Jeopardy Baldrige

Leadership/Governance/Community Relationships

100

Describe the Leadership System (model). Provide an example

-Patients and families are at the center, and the leader's role is to support the team so that each member can provide high-quality care to patients and the community.

400

How do you communicate with your leader, patients, and community?

- Leader: Departmental meetings,

1:1, huddles, briefs, rounding, etc.

• Patients: Interactions, IDs (if applicable), rounding, etc.
• Community: Various community events sponsored by GCH or NWH

500

Describe our Mission, Vision, and Values. How does your work contribute to our mission and vision? How do you live our Values?

Mission - To improve the health and quality of life of the people and communities we serve by providing world-class service and patient-centered care.

Vision - Transformative leadership driving the future of health, wellness, and quality of life.

Values - Truly Compassionate, Truly Innovative, Truly Ambitious, Truly Together, Truly Inclusive

*Give example of how your work contributes to the mission and how you live our truly values.

Strategy and Finance

400

What are the goals/objectives for your department or for you personally?

• Departmental goals- link to our strategic plan
• Personal-professional development goals

500

How do you contribute to meeting the goals of our strategic plan?

Describe your role and contributions, and the pillar it is aligned to: 

People

Patient & Family experience

Safety and Quality

strategic growth

financial stewardship

Workforce & Organizational Learning

300

Do you ever fill out an employee engagement survey? Is the information used to make improvements?

• YES! We have full or pulse surveys annually
• We create action plans together based on the survey results

400

How do we promote workplace safety?

• Wellness programs- walking trail, onsite gym, Lavender and Watson rooms, Stress First Aid, on-site Employee Health
• Safety training- safe patient handling, de-escalation training, mock mass caswalty incident events, security presence, etc.

500

How are you trained to do the work you do? How do we measure the results of team member training?

• Annual Required Education (mandatories)
• Clinical competencies (as required)
• Employee engagement survey questions perform better than 75% of hospitals nationwide regarding training questions
• Our clinical, operational, and patient experience outcomes are a measure of the quality of our training

Operations

400

How do leaders communicate with our suppliers, partners, and collaborators (key partners who collaborate with us to provide services to our patients and communities)?

• Roadshows- EMS, Assisted Living, Skilled Nursing Facilities, Police Departments
• Community Events (food pantry, flu pods, etc.)
• Community Advisory (Partnership)
  Board

500

What outcomes are you measuring in your area/department?

Timeliness of patient visitation

Quality of Food: Top Decile (90%)

• Describe a few Quality or Patient
  Experience Metrics
• Tell a performance improvement story. Including how the problem was identified, the team that came together, and the outcomes

Customers & Markets

300

How do we communicate with our customers (patients and community)? How do we know what is important to our community? 

• Rounding- Leaders, front-line team members
• Community Events, Health Screening, Community Education 
• Press Ganey Survey responses
• Patient and Family Partnership Council
• Gather feedback and enter concern into the Elevating Experience Tracker

400

Why do our patients come to Glen Cove Hospital?

5-Star Hospital, which recognizes our care as best practices nationwide. 

Patient experience, quality outcomes, various program offerings

All of which tie back to the pillars of our strategic plan

500

How do we measure dissatisfaction?

We track complaints and trend them for action plans using the elevating experience tracker 

We track low-scoring items on  Press Ganey surveys

We round and seek feedback in real time from patients