AnnualReport2020

This alignment ensured that we followed Cerner’s recommendations for nursing documentation, which prepared our organization for the next step in our nursing health care technology journey. In March 2020, the next phase of the nursing optimization project was implemented. This affected 1,707 nursing staff system-wide, improving nursing documentation and providing tools that allow nursing staff to retrieve patient information needed for the delivery of nursing care, while meeting evidence- based practices and Cerner Model Experience. The nursing optimization project continues through the health care system’s shared governance model. This allows continuous optimization and engagement of users in decisions that affect their workflows. This process allows us to maintain a consistent approach in the delivery of care, supporting FOCUSED™ care model. With this project, a new nursing handoff tool was put into practice along with moving the nursing shift report to the patient’s bedside. This workflow allows for the engagement of the patient and parents in the patient’s care. Demonstrated usage of this new tool showed a 142% higher utilization than originally projected; thus, demonstrating that nursing staff recognized the importance of using this tool in the delivery of direct patient care. Ongoing monitoring of established metrics is essential; we will continue to work with nursing staff to improve health care technology usability. Using Cerner Advance and Lights On™ allows the clinical transformation specialist to continue the work that occurred under the nursing optimization project with the monitoring of user adoption and tracking of metrics. An Innovative Leadership Approach During the January 2020 Leadership Session, promoting an organization’s

demonstrated. This leadership approach was discussed by a well-known international keynote speaker, Cy Wakeman. Wakeman, a business consultant, New York Times bestselling author and global thought leader with more than 25 years of experience in cultivating a new approach to leadership presented her philosophy, “Ditch the drama and turn excuses into results.” Additionally, Ms. Wakeman shared her talents during a separate session at Shriners Hospitals for Children’s headquarters. The attendees of these sessions enjoyed Wakeman’s dynamic presentation on developing and teaching employees a reality- based mindset founded on personal accountability. Her inspiring dialogue embraced the concepts that workforce members are not only motivated to succeed, but also driven to deliver results, adapt to change and emanate happiness on the job. Her presentation style allows a modern leadership philosophy that provides simple tools and techniques to create workforce members who say yes to what is next, cultivate accountability rather than engagement and to drive big business results. To assist in learning Wakeman’s philosophy, these sessions were recorded and made available for utilization throughout the year by individual departments, in an effort to cascade this information to all workforce members. Providing a Rehabilitation Solution Therapy and rehabilitative services are a critically important part of improving function for thousands of Shriners Hospitals’ patients. While we offer four primary types of therapy – physical, occupational, speech and recreational – there are at least four different venues for each kind, including inpatient (acute-care), outpatient, intensive outpatient, and intensive inpatient rehab (IRU). In order to become more efficient and more intentional regarding the descriptions and the availability of

various therapy services throughout our health care system, an analysis of the entire therapy program, from the ground up, was instituted. Everything – including authorization, registration, scheduling, various types of therapy sessions, documentation revenue cycle – was analyzed, with an eye toward clarity, simplification and standardization. This effort is informally known as the Rehabilitation Solution. A rehabilitation team that includes staff from nursing, medical affairs, I.S. and patient financial services provide our therapy departments with information and education on new guidelines and procedures. Members of this team visited 16 sites last year. During these hands-on go-lives, they work to bring together staff of every department involved to maximize communication and clinical flow. As an example of the variables in therapy at our locations, in some places speech therapy includes feeding and swallowing issues, and sensory integrations. At other places, speech therapy emphasizes using computer-assisted devices to help non-verbal children to communicate. In addition to sorting out actual patient therapy services, a software upgrade that would provide appropriate documents for inputting information for all the different therapy venues and locations was needed. Creating these standardized documents was a large part of the Rehabilitation Solution, requiring specialists from each discipline to assist, in order to ensure the new process would be complete, efficient and easy for the therapy staff to use. The Rehabilitation Solution will be increasingly important as Shriners Hospitals for Children moves toward an increased emphasis on outpatient services, and other approaches that encourage more efficient and effective care at every level and in every department. of therapy services, equipment used for documentation and

culture and the leadership role in a learning environment was

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