Pullman Regional Hospital June 30, 2010

1. Culture Trumps Strategy The Impact of Leadership on Patient Safety Pullman Regional Hospital June 30, 2010

2. http://www.youtube.com/watch?v=kiFMJfrCO_0

3. A Learning Organization “A place where people are continually discovering how they create their reality. And how they can change it.” • Personal Mastery • Shared Vision • Mental Models • Team Learning • Systems Thinking

4. Developing a Culture - A Strong Foundation Values: • personal integrity and commitment to provide compassionate, responsible, quality services to our community • an environment that allows individuality, team work, and communication to flourish • the enriching nature of diversity, creativity, and innovation • honesty and leadership in an atmosphere of mutual respect and trust. Vision: Pullman Regional Hospital is a community leader of integrated health and healing activities where our values guide and inspire, and science and technology quietly enable people to comfort, encourage, and heal. Mission: Pullman regional Hospital exists to nurture and facilitate a healthier quality of life for our community

5. Supporting Structures • Patient Care Philosophy (1995) • Customer Service Philosophy (1996) • Leadership Philosophy (1997) • Strategic Focus Areas (2005) • Commitment to Accountability (2007) • Commitment to Philanthropy (2008) • Employment Commitment (2009) • Cultural Traits (2009)

6. Patient Care Philosophy • It is our belief that all individuals are active partners in their own health and healing. We support this belief with flexible care environments where information is shared while participation and personal choice are encouraged.

7. Customer Service Philosophy • Each of us at Pullman Regional Hospital is sincerely interested in exceeding the expectations of others in a courteous, respectful and friendly manner. We accept personal responsibility to understand each person’s needs and provide individualized service.

8. Cultural Traits

9. Organizational Overview Financial Effectiveness New/Improved Services Superior Clinical Outcomes Partnerships Quality Outcome Employee Work Groups All Staff Meetings Customer Satisfaction Employee Satisfaction

10. Leadership norms Hiring process Orientation New hospital Overhead paging Personal appearance Mandatory is a “four letter word” Infrastructure • Reorientation • Budgeting process • Performance appraisal system • Compensation • Staffing • No mandatory “low census”

11. Learning from Others • Culturally consistent • Customization • Adaptable • Willing to abandon

12. External Supporting Structures • Six Sigma • Magnet Status • Relationship Based Care • Washington State Quality Award (WSQA) • Healthy Work Environment • Press Ganey Surveys (patients, staff, physicians) • Culture of Safety

13. Hand Hygiene VAP Heart Failure Pneumonia AMI TCAB Surgical Checklist SCOAP Flu Vaccination TICC Rapid Response Teams 100,000 lives CUSP 5,000,000 lives External Infrastructure Efforts

14. Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) HCAHPS is a standardized survey instrument and data collection methodology for measuring patients’ perceptions of their hospital experience.The “State of WA Ranking’s” are obtained from the Washington State Hospital Association (WSHA) website. At the time of this report, the WSHA website lists data from patients who were discharged from July 2008-June 2009.

15. PRESS GANEY “TOP BOX” SATISFACTION RESULTSFOR PULLMAN REGIONAL HOSPITAL (For Period January 1 – March 31 2010) Inpatient Satisfaction Scores The mean score is calculated on a 1 – 100 scoring average. The scores from each survey are totaled and then divided by the sample size of the survey. A small sample size can significantly alter the mean scores from one period to the next. If the sample size is <7, Press Ganey does not calculate a score. (n = sample size of most recent reporting period (1/1/10 – 3/31/10)