Most organizations, especially those with long histories, inevitably go
through their share of difficulties. Recently, Rideout faced significant
challenges and fell short of our community’s expectations.
The good news is that because of a caring and dedicated family of physicians,
nurses and staff, the hospital is moving forward with renewed energy and
Additionally, an entirely new leadership team is now in place at Rideout
and is taking ownership for the failures of the past, and more importantly
are committed to re-building our future and continuing our heritage of
quality and trust.
Setting a new direction for an institution of this size involves many priorities.
Below are a few that my team considers to be critical:
- High-quality patient care
- Trust and transparency
- Opening the new Rideout facility
Consistent, quality patient care is our foremost priority. There is little point in looking back and assigning blame or commentary
on compliance issues. We have been given a task list and have no intention
of arguing about it – every member of the Rideout team is focused
on achieving each milestone set for us. We are already seeing the results
of some of this work, with recognition last month from the American Heart
Association for high adherence to heart attack quality measures in
U.S. News and World Report.
Equally as important, is our intent to celebrate the amazing, life-saving
work that goes on here every single day. It’s easy to forget those
successes in our complex healthcare environment. We are developing initiatives
that will keep them front and center – programs like the Rideout
Rising Star, monthly staff newsletter spotlights and appreciation-sharing
at department meetings. A hospital is only a building – our people
define our quality of care, and we aim to recognize them for the heroes
that they are.
Earning the trust of the community, our patients, and our internal family
will require a commitment to transparency, integrity and communication. I personally commit to you a policy of complete transparency regarding
the happenings at Rideout. You may not always agree with the plans and
decisions made, but you will be informed and have the opportunity to be engaged.
Restoring the confidence of the community will take time, and actions will
speak far louder than words. You will see evidence of this commitment
in the coming weeks, through our new CEO Roundtable series and monthly
letters directly from me which provide updates on our progress (whether
good or bad) and challenges, and asking for your feedback.
Finally we know that restoring trust in the community is dependent on restoring
the trust of our internal family. Monthly CEO/employee round table sessions
will foster meaningful discussions between leadership and small work teams,
and quarterly open forums will bring the entire hospital together regularly
for a dialogue about the future direction of the hospital. A structure
of open communication forces accountability on all sides and develops
faith in our words and actions. All trust must start there.
In the near-term, our focus is launching the new Emergency Department,
a $6 million, 5,000 square foot expansion designed to elevate the level
of care and patient experience.
In the long term, a new 220,000 square foot building topped by a helipad
supporting our Level III trauma center will forever change the scope of
healthcare services in the region. There have been many challenges, and
there is much work to be done in anticipation of a 2015 opening. There
is much pride among the Rideout family in seeing this project come to
fruition – a strong incentive to put the past behind us, and focus
on building the Rideout of the future.
Robert (Bob) Chason is the interim CEO of Rideout Health.