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St. Joseph Health Services of Rhode Island
PLAN FOR THE PROVISION OF PATIENT SERVICES
Part I: Introduction
As our organization entered its second century, we reorganized our corporate structure to mark a new beginning for our family of health providers. St. Joseph Health Services of Rhode Island and its affiliates -- Our Lady of Fatima Hospital, St. Joseph Hospital for Specialty Care and St. Joseph Living Center -- have formed an integrated system of high quality, community-focused and Catholic-sponsored health care services.
St. Joseph Health Services of Rhode Island, our new parent identity, was selected as St. Joseph is the name most closely associated with our Diocesan sponsorship which dates back to 1892. Each component in the system addresses specific community needs across the continuum of care and life span of individuals.
Our Lady of Fatima Hospital acknowledges the communitys very strong awareness of -- and preference for -- the Fatima identity of our North Providence campus.
St. Joseph Hospital for Specialty Care acknowledges the original identity of our Providence campus as well as reinforcing the new role that this facility has been given as part of our restructuring.
St. Joseph Living Center was created to meet the expanding needs of a population that is growing older, yet able and willing to maintain a degree of independence.
A Commitment to Clinical Excellence
St. Joseph Health Services of Rhode Island offers our community access to a complete range of quality inpatient, ambulatory, outpatient and diagnostic services. Our clinical centers of excellence include rehabilitation, psychiatry, critical care, neuroscience, surgery, ambulatory surgery and diagnostic imaging. We have attracted some of the finest physicians and health care professionals in New England and the community...outstanding professionals who are also dedicated to providing high quality, compassionate care.
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A Commitment to Answer Community Needs
Intrinsic to our Catholic mission and ministry is our continued sponsorship of the Center for Health and Human Services at St. Joseph Hospital for Specialty Care. This nationally recognized program has become the family doctor to thousands of needy Providence area residents, offering a complete range of primary health and support services.
Our Plan
The Plan for the Provision of Patient Services describes the framework by which the leadership of St. Joseph Health Services of Rhode Island plans, directs, coordinates, integrates and improves the services we provide to the community. The plan is based on the identified needs of the community and the assumption that health care is a network of interrelated processes that cross the continuum and life span of individuals. The plan is anchored in the strategic plan, performance improvement activities, annual budget process and service plans, policies and procedures of the organization.
St. Joseph Health Services of Rhode Island ensure quality, compassionate care to patients, families and/or significant others while preserving the dignity of life and the Catholic Mission. This is accomplished by providing all patients with an assessment of their needs by competent health care providers, obtaining and analyzing data to identify patient needs and by establishing priorities for individualized and collaborative plans of care. Plans are goal oriented and focused on achieving positive patient outcomes through patient education, counseling and coordination of care. Organizationwide policies and procedures address access and continuity of services provided for patients needs regardless of cultural, economic, religious and social differences among the patients we serve.
Team Care
In addition, we have initiated changes in our delivery of patient care. In an effort to streamline and reorganize the way we provide services for patients, physicians and consumers, we have decentralized services and created multi-skilled roles for our staff. We call our new delivery model Team Care.
Team Care reorganized patient care providers into self-managed work teams with the goal of doing the whole piece of work, that is, reorganizing work on the unit around the patients needs, rather than calling off the unit to meet care needs that could be provided competently and effectively by a unit staff member. Team care was initiated on 2 Center in April of 1995 and currently has been expanded to all inpatient units. Team care has achieved positive results for staff and patients in several ways. The number of hospital employees with whom a patient has had contact has been greatly reduced resulting in more personalized and continuous care. The time patients spend waiting for care needs to be met has also decreased, due to increased efficiency and the effectiveness of multi-skilled care givers on the unit. And lastly, we have seen patient, staff and physician satisfaction increase indicating Team Care has improved the health care experience for all of our major stake holders.
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PLAN FOR THE PROVISION OF PATIENT SERVICES
Part II: Mission, Vision, Values
Founded in 1892, St. Joseph Health Services of Rhode Island is dedicated to carrying out its mission and purpose by continuing its primary role as a community-based Catholic hospital medical center, providing health care services in an efficient, economical, quality, and caring manner.
Mission
The mission of St. Joseph Health Services of Rhode Island
is to preserve, restore, and enhance the health
of individuals and families we serve within our communities
guided by our core values of respect, compassion,
responsibility, teamwork, and quality consistent with
the healing ministry of the Catholic Church.
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Vision Statement
We will carry out our mission by identifying and
meeting the primary and secondary health care needs
of the communities we serve while working with others
to improve the overall health status of those communities.
Our Core Values enable us to fulfill our mission and work toward our vision.
Respect
1. We believe each individual is a Child of God, and therefore inherently valuable.
2. We will embrace, promote, and adhere to a code of rights for
our patients including active participation in decisions affecting their care.
3. We believe life is a gift of God and respect its sanctity.
4. We respect the individual contributions and diversity of our employees and strive to create an environment that provides open communication, and personal and professional satisfaction.
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Compassion
1. We treat those we serve with dignity, professionalism and compassion.
2. We respect and are sensitive to the physical, cultural,
emotional and spiritual needs of our patients and amend
services accordingly.
3. We serve those in need regardless of race, religion, sex, age,
disability, ailment, socioeconomic status or inability to pay.
4. We recognize the personal worth of each employee and member
of the medical staff by treating them with honesty, fairness and sensitivity.
Quality
1. We focus on what we do best and seek opportunities to improve the performance of the organization.
2. We monitor and evaluate our delivery of care and the performance of our staffs to ensure the needs of our patients are being met in a quality and efficient manner.
3. We strive to meet and exceed the expectations of those we serve.
4. We embrace change and innovation as opportunities to improve performance, patient care and value to the communities we serve.
Teamwork
1. We recognize that delivery of quality and cost-effective health care mandates a high degree of coordination, and teamwork among all levels of the organization in concert with our medical staff.
2. We partner with members of our medical staff in carrying out our mission in a changing health care environment based upon mutual respect, shared values, and common goals with an appreciation of each others needs.
3. We partner with employees in carrying out our mission through clear expectations, empowerment, participation and honest feedback.
4. We embrace collaboration and integrated delivery as a means of meeting current and future community health needs.
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Responsibility
1. We strive to provide value to our communities in terms of services, programs, access, outcomes and facilities.
2.. We are mindful and prudent stewards or our organizational resources and sensitive to the limitations of government, the economy and society.
3. We believe ethics and honesty must guide our decisions, actions, and communications in all business and patient care activities.
4. We believe each employee and member of the medical staff is accountable for his / her individual actions and adherence to professional and community standards.
Ministry
1. We believe our Catholic tradition recognizes that the teachings and example of Jesus Christ are sources of our core values, and are reflected in all of our patient care services and the daily administration of the organization.
2. We actively seek out opportunities to meet the health needs of the poor, undeserved and vulnerable in our communities.
3. We uphold the medical/moral teachings and practices of the Roman Catholic Church through the adherence to the Ethical and Religious
Directives for Catholic Health Care Services.
4. We value and respect the sponsorship of the Diocese of Providence in the establishment of organizational identity, goals and services.
St. Joseph Health Services of Rhode Island focuses its efforts on providing our service populations with accessible and quality primary, secondary, general, acute-care hospital services, selected tertiary specialty services, and ambulatory services as needed by those we serve or required to further the quality and/or continuity of clinical services.
While St. Joseph Health Services of Rhode Island will continue as a dominant provider of inpatient hospital-based acute care services to the greater Providence area and its western suburban communities; it has an equally strong commitment to providing needed ambulatory health care services.
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St. Joseph Health Services of Rhode Island continues to explore and provide, when feasible, new and existing health care services and programs in more cost-efficient ways while maintaining and/or improving the quality of these services. All services and programs continue to be re-evaluated periodically to assure that our health services are responsive to community health and health service needs, including those affecting the poor, elderly, and oppressed.
PLAN FOR THE PROVISION OF PATIENT SERVICES
Part III: Strategic Planning
Strategic Initiatives To Guide and Improve Organizational Performance
for St. Joseph Health Services of Rhode Island
Throughout much of 1994 & 1995, St. Joseph Hospital conducted a comprehensive strategic planning assessment, which resulted in our reorganization to become St. Joseph Health Services of Rhode Island. Not only were we assessing our current status and exploring future needs, we were also looking for ways to improve our organizational performance throughout. We continue to reevaluate and plan to meet the future needs of our service area.
The decision to conduct such a process reflects the abiding commitment of the leadership of St. Joseph Health Services to remain in control of its own destiny -- to act rather than react in the pursuit of our unique mission and ministry of bringing high quality, Catholic-sponsored health care to the people of Rhode Island, and to continually improve our services.
The strategic planning process began, appropriately, with an assessment of the current condition of our Hospital and our communitys health needs, followed by an extensive evaluation of how the profound and rapid changes now being experienced in health care would impact our organization and our ability to meet community needs.
Using this analysis as a foundation, the planning process identified a number of significant strategic initiatives to be taken by the Hospital in the years ahead. These initiatives were officially approved for implementation by the Board of Trustees, and action began immediately.
The initiatives address a total of seven categories as listed below:
Category One: Refine The Mission And Role of St. Joseph Hospital
The changes now occurring in our health care marketplace challenge us to determine appropriate roles for St. Joseph Hospital in the future, and to communicate these roles clearly to our varied constituencies.
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Bishop Louis E. Gelineau, DD, Chairman of our Board of Trustees, has appointed a special task force of employees, physicians and trustees to examine our mission and role and to recommend a formal mission statement to serve as the basis for future decision-making on programs, services, expenditures and ministries.
Category Two: Partnership With Our Physicians
We continue to evaluate new forms of partnership with the members of our Medical Staff. The development of a new Physician-Hospital Organization -- PHO -- with our Medical Staff is underway. This effort will help us develop joint contracts with managed care companies and foster other forms of collaboration.
In addition, we will continue to work with our Medical Staff to conduct a thorough analysis of the future needs of our service area for physicians, both specialists and primary care practitioners. This effort assures that our Medical Staff evolves over time with a mix of primary care and sub-specialty physicians that is appropriate to the needs of the community and the Hospital.
Category Three: Collaboration With Other Organizations
The new era of health care demands that we link ourselves in a variety of ways with other providers and agencies to reduce unnecessary duplication of services, yet insure access to needed services for our patients.
To this end, we have signed an Affiliation Memorandum of Understanding with Lifespan. The mission of Lifespan is to improve the health status of the people whom we serve in Rhode Island and Southern New England through the provision of customer friendly, geographically accessible, and high value services. We believe that this can best be accomplished within the environment of a comprehensive, integrated, academic health system.
Lifespans mission has six key elements:
An organization that progressively strives to improve the health status of the community it serves.
A geographically accessible, comprehensive, integrated health system.
An organization that provides the highest value services, as demonstrated by its selection as the provider of choice for the majority of residents in its service area.
An organization that works in productive partnerships with physicians, other stake holders and suppliers.
Strongly committed to education and research in partnership with the Brown University School of Medicine and other allied health educational programs.
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