1. Bernard A. Wheatley, DBA, FACHE Chief Executive Officer 1 TOWN HALL MEETING Monday, August 19, 2013

2. The Future…. 2

3. Despite our best intentions, companies often become culturally dysfunctional. This occurs when leadership has a perception about the culture that conflicts with reality, or leadership behaves differently than what might be written down. 3 Culture of the Organization

4.  The organization reflects the behavior and characteristics of the CEO, and that establishes the culture.  A strong culture is the backbone of any organization, and the CEO is the standard-bearer and the agent of change. Peter Levine Andreessen, Horowitz & Udacity 4 Building A Culture That Works

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6. 6 OUR MISSION (our three facilities collaborating)…… to function as an integrated health system to provide comprehensive quality care to residents of the Virgin Islands and visitors of all ages, faiths and races.

7. To be the healthcare provider of choice to residents of the Virgin Islands and the Caribbean. 7 OUR VISION

8. CORE VALUES R R ecognition & Reward We recognize and reward our employees through birthday acknowledgement, service awards, peer-to-peer recognition and formal recognition by board members, senior leaders and managers. E E ducation & Training We provide an environment that supports continual intellectual growth to make a difference in the lives and care of the community we serve. S S ervice Excellence We deliver quality service and consistently seek to improve our services through innovation and creativity. P P erformance We ensure a culture of excellence through quality improvement, delivering clear and measurable objectives, working with integrity, and providing continuous feedback. E E ngagement We encourage participation at all levels, to include our physicians, nurses, and staff in decision-making processes to improve patient outcomes. C C are & Compassion We treat every individual with kindness, dignity and respect in a safe nurturing environment T T eamwork We believe in partnering with patients and caregivers to achieve the best outcomes.

9. STRATEGIC PRIORITIES  To help convert our mission and vision into strategies, measurable targets, and actions, SRMC updated its Strategic Priorities…..  Clinical Excellence  Financial Responsibility  Customer Service  Community Benefit  People (NEW)  Growth (NEW ) 9

10. 10 CLINICAL EXELLENCE FINANCIAL RESPONSIBILITY CUSTOMER SATISFACTION PEOPLE COMMUNITY BENEFIT GROWTH Improve patient outcomes & safety Achieve financial targets Determine advantage to stay under 1982 TEFRA Improvement patient & family experience Building a superior workforce Implement community needs assessment survey Pursue profitable new business opportunities Leverage enabling technology Implement cost reduction strategies Revenue Cycle program, i.e. Claims processing Build a brand of superior quality, excellent outcomes that is in theory of Evidence Based Medicine Foster exceptiona l leadership Grow community capacity to improve care & health status for vulnerable patients Improve physician alignment & engagement Attain Meaningful Use compliance Reduce Medicare/Medicaid Bad Debt Develop a culture that customer is the responsibility of everyone in the organization Deliver a work environme nt that retains, develops & engages great people. Focus on Diabetes awareness and prevention Promote / Improve physician satisfaction STRATEGIC PRIORITIES

11. Our Clinical Excellence and Customer Satisfaction strategic priorities, requires us to improve the Patient’s Experience and ensure Patient Satisfaction. 11 STRATEGIC PRIORITIES

12. “Care and Compassion” 12 CUSTOMER SATISFACTION There is strong evidence to show that compassionate care improves health, outcomes and patient’s care experiences.

13. ASK YOURSELF :  Did we show the patient and their family members Courtesy and Respect ?  Did we Listen Carefully to the Patient and his or her family members?  Did we Explain things in a way that the Patient and their family members can understand? 13 “Care and Communication” CUSTOMER SATISFACTION

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15. “You make a Difference ” 15 CUSTOMER SATISFACTION

16.  The AIDET method was implemented to: Decrease Patient Anxiety Improve Clinical Outcome Improve Patient Satisfaction  Providing Customer Service Excellence at SRMC is NOT optional, it is a requirement. 16 A I D E T

17.  Customer Service Training We will be implementing organizational wide customer service training. The goal is to develop a culture that delivers excellence in customer service.  SRMC Staff Video We are developing our own “I AM SRMC “ Video. We will feature employees that exemplify outstanding customer service, are recognized by patients, respected by their peers, and demonstrate loyalty to SRMC. CUSTOMER SATISFACTION

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19.  Patient Testimonials You will also see updated patient testimonials on our website to promote some of our good work and excellent service. This is a work in-progress. CUSTOMER SATISFACTION

20.  Weekly Leadership Huddles Fifteen (15 ) minute sessions with leadership, directors/managers physicians and clinical staff to ensure direct communication on critical issues impacting the organization.  Leadership Rounds The Senior Leadership Team continue to conduct weekly rounds on patient units and ancillary departments. This process has improved patient and staff satisfaction, and gives leadership an opportunity to recognize its star performers within each department. CUSTOMER SATISFACTION

21. CLINICAL EXCELLENCE The Patient’s Five (5) Rights: 1)The right patient 2)Dose 3)Drug 4)Route 5)Time 21

22. Financial Assessment Recommendations FINANCIAL RESPONSIBILITY 1.Community Benefit Study 2.TEFRA Based Reimbursement 3.Medicare Bad Debts 4.Medicaid 5.Territorial Employee Health Benefit Plan 6.Dialysis Services 7.Charge Description Master (CDM) 8. Claims Processing 9.Medical Documentation of Care 10.Physician Compensation 11.Financial Reports 12.Financial Analytics 13.Staffing Recommendations 14.Audit Request for Proposals 15.Strategic Plan

23. 23 SIX SIGMA  A Management Philosophy and Best Practice Strategy developed by Motorola to achieve Extremely High Objectives : 1) Effective Data Collection 2) Detailed Analysis of Processes Reduce defects (to near perfection) in products and services.

24. 3) Achieve Cost Reduction Up to 50% cost reduction in some organizations. 4) Increase Efficiency Improve cycle-time 5) Better Understanding of Customer Requirements Increase Customer Satisfaction 24 SIX SIGMA

25.  DaVita (Hemodialysis Services)  Negotiations are underway with DaVita to develop a joint venture for Hemodialysis services. Our goal is to meet our patients demands for this service.  Medical Specialties  Exploring opportunities to develop new or advance services: o OB/GYN procedures Laparoscopic Hysterectomy Surgical Ablations o Psychiatric Treatment- Electroconvulsive Therapy GROWTH

26.  Diabetes Collaborative  Meeting scheduled for August 23 rd  SRMC is facilitating this collaborative effort among all local healthcare agencies and stakeholders to focus on Diabetes.  The objective of this meeting is to combine the on-going or planned efforts of individual entities into a comprehensive plan for the Territory. COMMUNITY BENEFIT

27. Enhancements To SRMC Website

28. BOARD MEMBER & LEADERSHIP PHOTOS UPDATED

29. NEW STANDARDIZED INTERNAL ANNOUNCEMENT FORMAT

30. New Patient Tray Liners

31. NEW Additions to ID Badges

32. Upgraded Security Staff Uniforms

33. Ambulance Entrance SIGNAGE UPDATES

34. Emergency Room Entrance

35. Charlotte Kimelman Cancer Institute SIGNAGE UPDATES

36. Roy Lester Schneider Hospital SIGNAGE UPDATES

37. “ In the long run, no matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire”. Kio Morita, Co-Founder, Sony 37 CUSTOMER SATISFACTION

38. “We do not have a second chance to make a first impression” 38

39. “To the world, you are one person, to the patient you are the world” 39

40. KAIZEN “A Relentless Way To Make A Difference” 40

41. QUESTIONS ?? 41