McLaren Greater Lansing Recognized as Best in Health Care System in 2015
Tuesday, January 26, 2016
Posted by: Eric Dimoff
McLaren Greater Lansing has been recognized as the top subsidiary in the entire McLaren Health Care (MHC) system for 2015 after greatly exceeding expectations in clinical quality, patient safety, operations, fiscal responsibility, and patient satisfaction.
“We are truly humbled by the acknowledgement of McLaren Greater Lansing as the top performer in the McLaren system,” said Tom Mee, RN, BSN, MBA, President and Chief Executive Officer, McLaren Greater Lansing. “This recognition is further evidence of the dedication of our physicians, employees, volunteers, hospital and foundation boards of governance, and our leaders.”
McLaren Health Care measures performance of its 14 subsidiary organizations — hospitals, medical practices, insurance company, physician hospital organization, central laboratory, home care group, and more — in the areas of clinical quality, operations, engagement, and fiscal responsibility. The award, dubbed the “President’s Trophy,” is given each year to the top performing subsidiary.
Mee noted that when the Every Patient, Every Time philosophy was introduced, it compelled all the stakeholders — employees, physicians, governing boards, hospital administrators, and community partners — to take an objective, critical look at patient satisfaction and the overall experience in the hospital and at community-based sites, and clinical outcomes and quality improvement initiatives. The goal was for the hospital to foster a culture of continuous improvement aimed to care for those who are most important: the patients. The initiative has had encouraging early results.
Every leader in the organization now begins their day on a hospital-wide call to discuss patient safety. Patients are being admitted through the emergency department much faster than before. A clinical best practice was implemented at the bedside to reduce or eliminate central-line-associated bloodstream infections. Real-time huddles to discuss a safety incident’s root cause are becoming the standard. Numerous other quality, safety and service initiatives are already implemented or are underway at the hospital and in McLaren offices throughout the community.
“Our entire organization collectively rallied behind our philosophy of Every Patient, Every Time and propelled us to a hospital centered on best practices and continuous improvement for our patients,” Mee said. “We’re extraordinarily proud of we have accomplished together and we are ecstatic about how we will collectively care for the community in the future.”