhances excellence in providing exceptional
  quality and safe care.
• FOCUSED MEASURE Improve overall outcomes and
  quality of life for patients and residents of
  FAMC.
• Acute Achieve second decile or above in the four
  clinical areas of AMI, HF, CAP, Hip/Knee
  Replacement (Medicare Only) Composite Quality
  Score (CQS) on the Hospital Quality Incentive
  Demonstration Project
• Post Acute Improvement in the management of oral
  medications, based on CMS data collected through
  the OASIS, currently measured at 38.6

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CMS Goals Report
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Service Goal

• GOAL FAMC will provide exceptional customer
  service as measured by the Patient/Resident
  Satisfaction surveys.
• FOCUSED MEASURE
• FAMC will achieve 75 (comprised of Excellent
  and Very Good patient/resident response) on the
  question Whats the likelihood of you
  recommending FAMC in seven service areas which
  are Inpatient, Outpatient Ambulatory Services,
  Emergency Department, Long Term Care, Home
  Health, and Hospice.

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Employer of Choice Goal

• GOAL FAMC will develop an employer of choice
  environment around proven pillars of staff
  satisfaction, development, and empowerment.
• FOCUSED MEASURE
• Note a Steering Committee is presently defining
  this Focused Measure for the Boards review and
  approval at a later date, which will not be
  included in the 2006 incentive plan

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Community Health Goal

• GOAL FAMC will work to improve the overall
  health status of the population of Dodge County.
• FOCUSED MEASURES
• FAMC will make progress towards achieving the
  objectives based upon the healthy People 2010
  initiative.
• Reduce the proportion of adults who are obese to
  15 percent (20.2 based on 2004)
• Reduce the mean total blood cholesterol levels
  among adults to 199 mg/dl. (205.24 mg/dl., 2003)
• Reduce the proportion of adults who engage in no
  leisure-time physical activity to 20 percent (30
  , 2004)
• Increase influenza immunization rates among
  adults 65 years and older to 90 percent. (65,
  2003)

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Finance Goal

• GOAL FAMC will achieve the projected net gain
  through meeting operational budgets and optimal
  utilization of available resources.
• To systematically identify leveraged
  saving opportunities across all areas of
  supplies, purchased services, and labor.
• FOCUSED MEASURE
• FAMC will achieve a Net Gain of 4.7 for Fiscal
  Year 2006. Identify strategic areas in which to
  focus efforts where supply and labor costs can be
  reduced through development of a disciplined,
  unified approach.

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Incentive Plan
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Contracts Agreements

• All contracts and agreements must be signed by
  the CEO
• Administration maintains copies of all contracts
  and agreements
• Coordination by Administration assures technical
  language which minimizes the risk of exposure.

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End of Presentation