The Dark Side

Recently we had Toby Lesser on-site for a leadership training.  Toby did a great presentation on communication and difficult conversations.  Yesterday in the weekly Senior Leadership meeting, Jennifer Wernsman showed courage, determination, and resiliency in leading the team in an exercise in how we are doing with what Toby presented on…communication, perception, and difficult conversations.

In order to spend the right amount of time on each item, this will be a multi-part blog.  This may be a tough blog for some to read as I am going to be real and transparent. This is also going to be enlightening to will anger others…and here we are being vulnerable…

The Senior Leadership team has bi-annual team building meetings, and we set team expectations in September of 2017.  These expectations are Communication, Positive Attitudes, Pause to Celebrate, Support, Ownership, Role Models, Open-Mindedness, Speed in Decision Making, and Educate.  These expectations are what we hold ourselves to as leaders.

We asked ourselves as a team, how are we doing?  Here is what we said:

  1. Still growing/gelling as a team
  2. We have peaks and valleys in how we perform, and what occurs in the organization
  3. We are still acclimating to our positions and expectations
  4. Overwhelmed
  5. Challenging times ahead
  6. We are doing good things
  7. We are loyal to one another, hold each other accountable, lift each other up, but there is always room to improve
  8. We need more collaboration/openness, but it has improved over the past year

Toby discussed perceptions, and how perceptions are reality. One of the struggles of any leader is perceptions around their actions. Whether they are true or false “perception is reality“.  We discussed the importance of perceptions, even if they are wrong, rather than wasting time “blaming, complaining, gossiping or commiserating with those that do”. We will take action to help show the misperception and also take ownership and fix the things that are accurate or inaccurate.

Here are the common perceptions that we hear:

  1. Leadership doesn’t communicate
  2. Leadership is never in the office and/or never leaves their office
  3. Leadership does not walk the walk. They expect us to follow rules, but do not follow rules themselves e.g.:  Pickle Pledge, Extracurricular Activities, Mandatory Activities
  4. Leadership says we should celebrate more often, then takes away our rights to have department-only celebrations and doesn’t allow us to recognize our accomplishments

The perception I will focus on today is communication. This will sound a tad defensive, but one of my biggest pet peeves is speaking in absolutes.  Only the Sith (any Star Wars fans out there?) can speak in absolutes. “Leadership NEVER communicates”.  “Leadership NEVER follows the rules and ALWAYS parks in the wrong spot”.  Toby shared that 90% of miscommunication results from delivery of the message: tone, body language, wording etc. Most problems we experience in our organization, and any human interaction, is related to miscommunication. This means that awareness of delivery in all of our messages can solve nearly all our communication problems!

What is the Senior Leadership Team doing currently to communicate?

  1. All of us have a weekly 1:1 meeting with our managers, or have an open door policy
  2. Morning pickle pledge updates
  3. Provider forums
  4. Quarterly employee forums
  5. Med staff meetings
  6. Monthly manager meetings
  7. Blog
  8. CEO rounding with every employee
  9. Weekly senior leadership meetings
  10. Daily leadership huddles
  11. PR (Elizabeth) newsletters, all employee emails, printed communications
  12. Majority of managers get leadership meeting tidbits from senior leaders
  13. Department managers present at senior leadership huddle on rotation
  14. Department managers present at the monthly board meeting on rotation
  15. Employee engagement survey
  16. Provider engagement survey
  17. Informational TV in clinic waiting room
  18. Bulletin board in the nursing area
  19. Schedule bulletin board in Administration
  20. Finalizing organizational communication plan (stay tuned for more information soon!)

This is a pretty extensive list. Some of the themes I hear back from staff is “my manager does not tell us these things”, “I don’t check my email”, “I had 50 emails, and didn’t want to read them all so I deleted them all”, and “I don’t have time to read email”. Granted, email is not a perfect communication avenue for everyone, as some groups prefer one-on-one, printed, or other methods. Some of the people who say they don’t have time to read email are known to ‘like’ or make Facebook posts during business hours. Policy 1120.2 Electronic Mail Systems is one that everyone has acknowledged, states in procedure number 3 that “E-mail should be checked daily”, making it a part of everyone’s job description.  E-mail etiquette will be a future post…

One thing that senior leadership discussed was that sometimes it is the “what’s” that is not communicated rather than the “how’s”.  As Toby mentioned, communication is a two-way street and I would like to take the opportunity to put this back on everyone; what do you need to hear from us?

With all that being said, here is our plan to tighten up communications:

  1. Julianne and Megan send out tidbits from the senior leadership meeting to their areas. We plan on distributing these tidbits to all managers and possibly the entire organization. These may be emailed or printed, but this is still under construction.
  2. Utilize the upcoming culture committee to review the communication plan and revisit other plans for communication improvement.
  3. Promote more two-way communication and become more approachable for more feedback.
  4. Utilize all of the above to tailor messages.
  5. Promote existing email policy.
  6. Promote the expectation of trickle-down communication from managers to frontline rock stars.
  7. Assign executive sponsor to each committee to be responsible for two-way communication between leadership and their committee(s).
  8. Encourage more participation in All Employee Forums.  Currently, only 1/3 of staff attend these and a lot of important information is shared during these events. Looking at potentially offering more forum options at different times.  We will be expanding agenda to allow all leadership to present info from their areas.
  9. Install an informational TV in the cafeteria for a “Senior Leadership Channel” that will be more tailored to MMH Family Members. This may include dashboards we track, schedules, departmental updates, etc.
  10. Email/contact me with any other constructive feedback. If you have a problem to share, bring a solution!

My door is always open for you!
CEO door

I will put our closing discussion points at the end of each blog in this series:

  • Fair or not, we are held to a higher standard as the leadership of MMH.
  • We need to be cognizant of how our actions are perceived.
  • We can’t please everyone all of the time.
  • We will improve our “leadership by example”.


Culture Club

That title is one someone born before 1990 will probably recognize. But we’re not talking new wave English bands today; I want to talk to you about the culture of your workplace.

By definition, “Culture committees are cross-functional teams of employees that discuss, plan, and proactively drive all matters pertaining to company culture.”

At MMH it starts with a group of employees committed to improving our culture or our experience as an employee. They strive to bring the voice of the employee to the table and aim to decrease employee turnover, improve employee morale and encourage staff collaboration. It’s not all about perks and benefits, a lot of what they work on is just making sure the little stuff is looked after. The small changes that make a big impact such as encouraging the improvement of every employee through ownership and personal improvement. to contribute to and be a part of making this the place they want to be.

Additionally, I will be creating a Culture Committee to assist in developing a superior culture.  This committee will give recommendations to the Senior Leadership Team and Spirit Committee on things that are related to culture, and engagement of employees.  This committee will also be responsible for next years employee and physician engagement survey…we will be going for national awards with these surveys!

Giving and providing opportunities for feedback are important as well and senior leadership is always looking for new ways to allow open communication. This is done through regular CEO roundings, yearly employee satisfaction surveys, and annual employee evaluations. One major focus, especially in healthcare, is that of employee health. We want to encourage health and wellness, both mental and physical. You can now use the treadmills and other machines in the cardiac rehab room for free (contact HR or rehab for this). We encourage employees to utilize their two ten minutes breaks a day to get outside and walk. We have hosted educational training on diabetes as well as mental health first aid. We have conflict management training planned for managers in October and look to offer more in the future.

So tell me, what training would you like to see offered?

employee quote

The MMH Vision, striving to be a regional leader

alphabet creativity cube letter

Photo by Pixabay on

According to the Business Dictionary, a vision statement is “an aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. It is intended to serve as a clear guide for choosing current and future courses of action.” After many hours of reflection and a few moments of writers’ block, I present to you the Melissa Memorial Hospital vision statement.

We strive to be the regional leader in providing
comprehensive services,
compassionate care,
and community wellness.

Provider Engagement

One area of importance in healthcare, that used to be overlooked is provider engagement/satisfaction.  Studies have shown that it is the most promising means of improving performance, decreasing errors, and improving patient care/experience. The goal of provider engagement is incorporating providers’ input into operational agendas instead of merely imposing new strategies over which providers have no say.

Engaged providers approach their work with energy and enthusiasm, are dedicated to their patients and truly committed to the improvement of their organizations. In contrast, disengagement among providers can pose a serious impediment to achieving an organization’s goals.

An organization’s culture is profoundly affected by increasing engagement among providers and other clinical staff. Dyad and triad leadership models — in which providers, clinical staff and administration work together on some level of management — create a trickle-down effect through the rest of the organization, because each group contributes its perspective of the business and can more efficiently solve issues.

Additionally, the act of bringing provider and clinical leaders to the table with administration helps flatten the traditional health hierarchy in which providers serve as the clinical captains but are not really integrated with broader leadership.

In the rapidly changing healthcare landscape, this is more important than ever.

With that being said, MMH did the first ever provider engagement/satisfaction survey.  This baseline survey will help with creating an excellent healthcare system in our own little town.

For our annual provider satisfaction survey we used this methodology:

  • Questions developed by Lane Looka, FNP
  • Put into an anonymous survey monkey
  • 13 questions with sections for comments
  • 1-4 scale used 1 is the lowest score and 4 is the highest being the numerator and percentage determined by dividing by numerator of 4
  • 92% participation rate with 11/12 providers surveyed, all contracted or employed (including specialists)
  • Benchmarked against 19,270 respondent Medscape National Provider Compensation/Engagement Survey

provider sat survey results (1)

Overall the need was expressed, as it was with the employee satisfaction survey, that communication is an area to focus on for improvement. A communication planning meeting between management and providers will take place soon to work together on a solution.

Looking forward we aim to maintain this high level of provider satisfaction/engagement. We will continue to work on areas needing improvement and hope you share in the sense of excitement we feel to build on the foundation we have in place. Again and always, thank you to each and every one of you in the MMH family, you are what makes this place flourish.

A more in-depth look at results:

  • 92% participation rate giving high confidence of survey accuracy
  • Overall satisfaction, or net promoter score measured at 82%
  • High question score is 96% of providers surveyed were satisfied with their schedules
  • Low point is 55% of providers satisfied with how they receive feedback on thoughts by supervisors
  • Medscape shows that the overall satisfaction rate of family medicine is 46%, MMH scored 78% higher at 82%, the highest overall score on national survey was Dermatology at 64%
  • Medscape showed that 53% of family medicine providers were satisfied with pay, with 81% of MMH providers satisfied with pay

Giving every employee a voice

Yearly employee satisfaction surveys allow each member of our family the opportunity to have a voice. They can share what they like and what they don’t like. One thing I would add is the request that when you don’t like something, offer a solution.

blog quote

A few things to note:

  • The same 23 questions have been used for five years
  • All answers are anonymous
  • Answers are benchmarked against the Press Ganey national scores

emp sat survey

We are at the top of the best in class terrority as benchmarked from Press Ganey, with scores that rank far higher than both their best in class average as well as the national average. As a result of this survey, the employee benefits committee is working on recommendations for employee education and an organizational communications plan is being developed with hopes for implementation for 2019.

As we look to the future it’s good to know that the team we have wants to be here and enjoys working together. While there is always room for improvement, with the right culture it’s an improvement as a team and guaranteed for success. Thank you to each and every one of you in the MMH family, you are what makes this place flourish.

More in depth look at progress:

  • 84% participation rate gives this survey a highly validated bell curve
  • Overall satisfaction rate for 2018 was 89% for the prior 4 years was 2014: 44%; 2015: 45%; 2016 84% and 2017: 82%
  • Overall job rating question showed 96% satisfied in 2018; 2017: 95%; 2016: 93%
  • Likelihood to recommend MMH as a good place to work was in 2018: 95%; 2017: 92%; 2016: 91%; 2015: 57% and 2014: 63%
  • Employees here recognized for job well done highest increase from 77% to 89% (area of focus last year)
  • Area of opportunity is orientation and training had slight decrease 2018: 87%; 2017: 88%; 2016: 81%; 2015: 46%; 2014: 32% (area of focus this year)
  • Majority of comments were geared around education for all staff
  • MMH in best in class territory as benchmarked from Press Ganey
  • Recommend MMH as a place to work in 2018: 95%; best in class: 87%, National Avg: 77%
  • Employees recognized 2018: 89%; best in class: 74%; National Average: 64%
  • Senior Management is concerned about employees 2018: 80% (2015:36%); best in class 71%, National Average.: 56%
  • I have not considered resigning in last 6 mos 2018: 83% said no; best in class: 68% said no and National. Average: 60% said no

Strategy and new positions

We have an exciting week ahead!  Joe Tye will be here this week to help us go from good to great.  Also, we have a lot of good things that will be happening throughout the year.  The first part of my blog post will be discussing our strategy for the year, and the second part will be three new positions for the organization.

In the middle part of the year, administration gathers market data, thoughts from medical staff, you all, the board, trends for our town, region and nation.  We then compile this data, and then decide what the organization shall tackle in the next calendar year.  If you have been here for the last two years, you have seen this process, and know that we are a progressive organization that understands diversity in services is needed to survive in this ever changing healthcare landscape.

Two years ago when I started (Feb 2nd 2016)  we were a $14.7 million organization.  As of today we have formed a great team, and are now a $20.1 million organization.  We plan on reaching $24 million this year.  This is by focusing on services that are not usually done by critical access hospitals (retail pharmacy, optometry, joint programs, outreach lab services).

Below is the high level 2018 strategic plan dashboard.

Strategic Goal Who is Responsible
Strategic Plan Total Goal Achievement CEO
1.0 Growth  
1.1 Mental Health Integration-to bring in mental health workers in the clinics on a weekly basis. Heather, Trampas, Julianne
1.2 Dental/oral service line-business plan to start a full time dental practice. Heather, Trampas
1.3 Chemotherapy program-data shows that 3500 times a year someone leaves our community to receive this service Julianne, Amy
1.4 Outreach Lab service-innovative service where MMH will be employing phlebotomists to draw blood for primary care offices along the front range and courier samples to MMH to have our amazing lab staff run and result out the samples. Also, switching reference labs.  This results in a nice revenue stream for the org to reinvest into equipment and expense reduction (payoff) Trampas, Megan, Heather, Wes
1.5 Accountable Care Organization-Medicare Shared Savings Program where we will be focusing on population health and Medicare wellness exams. Heather, Julianne, Trampas
1.7 Increase primary care via OB strategy-bring in more OB practitioners from Banner to ensure that the patients return to us for the rest of their care.  Some hospitals try to keep the entire family for all care…Banner does not.  Trampas, Heather
1.8 Increase swing bed and in-patient utilization-study the transfers that we do to see where we can provide more services to keep at MMH.  Continue working with Banner and UChealth to receive all of the swing bed patients we can.  We typically have 1 to 2 patients come back for swing bed care from Banner every week.  Julianne, Trampas
1.9 Implement Paramedic in ED or community paramedicine-train paramedics for more use in the ER and do home primary care/social services type visits. Heather, Julianne, Trampas
2.0 Employee/patient investment  
2.1 Leadership development-developing training programs for leaders to have the tools to effectively lead their departments (accounting, HR, conflict management, culture) Jennifer, Trampas, Megan
2.2 Culture training-Joe Tye alues coaching where we want to have everyone take ownership in MMH to ensure the patients and each other are taken care of to the highest level-“proceed until apprehended” Trampas, Jennifer, Heather, Lane
2.3 Financial training for employees-Wes will be sharing his expertise with managers via a healthcare master’s level finance course he will teach twice a month all year.  Wes
2.4 Improve staff retention-determine what we can do to get our better than average turnover of 17% down to 10-12% to be one of the best in this category…and retain all of you…our rockstars. All
3.0 Community  
3.1 Daycare project facility design and selection-Move forward with the Holyoke Daycare Initiative 501 (c)(3) on the grounds of MMH. Trampas
3.2 Master Community Plan-start a plan for the land that MMH owns around the hospital for the potential of: assisted living, senior housing, staff housing, nursing home etc.  Trampas

You can see that a lot of these items are to better equip the entire workforce at MMH to become the best that they can be.  We truly want to be the best place for you all to work at, and the best place for our patients when they choose us.  I will go into detail in each of these items at our employee forum in Feb.

New Positions:

There are a couple of new positions that MMH has hired for that we have not had before.  These are Public Affairs Specialist, Wound Care Nurse, and EHR Support Specialist.

The Public Affairs Specialist will report to Megan and be responsible for the MMH story, internal and external relations, communications, public information officer during disasters, marketing, events, and awards and recognition…and so much more.  Elizabeth Hutches will be starting Monday the 22nd.  She has experience in each of the above areas.  Knowing the work that she has done for the chamber of commerce, her drive for success, healthcare experience and strong business relationship skills, she will be a great asset to MMH.

Wound care nurse is a new position.  Since we have moved the wound care to the specialty clinic and focused on it to being a service line, it has grown to 75 to 100 visits a month!  This is pretty cool, however, this is way too much for our gracious staff who have assisted in the service (Krista, Barb, Deaun, Mary Kay, Julianne, Heather and all others who have helped).  This position will be responsible for the care and coordination of this service line.  We are blessed to have Cindy Locke rejoin us (start date TBD).  Cindy comes from us as the leader of the cancer center in Sterling.  We are happy to have her back, and hope to utilize her expertise in restarting the chemo program as listed before.

EHR Support Specialist is a new position that will have a lot of implications on everyone’s workflows. Athena brings the best technology and software assisted healthcare delivery in the industry.  There are so many tools that Athena has, and we want to use this to the best of its ability.  Furthermore, this position will train all staff on the use, and do refresher training on this system.  We have invested a serious amount of time and money into Athena, and the expectation is to use it to the highest level.  I would like to welcome Fabian Basurto.

Fabian retired from the Army after 20 years of military service and spent the last 9 years contracting with the DOD.  He has been an army medic, dental tech, lab tech, has coding experience, has a radiology certification as well as a HIPAA certification and has been a EHR trainer/Healthcare Informatics for the last 12 years.  Fabian’s most recent stint was at the Naval Hospital in Sigonella, Italy conducting instructor led and on-the-job training for 520 EHR clinical end users.



Making my rounds…

Hi All…as part as the investment back into the culture with the Florence Prescription book, leadership development, financial training for managers, transitioning to accountability to ownership; you will see that the senior leadership team will be doing things to address communication, and listening to your ideas that you have given us via multiple venues. You may have already seen the email from Heather about joining the employee benefits committee.  We are also looking for a part-time public affairs specialist to take care of external and internal communications (and a whole host of other marketing/PR items) to bridge gaps.  One thing that I will be doing is intentional rounding to listen to you all, and give you all a voice beginning Jan 1, 2018.

What the heck is intentional rounding? It is where I will be coming around to each department once a month, and visit with one or two random staff members of that department.  I will be asking a couple of standard questions to get feedback on how we can better serve you.  These questions are:

  1. How can we improve daily work conditions for you?
  2. What can we do to improve work/life balance at MMH for you?
  3. Tell us what support you need to take the patient experience to the next level?

I will then compile the answers for a set monthly leadership meeting to see where we can improve the organization as a whole. I will communicate via this blog, and in person what any items may be. This may be a little awkward at first, but I hope to have amazing open and honest communication…my overall goal is to ensure that everyone is heard, and we work on the things that matter most to you to make MMH the very best place to work. However, we can’t do everything; but we will do our very best to ensure that this is the very best place to work.

Culture of Ownership.

Merry Christmas to you all!  I will be coming around the hospital Monday the 11th handing out the Christmas cards for those of you that have not got them yet.  In addition to the Christmas cards I am handing out a book that we have purchased for the entire organization.  This is called The Florence Prescription: From Accountability To Ownership by Joe Tye.  This should be read by 1/23/2018 (whoa 2018?) as this will kick off what I am calling “reinvesting back into our most valuable asset…you all”.  I will get into the specifics in a moment…

I don’t know if most of you know my background prior to becoming a CEO here at MMH.  I started my healthcare career 25 years ago when I was 16 (if you are doing the math I am 41).  Back when child labor laws were different, and you could be a Nurses Aid in long term care units.  I was an aide in high school, and realized my true calling was in healthcare.  I got my degree at UNC in Kinesiology with a minor in Community Health thinking I was going to be a physical therapist.  I did my internship and got a job in cardiac rehab after graduating.  I worked at Parkview in Pueblo where I did  cardiac rehab, and then was crossed trained into cardiac treadmill testing then subsequently the cardiac cath lab.  I spent several years in this realm moving to Denver to work at St. Anthony’s cath lab and cardiothoracic surgery program were we were trained to do all of the procedures from an electrophysiology study to a bypass surgery.  This was one of the most demanding jobs I have ever had due to being a level 1 trauma center, and  was in one of the poorest neighborhoods at the time.

I decided then that radiology was my calling, and went back to Pueblo to earn my Radiologic Technology degree.  While I did this I worked as an anesthesia technologist at St. Mary-Corwin in Pueblo to help make ends meet.  I was responsible for 20+ anesthesiologists, their inventory, machines etc.  I then graduated and moved to Sidney, NE where I spent 10 years doing XR, CT, MRI, US, Dexa..I moonlighted at several small hospitals in NE, and helped install and train on multi-slice CT scanners in small hospitals (I did Wray’s current unit).  I then wanted to make a transition into administration.  I got my Master’s in Healthcare Administration from Univ. Nebraska Lincoln, Univ. Nebraska Medical Center Clarkson College (I am not a Husker fan, sorry).

I was then fed to the wolves at Middle Park Medical Center as the Chief Operations Officer.  MPMC was the nation’s first critical access hospital system in the United States, three hospitals and five clinics under one CAH license.  Here I was Interim CEO twice, Interim CFO and had CIO (chief information officer) added to my permanent job duties.  At one point I was doing MRI’s, COO/CIO and Interim CEO during one month…I did this because I felt a sense of ownership over my work, and my hospital…and the jobs were vacant, patients needed MRI’s and the hospital was without a CEO.

I am sure you all are wondering is this bragging or what?  I can’t lie…I am proud of my accomplishments…however, my point is that up to 2011, I was a negative, toxic employee, at every single job…it all felt the same.  Everything that went wrong was someone’s else’s fault, I did not take ownership on anything.  I despised administration.  Nurses didn’t know how to put a simple chest xray order in, so they must be stupid.  Doctor’s put a generic abd pain on an order for a CT, so they must not have a clue and are on a fishing expedition or paid a percentage of revenue from the hospital.  Why are they calling me in at 3 am for a pinky xray…stupid inconsiderate patients.  We just did 92 radiology exams between the three of us today, but administration won’t give us more help…they don’t care.  I take all of the call, and nobody else helps out.  The EHR is crap…it’s not anything I am doing it is all their fault.

I was mad at things out of my control, with no knowledge on why they were happening.  I was withdrawing from work and home-life.  I wouldn’t attend any hospital function because I didn’t like anyone, they were all to blame.  I was flying under the radar collecting a paycheck…had my best façade on when dealing with patients.  I hated my job, because nothing ever changes.  I would leave a job because it was everyone else’s fault…because the grass must be greener on the other side, right?

This all sound familiar to you, have you had these thoughts?

Enter Joe Tye in 2011.  Joe was brought in to Sidney Regional Medical Center to help create a culture of ownership.  I read his book (mentioned above), and thought was decent, but just another administration flavor of the month.  When Joe did his onsite work, and his presentation…I was literally floored.  I was one of the toxic employees that he was talking about.  His pledge is excellent, and I credit it with me loving my job every single day.  I used it to make the leap that I did.  I still use his pledge to this day:

Monday-I will take complete responsibility for my health, my happiness, my success and my life, and will not blame others for my problems or predicaments.

Tuesday-I will not allow low self-esteem, self-limiting beliefs, or the negativity of others to prevent me from achieving my authentic goals and from becoming the person I am meant to be.

Weds-I will do the things that I’m afraid to do but which I know should be done. Sometimes this will mean asking for help to do that which I cannot do by myself.

Thurs-I will earn the help I need in advance by helping other people now, and repay the help I receive by serving others later.

Friday-I will face rejection and failure with courage, awareness and perseverance, making these experiences the platform for future acceptance and success.

Saturday-Though I might not understand why adversity happens, by my conscious choice I will find strength, compassion and grace through my trials.

Sunday-My faith and my gratitude for all that I have been blessed with will shine through in my attitudes and in my actions.

In the next month, we will be reading the Florence Prescription, be doing a culture assessment, working on the MMH mission, vision and values, Joe will be on-site Jan 22-24, and we will embark in a great transition to accountability to ownership at MMH.  I can’t wait to get this going.

New Docs signed!

Hello All!

What a crazy last couple of weeks.  I am proud of how we all handled the Athena conversion.  Things are getting resolved at a rapid pace.  One way to think about Athena, is that it is pushing us to do everything in real-time, it has patient safety at the forefront of its platform.  You may be asking what that means… take a look at your clinical inbox…it requires you to verify many tasks, look at labs/x-rays and medication refills and requires action so nothing gets missed.  It requires us to enter an action item for each of the items.  If we do not stay on top of this, we will get behind.  I am excited to see the workflows coming together.

I want to end the week on a great note.  We have signed not one or two, but four new Docs.  Two are family practice, two are specialty.  Dr. Daniella Boyer has signed on to practice like Dr. Wilson and her start date is after she finishes her residency on July 31, 2018.  One not so new Doc…Dr. Kevin Cuccinelli has agreed to provide 120 hours per month ER/IP/Obs/Clinic coverage.  Dr. Yakel, our Podiatrist, will become an employed Doctor like Dr. Schiefan.  His hours will not change, but we will assume all billing for him.  Dr. Mike Solomon, our cataract surgeon (ophthalmologist) will begin in Nov.

Also, Dr. David Mendez, our first resident, begins Tuesday 10/3/17 for a month of seeing patients in the clinic and the ER etc.

Thank you all for your hard work!

Go Live!

Woohoo!  A long journey is getting ready to hit a major milestone!  Hopefully you all know what this is.  Tuesday, 9/19/17, at 0700 hrs…we move forward with using Athena Health for our EMR!  This will be one of the biggest things that MMH will go through.  These past few weeks has been challenging, everyone has experienced many emotions: excitement, anxiety, fear, happiness, pettiness, apprehension etc.

There will be many more emotions, there will be bumps in this process…things will crash, things will work really well, things won’t be as promised from sales people…things will be worse off, at the end WE WILL PREVAIL and will be better.  I challenge everyone to attack this with relentless curiosity, positivity, courage and hit this project with the utmost ferocity that we will serve our patients, be patient to ourselves and be kind to one another, and come together to make MMH the very best organization we can.

Surely we will end up where we are headed if we do not change direction. —Confucius

Change is hard, I admire everyone’s courage to take this journey together.  Let’s take this opportunity to take our vulnerability, this time where we can mold MMH to be the healthcare provider of choice, and employer of choice.

Here are a lot of fun things and ways to help de-stress:

Friday, September 15th

  • Distribution of shirts- 10:30 am

Tuesday, September 19th

  • Free massages- 1:00 p.m. – 4:00 p.m.

Wednesday, September 20th

  • Free massages- 9:00 am- noon

Tuesday, September 19th – Friday, September 22nd

  • Coffee bar- Mornings
  • Cookies and canned pop- 2:00 pmMonday, September 25th – Friday, September 29th
  •  Coffee bar- mornings
  • Cookies and canned pop- 2:00 pm