MedicalPsychiatricRounds In 2017, Concord Hospital began seeing an increasing number of medical patients who also suffer from acute psychiatric or behavioral health issues.The Hospital rose to the challenge of providing more specialized services for these increasingly complex patients, the geriatric population and a higher number of substance use patients. Concord Hospital’s Behavioral Health Consultation–LiaisonTeam began regular meetings with all patient care units, including pediatrics, to consult, support, educate and develop standard processes for these patients and improve coordination of care.The meetings, or medical psychiatric rounds, benefit patients, families and staff by increasing communication and coordinating each patient’s care as a team. In FiscalYear 2017, more than 400 patients, families and staff benefited from this effort. An individualized Psychiatric/Behavioral Plan of Care is developed for every patient identified for safety risk and/or psychiatric or behavioral symptoms.The plan and a checklist for nursing promotes consistency of care, communication and patient safety. In addition, the Hospital developed a Behavioral Emergency ResponseTeam (BERT) because of the increased number of patients with psychiatric/behavioral health needs being treated in the inpatient patient care units. Concord Hospital Medical Staff has reported that attending Medical/Psychiatric Rounds with behavioral health specialists has given them a better understanding of behavioral health issues and helped them learn new skills and the best approaches to manage patients with challenging issues. OperationalExcellence Operational Excellence is philosophy, a way of thinking, a balanced approach to improvement. At Concord Hospital, Operational Excellence aligns our capacity as a health system with the needs of our patients while eliminating waste to create more value for patients. KEY OPERATIONAL EXCELLENCE FOCUS AREA IN2017INCLUDED: § Strategy Deployment Strategy Deployment is a business process designed to connect the entire organization to the established priorities for the year and support the long-term vision and mission of the organization. As a result, the entire organization stays focused on what needs to be done. The goals are reflected in a simple visual management tool, the Strategy Deployment Matrix, which is a critical part of the overall visual management system for the health system. § Leading for Daily Improvement Leading for Daily Improvement (LDI) is a continuous process that ensures work is done in the right way and at the right time to achieve strategic objectives. LDI supports accountability throughout our health system and ensures that specific problems are brought to the appropriate problem solver to better meet the needs of our patients. Each day, the identified problems and results from the previous day’s review of key performance indicators are reported on during a series of daily 10-minute huddles, starting with the frontline staff and their manager and rising to a total organization view reviewed by the health systemVice Presidents and the Chief Operating Officer. § Kaizen ImprovementWork A key tool for continuous improvement is the Kaizen where staff and providers focus on how to improve their work through a structured problem-solving method, under the guidance of a facilitator.The Kaizen process often focuses on applying small changes that result in major improvements over time. C O N C O R D H O S P I T A L A N N U A L R E P O R T 2 0 1 7 13 Taylor Benjamin CONCORD HOSPITAL DIRECTOR OF OPERATIONAL EXCELLENCE