by Kevin Koga and Alicia Di Rado

Medical center leaders recently convened to share their successes addressing two key institutional priorities identified by faculty and staff in the 2008 organizational survey.

“Over the last few months, each of the medical center departments has made visible progress in building a culture of patient safety and improving reward and recognition programs,” explained Alexandra M. Levine, M.D., chief medical officer. “Each of these priority areas represents major aspects of our strategic plan.

“Creating a culture that ensures greater patient safety enables us to more consistently provide the best and most compassionate care possible for our patients, and developing a robust reward and recognition program will help us retain and recruit the best health-care talent available.”

The 2008 organizational survey aimed to measure how well people understand and support City of Hope’s strategy and whether the institution’s systems adequately support that strategy. It also sought ways to improve the organization, among other goals. Survey results pointed to patient safety and employee recognition as critical areas for improvement.

Medical center executive leadership at the Feb. 6 meeting noted that City of Hope has taken major steps toward building a stronger culture of patient safety, such as launching Safe Choices, a quarterly publication sharing patient safety tips and featuring staff who demonstrate safety.

In addition, several staff members received specific training to enhance accountability, improve performance and ensure execution, and others attended a “Just Culture” workshop, where they learned to implement culture change in organizations.

Finally, City of Hope launched a patient safety hotline that allows individuals to report safety concerns anonymously, as well as a program called “Safe Catch” that encourages staff to share their safety experiences.

Work is also under way to improve how employees are recognized for their contributions. During the next few months, Organizational Development will create an institution-wide rewards and recognition program that will incorporate elements provided by medical center department leadership, including positive feedback and validation for a job well done, on-the-spot recognition and other incentives.

Medical center vice presidents at the meeting presented departmental success stories of best practices. Among the examples were practical changes to improve patient safety: High-alert medications and drugs that sound or look similar to others are now stored in special, colored bins, and “Tall Man” lettering is being used to differentiate similar drugs.

In the area of rewards and recognition, some departments have nominated deserving employees for professional recognition, such as a “hospital hero” award, as well as awarding a month of reserved parking for outstanding work.

“We have accomplished much over a short period; we have listened to employee feedback and we have begun implementing recognition programs for employees in the medical center,” said Liz Dunne, executive officer of the medical center.

“This is a tribute to the dedication of our staff and leaders. The importance of sharing their successes cannot be overstated. Each department can learn from another.”