Type
of Work: With 343 licensed beds and all private rooms, Bronson
Methodist Hospital is a tertiary medical center providing inpatient and
outpatient care in virtually every specialty—cardiology, orthopedics,
surgery, emergency medicine, neurology, oncology—with advanced capabilities
in critical care as a Level I Trauma Center; in neurological care as a
JCAHO certified Primary Stroke Center; in cardiac care as the region’s
only accredited Chest Pain Center; in obstetrics as the leading BirthPlace
and only high-risk pregnancy center in southwest Michigan, and in pediatrics
as one of only four children’s hospitals in the state.
Web site: http://www.bronsonhealth.com
Budget: $751
million gross patient revenue (65% inpatient and 35% outpatient)
Workforce:
3,182 employees
Location:
Kalamazoo, Michigan
Highlights
-
BMH
shows strong performance improvement and results in Medicare Mortality
Rate (mortality rates of people over 65 enrolled in Medicare programs),
moving from 4.8 percent in 2002 to 3.5 percent for January-July 2005.
This performance exceeds both the CareScience Expected Standard, and
the CareScience Best Practice. (CareScience provides care management
and clinical access solutions and data on outcomes for mortality,
morbidity, and length of stay of hospital patients.)
-
Patient satisfaction and overall satisfaction of both inpatient and
outpatient services at BMH has increased from approximately 95 percent
in 2002 to 97 percent in 2004. Since 2001, Arbor Associates annually
has presented BMH with its Award for Highest Overall Patient Satisfaction.
In 2005, BMH began using the Gallup organization to measure not only
overall satisfaction, but to track increases in the category of patients
who are the most satisfied.
-
BMH has earned many awards for workplace excellence and work/life
balance, including being named among the100 Best Companies for Working
Mothers by Working Mother Magazine (2003, 2004, and 2005) and Fortune
Magazine’s 100 Best Companies to Work For (2004 and 2005). Other
awards include West Michigan’s 101 Best and Brightest Companies
to Work for “Best of the Best” Award (2003), “Elite
Winner” Award by the Michigan Business and Professional Association
(2005), and Voluntary Hospitals of America Leadership Award for Operational
Excellence (2005).
-
BMH’s Strategic Management Model is a systematic approach to
align all of BMH’s planning, including strategic, workforce,
financial, capital, and information technology. Performance is measured
through the use of organizational and secondary scorecards.
-
A
one-page Plan for Excellence captures BMH’s vision, culture,
and expectations of all staff and leaders. It includes the “3
Cs”—Clinical Excellence, Customer and Service Excellence,
and Corporate Excellence. The plan is used extensively during employee,
physician, volunteer, and other stakeholder interactions to effectively
communicate BMH’s direction and focus.
For more
information on BMH results and processes, see below.
Quality
and Improvement Results
-
With
a focus on excellence in cardiac care, BMH exceeds the Blue Cross
Blue Shield of Michigan target for prescribing beta-blockers for heart
attack patients when they leave the hospital by about 2 percent. This
helps prevent the chances for a recurrent heart attack. In addition,
BMH approaches the Centers for Medicare and Medicaid Services top
10 percent performance for giving antibiotics within one hour of surgical
incision, which helps reduce the incidence of infection and patient
length of stay. Since 2004, the pediatric intensive care unit at BMH
has had no cases of ventilator-acquired pneumonia.
-
BMH has achieved several best practice designations from accreditation
and quality rating organizations including 5-star rankings for acute
myocardial infarction (heart attack) and hip replacement from HealthGrades
and certification as a primary stroke center from the Joint Commission
on Accreditation for Healthcare Organizations. BMH is in the top 20
percent of hospitals that have received full compliance in the Leapfrog
Group’s National Quality Forum measures, which comprise 27 measures
and 161 associated standards. (HealthGrades is a national database
of 5000 hospitals, with 100 hospital clients and 13 online information
systems solutions clients.)
-
Using the Gallup national database, BMH results for Loyalty, Likelihood
to Return, ranked in the 99th percentile for Inpatients, Outpatient
Surgery, and Outpatient Testing. In addition, Likelihood to Return
results show performance in outpatient testing and outpatient surgery
in the top 1 percent, with inpatient at the 95th percentile.
-
BMH is exceeding best practice levels for key indicators of work system
performance and effectiveness including 2005 annualized employee turnover
at 5.6 percent, registered nurse turnover at 4.7 percent, and job
vacancy rates at 5.3 percent. The rate of vacant positions for registered
nurses has been reduced from 6.5 percent in 2002 to 5 percent in 2005,
outperforming the 10.6 percent national American Nurse Credentialing
Center best practice comparison. In addition, since inception of an
employee referral program in 2002, percent of hires from internal
referrals has increased to 38 percent in 2005, up from 10 percent
in 2002.
-
Investment in employee development has increased from $3,108 per FTE
in 2002 to $4,453 in 2005, primarily through implementation of computer-based
learning. Employee learning shows an increase from 31 hours per FTE
in 2002 to 108.13 annualized in 2005. Hours per FTE exceed both the
Fortune 100 average and a Baldrige Award health care recipient.
-
BMH has received the Environmental Leadership Award presented by Hospitals
for a Healthy Environment (H2E) for three years in a row, and is one
of only eight hospitals to receive this premier national recognition
for pioneering efforts to reduce waste and pollution. Twenty-four
percent of the total waste stream has been recycled in 2005 (year-to-date);
the amount of medical waste going to landfills has been decreased
by 85 percent, and using micro-fiber mops has eliminated 500,000 gallons
of water and 13,000 gallons of chemicals annually.
-
Patient
focus is central to BMH’s ongoing strategy. A variety of “listening
and learning” methods used include patient satisfaction surveys,
post-discharge telephone calls, regularly scheduled focus groups,
and community surveys. In addition, BMH leaders and patient relations
staff conduct “rounds,” to talk to and learn from patients
and others.
-
At BMH, personal learning is valued at all levels, supported by a
number of aligned approaches including the annual Education Plan,
the Workforce Development Plan, and three formal leadership training
programs—the Leadership Initiative, Physician Leadership Academy,
and a new Management Mentor program. Leaders, preceptors, and education
instructors foster an environment in which learning is encouraged
and the use of knowledge and skills on the job is reinforced.
-
As a wireless campus, access to a computer network is available to
all stakeholders through workstations that provide access to the Internet.
While on site, patients and visitors have access to maps, service
directories, and other information through interactive kiosks and
the public website. In addition, employees all have access to email
and to BMH’s intranet.
-
Using a Picture Archiving Communications System (PACS), physicians
can easily access a patient’s medical records and diagnostic
images via computer to facilitate effective decision-making related
to patient care. In addition, the system allows appropriate physicians
and other medical organizations outside of BMH to access patient information
through a secure internet connection.
-
BMH has developed a four-phase Emergency Management Plan to ensure
continuity of operations in the event of an emergency. Key objectives
include providing a framework and procedures for the safety and security
of all patients, visitors, and employees; responding and recovering
from any disaster that might affect the hospital and community; and
providing accountability through preparedness plans to ensure the
continuation of key healthcare services to the community in the event
of an emergency or disaster. The plan includes redundant offsite computer
systems to secure data and the use of satellite phones.
Leadership/Social
Responsibility
- The Board of Directors,
including physicians and independent community representatives, governs
and oversees the operations of BMH, creating accountability and protecting
stakeholder interests by empowering the executive team to carry out
organizational strategies as defined in the strategic planning process.
Each quarter, the strategic oversight teams (SOTs) responsible for the
Three C’s report to a committee of the board. The entire board
reviews organizational performance relative to the strategic plan, including
the budget, financial performance, satisfaction and clinical outcomes,
and executive compensation and hears reports on accreditation, legal
and regulatory compliance, ethics and governance issues.
- The Board of Directors’
annual governance evaluation includes a self-evaluation of the board
as well as monthly meeting evaluations, a comprehensive new member orientation,
and ongoing education. In addition, employees provide input relative
to leadership effectiveness of the executive team through the annual
employee opinion survey. Results are tied directly to executive compensation
to support the organizational strategy of corporate effectiveness.
- Participation
by staff on public and not-for-profit committees and boards amounts
to 50,000 staff hours impacting 200,000 community members, with a net
value of $41.2 million reinvested in community benefit activities. In
addition, BMH is a United Way Pacesetter organization, selected by the
United Way to serve as a role model in the community. In 2005, contributions
to United Way totaled over $400,000.
Back
to News Release
Baldrige Homepage
Created: 11/21/05
Updated:
April 2, 2007
Contact: inquiries@nist.gov
|
