High Performance Culture
The leadership of Lakeland HealthCare believes that people, or our associates, are our greatest resource in our mission to serve our patients. We work hard to create a culture where innovation and ideas flow from every associate and are used to improve our service to patients.
To ensure the best possible experience for our patients, all Lakeland managers support creating a team that is smart, efficient, and productive. We know that associates who are truly engaged with their work – who feel passion, ownership, and mastery for what they do – will be those who provide the best for the patients we serve.
Technical and interpersonal skills are both necessary to be successful. Knowing this, Lakeland will support continual learning and focus on results. Most importantly, we will hold each other accountable to our TRAITS so that we treat our patients, and each other, with the utmost respect.
Our Vital TRAITS
As associates of Lakeland HealthCare, our mission is to be the leader in safe, high-quality, patient-centered, compassionate, health-related services. Performance standards have been developed that foster a high performance culture of service excellence. Most of these standards are demonstrated instinctively by our associates. By incorporating them as standards of performance, we reinforce these behaviors, make it clear that they are expected and encourage associates to be diligent about practicing them.
I value TEAMWORK. I recognize that highly effective and highly reliable teams are required to deliver exceptional patient care. I am committed to work collaboratively and to recognize daily the contributions of others. I will freely and promptly share information with those who need it from me or from my department.
I will treat others with RESPECT. I value the opinions, beliefs, and desires of those with whom I work and those it is my privilege to serve. I am committed to appreciate and learn from the rich diversity within my workplace and among our patients and their families. I will make it safe for others to speak up, disagree, share concerns, make suggestions, question decisions, admit mistakes or try new ways to improve our care.
I will ensure ACCOUNTABILITY. I will take responsibility for all that happens in my area. I will not blame others but will work with my team to resolve any issue that stands in the way of taking exemplary care of our patients and of each other. I will respectfully confront those who may not be living up to Lakeland's mission and core values regardless of their role or position. I will escalate any problems that I am unable to resolve to those best positioned to help.
I will work to be an INSPIRATION. I understand that it is a privilege to be entrusted with the life and health of those we serve. I understand the difference between just showing up and being fully engaged. Each and every day, through my words and my actions, I will strive to inspire those around me to be their best and to give their best.
I will TRUST. I will behave in a way that earns and conveys the sense that we can rely on each other with confidence. When I don't fully understand the intent or decision of those around me I will first look for a charitable, rather than a critical, explanation. I will always assume first the good intentions of others. I will behave, and ensure that others behave, in ways that are always ethical and unquestionably honest.
I will focus on SAFETY. Each and every day I will remain focused on preventing harm to patients, visitors and associates. I will continuously watch for, and immediately intervene, when anyone may be at risk for physical or emotional harm. Safety is my job wherever I am and whatever I do. I will require all those I encounter to understand and behave in ways that are safe.
HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems)
HCAHPS (pronounced "H-caps") is the fi rst national, standardized, publicly reported survey of patients' perspectives of their hospital experience. This survey allows valid comparisons to be made across hospitals locally, regionally or nationally. About 70% of Lakeland inpatients and homecare patients receive this survey, along with other patient satisfaction questions. The survey asks a lot of questions, but the ones with which Lakeland is most concerned are the "willingness to recommend us to friends and family" and "overall hospital rating" (with the goal of achieving a nine or 10 average out of a 10-point scale). How well all of us work together as a team is the point of greatest influence over how our patients rate the care we provide.
Why is HCAHPS important?
We need to provide our patients with great service and exceed our patient's expectations. Our patients have a choice and can see our scores publicly compared to other hospitals. Patients will use this information to select their hospital provider. Also, in the near future the scores will determine how much we, the hospital, are reimbursed.
The patient's perception is also aff ected by how you talk about Lakeland. When you are away from work, how do you represent Lakeland? How do you talk about Lakeland? Any opportunity you have to speak positively about Lakeland will also affect our patient and community perception.
HCAHPS scores can be found on the intranet: click the link to "Performance Support" and then open "quality indicators" for overall Lakeland scores for all inpatients. Your manager should also have your department scores for HCAHPS as well as the other Press Ganey scores for patient satisfaction.
If a problem happens with the patient, make it right:
- Apologize for the problem (even if it isn't your fault). "I'm sorry we didn't meet your expectations. What can I do to make it right?"
- Correct the problem.
- If you can't fi x it, report the problem to the primary nurse or appropriate department to get help.
- If the nurse or associate does not accept your handoff , contact that unit's manager or supervisor if available, or contact your supervisor.
- If you are the one taking care of the problem, tell the patient "Thank you for letting me know of the problem."
- Follow up to the staff person that reported it to you by e-mail telling them how you fixed it.
- Follow up telephone call to patient or follow-up round by manager (if the patient is still here) asking the patient if we took care of the issue.