In addition to discussing progress toward the center’s goals and providing resources, the Lighthouse also had the exciting opportunity to spice up the kid’s water day with some fruit-infused water.

In the next few weeks the Lighthouse will create a new written nutritional policy. Kellie Smith, the new health educator at West Virginia Early Childhood Training Connections and Resources, will provide nutritional training to the teachers and cooks as well as help plan a healthier menu.

As part of this initiative, the Lighthouse is participating in three workshops. The first is focused on improving the nutrition standards at the center. Workshop 2 will focus on increasing the physical activity practices for children and staff at the center. Workshop 3 will aid the staff in gaining parent support and involvement so that the children can take this healthy change home with them.

To date, the Lighthouse has set goals pertaining to staff trainings, healthier menu options and creating a more interactive garden space. The garden space is to include a bean teepee in addition to other vegetables and pumpkins that the center already grows with the children.

August 2015

Hundreds of employees, retirees, medical staff and their families enjoyed the annual CAMC picnic Aug. 8 at Cedar Lakes in Ripley.

CAMC Family Picnic 2015

When children get thirsty, they sometimes reach for the sweetest drinks, such as juice or soda.

However, at the CAMC Lighthouse Childcare and Development Center, children are served a healthier option: fruit-infused water.

This new healthy beverage is part of the KEY 2 a Healthy Start, which is a statewide initiative of KEYS 4 HealthyKids.

The organization, started by Jamie Jeffrey, MD, aims to combat childhood obesity, and the KEY 2 a Healthy Start initiative targets early education and child care centers specifically.

Lighthouse serves a healthy future

KEYS 4 HealthyKids recommends fruit-infused water instead of fruit juice at child care centers. It is a great replacement for fruit juice or soda and has almost no calories.

CAMC is recognized as the only WV hospital ranked among the

top 5% in the nation

VitalSigns 2

Young Researchers Forum 2015

The medical staff executive committee recognized several CAMC employees at its July meeting.

Nominations can be made by a medical staff appointee, by contacting the office of medical affairs at (304) 388-7185 or basmith@camc.org.

Others who received recognition but were not able to attend were: •MorganMaloney,RN 3 West, Memorial Hospital •BethanyPetry,RN 4 North, Memorial Hospital •DebbieBoner,RN 4 South, Memorial Hospital •TeresaSmith,housekeeping 3 South/3 West, Memorial Hospital

Welcome new physiciansEmployees recognized by medical staff

Congratulations to the presenters and thanks to the principal investigators.

(L-R) Denise Curry, RN, CCU, Memorial Hospital; Kim Brown, HUC, 4 North, Memorial Hospital and Sarah Vazquez, RN, 5 West, Memorial Hospital.

Hospital stays are often unpleasant, and nobody wants to go home from the hospital only to be sent back within a few days.

In addition to the stress this may cause a patient, readmissions can be costly.

CAMC’s readmissions reduction steering committee members researched the latest improvement programs across the country for ideas on keeping patients from coming back with a recurring condition.

The solution? Calling the patient within a couple of days after discharge. The purpose of the call is to ask about the patient’s condition, including understanding and following medication orders as well as other treatment orders, ask about the patient’s general understanding of his or her condition, and find out if the patient intends to go to follow up appointments with doctors.

“Patientcareisourtoppriority,andthis doesn’t change once patients return home,” said Eric Shouldis, MD, medical director for CAMC’s hospitalist program. “The follow-up calls give us the opportunity to ensure patients stay out of the hospital and on the road to recovery.”

In 2010, CAMC began using an automated call program designed to improve patient outcomes and reduce readmissions. It is a secure, Web-based system that makes comprehensive, interactive calls to discharged patients. The call system also provides feedback on patient issues in real time for faster nurse intervention and multi-level executive reporting.

“The specifically-timed call backs allow for problems to be identified and taken care of before the issue results in readmission or the patient becoming sicker and unable to get the medications, care or other needs they may have,” said Leigh Ann Stone, RN, director for care management. “Knowing that someone is checking on you provides comfort, and if you are having problems, someone is going to call you.”

CAMC strives to make sure all discharged patients receive a generalized call, and those with CHF, pneumonia andCOPDreceivethegeneralizedcallalong with additional questions geared to their specific diagnoses. CAMC’s care transitions coach, Cheryl Hopkins, manages the calls related to the specific diagnoses, and the individual nursing units respond to any issues captured from the generalized portion of the calls.

An estimated 5.1 million people in the United States suffer from heart failure, and approximately 550,000 new diagnoses are made each year. Although improvements have been made in the treatment of patients diagnosed with heart failure, the national average readmission rate remains stagnant, with approximately one in four patients readmitted within 30 days of discharge.

The follow-up calls can identify patients at-risk for an adverse event, at which point the proper staff member follows up with patients and addresses as their issues before a readmission occurs.

There are many details for patients to remember during the discharge process. It’s often hard for patients to understand instructions about what they’re supposed to do at home, their medications and follow up visits at doctors’ offices.

“Receiving a call gives the patient the opportunity to ask questions, but more importantly, we can go over their discharge and medication list with them,” said Hopkins. “The calls are an extra security blanket for them. We are able to find out, in more depth, their home situation and what patients may need by talking to them on their own time. Knowing that someone cares about them after they leave the hospital gives them security.”

Hopkins says she has multiple patients who call her with questions that prevent further trips to the emergency room.

Process aims to keep patients from returning to hospital

Alan Black, MD, joins the department of community surgery specializing in anesthesiology. Dr.Blackreceivedhis medical degree from the University of Virginia School of Medicine. He completed an anesthesiology residency at Walter Reed Army Medical Center and is certified by theAmericanBoardofAnesthesiology.

Anjlee Patel, MD, joins the department of pediatrics specializing in pediatric cardiology. Dr.Patelreceivedher medical degree from Albany Medical College. She completed a medicine/pediatrics residency at Mount Sinai Medical Center and

a pediatrics residency at Elmhurst Hospital Center. She also completed a pediatric cardiology fellowship at MountSinaiMedicalCenter.Dr.PateliscertifiedbytheAmericanBoardofPediatricsandtheAmericanBoardofInternal Medicine.

Michael Yacoub, MD, joins the department of surgery specializing in vascular surgery. Dr. Yacoub received his medical degree from the Ross University School of Medicine. He completed a general surgery residency at St. John Hospital and Medical Center and a vascular surgery fellowship at CAMC. Dr. Yacoub is certified by the American BoardofSurgery.

ICD-10 Oct. 1 – Are you ready?All departments should have now heard of ICD-10.

All physicians credentialed on or before June 1 have completed training on ICD-10 awareness with many taking additional specialty training. The intent of this training has been to provide guidance on documentation requirements related to ICD-10. The Centers for Medicare and Medicaid Services (CMS) has entered into an agreement with the American Medical Association (AMA) granting a one-year period where they will not deny physician claims for use of unspecified diagnoses; however, that agreement has not been extended to hospitals and could result in a significant increase in denials. For example, documentation of a pressure ulcer without stating the site, severity (stage) or laterality could result in an entire hospital claim being denied due to the lack of detail.

All CAMC department managers received a single point lesson at the July MIMs meeting. Managers need to review this material with their departments between now and Sept. 15 for general awareness building.

Intermediate training for non-coders is now available in Edutrack for key departments that are responsible for patient intake functions (scheduling, registration, admissions); discharge processes and post discharge processes (quality monitoring) and other key support departments.

The coding department continues extensive training, testing and dual coding to hone their ICD-10 coding skills.

The ICD-10 core team continues to work on the cross-process preparation for the Oct. 1 go-live date.

All billing for inpatient discharges and outpatient services occurring on or after that date is required to be ICD-10 compliant.

On Aug. 10, the I/T staff made key changes to the production system that supports registration and pre-registration systems to support ICD-10. The NextGen physician practice management system is also undergoing upgrades.

Central scheduling and coding have already begun converting pre-registration information to ICD-10 for any procedures scheduled on or after Oct. 1.

Despite delays over the last three years in implementing ICD-10, no further postponement is anticipated.

For questions about general ICD-10 related activity contact program manager, Julia Given at (304) 388-7305 or ICD10Project@camc.org

CAMC employee with an incredible 13.70 percent weight loss, followed by Shane York at 12.47 percent, Anetta Williston at 11.87 percent and Margie Moore at 11.37 percent.

The surgical trauma intensive care unit (STICU) at General Hospital recently piloted a program that incorporated promoting a culture of safety while bringing “Joy to the Workplace” at the same time.

This process, to help prevent patients from developing pressure ulcers, involves aggressive staff, patient and family education on the importance of turning patients every two hours at a minimum. All levels of the organization are involved including: nursing, administration, physicians and ancillary services, and they have taken a collaborative approach to achieve this goal.

“Joy to the Workplace” is a subgroup of “The Leadership Alliance,” which was launched in October 2014 by the Institute for Healthcare Improvement. The “Joy” concept focuses on changing culture to make the workplace and the tasks that need to be completed a more enjoyable experience and to promote teamwork.

The STICU uses “music and timers” to remind staff to turn patients every two hours.

“It’s fun and simple. Every two hours (on day shift) we take a small team of two to three staff members, play a fun song and turn all our patients,” said Rebecca(Becca)Brock,RN.“Thisprocess takes approximately 10 to 15 minutes and creates a culture of teamwork within the unit.”

Editor: Elizabeth PellegrinGraphic Designer: Bonny Starkey

VitalSigns 3

A publication of the CAMC Health System

Writers: Scott Jarrell Lindsey Lilly Julia NolandAshley Showen

Published by: Marketing & Public Affairs PO Box 1547 • Charleston, WV 25326 Story ideas always welcome. To suggest a story, call (304) 388-5757, fax (304) 388-5755.

Writer, Editors: Dale Witte Jessica Duffield

Bev Farmer, practice administrator for the CAMC Cancer Center, was recognized at the July management information meeting.

BevhasconsistentlyexemplifiedCAMC’s mission, vision and values in all aspects of her job, leads by example and has high expectations of her staff.

Check out some of her achievements during the past couple of years.

•Evacuatedandrelocatedtheformer Cancer Center location due to separate water problems and a power outage in order to continue patient care.

•NextGenEHRwasimplemented between December and February on both the practice and infusion side of the Cancer Center.

•Shewasinvolvedinthedesignand planning for the Cancer Center and the move to the new building was nearly flawless.

• InMarch2015,theCancerCenter received the outstanding achievement award from the Commission on Cancer by meeting all the standards and commendation level of performance for all seven possible.

•QOPIcertificationwasachievedin 2012 and has been sustained for three years, with the last survey taking place this past June.

•TheCancerCenter’stop5board has been used as an example for other ambulatory departments.

During all of this, employee satisfaction scores were consistently above target.

Plus,whileworkingonallofthoseaccomplishments,Bevalsowasworkingtoward certification as a nurse executive.

Blair Johe has been the only certified lymphedema specialist workinginoutpatientPTfor the past several years.

She works at the CAMC PhysicalTherapyCenteratNorthgate.

Joheisreliable.Bothco-workersandpatients recognize the same excellent qualities in her.

She gives of her time. For instance, Johe fit a recent patient into her already overbooked schedule by coming in to work one hour early to see this patient for 19 visits.

She also came in on a Friday evening as well as Saturday, Sunday and Monday to help relieve a pregnant patient’s swelling and get her walking again.

PatientsoftentellushowJohemadeadifference in their lives. She does this any time she sees a need. She will often come early, stay late or work through her lunch to provide the care patients need.

Congratulations to the nominees in July:5West,CindyBaria,BrittanyBarnes,RachelBlackwell,BrittanyBoles,BeccaBrock,RianeBurdette,NoelCeballos, Mike Cook, Dr. Geoffrey Cousins, Gary Cunningham, Amanda Fitzwater, Caleb George, Ann Grose, Kate Harden, Sheryl Harmon, Tiffany Legg, Dr. James Maurer, Hannah Mick, Katy O’Neal, Dr. Donna Slayton, STICU, Megan Workman.

March 2015 began a 12-week HealthyWage weight loss challenge for 52 CAMC employees. These employees incorporated healthier diets and exercise to lose an astonishing 458 pounds! The top three CAMC teams were: •First-Phat&Fabulous •Second-SpringSlimming •Third-WaistManagement Phat&Fabulousconsistedof Kelly Mace, Margie Moore,MarkPelurie,StacyMcPhersonandShaneYorkfrom Memorial Hospital. As a team, they lost 115 pounds, which was a 9.35 percent weight loss.

Individually, employees did an outstanding job as well. Kelly Mace was the top

Heart&Soul

Thehospitalgroup,340BHealth,gaveCAMCitsannual“340BChampionAward” for its “outstanding leadership in promoting and advocating on behalf of the federal drug pricing program.”

The340Bprogramrequirespharmaceutical manufacturers and biotech companies to give discounts on outpatient medications to hospitals, community health centers, and other health-care facilities serving large low-income and vulnerable populations. These providers use the money they save to serve more patients and provide more comprehensive services.

CAMC provides $136 million in uncompensated care every year. It uses itssavingsfromthe340Bprogramtopartially offset these losses, to help fund a large free clinic, and to help fund a

CAMC honored for defending Rx program

program that provides access to health care to the working poor.

During the past year, Dave Ramsey, CAMC president and CEO, wrote an op-edinsupportof340BfortheCapitolHill newspaper The Hill and took part in a teleconference for health care writers. In addition, CAMC oncologist Arun Nagarajan, MD became a member of340BHealth’sOncologyCouncil,which was organized to counter claims by drugmakers and others that the program contributes to the rising cost of cancer care.

Biopharmaceuticalmanufacturersarelobbying Congress to scale back the 340Bprogramdramatically,especiallyfor large facilities like CAMC that serve very high volumes of Medicaid and low-income Medicare beneficiaries.

STICU brings joy & changeOne individual is assigned as the lead that goes from room to room at the designated time assisting the nurses in turning and repositioning patients.

“We also set timers for night shift as reminders to turn their patients. We don’t play music during late/quiet hours,”Brocksaid.“ARidetheWaveto Save Our Skin poster is posted in the restroom for some light bathroom reading and a friendly reminder of our mission to prevent hospital-acquired pressure ulcers.”

This process will now be rolled out to the other ICUs.

“This is just one creative example as to how ‘Joy to the Workplace’ can motivate our nursing staff in its quest of improving the quality of care delivered to our patients,” said Ron Moore, vice president for professional practice/CNO. “Studies have shown that staff members who are engaged in their jobs have opportunities for growth and development, and feel respected by trusted colleagues to go out of their way to implement best practices, and in the process, help their organizations earn reputations for ‘best places to work.’”

HealthyWage weight loss challenge

©Copyright Charleston Area Medical Center Inc. 2015

Clinical resource department welcomes Telena Curry,LPNandKim Bird, RN. CRD congratulates Amanda Doughty for advancing to CNIV.

Chris Shaffer is the new nurse manager for SV-IMC, Memorial Hospital. She has been nurse manager of 4 West since 2005.

nursing news and notes3 South welcomes Carl Nipps, CNII; Bryan Honaker, CNII; Marissa Beaver, CNII; Jamie Spriggs, NA and Marie Walker, NA.

The emergency department at Women and Children’s Hospital welcomes Shawn Thaxton,RN,BSN,asthenewclinical management coordinator.

VitalSigns 4

MILESTONES

The annual Nurse Extern Retention Workshop was held Tuesday, July 28, to enlighten the new nurse externs hired since May 2015 about everything CAMC has to offer to them. The program consists of how to manage stress as a bedside caregiver, leadership opportunities like the clinical ladder program, introducing them to experienced RNs who have advanced within the nursing profession and sharing the longevity of nurses who have had a great career at CAMC. The intent of the workshop is to encourage the nurse externs to choose CAMC to begin their career as a registered nurse.

Nurse extern retention workshop You’re invited

CAMC Radiation Oncology Services will host a public open house at its new location at the CAMC Cancer Center.

Friday, Sept. 18, 6 to 8 p.m.

CAMC Radiation Oncology Services ismovingfromtheMSOBatCAMCMemorial Hospital to unite its service with the comprehensive cancer services provided at the Cancer Center.

Radiation Oncology Services is a joint venture of CAMC, Alliance Oncology and Charleston Radiation Therapy Consultants.

Congratulations to Jonathan Tucker on his promotion to linen and courier services director.

Congratulations to Amy Kimberly, RD, LD,CSPNforsuccessfullypassingtheboard examination for re-certification as a specialist in pediatric nutrition.

Congratulations to Eric Weiss, the new evening shift unit supervisor at Women and Children’s lab. Most recently he workedinAPLatMemorialHospital.

LEADERSHIPCrucial AccountabilitySept. 2, 1 to 5 p.m.

Business Writing Basics for Professionals Sept. 10, 8 a.m. to 3 p.m.

Building & Sustaining Trust Sept. 16, 8 a.m.to noon

Effective Meetings 201 Sept. 23, 1 to 5 p.m.

Myers Briggs Type Indicator (MBTI) Sept. 24, 8 a.m. to noon

FOL session for New Leaders Sept. 30, 1 to 5 p.m.

All leadership classes are held in CAMC Institute training center rooms A/B.

COMPUTERExcel Intermediate Sept. 1, 1 to 5 p.m.

Access Intermediate Sept. 2, 8 a.m. to 4:30 p.m.

Word Intermediate Sept. 3, 8 a.m. to noon

Word Advanced Sept. 29, 8 a.m. to noon

Outlook Advanced Sept. 29, 1 to 5 p.m.

Power Point Advanced Sept. 30, 8 a.m. to noon

Excel Advanced Sept. 30, 1 to 5 p.m.

All computer classes are held in the CAMC University computer lab.

CAMC University september Classes

CAMC Urgent Care Centers Labor Day hours

Monday, Sept. 7

Southridge Urgent Care OPEN 9 a.m. to 5 p.m. 301RHLBlvd.,Suite3

Cross Lanes Urgent Care CLOSED 315 Goff Mountain Road

TheCAMCPharmacyinCrossLanes(next to the Urgent Care Center) will be OPEN from 9 a.m. to 5 p.m.

Help with computer questions, applications or programs just got a little closer. As part of the on-going changes in information services, the customer support center is now staffed by CAMC employees, and located on a CAMC campus. The employees of this group are comprised of both clinical and technical skill sets.

The CAMC Customer Support Center (help desk) will answer all calls beginning Sept. 1; the phone number remains the same. Also, non-priority one tickets may still be entered online via CAMnet.

Customer Support Center