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Springfield Performance Report

EXECUTIVE SUMMARY

Amazing patient care utilization in a 3-month time frame. The downstream effect
this transformation brings is a reduction in patient risk and
Monitoring and reducing hospital-acquired infections for premium spend for on-call pay, as well as the potential to
the safety of our patients was a key element of our 2017 protect against burnout for the OR and PACU staff.
strategy. A multidisciplinary team led by collaboration
champions utilizing best practices was established to help Patient story
drive that goal. Results included a reduction in CLABSI,
SSIs and C. diff, and target achievement in 5 of the 6 COPR Our Mobile Mammography program launched one year ago
scorecard measures. Focusing on central line maintenance and has had a remarkable impact! Brenda LaBonte, General
processes was particularly successful and we have not Manager of Upper Valley Mall, was a champion of the
had a CLABSI infection since July. A second area of program and eager to share her appreciation. “Early breast
concentration was reduction of surgical site infections. cancer detection is essential and we are passionate about
We began utilizing the Xenex ultraviolet robot in every our support of the Mercy Health Mobile Unit in offering
OR suite nightly, and instituted regular monitoring of women the opportunity to have a mammogram.” At least
compliance with hand hygiene and patient bathing three breast cancers were detected through mobile
protocols. We have seen early reduction in C. diff cases with screenings held at the mall in this past year. Kara, one of the
focused efforts on appropriately identifying samples and mall patrons, is a single mom juggling work, school and
more timely sending of specimens to the lab for testing. church activities for her family. “This was the first time I
used the Mobile Mammogram for my yearly exam. From the
Operational excellence moment I walked in, I was well-informed and taken through
each step by friendly workers.” The mobile mammography
In December, we realized an operating income of $44 program completed 905 screenings while local women
thousand, unfavorable to budget by $397 thousand. received convenient access to quality care, including choice
Adjustments for one-time items would have resulted in a between 2D/3D mammograms.
run rate operating margin loss of $662 thousand for the
month and a positive margin of $1.4 million for the year. Clinician story
Admissions were high in December by 6% over budget,
primarily due to a high number of respiratory and flu cases. Amit Arora, MD, recently joined our award-winning
Net revenue was unfavorable by $638 thousand split Cardiovascular and Thoracic Surgery department in
between volume and rate. The physician practices service Springfield. The Ohio native previously practiced in
line accounted for the volume shortfall being down 13.2 Cincinnati at Christ Hospital. Dr. Arora completed training at
providers as compared to budget. Riverside Methodist Hospital before pursuing his
cardiothoracic training at Tufts Medical Center in Boston.
Creating the future His training also led him to New York where he had the
opportunity to apprentice under one of the world’s leaders
The operating room at SRMC is making great strides in mitral valve surgery, Dr. David Adams. Joining an
toward improving efficiency and timely care delivery. independent practice in Springfield, Dr Arora enjoys the
Dynamics affecting surgery scheduling in this region opportunity to work with Surender Neravetla, one of the
include history of 25% rate of add-on surgical cases most respected cardiac surgeons in the region. Dr. Arora’s
predominately conducted after 7 p.m. weekdays and on expertise in minimally invasive and complex valve surgery
weekends. Utilization of extended schedules averaged as has been an outstanding addition to Springfield’s 3-Star
much as 40% of total case times, creating dissatisfaction for STS rated program, the highest tier awarded.
patients, physicians and OR staff. In September 2017, OR
leaders partnered with physician champions and revisited
processes around surgery scheduling. The team focused
efforts to establish definitions for elective, urgent, and
emergent cases as well as the times these cases should
occur. While not yet perfect, the team is working diligently
to complete surgical cases within desired hours of
operation as evidenced by a near 20% increase in OR

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