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Cleveland Clinic

Transcript: Striving to be the world's leader in patient experience, clinical outcomes, research and education. Manager, Public & Media Relations of Corporate Communications Strengths Positive, detail-oriented, always open to new projects and experiences Weaknesses Multi-tasking, working under pressure Used skills learned in Communications classes Integrated Marketing Communications Social media Persuasive Communication Theory Etc. Surprised by different environment (ie. agency vs. corporate setting Thank You! Broke down abstracts of doctors' studies Submitted to trade publications Pitched to media in attendance at the American College of Rheumatology Corporate Communications Intern, Fall 2014 - Spring 2015 Other Projects Write, edit press releases, media alerts Monitor media Draft social media posts (Twitter, Facebook, LinkedIn, Instagram) Attend meetings, press conferences, Cleveland Clinic events (ex. Cancer Center ground-breaking ceremony) Review, condense abstracts for easy understanding Non-profit academic medical center World leader in research, education, health information Over 39,000 employees both nationally and internationally World's Most Ethical Companies, Consumer Choice Award, award-winning heart surgery program, "America's Best Hospitals" (U.S. News) Duties About the Cleveland Clinic Projects Cleveland Clinic Social Media Cleveland Clinic Extensive Public Relations background The Owens Group, Senior Account Executive Cleveland Running Club, Marketing Consultant Plain Dealer, Writer/Contributer Ohio State Alumni Association of Greater Cleveland, Media Relations Co-Director Open Doors, Inc., Marketing Committee Outgoing, easy-to-talk-to, inviting, etc. Laura Ambro Overview American College of Rheumatology Annual Meeting media Collected extensive research on Cleveland Clinic STAMPEDE Study Timeline Media outreach Pitched Agnes Smith story to local media 62 ECG bpm

Cleveland Clinic

Transcript: Advanced Education for nurses Community and Cleveland Clinic Community health assessments to identify needs Neighborhood education classes Wellness events Chronic disease management services Supports community health initiatives Mobile screenings Patient - Centered Model of Care Nurse led research intiatives Medical, surgical, diagnostic, and support services for specific diseases and organ systems are under one leadership and typically located in the same building. Image of Nursing Nationally certified nurses design by Dóri Sirály for Prezi Consolidation of Clinical Services increases collaboration among specialist Patient advisory council Initiatives to promote healing and enhance experience Nurses as teachers, communicators and discharges Expanding roles and responsibilities Shared Governance Department practice model champions Role modeling Leaders encourage nurses to participate in educational and developmental programs. Patient centered plan of care Nursing leadership Nursing education center Encourage advancement of professional practice through certifications Preparing nurses to take on expanding roles Improved Quality of care Higher patient satisfaction Disease and Organ Based Organizational System Cleveland Clinic Magnet Status since 2003 Professional development

Cleveland Clinic

Transcript: Genna Comara Danise Rickard Sharla Weber UNITED NATIONS GLOBAL COMPACT THE 10 PRINCIPLES QUALITY. Maintain the highest standards and achieve them by continually measuring and improving outcomes. Second Largest In The World The Vision of the Cleveland Clinic is to strive to be the World's Leader in Patient Experience, Clinical Outcomes, Research and Education 4. Uphold the elimination of all forms of forced and compulsory labor 5. Uphold the abolition of child labor 6. Uphold the elimination of discrimination in respect of employment and occupation. ENVIRONMENT 7. Support a precautionary approach to environmental challenges. 8. Undertake initiatives to promote greater environmental responsibility 9. Encourage the development and diffusion of environmentally friendly technologies ANTI-CORRUPTION 10. Work against corruption in all it's forms, including extortion and bribery. Board of Directors 21 Members Community Leaders Entity Legally Responsible for Quality of Care and Overall Leadership of Cleveland Clinic HUMAN RIGHTS 1. Support and respect the protection of internationally proclaimed human rights. 2. Make sure they are not complicit in human rights abuses. LABOR STANDARDS 1. Uphold the freedom of Association and the effective recognition of the right to collective bargaining. COMMITMENT TO PRINCIPLES VISION References EXECUTIVE LEADERSHIP n Executive Leadership Board of Trustees Serves in Advisory Role to Board of Directors 73 Members Selected for their Expertise and Contribute to Enhance and Benefit the Cleveland Clinic CEO, President, Director, Chairman of the Board of Directors Over 2700 Physicians and Scientists SPECIALTY STRUCTURES Board of Goverors Primarily Physicians 32 Members Focus/Function is to Manage and Administer Day-to-Day Care of Patients and Standard of Care under the direction of the Board of Directors. They are elected by their peers. SERVANT LEADERSHIP ORGANIZATIONAL CHART http://my.clevelandclinic.org/about-cleveland-clinic/overview/virtual-tours.aspx COMPASSION. Demonstrate commitment to world-class care by providing a caring and supportive environment for patients, patients' families, and fellow caregivers. Mission EMPLOYEE ASSUMPTIONS EXECUTIVE LEADERSHIP INNOVATION. Welcome change, encourage invention and continually seek better, more efficient ways to achieve goals. TEAMWORK. Collaborate and share knowledge to benefit patients and/or fellow caregivers expectations for comfort and convenience. TRADITIONAL ORGANIZATIONAL CHART 1. Leaders care about me and treat me with respect 2. My organization has an important mission and my work is directly connected to that mission 3. My organization offers opportunities for personal and professional development Joined CC in 1975 Cleveland Clinic SERVANT LEADERSHIP ORGANIZATIONAL CHART "WE ARE ALL CAREGIVERS" CAREGIVER CELEBRATIONS MENTORING PROGRAM 2007 2008 MANAGEMENT STYLE RESULTS To Achieve the Mission and Vision, Cleveland Clinic Must: INTEGRITY. Adhere to high moral principles and professional standards by a commitment to honest, confidentiality, trust, respect and transparency. Learner Research Institute, Education Institute, College of Medicine, Heart and Vascular Institute, Digestive Institute, Urological and Kidney Institute, Orthopedics and Rheumatological Institute, Neurological Institute, Cancer Institute, Children and Pediatric Institute, Nursing Institute A strategic policy initiative for businesses that are committed to aligning their operations and strategies with universally accepted principles in the areas of human rights, labor, environment and anti-corruption. Employee Engagement The Mission of the Cleveland Clinic is to provide better care of the sick, investigation into their problems, and further education of those who serve. Attract the best qualified medical, scientific, and support staff Excel in service Provide efficient access to affordable healthcare Ensure that Cleveland Clinic quality underlies every decision Dr. Toby Cosgrove EXECUTIVE LEADERSHIP TRADITIONAL ORGANIZATIONAL CHART OBJECTIVES 1. I have a best friend at work 2. In the past 7 days, I have received recognition or praise for doing good work 3. My opinion seems to count 4. There is someone at work who encourages my development Organizational Structure STATEMENT OF VALUES Excel in specialized medical care supported by comprehensive research and education Develop, Apply, Evaluate and Share Information Specialty Structures STATEMENT OF VALUES

Cleveland Clinic

Transcript: Cleveland Clinic The Zielony Institute for Nursing Excellence at Cleveland Clinic offers multiple programs for community outreach. The 14 Forces of Magnetism for Magnet Hospital Status Magnet Recognition Founded in 1921 Has 5.1 million patient visits per year Ranked #1 in Heart Care since 1995 Magnet® recognition since 2003 World's Most Ethical Companies recognition (1 of only 2 organizations in the world) Essentials for Magnet Success Quality of Care The Cleveland Clinic has a separate department called the Zielony Nursing Institute department of Nursing Quality. They are responsible for: Ensuring that Cleveland Clinic meets or exceeds nursing and industry standards. Maintaing and communicating the organization's nursing standards. Collecting, analyzing, and reporting on multiple nursing quality indicators for the entire organization. Representing nursing's role and perspective at all the hospital-wide committees. Leading the Skin Care and Prevention initiative to prevent hospital-acquired pressure ulcers. Communicating and maintaining compliance with the National Patient Safety Goals. Facilitating the ANCC Magnet Recognition Program®. Consultation and resources References Michael Kline The Zielony Institute for Nursing Excellence offers consultation and resources for outside organizations to learn more to improve their practice. "The ANCC Magnet Recognition Program® is viewed around the world as the ultimate seal of quality and confidence. Magnet organizations are recognized for superior nursing processes and quality patient care, which lead to the highest levels of safety, quality, and patient satisfaction." (ANCC, 2016) Professional Models of Care Community and the hospital Professional development Quality of nursing leadership Organizational structure Management Style Personnel policies and programs Professional models of care Quality of Care Quality improvement Consultation and resources Autonomy Community and the hospital Nurses as teachers Image of nursing Interdisciplinary relationships Professional development The Cleveland Clinic is committed to professional development for its employees. It has partnerships with several academic institutions to help nurses advance their careers. It also offers the clinical ladder program and is an approved provider of continuing education by the Ohio Nurses Association (ONA). Cleveland Clinic The Cleveland Clinic employs the Zielony Institute Nursing Professional Practice Model. This model is a combination of Marie Manthey’s Relationship Based Care, Dr. Benner’s Thinking in Action, Peter Senge’s Systems Thinking, and Serving Leadership Philosophy. ANCC Magnet Recognition Program (2016). American Nurses Credentialing Center. Retrieved from http://www.nursecredentialing.org/Magnet.aspx Cleveland Clinic (2016). Cleveland Clinic. Retrieved from http://my.clevelandclinic.org/about-cleveland-clinic Shirey, M. (2005). Celebrating certification in nursing: forces of magnetism in action. Nursing administration quarterly, 29(3), 245-253.

Cleveland Clinic

Transcript: Thank You! Cleveland Clinic Founded in 1921. The Cleveland Clinic was established by four physicians, The four founders were Frank Emory Bunts, George Washington Crile, William Edgar Lower, and John Phillips. The original Cleveland Clinic is located at 9500 Euclid Avenue, in Cleveland, Ohio. The Four Founders 62 ECG bpm

Cleveland Clinic

Transcript: Impact on Cleveland According to 2009’s report the Cleveland clinic brought in 10.5 billion dollars of the total economic activity in Ohio, which is 8 percent of the total gross regional product of eight-country region. The Cleveland clinic is the largest employer in Northeast Ohio the Cleveland Clinic supporting over 81,000 direct and indirect jobs generating 3.9 billion in total earnings. In 2009 Cleveland clinic’s economic activity supported over 58,000 homes. The total local and state taxes of over 663 million dollars are due to the presence of the Cleveland Clinic. The Cleveland Clinic funds and has many program dedicated to helping people who don't have health care such as: Health screening ( glaucoma and blood pressure) Speakers bureau Fairfax Arts and Heritage Celebration Healthy Living encourages children to exercise Thank You! More than 250 people were in the building when x-ray film caught on fire killing 120 people including, one of the founders, John Philips. The Cleveland Clinic Disaster By Monyfah Olowu On May 15th, 1929 The Cleveland Clinic was founded in 1921 by four physicians George Washington Crile Frank Emory Bunts William Edgar Lower John Phillips The fire started after a steamfitter came to fix a steam pipe. The room holding the pipe was used as storage. The x-ray film at the time was nitrocellulose film which is highly unstable and extraordinarily flammable. The steam from pipes caused the unstable nitrate film to decompose and emit a poisonous gas. The yellow-brown smoke made its way to the staircase trapping over 225 people. The gas was so unexpected many workers collapsed dead at their desk On May 15th, 1929 The Begining Expansion The Great Cleveland Clinic Fire Ohio's Economy The Cleveland Clinic Foundation The Great Cleveland Fire Community Outreach In the mid-1970's the Cleveland Clinic began acquiring land for new additions. By 1986 Cleveland Clinic owned almost 140 acres around East 88th Street, East 105th Street, Chester, and Cedar Avenue

Cleveland Clinic

Transcript: Hughes, R.L., Ginnett, R.C., & Curphy, G.J. (2012). Leadership enhancing the lessons of experience (7th ed.). New York, NY: McGraw-Hill. More than 4,450 beds system-wide Mission: “to provide better care of the sick, investigation into their problems, and further education of those who serve” Vision: “striving to be the world's leader in patient experience, clinical outcomes, research and education” Values: quality, innovation, teamwork, service, integrity, and compassion View of Cleveland Clinic’s Internal Environment: Five Characteristic Factors And Process Assessment Cleveland Clinic. (n.d.). Locations & directions. Retrieved from http://my.clevelandclinic.org/locations_directions/locations-index/main-campus/default.aspx According to Knani & Fournier, 2013: 4. Establish a career development employee plan. Thank you for your time 3,000 physicians and scientist Recommendations 200,800 surgical cases Cleveland Clinic. (n.d.). Facts & figures. Retrieved from http://my.clevelandclinic.org/about-cleveland-clinic/overview/who-we-are/facts-figures.aspx The lower the employee burnout, the higher the likelihood of increased employee performance. Cleveland Clinic. (n.d.). Mission, vision & values. Retrieved from http://my.clevelandclinic.org/about-cleveland-clinic/overview/who-we-are/mission-vision-values.aspx To reduce employee burnout is critical in any organization and is crucial for the long-term success of any company Are you suffering from job burnout? 2.) Vision and set of values Minimizing employee burnout will bring out the best in each of the hardworking employees, which will in turn make good employees - great ones. Cleveland Clinic 2. Adequate resource allocation. Knani, M., & Fournier, P. (2013). Burnout, job characteristics, and intent to leave: Does work experience have any effect. Journal of Emerging Trends in Economics and Management Sciences, 4(4), 403-408. Employee burnout can be due to numerous factors, including: job demands, job support, and social support Figures 1.) Mission Statement Cleveland Clinic Background 4.) Availability of Resources Burnout can heighten employee dissatisfaction and can thus reduce employee performance within the organization Ernst Vincent Jean Pierre Gil Jose Yepez Karely Llorens Luz Vanesa Alvarado Pamela Mantilla YouTube Video 157,470 admissions 5. Balanced and equitable scheduling process. References Questions? If the Cleveland Clinic wishes to continue its long-term success, it should minimize employee burnout as it sees fit. To be ahead of its competition and to keep its constant competitive advantage, the organization should adopt these recommendations to further benefit the conditions of its current employees. Cleveland Clinic Background Topic: Employee Burnout “A state of exhaustion in which one is cynical about the value of one’s occupation and doubtful of one’s capacity to perform” “Employees, who are suffering from burnout, experience motional exhaustion, then detachment from work, and feelings of inefficacy and inadequacy” View of Cleveland Clinic’s Internal Environment: Five Characteristic Factors And Process Assessment (cont.) View of Cleveland Clinic’s Internal Environment: Five Characteristic Factors And Process Assessment (cont.) 3. Implement an employee recognition program. Also present in Florida, Nevada, Canada, Abu Dhabi Described as a "multispecialty academic medical center that integrates clinical and hospital care with research and education" Nonprofit medical center founded in 1921 5.1 yearly visits In conclusion... 3.) Administering Change 5.) Schedule Flexibility 1. Reduce favoritism between employees. Based in Cleveland, Ohio View of Cleveland Clinic’s Internal Environment: Five Characteristic Factors And Process Assessment (cont.)

Cleveland Clinic

Transcript: CLEVELAND CLINIC Building Better Outcomes ABOUT US Your Patient Advisor works to simplify the preparation process for your patients by providing clear concise communications. Our ultimate goal is to be a support outlet for patients, so that they arrive the day of their procedure fully prepped, providing a good prep quality for the physician. Customized communication from your practice Interactive information and communications for patients Analytics for improvement DATA PROCESS Patient Information Retrieval Data Process Patient report automatically sent to Captify each day between close of business and 6 AM CST the following morning. Captify receives report within our secured server and downloads the most recent file. Once downloaded into the STFP folder within our server, the file is pushed through our data integration software for scrubbing. All unneccesary information is stripped from the report and we take only what is required to load into our patient database. Report is scrubbed and loaded into our patient database with necessary appointment information. All initial confirmation letters, initial emails and phonecalls are kicked off be 10 - 10:30 AM CST. These letters/emails/calls go to: All BRAND NEW patients (never before listed in our database) All RESCHEDULED patients (change of date/time/doctor) All NEW ENCOUNTERS (patients who wer already listed in our databased and have been scheduled for a BRAND NEW procedure since their last appointment) If preparation type (Moviprep, Golytely, etc) has been changed in the daily report, the scrubbing will catch this and update the patient encounter to reflect the new prep. Data Process Patient Report Example PATIENT COMMUNICATION WORKFLOW At the time of scheduling, it is important that the patient is educated about Your Patient Advisor services. We want the patient to feel comfortable and confident in our services, just as they feel with your staff. We want the patients to think of us as an extenstion of your practice, not a third party entity. Patient Communication Workflow We can provide: Over the phone scheduling scripts and patient handouts for when scheduling occurs in the office EGD Workflow Automated Call Scripts PATIENT COMMUNICATION EXAMPLES Confirmation Letter #1 Mailed within 24-48 hours of receiving patient's appointment information. Appointment Confirmation Letters Confirmation Letter #2 Mailed 14 days from patient's procedure date. Enclosed with this letter will be the patient's specific prep instructions. Appointment Confirmation Emails http://www.colonprepcenter.com/Directions/Cleveland-Clinic/Directions-Info/Directions/Cleveland-Directions-Golytely-AM.pdf Immediate Email 4 Week Email 14 Day Email 7 Day Email 3 Day Email 1 Day Email PREP INSTRUCTIONS Prep Instructions CONTACT US Languages we can accommodate: We have English and Spanish speaking members staffed at all times. Contact Information Hours: 8:00am-11:00pm Monday-Friday EST 11:00am-7:00pm Saturday EST 1:00pm-9:00pm Sunday EST Account Request and Troubleshooting Contact: Trina Nicholas Client Solutions Manager Direct: 913.951.2412 MISCELLANEOUS ASCC AVGA AVP1 CORS GA30 GAQ3 GASM GAST HHCS INCS INGA SPGA WHCS WHGA APPT_EOD_NO_SHOW APPT_NOTES_EDIT APPT_NEW APPT_CANCEL APPT_CHECK_IN APPT_RESCHEDULE APPT_LINK_ORDERS APPT_CHANGE APPT_CHECK_OUT APPT_CANCEL_CHECK_IN LOCATIONS + APPOINTMENT TYPES

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