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8/14/2019 Winona Health Accomplishments 2005
1/8
2005ccomplishment
8/14/2019 Winona Health Accomplishments 2005
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Meeting Our Mission
Gathering the inormation displayed in this publication was simply a joy to do and
a work o the heart. I have stated on many occasions that Winona Health is a
remarkable organization specifcally because o the people who work here. It is
their time, talent and hard work that have resulted in these accomplishments.
I would be remiss i I did not state at the outset that there were ar more
accomplishments than are listed we did not have the space to list them all! This
publication marks the beginning o a new annual accounting and
sharing o accomplishments by Winona Health. We have grown in
size and complexity, and it is hard or any one person to know all
that is going on inside our organization but we are committed tosharing our outcomes with all who will listen!
Winona Health has a special place in the Winona community. Its
an important place, a place o responsibility and accountability. But
we orget to share just what it is that goes on day-to-day inside our
organization. And we need to change that.
As a community-based healthcare system, our mission is ocused
on those we serve residents in Winona and surrounding
communities. But not everyone in our service area needs our
services each year or even or many years. Id like everyone within
our service area to be amiliar with Winona Health and what we doin order to instill a sense o security: When you are in need, there is
a great place to go. That place is Winona Health.
I hope you enjoy reading through the accomplishments o 2005 and, in doing
so, eel a sense o pride or the work done and the uture o healthcare in
our community.
Warm regards,
Rachelle H. Schultz
President/CEO
Rachelle Schultz, CEO
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Communitymemorial Hospital lakeWinonamanor Watkinsmanor
aditHmiller and rogermetzmanors Home Care and HospiCe serviCes
pHysiCian CliniCs parkvieW pHarmaCy Winona HealtH Foundation
Mission:
Vision:
Values:
Cornerstones:
Devoted to improving the health and
well-being o our amily, riends and
neighbors
To create an exceptional healthcare
organization designed to meet the
current and emerging healthcare needs
o our community
Integrity, compassion, amily,
spirituality, excellence, people,
environment and communication
A service environment where people
can realize their ull potential
Excellence and leadership in clinical
care & service
Collaborative partnerships that serve
and improve our community
Financial stewardship that balances
mission, margin and healthcare costs
8/14/2019 Winona Health Accomplishments 2005
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WHs employee retention rate was 93.7%, compared to the
national average o 83%.
100% o sta signed o on training or WHs Service
Excellence Standards.
WH sta developed Role Summaries or all positions.Targeted eorts to ensure sta understood their work
expectations resulted in a 21% increase in this item over the
2003 Employee Pride Survey (64.6% to 85.6%).
66% o employees participated in the Employee Pride Survey,
exceeding the 60% participation goal; the rst Volunteer Pride
Survey was conducted with a 39% participation rate.
A new perormance appraisal tool and process was
implemented, increasing timely completion o appraisals
rom 85.12% to 95.12%.
Computer-based mandatory education was implemented
with 98% completion by due date.
WH sta completed an ICSI Culture o Quality survey, whichshowed:
88% o employees have a clear understanding o WHs
mission, vision and values, compared to the ICSI average
o 76%
81% eel encouraged to become involved in the
improvement o patient care and service, compared to
the ICSI average o 60%
72% agreed our quality goals and strategic plan are clear
and well-communicated, compared to the ICSI average
o 57%
71% agreed that quality improvement eorts are measured
and communicated, compared to the ICSI average o 53%
Workers compensation expenses decreased rom about$396,000 in 2002 to $45,000 in 2005. In the same timerame,
lost days ratio decreased rom 67 to 10 days, and the medical
indemnity ratio improved rom 1.38 to 7.70 (good).
A personal health inventory and workers compensation
documentation and orms were developed or WHOL or
deployment in 2006.
An electronic employment application was implemented.
A cross-disciplinary team worked to implement a tobacco-
ree campus initiative, eective January 1, 2006.
The WH Intranet was launched and plans were developed to
improve its structure and increase usage in order to improve
internal communication.The second Employee Health Fair was conducted, with 315
employees/volunteers in attendance.
The Kronos electronic time and attendance system was built
and implementation started.
Sta implemented a Human Resource Inormation System
with payroll unctions, electronic application, workers
compensation and perormance management, andautomated data collection.
WH created an annual Service Excellence Award program,
recognizing ve sta members or their exemplary customer
service. This years honorees were Lori Britton, Wendy Helmers,
Barb Klink, Bev Spelz and Kris Troska.
WH sta and volunteers received recognition including:
Gary Evans, Board Chair Outstanding Volunteer
Fundraiserby the Association o Fundraising
Proessionals, Upper Mississippi River Valley Chapter
John Matis Sodexho Health Care Services Smile Award
Nancy Brown, Sara Gabrick, Rand Gettler, Kathleen Lanik,
Mary Reeck, Rachelle Schultz studied to become MN
Council or Quality Evaluators
Rachelle Schultz, CEO named to the MN Council or
Quality Panel o Judges
People
Members o Winona Healths senior leadership recognize the 2005 Service Award Winners.
Rand Gettler ( l), Chie Operating Ofcer, and Jerry Kouba (r),
Environmental Services Manager, congratulate John Matis as he
accepts the Sodexho Smile Award.
AbbreviationsWH Winona Health
WHOL Winonas Health
Online
CMH Community Memorial
Hospital
LWM Lake Winona Manor
EMR Electronic Medical
Record
WSU Winona State
University
ICSI Institute or Clinical
Systems Improvement
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Assisted Living satisaction scores improved rom the 79th
percentile nationally to the 88th percentile.
LWM revised its resident satisaction survey process to acilitate
quarterly results, ending the year with an 88% satisaction rating.
Hospice increased its average daily census rom 4 in 2002 to20.5 in 2005, improving the quality o lie remaining or terminally
ill patients.
CMHs Emergency Department cared or 17,949 area residents, an
increase o 4.3%, while its Department o Behavioral Healths
admissions increased by 19% to 416; nursery admissions by 8.4%
to 412; and Dialysis treatments by 12.68% to 6507.
Dialysis achieved the Renal Network 11 Best Practices and ranked
17 out o 315 acilities nationally or stula rates.
CMHs mortality rate was at 1.55%, compared to a national
benchmark o 2.23%.
Medicare length o stay was reduced rom 4.9 to 4.6 days, indicating
improved coordination o patient care and resources.
The patient/resident complaint process was evaluated and
improved, ensuring uniorm reporting and handling o all
complaints. Following the rst ull-year implementation o a new
service recovery program, CMH complaints decreased by 19%.
WH continued to receive sta suggestions or innovations and
improvements, with more than 500 opportunity statements
submitted and more than 350 implemented.
New evidence-based pathways were developed consistent with
national guidelines or congestive heart ailure, preoperative care,
pneumonia and preoperative antibiotic use.
A pharmacist began working with clinicians daily on patient/resident
units to ensure appropriate use o medications.
The Hospitalist program was initiated, ensuring a board-certiedInternal Medicine specialist is present in the hospital rom 8 a.m. to
6 p.m. daily.
Collaborative treatment plans with Gundersen Lutheran (Priority
One) and Mayo Clinic (STEMI) improved care o major heart attack
patients, with 15 patients transerred under these programs.
WH purchased a portable decontamination tent with Health
Resources and Services Administration (HRSA) Bioterrorism Grant
unds, enhancing emergency preparedness.
WH became a ull member o ICSI.
WH voluntarily participated in the Centers or Medicare and
Medicaid Services project that dened eective care or three
conditions. Compliance scores or all three conditions have
improved since the project started:
Acute Myocardial Inarctions: 94.28 to 100%
Congestive Heart Failure: 51.85 to 88.57%
Pneumonia: 63.38 to 89.66%
LWM has improved its timeliness o CMH patient transers by 75%.
LWM reduced its bed numbers to 160, opening up more single rooms
and adding a second hospice room which has had a 47% occupancy.
An improved dictation process reduced turnaround time to
physicians by ve days.
WH developed a process to review daily, weekly, monthly and
quarterly indicator reports to evaluate and improve operational
perormance.
WHs new Allergy & Asthma Clinic accommodated 293 visits.
A easibility study was completed or the October 2005 opening
o a weekend Urgent Care Clinic.
Inormation technology (especially the EMR) was used to improve
patient saety and service quality:Electronic notes added or use by Physical Therapy
Sleep study reports received and led electronically
Asthma disease management service developed or WHOL
Electronic orders added in Radiology, reducing paper ling by 85%
Allergy alerts implemented
Alerts or patients with antibiotic-resistant bacteria added
Urgent or critical lab results displayed in red
Automated smoking cessation counseling reerral added i
patient is a smoker
Trigger added to notiy Hospice sta beore patient admission
Automatic wound care reerral included i patient meets
set criteria
Automatic Social Service reerral added to address discharge
needs
WHs ocus on patient- and amily-centered care resulted in patient
and resident inclusion on various teams, including the Breast Health
Team.
KidsHealth, a amily web-based resource, was added to the WH
website; this and other targeted web eorts lead to a 30% increase
in website hits and visitors.
An educational TV channel and two condition-specic manuals
(Congestive Heart Failure and cancer) enhanced patient resources.
WH collaborated with Project Fine to oer a prenatal class in Spanish
attended by 12 amilies.
The medical sta evaluated and improved their own credentialing
standards to ensure patient quality and saety.
WH continues to have no adverse health events.
Through the Institutional Review Board, WH began a research projec
studying pain control in labor and delivery.
WH hosted 77 nursing students in clinical practicums.
Care & Service
Winona Health sta simulate a surgery in a newly equipped operating room.
8/14/2019 Winona Health Accomplishments 2005
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WHs building project remains on schedule and on budget.
Completed in 2005 were the helipad and parking ramp, with the
MRI and Surgery Suites set or late 2005 occupancy.
WH and Winona Clinic identied a strategic location or a Womens
Health Center on the third foor o the new Medical Oce Building.
WH sta shared building project news and updates with the
community and sta regularly and requently:
24 Construction Zone articles in the sta newsletter
8 news releases sent to local media
17 radio and television interviews
4 eatures in the spring and all issues oHealthy Connections
mailed to 22,000 area households
15 ads in Winona Daily News and Winona Post
9 articles in Winona Daily News and Winona Post
7 civic group presentations
6 employee tours and the rst community tour
Many personal tours given by senior leadership
600 sta celebrated the parking ramp opening
200 community leaders and residents attended the parking ramp
dedication
100 attendees enjoyed the parking ramp donors banquet
Four new physicians were recruited to the community:
Laurel Quinn, MD, Ophthalmology (WH)
Ehab Michael, MD, Internal Medicine (Winona Clinic)
Joan Krueger, MD, Pediatrics (Winona Clinic)
Edward Malone, MD, Family Practice (Family Medicine)
Family physician Marc Molis, MD, joined the Rushord Clinic sta.
WH recognized the retirement o two long-time local physicians:
Horace Anderson, MD, 37 years o service, and Bruce Davey, MD, 28
years o service.
Two Business Forums were held with a combined attendance o 80
area business leaders.
WH sta delivered inormation packets to 30 area businesses and
conducted 22 health air screenings, ergonomic assessments and
other services.
WH sta gave 29 tours, presentations and programs to community
groups.
WH coordinated a Red Cross Blood Drive, which drew 65 participants.
WH raised $14,000 or Hurricane Katrina relie, $1,300 or Tsunami
relie and $19,337 or the Greater Winona Area United Way its
largest local contributor.
WH sta volunteered to assist in Hurricane Katrina relie eorts. Th
ollowing sta served three-week Red Cross stints: Kathie JohnsoRN; Michael Kycek, RN; Sally Slavicek, Food & Nutrition.
WH donated almost $26,000 to local nonprot organizations.
WH and WSU received a three-year $216,000 Minnesota Job Skills
Partnership grant to train Lean in Healthcare to 50 WH employees
in turn will train all sta.
LWMs nursing director worked with area nursing home colleague
develop protocols and policies, including an inter-acility admissio
document, to provide consistent, eective resident care.
A local collaborative including WH, local long-term care providers
and WSU successully pursued state legislative action, creating an
opportunity to pursue Programs or All-Inclusive Care or the Elde
(PACE).
The Auxiliary organized Follies, Holiday Happiness, Fantasy o Tree
and other events to increase awareness o WH and support its
services, donating $59,100 and more than 25,000 volunteer hours
The Auxiliary acilitated Advanced Directives classes or 106 reside
and held special sessions or Public Health Nursing, LWM, a WSU c
and or the TRW, Home & Community Options and Senior health
WH received the ollowing awards:
MN Hospital Associations Innovation in Patient Care Award or t
Integrated EMR
MN Health and Housing Alliances Excellence in Practice Award
LWMs Make-a-Wish Program
Hospitals & Health Networks Most WiredSmall and Rural
Sodexhos Environmental Services Account of the YearAward
MN Council or Qualitys MN Quality Award Advancement Leve
Malcolm Baldrige National Quality Award Third Scoring Band
Winona Area Chamber o Commerces Business Appreciation Aw
for Technology
Care Providers o MNs Community Partnership Award or Winon
Rural PACE Team
WH sta made several major presentations:
Kathleen Lanik testied in Washington DC at a Congressional
Subcommittee hearing on privacy
Kim Rock-Stockheimer presented at an International
Lymphedema Conerence in Glasgow, Scotland
Janice Turek, RN, presented WHOL at a national healthcare
summit in New York City
Bill Gould presented WHs Workers Compensation Managemen
process to a MN Health and Housing Alliance conerence and a
workshop or a local chapter o the American Society or Qualit
William Davis, MD, presented Winonas EMR at a conerence in N
York City
Health Executive magazine published a eature on Rachelle Schult
and theJournal of the American Health Information Management
Association published an article on WHs EMR.
WH hosted the Southeastern Health Inormation Management
meeting, attended by 65 people who learned about WHs EMR an
Baldrige journey. Attendees called the meeting extraordinary.
Collaboration
Board members, city ofcials and Chamber Ambassadors cut the ribbon or thenew parking ramp.
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WHs gain rom operations was $2.54 million (4.1%
operating margin) versus a budget o $1.69 million, the
third consecutive year WH outperormed budget despite:
Charity Care provided to patients increased by more than
300%, totaling $596,000
Expenses related to bad debt increased by 86% to
$1,892,000
Employee health insurance costs increased by 24%
Operating expenses were within 2% o budget or the third
year in a row.
Liquidity has improved:
Cash increased during the scal year by more than $5
million
Cash-to-Debt ratio improved rom 84% to 105%
Days Cash on Hand improved rom 153 to 174
The capital purchasing process was rened to better deploy
capital:
43% o all requested dollars included a calculation o
Return on Investment
Dollars deployed were $2.14 million, compared to
budget o $2.2 million
WH worked with Winona County on mental health issues
and received a county stipend to help with 24-hour
psychiatric call coverage.
WHs investment returns or the 21-month period since
consolidating to three investment managers was 20.7%,
besting the benchmark o 14%.
Winona Health Physician Clinics improved their nancial
perormance by 6%.
Winona Senior Services improved their nancial
perormance by 18%.
Cost Per Adjusted Discharge (a measure o eciency)
decreased rom $6,020 to $5,801 ater two years o
increases.
Parkview Pharmacy revenue grew 14% in 12 months.
Winona Choice entered into a contract with Medica,
introducing a third major health insurance option in
Winona and enhancing rate competitiveness or employers
and providers.WH completed its annual bond rating review and
maintained its current Standard & Poors rating.
An independent audit was completed with a clean opinion
and no material adjustments made to nancial statements,
indicating WHs processes or recording transactions,
compiling nancial statements and reporting nancial
inormation is eective and internal controls are working.
The Winona Health Foundation developed its mission,
vision, values and strategic plan.
The WH Foundation supported WH:
Received gits rom the community o almost $451,000
The Ben and Adith Miller Patient Care Fund assisted 81Winona residents by paying medical bills o $263,000,
a 60% increase over 2004
The Tree of Lights annual appeal raised almost $51,000,
a 19% increase over 2004
The Ben and Adith Miller Classic raised $135,000 or the
Ben and Adith Miller Patient Care Fund
Hugh and Vera Miller and RTP Company donated $25,000
to the Ben and Adith Miller Patient Care Fund on behal
o Kent Gernander, recipient o the Ben and Adith Miller
Tribute
Business sotware was converted rom CPSI to Great Plains
(G/L, Human Resources, Payroll), Cerner (Patient Accounting,
Materials Management) and Kauman Hall (Budget,Reporting), while improving key nancial indicators.
WH signed the Attorney Generals agreement to ensure
uniorm billing practices or patients not covered by
Medicare, Medicaid or other insurance.
The coding and documentation process or complicated
pneumonia cases was improved.
WH received an additional 0.4% reimbursement rom
Medicare or voluntarily reporting 10 quality measures,
resulting in approximately $35,000 annually.
Stewardship
Winona Health Physician Clinics improved their fnancial perormance.
The Auxiliary supports Winona Health with gits o time, talent and
treasure.
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Emergency Department SatisfactionTarget: 78.9%
Goal: Improve the overall quality o Emergency Department care and
service to increase patient loyalty.
Medicare Average Length of StayTarget: 4.4 days
Goal: Enhance care coordination to ensure optimum clinical
service and resource use.
Medical Opportunities for ImprovementTarget: 10% increase in hospice average daily census
Goal: Develop a pathway or end-o-lie care to ensure patient-,
resident- and amily-centered care.
Operating MarginTarget: 3.5%
Goal: Maintain a solid operating margin to balance Winona Healths
mission and costs.
Looking ahead . . .Winona HealthsKey Initiatives or 2006
855 Mankato Ave.
Winona, MN 55987
winonahealth.org
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