The newsletter for employees and friends of NewYork

NYPress
The newsletter for employees and friends of NewYork-Presbyterian Hospital • Volume 17, Issue 2 • March 2015
NYPress
Volume 17, Issue 2 • March 2015
NYPress is published by the Office of Internal Communications
in collaboration with Public Affairs, Media Services, and Human Resources.
To submit ideas or for questions related to NYPress, email nypress@nyp.org.
Photography by Media Services and Annemarie Poyo Furlong
Current and past issues of NYPress are available on the Infonet,
infonet.nyp.org/nypress.
© NewYork-Presbyterian Hospital
This month’s Green Pages, featuring the Benefits Corner and Employee Activities,
and NYPromotions can be found on the Infonet.
green pages
NYPromotions
On Thursday, February 26, NYP held its Annual Kick-Off
with more than 1,500 managers, nurses, physicians, Board
Trustees, and NYP Healthcare System leaders in attendance.
Focused on the theme of Celebration & Pride, presenters
emphasized the accomplishments of the past year and the
exciting plans and great expectations for the future as we
continue our journey to become the best academic medical
center in the country.
A YEAR OF ACCOMPLISHMENTS
Becoming the Best: Reaffirming NYP’s Vision and Strategy
Steven J. Corwin, MD
Chief Executive Officer
Strengthening Engagement and Extending the NYP Culture
Robert E. Kelly, MD
President & Chief Operating Officer
CELEBRATING OUR SUCCESS
Evolving Our NYP Healthcare System
Laura L. Forese, MD, MPH
President, NewYork-Presbyterian Healthcare System
Group Senior Vice President & Chief Operating Officer
NewYork-Presbyterian/Weill Cornell
Karen Westervelt, MHCDS
Senior Vice President & Chief Operating Officer
NewYork-Presbyterian Healthcare System
Improving the Care Experience
Jaclyn A. Mucaria, MPA
Senior Vice President
Ambulatory Care & Patient Centered Services
Richard S. Liebowitz, MD, MHS
Senior Vice President & Chief Medical Officer
Transforming Care with Innovative Information Technology
Andria L. Castellanos, MBA
Senior Vice President & Chief Operating Officer
NewYork-Presbyterian/Columbia
Ben Duchac, RN, EMT-B
Staff Nurse
William Randolph Hearst Burn Center
NewYork-Presbyterian/Weill Cornell
Peter M. Fleischut, MD
Associate Chief Innovation Officer
Nicole E. Leahy, MPH, RN
Manager, Outreach & Professional Education
William Randolph Hearst Burn Center
NewYork-Presbyterian/Weill Cornell
Cam Patterson, MD, MBA
Senior Vice President & Chief Operating Officer
NewYork-Presbyterian/Weill Cornell
Reaching New Heights in Quality and Safety
Henry H. Ting, MD, MBA
Senior Vice President & Chief Quality Officer
Wilhelmina M. Manzano, MA, RN, NEA-BC
Senior Vice President & Chief Nursing Officer
NewYork-Presbyterian Hospital and Healthcare System
MOVING FORWARD WITH PRIDE
Robert E. Kelly, MD
President & Chief Operating Officer
Steven J. Corwin, MD
Chief Executive Officer
A Year of Accomplishments
Becoming the Best:
Reaffirming NYP’s Vision and Strategy
Steven J. Corwin, MD
“We certainly have a lot to celebrate and be proud of given what we have accomplished
this past year,” said Dr. Steven J. Corwin, CEO. “We had the best Joint Commission
Survey in our history. We were Number 6 in U.S.News & World Report, with five of our
clinical service lines in the Top 3. We continued to improve quality and safety across
numerous metrics. Patient satisfaction continues to rise. Eleven new physician leaders
came on board.
Most importantly, we delivered care we can be extremely proud of. In this past
year alone we received over a thousand letters of thanks and praise from patients
and their families. I believe, no — I know, we can we can be the best hospital in
the country. I believe in our culture and our values. I believe we can make tomorrow
better for countless human beings.” Dr. Corwin then outlined 5 key pillars of our
strategy that we must focus on in the year ahead.
•
•
•
•
•
Make NYP the Best: Quality, Safety, Satisfaction
Ensure the Success of the Medical Schools
Develop an Integrated Delivery System
Invest in Innovative Information Technology
Strengthen and Brand NYP Buildings
“So, today is about celebration and pride, but also about using that sense of
accomplishment to take the next steps forward; recognize where we can get better
and be relentless in the pursuit of excellence; and take our collective passion and
dare to be truly great. I believe we can accomplish our goals and in the process, do
something positive and very special for humanity.”
Our Strategic Initiatives
Culture
“I believe we can
accomplish our goals
and in the process,
do something positive
and very special for
humanity.”
2
MARCH 2015
High
Reliability
Access
Value
Engagement
Health &
Wellbeing
Strengthening Engagement and
Extending the NYP Culture
Robert E. Kelly, MD
“We gathered together here last year and acknowledged that the convergence
of the Affordable Care Act, a rising consumerism and patient empowerment, a
changing reimbursement system, a clear call for quality and value, an extremely
aggressive regional market and, to top it all off, a Joint Commission survey, created
a perfect storm in 2014 for our organization,” noted Dr. Robert Kelly, President and
COO. “This team at NYP, and our partners at Columbia and Weill Cornell, came
together to not only meet but exceed these challenges. Dr. Kelly shared that the
teamwork across the Hospital led to our remarkably successful year.
•
•
•
•
•
Our clinical teams provided outstanding care.
Our facilities and support services teams provided the best environment.
Our HERCULES teams have positioned us for financial success.
Our strategic sourcing team brings in the best products at the best prices.
Our managed care team has negotiated excellent contracts in our marketplace.
Dr. Kelly went on to say that “When we take a step back and look at all of our
initiatives, it seems like there is no end to what we expect from everyone. In reality,
all these efforts can be reduced to two very simple principles: We want an engaged
staff to deliver the best care to our patients and families. Our quality scores will
rise as we consistently adopt best practices, and patients will be happy with the
care they receive. Staff, empowered to make decisions, will be highly engaged and
excited about coming to work. We can do it at NYP.”
Our Culture
Respect
Teamwork
Empathy
Innovation
Excellence
Responsibility
“With the best
employees in the
country, there is
no challenge that we
cannot meet, no
obstacle that we
cannot overcome.
We can do it at NYP.”
2015 KICK-OFF 2.0
3
Celebrating Our Success
Evolving Our NYP Healthcare System
Laura L. Forese, MD, MPH, and Karen Westervelt, MHCDS
A Complex Landscape
“We are in this incredibly dynamic environment and things are changing all around us.
So we’ve got to respond,” said Dr. Laura Forese, President, NYP Healthcare System.
“Our next move is toward an integrated delivery system that will provide a full continuum
of care for the large number of patients we serve.”
Moving Toward an Integrated Delivery System
“The challenging and complex health care landscape requires that we build a health care
system of tomorrow without threatening NewYork-Presbyterian’s business of today,”
explained Karen Westervelt, Senior Vice President and Chief Operating Officer, NYP
Healthcare System. “We want to be the premier choice for patients across the region.
To ensure that we achieve our goal of being the top academic medical center while responding
to health care reform and a nationwide reduction in hospital discharges, we need to
adapt and respond accordingly. Across the region we are seeing numerous competitor
hospitals consolidating and creating affiliations to ensure their future economic viability.
NYP’s strategy is to develop an integrated delivery system — crucial for ensuring that NYP
continues to provide access to the highest quality health care to the communities we serve.”
“Our goal is to make sure that wherever we have a NewYork-Presbyterian patient, he or
she gets great, compassionate care,” continued Dr. Forese. “As our System expands, it will
always be supportive of the academic medical center patient-centered mission, cuttingedge research, and great teaching programs. But not every patient needs care in the most
complex setting. So we’ll support the academic enterprise, but will recognize the importance
of the other components of an integrated system. And, as our System evolves, we will be
conscious of our brand. The NewYork-Presbyterian name stands for something and we can’t
dilute that. So, choosing our partners wisely… is priceless.”
Expanded System Leadership Team
“Our ultimate
goal is to provide
the highest
quality, most
compassionate
care in the
right setting.”
“Karen Westervelt joined us in November as the System’s Chief Operating Officer and we were
also fortunate to recruit Dr. Michael Nochomovitz as the System’s Chief Clinical Integration and
Network Development Officer,” noted Dr. Forese. “Because we are expanding, we have added
management to the System team. They will support Karen and Michael and work closely with
Gary Zuar, Chief Financial Officer, Kimlee Roldan-Sanchez, Chief Administrative Officer and
Vice President, Regulatory Planning, and Richard Gemming, Vice President, Clinical Business
Development, to integrate our System hospitals and our community physician practices into
NewYork-Presbyterian.”
NYP Integrated Delivery System Model
Academic
Medical
Centers
Post-Acute
Care
OUR
PATIENTS
Ambulatory
Sites
Primary Care
Physicians
Specialty
Physicians
4
MARCH 2015
Community
Hospitals
New NYP Healthcare System Leadership
Michael L. Nochomovitz, MD
Senior Vice President
Chief Clinical Integration and
Network Development Officer
Dr. Michael Nochomovitz is responsible for
the development of the System’s physician
enterprise and its integration within NYP.
Dr. Nochomovitz brings 17 years of physician
management experience to NYP. He is nationally
recognized for his leadership at the University
Hospital System in Cleveland, where he was
most recently President of the University
Hospitals Physician Services. He developed,
implemented, and managed the regional multispecialty physician network and associated
management services organization across all
specialties in the academic and community settings. Dr. Nochomovitz has testified in the U.S.
Senate’s Health Education Labor and Pensions
committee hearings on health care reform, and
participated in the Centers for Medicare and
Medicaid committees, which resulted in new
payment methodologies for Medicare.
Peggy Martino will help to create and advance
a System-wide nursing strategy, as well as
standardize nursing structures and practices.
Ms. Martino has over 30 years of hospital
experience, from direct patient care to multiple leadership roles. Most recently, she
was the Service Line Director for the Heart
and Vascular Institute, Integrative Medicine,
and Population Health at Stamford Hospital,
working to implement strategy and improve
Peggy M. Martino, RN, MSN, MBA quality outcomes. Prior to that, she served as
Vice President
a Program Director for a number of clinical
Nursing
specialties at Greenwich Hospital. Ms. Martino
received her Bachelor of Science in Nursing
from Herbert H. Lehman College, her Master
of Science in Nursing from Hunter College,
and a Master of Business Administration from
Bernard Baruch College.
Brian K. Regan, PhD
Vice President
Quality and Patient Safety
Brian Regan will lead the System’s quality and
patient safety strategy to assure alignment
with NYP standards and overall strategic
direction. He will also oversee performance
improvement, accreditation, and regulatory
affairs initiatives. With over 25 years of
operations and management experience,
Dr. Regan has spent the last 12 years at
NYP in various leadership roles. For the last
five years, he served as the Hospital’s Vice
President for Quality and Patient Safety,
leading our very successful 2014 Joint
Commission Survey. He received his Master of
Arts degree and his PhD degree in Psychology
and Applied Research from Hofstra University.
Jennifer E. Gilkie
Vice President
External Affairs
Nassar Nizami, CISSP, PMP
Vice President
Information Systems
Shaun E. Smith
Vice President
Human Resources
Jennifer Gilkie will lead the development
and coordination of a unified external
and community relations strategy across
the System, and will support System
communications and fundraising efforts.
Ms. Gilkie has over 15 years of management
experience in both the private and not-for-profit
sectors. Most recently she served as Senior
Vice President and Chief of Staff for the
2014 NY/NJ Super Bowl Host Committee,
helping to raise necessary funds, oversee
operations, and plan events in partnership
with the NFL, business, and local community
leaders. Prior to that, Ms. Gilkie spent
12 years at American Express in various
communications, operations, and event
management-related leadership roles. She
received her Bachelor of Arts in Theater from
the University of New Hampshire.
Nassar Nizami will focus on the
development of an integrated information
technology delivery system, and will plan
and manage the System’s information
technology initiatives. Mr. Nizami
brings over 15 years of experience in
information technology and information
security. Prior to joining NYP, he served
as Chief Information Security Officer for
Yale-New Haven Health System, where
he was responsible for leading the
strategy, development, and operations
of the information security program
across three hospitals and a physician
network. Mr. Nizami holds dual Masters
degrees in Computer Engineering and
Engineering Management from the
University of Bridgeport.
Shaun Smith will provide strategic
direction and oversight for the System’s
human resources strategy. For the past
three years, he has served as Vice
President of Human Resources at NYP/
Weill Cornell. Mr. Smith has over 18
years of human resources, legal, and
health care management experience
at several hospitals and health care
organizations, including Memorial
Sloan Kettering Cancer Center, and has
served on several healthcare boards. He
received his undergraduate degree in
Business Administration as well as his
law degree from Pace University.
2015 KICK-OFF 2.0
5
Celebrating Our Success
Improving the Care Experience
Jaclyn A. Mucaria, MPA, and Richard S. Liebowitz, MD, MHS
Jaclyn Mucaria, Senior Vice President, Ambulatory Care and Patient Centered Services,
and Dr. Richard Liebowitz, Senior Vice President and Chief Medical Officer, spoke about
the tremendous strides that have been made across the Hospital to create a better patient
experience. They focused on three elements of care: Emergency Departments, PatientCentered Medical Homes, and the Making Care Better units.
Emergency Departments
Our Emergency Departments represent the first portal of entry for nearly half of our
admissions and create the first impression of our Hospital. “Admitted patients have
told us that the impression they get from the Emergency Department will last through
their entire patient stay,” said Ms. Mucaria. To improve a patient’s experience in the
ED, staff from many disciplines came together on a mission to redesign processes and
implement patient-centered strategies. The result has been a reduction in delays and
increased patient satisfaction.
“Hundreds of staff and physicians have been
working together in new ways to transform care
and create patient-centered interactions.”
Emergency Departments
New Practices
Results
• Patient Facilitators greet patients and help keep them
comfortable
• Reduction in time to see a provider
• Rapid Triage enables patients to register, get examined
by a provider, and undergo tests more quickly
• Reduction in time between treatment and ED discharge
• Vertical Care Unit provides a private lounge chair, ipad/
tablet, and TV for patients who do not need a stretcher
• Point of Care Testing enables patients to be tested in
the ED more quickly and easily
6
MARCH 2015
• Reduction in time to transfer from ED to inpatient unit
• Historically low walk-out rates
• Improvements in ED patient satisfaction
Patient-Centered Medical Homes
Making Care Better Units
Care Team Widget
Patient
Navigator
On-Line
Appointments
Primary Care
Doctor
Team
Approach
This innovative technology
enables everyone on the
care team to visualize
and access each of the
members of the patient’s
care team from within the
electronic health record.
COMPREHENSIVE
CARE FOR
OUR PATIENTS
Community
Health
Worker
Nutrition
Consultation
Care
Management
Interdisciplinary Rounds
This important practice
enables the entire care team
to understand the plan of care
for their patients and gain a
comprehensive understanding
of their patients’ individual
needs. It also helps to provide
patients with a clear idea of
what will be happening at every step of their care process.
Patient-Centered Medical Homes
To facilitate follow-up care, patients who present to the ED and
who do not have a primary care physician are referred to one of our
community Patient-Centered Medical Homes. In these medical
homes, patients have access to a coordinated care experience,
including diagnostic testing, specialty screening, psychological
counseling, education, nutritional guidance and, most importantly,
overall care management. This has reduced unnecessary visits to our
EDs and avoidable admissions to the Hospital.
Safe and Reliable Care
With this approach, staff
focus on learning from
near misses and errors
through safety huddles,
monthly safety rounds,
and ongoing discussion.
Making Care Better Units
Dr. Liebowitz then spoke about the Making Care Better initiative that
began in 2014 to help promote quality, safety, efficiency, and patient
satisfaction on inpatient units. “We determined that the initiative should
be unit-based with a multidisciplinary leadership team consisting of the
unit’s Patient Care Director, a dedicated unit Medical Director, and a
Quality and Patient Safety Manager. A strong, collaborative leadership
team has proven key in mobilizing all care team members on the units.”
The Making Care Better initiative encompassed three primary
domains: Communication, Patient Engagement, and Care
Management. In his presentation, Dr. Liebowitz focused on
Communication — pivotal to enhancing the culture on the units.
He reviewed four elements: the care team widget, interdisciplinary
rounds, safe and reliable care, and teach back.
“Moving forward, we will roll out Making Care Better on three final
sets of inpatient units across various campuses,” said Dr. Liebowitz.
“Making Care Better ‘champions’ from existing units will help to
teach leaders on the new units. Quality Engineers from Quality &
Patient Safety will help develop new projects that focus on hospitalacquired conditions, patient satisfaction, and length of stay.
Teach Back
This is a technique that
clinicians use to confirm
that patients have received
the correct information. By
asking patients to repeat
what they have just heard,
there is opportunity for
further explanation and
clarification.
2015 KICK-OFF 2.0
7
Celebrating Our Success
Transforming Care with Innovative Information Technology
Andria L. Castellanos, MBA, Peter M. Fleischut, MD, Nicole E. Leahy, MPH, RN,
Ben Duchac, RN, EMT-B, and Cam Patterson, MD, MBA
Why Innovate?
Why focus on IT innovation? Why now? These were the questions addressed by Andria
Castellanos, Senior Vice President and Chief Operating Officer, NewYork-Presbyterian/
Columbia, and members of the IT Innovation panel.
“Given NYP’s ambitious goals to provide the highest quality, most compassionate
care in the country, it’s critical that we innovate in order to help us get there,” said
Ms. Castellanos. “I want everyone to think about the first thing you do when you wake
up in the morning and the last thing you do before you go to bed. If I had to guess, the
majority of you begin and end your day by using your iPhone, tablet or laptop. What if
we could translate the power and the pleasure that these tools give us in our personal
lives into the health care setting?”
How is NYP Innovating?
“To achieve our goals, we must be at the forefront of the information technology
revolution that is transforming our daily lives,” said Dr. Peter Fleischut, Associate Chief
Innovation Officer. “This is a very exciting time, and I am proud to be part of this team
as we focus on using innovation to transform the patient experience.” Dr. Fleischut
then introduced a number of the innovative technologies that have been introduced at
NYP. These include automated texting in the ORs, the bedside patient tablet, the pain
notification application, and most recently, NYPConnect.
The Patient Care Unit of the Future
“Innovative information technology
at NYP is a creative collaboration
and partnership between IT, our care
providers, our patients, and our families.”
Nicole Leahy, MPH, RN, Manager, Outreach and Professional Education, and Ben
Duchac, RN, EMT-B, Staff Nurse, Hearst Burn Center, NYP/Weill Cornell, then
shared their experiences creating the “iUnit,” also known as NYP’s “Patient Care Unit
of the Future,” currently being pioneered on the Hearst Burn Center. “The iUnit is
a totally different approach to how we can provide the best patient care possible,”
said Ms. Leahy. She noted that one of the most meaningful parts of the iUnit journey
is helping to build a culture that grows and supports new ideas and approaches to
problem solving.
Information Technology Innovation at NYP
Automated Texting
Transforms the
patient experience
in the OR by
alerting family
members about
the real-time
status of their
loved ones.
NYP Fact
Over 1,700 texts have
been sent to family
members of our
surgical patients.
10
MARCH 2015
Bedside Patient Tablet
Helps patients manage their own care
by viewing members of their care team;
seeing their medications, lab, and radiology
orders; accessing social media and the
Internet; and video chatting with loved
ones, from a handheld ipad-like tablet.
NYP Fact
Over 500 bedside tablets have
been distributed to patients on
18 units across 3 campuses.
Pain Notification Application
Notifies and
mobilizes a
specialized pain
team when a
patient is in pain.
NYP Fact
Use of the mobile
pain application has
enabled a member of the
specialized pain team to
address a patient’s pain
within 7 minutes.
NYPConnect
Next generation of
NYP communications
that will enable staff
to access the Mobile
Care Team, as well
as provide contact
information, from a
mobile device.
NYP Fact
NYPConnect will enable
providers to access care
team members on any
device, anywhere, anytime.
Practice “Yes, And...”
Instead of “Yes, But...”
Both Ms. Leahy and Mr. Duchac emphasized that being open to change is critical to the process.
Specifically, they approach ideas with a “yes, and” rather than a “yes, but” philosophy, and
allow for rapid failure in which ideas are tested and quickly abandoned if they do not work. “By
nurturing new ideas, we’ve identified more than 40 projects for which IT innovation will play a
role in making things better for everyone,” noted Mr. Duchac. “We are already hearing from our
patients and staff that projects are having a positive effect, and we anticipate that next year, we
will be able to share concrete data on improvements in many of our quality, safety, and patient
satisfaction metrics.”
“I think of NYP like a cruise ship,” said Mr. Duchac. “It has a huge number of parts that are all
working together to keep us moving forward and on course. The cruise ship is starting to turn
towards innovation, and that’s great, but it takes a long time to turn a cruise ship. The iUnit is
like a little search craft launched by the ship. It is smaller and more nimble and can scout ahead
through unknown waters. Like the search craft, the iUnit explores all the possible places the
cruise ship might go, brings back the experiences, and helps us find the best way forward to
improve everything we do.”
Moving Forward
“The greatest success for the iUnit would be a small idea, conceived at the bedside, that
becomes an exciting new project that transforms care across NYP,” summarized Dr. Cam
Patterson, Senior Vice President and Chief Operating Officer, NewYork-Presbyterian/Weill
Cornell. “Moving forward, we have consolidated our innovation efforts in the newly established
NewYork-Presbyterian Center for Innovation. This Center will help support and promote all of
the amazing innovation breakthroughs taking place at the Hospital. Ultimately, this will help us
to deliver patient care that is even more efficient, more effective, and more patient-centered.”
Patient Care Unit of the Future
Charting a Course for Innovative IT
• 30 units across 6 campuses participated in
iUnit challenge
• Hearst Burn Center selected as pilot unit
• 15 other units also selected to implement 5
patient-centered technologies
2015 KICK-OFF 2.0
11
Celebrating Our Success
Reaching New Heights in Quality and Safety
Henry H. Ting, MD, MBA, and Wilhelmina Manzano, MA, RN, NEA-BC
“To achieve excellence in patient care, we believe everyone at NYP has two jobs: the
work we are hired to do, as well as to improve it,” noted Dr. Henry Ting, Senior Vice
President and Chief Quality Officer. “We are going to save lives by better teamwork,
better communication, and better coordination of care.” He and Wilhelmina Manzano,
Chief Nursing Officer, highlighted many of our accomplishments over the past year, as
well as our opportunities to improve going forward.
Accomplishments
Dr. Ting noted that we monitor and track over 500 measures of quality and patient safety.
Among NYP’s notable accomplishments to date are:
Decreased Mortality Rates: The risk of patient death 30 days after hospitalization is an
important measure of quality that is publicly reported by the federal government. Earlier
this month, we learned that NYP’s 30-day mortality rates were statistically better than
the national average for patients hospitalized for heart attack, heart failure, pneumonia,
stroke, and chronic obstructive pulmonary disease. In fact, NYP was one of only 5 of 5,000
hospitals in the country that performed this well across these five conditions.
Reduction in Healthcare-Associated Infections: These are infections that patients do
not have when they come to a hospital for care. They are associated with lines, devices,
and procedures used in the process of providing care. Our goal is for no patient to develop
a hospital-acquired infection during his or her hospitalization. Over the last three years, NYP
has decreased central line associated blood stream infections by 50%. Over the last year,
we decreased catheter-associated urinary tract infections by 50%.
Improved Clinical Processes: Reengineering and process improvements can improve
clinical processes without adding money, people, or resources. Through this approach, for
example, within one month, we were able to substantially improve start times for elective
scheduled C-sections at NYP/Morgan Stanley Children’s Hospital.
Opportunities
Ms. Manzano then spoke about a few opportunities for improvement that we will focus on
during the coming year. These include:
Decreasing Patient Falls: Reduction of falls is an ongoing challenge and remains a
strong focus for us. Our goal is that 70% or more of our units will outperform the national
benchmark. We are at 63%, so we have a lot of opportunities here. Going forward, we want
to increase patient engagement, family awareness, and teamwork around falls prevention.
Eliminating Healthcare-Associated Infections: These infections are the most
common complication of hospital care. They result in millions of infections and close to
100,000 deaths each year. While NYP’s infection rates meet the national benchmark in a
number or areas, we have work to do in others. Going forward, we must continue to be
consistent in practicing proper infection control techniques such as hand hygiene, contact
precautions, proper cleaning and disinfection; and providing proper staff, patient and
family education.
Improving Pain Management: On the HCAHPS Survey, 67% of our patients reported
that their pain is ALWAYS well controlled. This falls short of our NYP target and the
national average of 71%. We need to focus on reinforcing the importance of hourly
rounding so that we can be responsive to patient needs and better manage the patients’
pain. Providing good pain management not only helps to increase patient satisfaction, but
it also improves patient safety and shortens length of stay.
Ms. Manzano reviewed our major Quality & Patient Safety Goals for 2015. She then
concluded by sharing that “Patient care excellence is about the quality of our service
and all of the critical aspects of care, including communicating in a way that patients
understand; responding in a timely, compassionate manner; respecting patients’ values
and preferences; keeping patients safe; and collectively owning the patient experience.
Working together, we will achieve patient care excellence.”
12
MARCH 2015
“We have reached new
heights in quality and
patient safety because
all of us believe that
quality is everyone’s job.”
7 Point Promise
to Our Patients
• Right Care
• Right Place
• Right Time
• First Time
• Every Time
• Nothing More
• Nothing Less
Our Key Targets and Goals
PATIENT SATISFACTION
Press Ganey
87.5
HCAHPS
74
FINANCIAL AND OPERATIONAL
Net Additional Discharges 1,378
LOS Reduction
0.3 Days
Revenue Cycle
$32M
Strategic Sourcing
$28M
HERCULES
$90M
Operating Surplus
$150M
2015 QUALITY GOALS
• Reduce Healthcare-Associated
Infections
“The Kick-Off is an exceedingly important event for NewYorkPresbyterian Hospital. It provides an opportunity for all
of us to validate the essence of our culture, review our
accomplishments, and identify opportunities that move us
forward with a renewed sense of purpose.
Our outstanding people and our strong culture made us
what we are today — the best hospital in New York and
among the very top in the country. Building on this foundation
and holding true to our NYP values, we will meet our goals and
be able to provide the highest quality, most compassionate
patient care in the nation.
Moving Forward with Pride
“Our outstanding people
and our strong culture made
us what we are today –
the best hospital in
New York and among the
very top in the country.”
The many successes that we are able to celebrate could not
be possible without the ongoing dedication of every one of our
employees. You make it possible for the Hospital to continue
to excel and provide amazing care every day. We are proud of
all you have accomplished and thank you for your commitment
to NewYork-Presbyterian, our patients, and their families.”
• Strengthen Culture of Safety,
Teamwork, and Communication
• Enhance Patient Centered Care
• Improve Outcomes
Steven J. Corwin, MD
Chief Executive Officer
NewYork-Presbyterian Hospital
Robert E. Kelly, MD
President & Chief Operating Officer
NewYork-Presbyterian Hospital
2015 KICK-OFF 2.0
13
Celebrating Our Patients
“Our family has been part of the
NewYork-Presbyterian family for over 20 years.
You have not only met every one of our medical
and physical needs, but our emotional ones as
well. Every employee here in every department
makes a true difference in every patient’s life.”
— Alison Fourounjian
Andrew, Alison, Sarah, Nicole and Krista Fourounjian
Andrew Fourounjian and his three daughters share a rare genetic condition
called familial adenomatous polyposis that puts them at 100% risk for colon
cancer. Thanks to multiple clinicians at NYP/Weill Cornell and ongoing care
and monitoring by the multidisciplinary team of the Jay Monahan Center for
Gastrointestinal Health, the Fourounjian family can expect to also share many
joyous family occasions.
“I really can’t express how much I appreciate your care
and attention to all of my needs. It is really breathtaking.
There were so many people involved and I will never
forget them. They will stay with me for the rest of my life.”
— Michael Landry
“When patients are in the midst of despair and darkness,
your light is the only thing they see. At that moment,
‘you really are NYP.’ We were in that dark moment
and we came out of it because of you.”
— Dr. Donald Landry, Michael’s Dad
Michael Landry
In the fall of 2013, Guillain-Barré syndrome struck Michael Landry, son of
Dr. Donald Landry, Chairman of Medicine at NYP/Columbia, just as he was
settling into life as a junior at Harvard. An extensive critical care, medicine,
and rehabilitation team at NYP/Columbia brought him back from complete
paralysis. Michael is making a miraculous recovery and 16 months later he
has returned to college supported only by crutches. They will soon be gone.
14
MARCH 2015
Celebrating Our Patients
“When I found out I had cancer, I was paralyzed,
and my life and career were in jeopardy, my world
came crushing down. I remember having the
support of my NewYork-Presbyterian family every
day, every step of the way. You allowed me to have
a second chance at life. You allowed me to be
able to fulfill my dreams, and be the first cancer
survivor to become the world champion.”
— Daniel Jacobs
Daniel Jacobs
In 2011, professional boxer Daniel Jacobs was nearly paralyzed by a large
cancerous tumor that was wrapped around his spine. Following surgery at
NYP/Weill Cornell using computer navigation to remove the tumor and treatment
for osteosarcoma, Daniel returned to the ring in 2012. He went on to win the
World Boxing Association Middleweight Champion title on August 9, 2014.
“That day for me is a day in history that I will
never forget. I thought I was going to lose my
daughter. But they brought her back to life.
Now she’s back to herself — giggly and dancing.
I am happy that I was in that emergency room
because I would have lost my daughter.
She’s my angel, my pride and joy.”
— Jennifer de la Cruz
Amina de la Cruz
Jennifer de la Cruz considers September 22, 2014, her daughter’s second
birth date. That was the day the doctors and nurses at the Alexandra
and Steven Cohen Children’s Emergency Department, the ECMO team,
and countless others at NYP/Morgan Stanley Children’s Hospital saved
Amina’s life after she suffered multiple cardiac arrests as a result of a
complex cardiac defect.
2015 KICK-OFF 2.0
15
Learn More
To view the photo gallery of the 2015 Kick-Off 2.0, videos of our featured
patients, and speaker presentations, or for additional information, visit the
2015 Kick-Off page, accessible on the home page of the Infonet.
16
MARCH 2015