15
14
•Diabetes Education added body
composition analysis using the
InBody scale as a new service.
InBody scale uses bioelectrical
impedance analysis (BIA) to
measure body composition. InBody
is one of the easiest and most
accurate BIA scales available and is
a valuable tool for monitoring body
composition changes/trends over
time for weight management and/or
chronic disease prevention/
treatment.
•Total general surgery cases
(including endoscopy) were 1,363,
with 637 being endoscopies.
•Auxiliary volunteers made over 800
masks for hospital employees to
help protect against COVID-19.
•Auxiliary awarded three $2,000
scholarships to individuals pursuing
a medical career
•During COVID, the Auxiliary has
continued to support each other
through phone calls, even providing
meals for one of their members after
being hospitalized, providing food
for a funeral, etc.
•CareVan Transportation Services
made 458 deliveries to patients
needing their medications and
provided 631 transports to the
GSHCS Pharmacy or to get a COVID
vaccine at GSHCS.
•GSHCS switched to Press Ganey
surveying to better evaluate our
patient satisfaction.
•GSHCS partnered with the Chartis
Group to help evaluate our market
share, value, quality and cost.
•Our practice managers have worked
diligently to provide Foreign
Language Interpreters to each area
of the hospital. Our interpreters
assist with patient appointments
and phone calls related to
scheduling, etc.
•Restructured Clinical Education,
hiring two additional RN Clinical
Educators, for a total of three.
The clinical education team has
restructured and developed:
— New Graduate Program
— Simulation Resource Team (SRT)
(Multiple department/community
resource involvement and/or
department-specific)
— General Nursing Orientation
— New learning management system
HealthStream
— New quarterly certification
process for ACLS, BLS, and PALS
through RQI
•Staff Education provided 117 days
of coursework including ACLS,
PALS, BLS (staff & community),
CPI, Skills Fair (Online), OHSU DNP
Information Program, STABLE,
TNCC, and US IV Class. A total
of 1,255 individuals were trained
throughout the fiscal year.
•Four staff members in our Quality
Department completed the ‘DNV
Infection Prevention and Control
Bootcamp’ July of 2021.
•Hospice earned a Top Box score
of 91.55% for “Rate Hospice 0-10”,
and 97.14% for “Would Recommend
to Friends or Family”. This means
that nearly every patient or family
member who returned their
survey gave them the highest
praise possible. The team was
then awarded a quarterly Service
Excellence Award.
•During the Year IV Service Summit:
Resilience, the People’s Choice
Award went to Good Shepherd
Women’s Center and the Service
Excellence Council Choice Award
went to Good Shepherd Urgent
Care.
•Tim Durkin provided six “Mental
Management” presentations for
staff.
•Two members of the Quality Team
recently became Certified Patient
Experience Professionals (CPXP),
thanks in part to funding through
the Oregon Office of Rural Health
(ORH). The CPXP certification is
offered through the Nashville-
based Patient Experience Institute
and is designed for “formal and
informal leaders who influence the
systems, processes, and behaviors
that cultivate consistently positive
experiences as defined by the
patient.”
•GSHCS transitioned to PolicyStat
policy management system in
March 2021.
•Our Treatment Center is working
to certify all Home Health and
Treatment Center Nurses in Wound
Care, and all Infusion Center Nurses
are working to be certified as Board
Certified Infusion Nurses.
•Implementing a “Soul Care” Model
into our Chaplaincy program.
Building a Lean Culture
•Two Lean Fundamentals education sessions
have been completed so far (on June 18 &
July 22). Main topics included Value Stream
Mapping, Standard Work, A3 Thinking, 7
Wastes, 5S, Visibility Walls, Linked Checking,
and the concepts of “Genchi Genbutsu”,
“Gemba”, and “Kaizen”.
•A four-day workshop held June 28 – July 1
brought together a group of 15 staff members,
including a physician and Board of Trustees
member, to map the admissions process (from
the decision to admit a patient in the ED to
patient arrival on the floor/orders completed).
•The team completed nearly 59 hours of
observation time in the ED, Med/Surg, and ICU
(including interviews conducted with gracious
patients willing to provide honest feedback) to
identify waste and build a current state value
stream map.
•Improvement ideas identified will be applied
and tested in the coming months to enhance
patient flow, safety, and satisfaction while
reducing ambiguity, interruptions, and other
patient and employee dissatisfiers.
•Six GSHCS employees are also in the process of
becoming Lean certified through Moss Adams
to obtain the skills and knowledge needed to
lead our own kaizen events and workshops.
•These certification candidates will spend 12-16
months building their portfolios and will present
their individual projects before achieving
certification.
Driven by our desire to increase value, as defined by our patients, we have continued our quest to build
a culture of continuous improvement through the application of lean methodology.
In partnership with the Lean Health Care Practice of Moss Adams, we are focused on empowering all
team members to solve problems and improve efficiency across the organization, one process at a time.
Education sessions and workshops have taken place as Covid-19 considerations allowed.