KINDRED CONNECTIONS Hospital Division news

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is to promote healing, provide hope, preserve dignity and produce value for each
patient, resident, family member, customer, employee and shareholder we serve.
Fall 2013
KINDRED CONNECTIONS Hospital Division News
Consistent Clinical Outcomes: Recent Steps
By Jeffrey
P. Winter
Executive Vice
President
and President,
Hospital
Division
order to reduce the variation in clinical
outcomes and costs across all of our
hospitals.
Going into 2013, our Transitional
Care Hospitals were facing tremendous
challenges including the imposition of the
two percent across-the-board Medicare
cuts, otherwise known as the sequester.
However, because we all worked together
and kept quality care as our goal, the
Hospital Division has been able to
demonstrate success in the core through
a focus in cost management and in
improving efficiencies. These tremendous
efforts have enabled us to perform well
in spite of daunting reimbursement and
regulatory challenges. So let me start off
by thanking you for all you do each day.
The last several times I communicated
with you through this newsletter, I
focused on our Division’s efforts to
establish consistent quality standards in
highlights
PAGE 2
2013 Clinical
Impact Symposium
173310-01 Kindred Connections fall 2013.indd 1
Continuous Upgrades to
ProTouch
An essential element in reducing
variation between hospitals is the effective
documentation and tracking of outcomes.
This is where robust information
technologies, including electronic medical
records (EMR), come into play. As you
all know, Kindred has invested significant
resources for nearly 20 years to develop
and enhance our proprietary EMR –
ProTouch.
We have seen firsthand the ways in
which our investments in ProTouch
have had a direct impact on patient care.
Enhancements have improved patient
safety through medication management
and change-of-condition alerts, which
enable us to continually improve the care
we are able to deliver each day.
In our last edition of Kindred
Connections, we talked a great deal about
upgrades to the ProTouch system and
we are proud that we have even more
recent updates to report. Most recently,
in August, the Inpatient Rehabilitation
Hospital (IRF) version of ProTouch went
live for Central Texas Rehabilitation
Hospital. The new model includes many
enhancements that specifically meet IRF
reporting requirements including the
addition of FIM Modules, new order entry
pathways, IDT modifications, calculation
for rehab minutes, tracking of patient
discharge disposition and the input for
rehab orders.
In addition to the new IRF ProTouch
model, we have some exciting
improvements to the system that will be
coming soon to our Transitional Care
Hospitals. In response to physician input,
ProTouch will soon feature a single
signature cue for all patients under their
care. In addition to listening to physician
preferences, this represents another step
in improved efficiency in care. We will
also be adding a training environment
within ProTouch, which will provide
an improved way for clinicians to train
and be coached on complex changes and
upgrades to the ProTouch system before
the changes are rolled out.
Continued on following page.
PAGE 6
Kindred and the American
Lung Association
PAGE 10
President’s award
recipients
PAGE 9
Transitional Care Nurse Pilot Program
PAGE 16
HEPAP awards
9/12/13 4:21:09 PM
Continued from previous page.
Health Information
Exchange (HIE)
As we reported in our 2012 Quality and
Social Responsibility Report, Kindred
is actively and aggressively working
to develop a Health Information
Exchange (HIE) to facilitate the sharing
of electronic patient data between
Kindred sites of care and with external
healthcare partners.
As you might guess, ProTouch plays an
integral role within our HIE, as do the
EMRs in Kindred settings across the
continuum – Point Click Care in our
Nursing and Rehabilitation Centers and
Homecare Homebase in our Homecare
and Hospice settings. And the new IRF
model of ProTouch represents an
important next step in enabling the
sharing of patient data across settings of
care as we pursue our care management
strategy throughout the entire postacute continuum of care.
As we continue to develop our health
information technology capabilities,
our goal is to have the full and
transparent exchange of patient care
data between our Kindred locations and
with traditional short-term hospitals,
physician practices and managed
care payors and case managers. This
information sharing and IT connectivity
is an integral component of our patientcentered care model and will better
enable us to provide coordinated care
throughout an entire patient episode –
from hospital to home.
We believe that pursuing the Kindred
HIE will enable us to continue to
succeed under today’s delivery and
payment system
while preparing for future models.
Kindred will continue to invest in
working to ensure ProTouch is the best,
most user- friendly product available to
track patient care and outcomes. This
will prepare us to participate and thrive
in future integrated healthcare models,
continue to build on our quality patient
outcomes, and deliver on our mission of
Hope, Healing, and Recovery.
Please enjoy the rest of the articles
within this newsletter, and, once
again, thank you for your dedication
and commitment to ensuring quality
patient care.
Jeffrey P. Winter
The 2013 Clinical Impact Symposium is
Coming Up this November!
2
This year’s meeting is the fifth Clinical
Impact Symposium designed to enhance
clinical practice in the post-acute
continuum supporting Kindred as a
leader in clinical excellence. The theme
of this year’s symposium is Clinical
Excellence in Care Transitions and
Disease Management: Managing
Diabetes, Infections and Cognition
Across the Continuum. As always, this
symposium will offer the latest evidence-
173310-01 Kindred Connections fall 2013.indd 2
based information from some of the
most widely respected experts in the
nation, and will focus on opportunities
to identify advances in research and
practice standards related to care
transitions.
Participants invited from the Nursing
Center Division, RehabCare, Hospital
Division, Care Management Division
and Kindred at Home will have cross-
divisional networking opportunities at
the meeting, which will emphasize an
interdisciplinary approach to patient
care across the post-acute continuum
of care. The meeting will also include
interactive conference-style offerings
and tradeshow exhibits.
We look forward to another excellent
symposium, full of information that will
keep Kindred a leader in care transitions.
9/12/13 4:21:09 PM
Wyoming Valley Works Toward a Winning Mix
of Quality, Skill and Cost Efficiency
CCO
Lillian
Klitsch
of Kindred
Hospital
Wyoming
Valley
Open communication, taking things
shift-by-shift, staffing for the here-andnow (but having a plan if the ‘what if’
occurs), and celebrating milestones are
the cornerstones to success at Kindred
Hospital Wyoming Valley in WilkesBarre, PA. Under the leadership of
Chief Executive Officer Dr. Sharon
Yurkiewicz and Chief Clinical Officer
Lillian Klitsch, the hospital has made
important strides toward creating a good
mix of skill, quality and cost efficiency.
Lillian Klitsch has been with Wyoming
Valley since April 2012.
“Everything we do is based on the needs
of our patients, and the metrics have
followed in a positive direction,” she
said. “We look at our patient census
and staff based on needs, recognizing
that could change from morning to
afternoon.”
The team at Wyoming Valley has
realized that adding staff and dollars
doesn’t necessarily create good
outcomes.
“Evidence-based practices and learning
from those who found a way to improve
processes efficiently is so important,”
said Klitsch. “The clinical staff discusses
these concepts regularly. They know
they can have a say in how we do things
so they talk, and I listen.”
The supervisors have been instrumental
in effecting positive change.
“My supervisors have been keeping us
within budget and getting that right skill
mix,” said Klitsch. “They also know
my expectations and are excellent
at communicating with me, whether
by text or phone, and that open
communication has been key. I feel
comfortable that they make the
decisions I would make even when I am
not here because we regularly discuss our
responsibility to be good stewards of our
resources and what that looks like shiftto-shift in a variety of situations.”
The facility has seen a significant
improvement in quality and Klitsch
credits a lot of that to the team
environment that she has made a
priority.
“We haven’t had a UTI in four months
and haven’t had a ventilator-associated
pneumonia in three years,” she said.
Turnover rates are starting to improve
as well.
Klitsch, who was a chief nursing officer
at an acute care facility before joining
Wyoming Valley, has over 20 years of
acute care experience.
The little things are not to be
overlooked, either, she said, and they
can make a difference in morale and
team building.
“We celebrate things like birthdays
and injury-free days – last year we hit
over a year,” she said. “We encourage
one another and when someone sees a
success, we all celebrate it together.”
MIDTOWN Closing
Kindred has made the decision to close
its Midtown Hospital in Houston.
Effective September 9, the hospital
closed. The hospital was closed because
we determined it was not feasible to
operate Kindred Hospital Midtown in
such close proximity to several other
173310-01 Kindred Connections fall 2013.indd 3
Kindred hospitals. Kindred will be able
to continue serving the community
through Kindred’s other nearby hospitals
in the Houston area, including Kindred
Hospital Houston Medical Center at
6441 Main Street and Kindred Hospital
The Heights at 1800 W 26th Street.
All full-time staff were offered the
opportunity to transfer to other
Kindred hospitals. More than one-third
accepted. The hospital had a luncheon
on September 3 for all employees and
physicians to thank them for their service.
3
9/12/13 4:21:09 PM
Timely Transitions 101
Her suggestions for achieving timely
transitions include:
1) Utilize long-term acute care (LTAC)
messaging best practices, including:
• LTAC scripting before, during and
after admission to the LTAC,
addressing important points such as
the fact that LTACs offer an acute
level of care, LTAC criteria to admit
and stay, length of stay (usually 3-4
weeks) and the understanding that
there is sometimes another stop in the
continuum before reaching home or
optimal functioning
• Planned, organized and well delivered
family tours
Timely transitions are an important
component of excellent patient care,
and no one knows that better than Kelli
Cole, new Divisional Vice President
for Case Management within the
Hospital Division. Cole, who has a rich
background in the case management
field, most recently as CEO of Kindred
Hospital San Francisco Bay Area and
Northwest District Director of Case
Management for Kindred Healthcare,
is working with her team to improve
systems and consistency related to case
management across the Division.
“We can look at facilitating timely
transitions as a multi-faceted approach
involving thorough communication,
high-quality care delivered in a timely
manner, and proactive transition
planning,” said Cole.
• Pre-admission conferences: meet with
the family to explain the benefits of
the LTAC, align expectations and
begin proactive discharge planning
• Post-admission conferences: have a
patient and family conference within
the first few days of the stay, where the
team can engage and educate on the
plan of care and discuss realistic goals
and national norms for anticipated
length of stay
3) Proactive discharge planning – before,
during and after admission – with
confirmation of the discharge plan
and a realistic back-up plan at about
mid-stay, with patient, family, physician
and clinical team on the same page,
and all relevant information sent to the
next level of care. Proactive planning
ensures we are ready when the patient is
clinically ready to transition.
2) Facilitate high-performing, effective
interdisciplinary team meetings, paired
with an expectation of accountability
for executing the plan of care, using the
“every patient, every day” mantra.
Said Cole: “In sum, it’s all about
communication and proactive planning,
with the ultimate goal of providing the
best possible care for our patients, who
deserve it.”
Project Nationals
At the end of August Kindred completed
the sale of 14 facilities to Vibra Healthcare
and Post Acute Medical. When the
Company originally announced plans to
sell these facilities in April, the intention
was to sell 17 facilities. However, the
Company was unable to reach all
necessary agreements to sell the Peoria,
Illinois Hospital. In addition, Kindred
continues to work on plans to sell two
other hospitals in September.
4
This transaction is part of Kindred
Healthcare’s repositioning of the
company. The Company is selling
facilities in some markets, including
nursing centers, to focus on Kindred’s
Integrated Care Markets, where the
Company provides a continuum of postacute services.
173310-01 Kindred Connections fall 2013.indd 4
Transactions like these are time
consuming. Hospital leadership is asked
to do a lot of work on top of their regular
duties at the hospital.
“This is never easy,” said Jeffrey Winter,
President of the Hospital Division. “We
know that you all have day jobs and you do
those very, very well. And we appreciate
everything that everybody’s done. This is
all in addition to that. So I want to thank
you guys from the bottom of our hearts for
all the great work that everyone is doing.
And the continued loyalty and support
that you’re showing the Company as we
move through this process.
“We really want to thank all of our teams,
our CCOs, our CNOs, everyone in the
buildings, all of our physicians and related
constituencies who have, through this
entire process, kept your eye on the ball
in terms of our business, kept your eye on
every patient in your facility to make sure
they continue to get exceptional clinical
care and not allow this to be an issue
or distraction for any of you away from
our mission at Kindred. My only regret
is that, you know, some of you will be
leaving Kindred in this process. But this
is a small world and paths clearly cross in
other ways.”
There are also many people at the
Support Center and the Regional offices
who have put in extra hours, including
working over the Labor Day weekend,
to make sure Kindred successfully
transitioned our hospitals to Vibra and
Post Acute Medical and make sure our
patients received uninterrupted care as
they transitioned to a new operator.
9/12/13 4:21:10 PM
Injury-Free Days: How Two Hospitals Did It
At Kindred Hospital Baytown and
Kindred Hospital North Houston, more
than a year elapsed between reportable
injury claims. Here’s a look at what each
hospital did to reach that milestone, and
how they celebrated when they hit the
one-year mark.
“We celebrated as we built to 365,”
said Angel Gradney, Chief Executive
Officer of Kindred Hospital Baytown.
“We gave out Safety Hero buttons, did
a lot of recognition in staff meetings
and had special lunches, cakes and a
seafood dinner for all employees when
we reached 365.”
At Kindred Hospital North Houston,
“we began by emphasizing safety shoes –
that was our first way of communicating
about employee safety. We’ve been using
Culture of Safety materials to continue
to promote a work-safe culture. Daily
roundings take place in which safe
Pictured below: Staff members of Kindred Hospital North Houston
work practices are recognized and any
observable safety hazards are identified
and reported,” said Charles Lopez, the
hospital’s HR Manager.
As the 365-day milestone approached
at KH North Houston, there were
employee celebrations, a “hamburger
day” and a celebratory meal. “It was very
enjoyable, and very well deserved,” said
Lopez.
At both hospitals, the focus is now on
the future.
“We are already planning our 400-day
celebration,” said Gradney.
Kindred Hospital St. Louis at Mercy opens
Prior to joining Kindred Hospital
St. Louis in December 2011, Stacy
Howard worked for Mercy, the sixth
largest Catholic healthcare system in
the country. Howard is excited about
the new partnership with Mercy that
has been created through the opening
of the Hospital Division’s newest
hospital – Kindred Hospital St. Louis
at Mercy.
The 54-bed hospital is located at Mercy
Hospital St. Louis Medical Center, an
80-acre, 979-bed healthcare campus that
contains a heart and vascular hospital,
a cancer center, a comprehensive
children’s hospital, a surgery center and
a skilled nursing center.
“It’s a very exciting time for Kindred
because this is our first partnership with
Mercy, which is a large system across four
states,” said Howard, Market CEO in
173310-01 Kindred Connections fall 2013.indd 5
St. Louis. Her office is located at the
new Kindred at Mercy hospital.
Kindred Hospital St. Louis at Mercy
builds on Kindred’s strong reputation
for providing quality care and
enhances the company’s reputation as
a leader in providing post-acute care
in St. Louis. The hospital is located on
the seventh floor of Mercy Hospital,
a Level 1 trauma center, and is a
separately licensed 54-bed hospital in
a hospital. Kindred Hospital St. Louis
at Mercy features 29,826 square feet
plus an additional 400 square feet for
materials management. It is comprised
of 18 private rooms, 14 semi-private
rooms, an eight-bed high acuity unit,
the latest technology, bariatric rooms,
ADA rooms, and an exam/treatment
room. The facility replaces the Mercy
Continuing Care long-term acute
care hospital.
There is potential for growth with
Mercy. The new hospital opened in
July and is located near three Mercy
facilities. “We’re getting more referrals
than we can even handle,” Stacy said.
Mercy is Kindred’s third transitional
care hospital in St. Louis, joining
Kindred Hospital St. Louis, a 60-bed
freestanding hospital, and Kindred
Hospital St. Louis-St. Anthony’s, a
38-bed hospital- in-hospital. Kindred
also operates St. Luke’s Rehabilitation
Hospital, a 35-bed inpatient
rehabilitation hospital within the St.
Louis region.
Kindred now has transitional care
hospitals in the city of St. Louis and
the southern and western parts of
the area. “Now we have a triangle of
hospitals that can meet the needs of
our population in the entire Greater St.
Louis area,” Howard said.
5
9/12/13 4:21:10 PM
Kindred and American Lung Association
Partnership Ends the Year Strong!
We have reached the end of Kindred’s
first year as a national corporate team
partner with the American Lung
Association and it was an incredible
year! Thanks to everyone’s hard work,
we were able to raise $164,635.09.
Additionally, our locations contributed
$298,000 in sponsorship for the Lung
Association events. This means
Kindred contributed $462,635.09 total.
Here are some of our top achievers who
will be receiving awards this year:
This year’s Kindred Cup winner
is Kindred Hospital Bay Area –
Tampa. The Kindred Cup is awarded
to the facility with the most overall
participants and the most overall
amount raised for all events combined.
Kindred Hospital Bay Area – Tampa
had 47 and raised $7,796.
fight for air
walk • run • bike • climb
The top individual
fundraisers from each Fight
For Air event are:
Travis Swanberg from Kindred
Hospital Seattle First Hill. Travis raised
$2,514.01 in the Fight For Air Walk.
Leigh White from The Kindred
Healthcare Support Center. Leigh
raised $1,005 in the Fight For Air
Climb.
Kathy Markham from The Kindred
Healthcare Support Center.
Kathy raised $1,350 in the Cycling
Adventure.
Karen Stone (left) and Rebecca
Antinopoulos (right), members
of the Kindred Klimbers from
Kindred Hospital Pittsburgh.
The top fundraising teams
are:
Kindred Hospital Wyoming Valley
raised $16,941.06 in the Fight For Air
Walk.
Kindred Hospital Bay Area – Tampa
raised $6,001.81 in the Fight For Air
Climb.
6
173310-01 Kindred Connections fall 2013.indd 6
The Kindred Healthcare Support
Center raised $9,477.81 in the Cycling
Adventure.
Lastly, we would like to recognize
The teams that had the
highest number of
participants.
Kindred Hospital San Antonio had the
largest Fight For Air Walk team with 91
participants.
The Kindred Klimbers from Kindred
Hospital Pittsburgh had the largest
Fight For Air Climb team with 27
participants.
And The Kindred Healthcare Support
Center had the largest Cycling
Adventure team with 22 participants.
Congratulations to all of our highest
achievers and to everyone who
participated in this year’s partnership
with the ALA. We couldn’t have
achieved such great success without
everyone’s contributions. Outstanding
job. Let’s keep up the hard work as we
enter our second year of partnership
with the American Lung Association.
Great job to all our
facilities, team leaders
and members!
9/12/13 4:21:10 PM
Medical Director Profile:
Dr. Thomas C. Liske
Thomas C. Liske, M.D., F.C.C.P.
is the longtime Medical Director at
Kindred Hospital Sycamore. He is also
Kindred’s Regional Director of Care
Management for the Central Region. He
is a graduate of Loyola Stritch School
of Medicine in Chicago. He did his
internship at Long Beach Memorial
Hospital and residency and pulmonary
fellowship at the Hines VA Hospital
outside of Chicago. He was interviewed
by Dr. Sean Muldoon, Chief Medical
Officer of Kindred’s Hospital Division.
Dr. Muldoon: How did you come to be
a physician?
Dr. Liske: Originally I wanted to be a
dentist – I was fascinated by the office
and the equipment. Then I decided
that I didn’t want to restrict myself and
started studying to become a physician.
I was also influenced by books written
by Dr. Thomas Dooley about being a
medical missionary in Laos. That spurred
my interest.
Dr. Muldoon: How long have you been
with Kindred?
Dr. Liske: I joined Kindred in 1986,
first at the Sandwich, IL hospital that
became Kindred Hospital Sycamore in
1989.
Dr. Muldoon: What are the joys and
challenges of working at Kindred?
Dr. Liske: The joys? I work with
unbelievably good, good people. They
are very dedicated to helping patients
get well. I love the people here – always
have. The biggest challenge for me was
getting used to the longer length of stay
in this setting. And our management
structure has changed from localized to
centralized to localized to centralized
over the years, which creates some
challenges. I’m not sure which system
works best.
Dr. Muldoon: What is your favorite
aspect of working in the transitional care
hospital setting?
173310-01 Kindred Connections fall 2013.indd 7
Dr. Liske: I like the pace – it isn’t
frenetic. And the patient-family
interaction in the LTAC setting is
different. Over time you really develop
a relationship with these people. Even
though stays are shorter now, that
dynamic is still there.
Dr. Muldoon: Is there a particular
person who was instrumental in your
development?
Dr. Liske: I would have to say Dr.
Marion Brooks, an endocrinologist from
my residency at Loyola. He taught me
the value of getting to the point – to
get the history of present illness and all
the pertinent information in a focused
way. He was very good to me – he always
complimented when I did well. That was
appreciated!
Dr. Muldoon: How would you describe
our Transitional Care Hospitals to
someone who has never heard of
Kindred?
Dr. Liske: I would say that we care for
people who are quite sick, and shortterm hospitals are not equipped to care
for them. They aren’t equipped for
patients who have long-term needs.
Dr. Muldoon: How about a memorable
Kindred patient?
Dr. Liske: That would be a 29-year-old
patient who came in with aqueductal
stenosis – a hereditary condition
aggravated by a severe neck injury
from a karate accident. He was here
six months – with hydrocephalus and
deep coma. We treated him with our
cognitive stimulation program and we
were able to wean him from the vent.
And then after six months he just
woke up. He was discharged to a rehab
hospital and walked out three months
later. It taught me that with our patients
we have to be really careful regarding
terminal care – that some people are
going to recover no matter how serious
the prognosis.
Dr. Muldoon: You’ve recently
become more involved with clinical
documentation improvement (CDI).
How did you become involved and what
do you do?
Dr. Liske: This has been a wonderful
experience in a lot of ways. I worked
with Becky Slagell (Kindred’s
Senior Director of Utilization
Compliance). At that time she was
the Senior Regional Director of Case
Management. My job is to educate
physicians about documentation. Even
though they provide great medical
care, they sometimes have problems
keeping documentation straight. I
give presentations about CDI and do
seminars all over the region. I really
enjoy it.
Dr. Muldoon: And what do you do in
your spare time?
Dr. Liske: I exercise regularly, and
I like to read – I’m very interested
in motivational literature and pop
psychology. And I’m a big family
man – we have six children and two
grandchildren.
7
9/12/13 4:21:10 PM
CEO Profile: Angela Harris
we understood what the medical staff
perceived as the challenges within
the hospital. I then began contacting
physicians that had resigned from the
medical staff to identify their reasons for
leaving and to begin addressing these
areas of concern.”
Harris, the CCO and key leadership
worked on getting the special procedure
room up and functioning. Then they
ensured that the physicians were aware
that procedures could remain in house
versus patients being transferred to the
surrounding STACHs.
As a triathlete for 20 years, Angela
Harris understands challenges and taking
risks. Fitting training into a busy work life
can be difficult but requires dedication
and commitment.
When Harris became CEO of Kindred
Hospital Fort Worth in November 2011,
she was ready to take on the challenges of
bringing the hospital to its full potential.
“I was a CEO at a rehab hospital that
received patients from Kindred,” Harris
said. “Kindred always had a reputation of
being a good company and that they had
long-standing employees. It was also a
hospital that had not functioned at its full
potential especially with its prime location
in the downtown hospital district.”
When she arrived, she faced a number
of issues including turnover by senior
management for the previous five to
six years; many physicians had resigned
their credentialing privileges due to
lack of confidence in the abilities of
the hospital; all procedures, including
surgical procedures, had been stopped in
house, so all patients in need were being
transported out; employee and patient
satisfaction was low; and the ICU was
very outdated.
“The first thing I started doing, along
with involving my leadership team,
was meeting one on one with the
medical staff,” Harris said. “I ensured
8
173310-01 Kindred Connections fall 2013.indd 8
“We had to gain the confidence of
physicians that our staff was equipped to
handle the procedures,” she said. “When
I first started at Kindred I identified
physician specialties that were not currently
credentialed and started recruiting these
physicians. By expanding the specialties
in house we have also been able to reduce
the number of patients being transferred to
appointments, which reduced our overall
outside service expenses.”
To improve employee satisfaction,
leadership began holding monthly
town hall meetings so the staff felt
better informed. An employee activities
committee was formed to plan monthly
activities for the staff. Harris also ensured
that employees recognized that her
door was always open for their concerns
as well as their praises. Rounding on
the floors on a routine basis is key to
identifying areas of improvement as well
as recognizing employee birthdays.
As a result, the hospital has been able
to expand its medical staff and add
specialties. Physicians that had resigned
from the medical staff have returned.
The hospital had not had a surgical DRG
in years and now procedures are done on
a routine basis. And patient satisfaction is
at an all-time high.
Harris lists her keys to success as “ready
to listen to others’ ideas and giving praise
appropriately, being a leader that is
open to communication, willing to take
risks for the benefit of the hospital and
promote team work.”
Her goals include renovating the ICU,
continuing to provide quality care,
maintaining strong patient satisfaction
scores and employee satisfaction, and
increasing physician confidence in the
hospital.
Exercise helps Harris keep her balance,
reduce stress and stay healthy. She
became a triathlete because she traveled
a great deal and it was a way for her
to explore areas she was visiting while
working out. About two years ago she did
her first half-ironman (swim 1.2 miles,
bike 56 miles and run 13 miles) and she
has finished four since then.
“I am currently training for my first
full ironman in September,” Harris
said. “Juggling work and the long hours
of training takes discipline with my
schedule. I have early morning and late
evening workouts in order to balance
work and training. Training is an
opportunity for me to release stress and
to push my body to limits that at times
I think it cannot go any further. I think
being a long-triathlete has helped me
to feel better about taking risks in life.
Who else would be crazy enough to swim
2.4 miles, bike 112 and run 26.2 miles
all within a 17-hour time frame? I have
encouraged my leadership to take risks
that help with the improvement within
their departments and working with
others within the hospital.”
9/12/13 4:21:10 PM
Transitional Care Nurse Pilot Program
Shows Results in Massachusetts
At the 2012 Clinical Impact Symposium,
excitement was building about a
soon-to-be-launched pilot program
in the Massachusetts Integrated Care
Market. The pilot was going to look at
the difference transitional care nurses
could potentially make in patients’ care,
as they moved through the post-acute
continuum. Now, nearly a year later, the
pilot has been completed and the results
are in: transitional care nurses can make
an important difference in the care we
provide to our patients.
The pilot program reduced readmissions
to the acute care hospital, average length
of stay was down, and patient satisfaction
was up.
“Patients are very vulnerable during
care transitions, and we know that,” said
Stacey Hodgman, MS, RN-BC, CMAC,
Senior Director of Care Management
for Kindred Healthcare Massachusetts.
“Improving care transitions for our
patients is not just the right thing to do,
it’s a critical component of the healthcare
delivery system that has continued to fall
short despite best efforts.”
The first step in the pilot project was the
hiring of three dedicated transitional care
nurses – Christine Plante, RN; Kimberly
Ramos, RN and Cathy Tracey, RN.
They followed 150 consented patients
who had been admitted to the transitional
care hospital (TCH) with a primary
illness that fell into one of five categories:
cardiac, respiratory, diabetes, stroke and
post-transplant.
“Our patients were broken into two groups
– an intervention group that received
care transitions interventions from our
transitional care nurses, and a control
group who received usual discharge
planning protocols,” said Hodgman.
“Data were tracked on both groups for
comparison.”
The results were encouraging:
• Hospital readmission rates within 35
days after transition from the TCH
were 6.2 percent in the intervention
group, compared to 16.7 percent in the
control group
• Patient satisfaction-with-transition
scores were higher in the intervention
group
• Average length of stay in the TCH was
19.2 days in the intervention group
and 25.7 days in the control group
The team used several quality metrics
to assess the success of the program,
including:
• notification of the primary care
provider upon admission to the TCH
and with each transition
• no missed medications on the day of
transfer
• no missed meals on the day of transfer
The team also worked with PharMerica
to implement a transitional care
pharmacist component of the program;
the pharmacist intervened when he or she
received a referral from the transitional
care nurse with a concern about
polypharmacy, more than one hospital
admission during the past 30 days, a
psychiatric medication prescription with
no diagnosis, low health literacy or any
other specific area of concern. And
Massachusetts isn’t stopping there. Armed
with the results of the pilot program,
the group now plans to implement a
Care Transitions Program in September,
building on what they have learned. That
program will feature:
• transitional care nurses to follow
patients from any Kindred setting
(TCH, SNF or HH) at the start of care
• transitional care nurse referrals
triggered by one of the following:
– congestive heart failure
– chronic obstructive pulmonary
disease
– pneumonia
– post-heart attack
– another condition identified by a
referring or partner facility
– two or more hospital admissions
(using CMS definition of inpatient
admission) within the past 60 days
– suspected low health literacy
– patient lives alone/no caregiver
Quality metrics will be robust and will
include factors such as ensuring medications
are administered as scheduled and
meals provided on the day of transition,
completion of hand-off tools and Personal
Health Record, Functional Outcome
Scores across the continuum and patient
satisfaction scores, among others.
“Studies have shown that care transitions
fail for several reasons,” said Hodgman.
“These include inadequate preparation
for the next care setting, failure to ensure
patient and caregiver involvement and
full understanding of their treatment plan,
conflicting advice for managing their illness
and the inability of patients and caregivers
to know which provider is responsible at
any given time.
“Our transitional care nurses will help to fill
in some of these gaps through relationshipbuilding with the patient, their caregivers
and the staff in our Kindred sites of care,
and their attention to the patient’s care plan
and goals, medication reconciliation and
engaging and empowering the patient to
participate in their plan of care,” she said.
173310-01 Kindred Connections fall 2013.indd 9
9
9/12/13 4:21:12 PM
The Hope Fund Board of Directors
President’s A
The first President’s Club Awards Dinner
was held on April 23, 2013 at The Brown
Hotel in Louisville, with the honorees
sharing some of their accomplishments in
a roundtable format the next day. Thirtyone team members were honored in seven
categories, and in this issue of Kindred
Connections, we are highlighting the
winners of the Kindred Spirit Award, the
Everest Award and the Advocate Award.
Kindred Spirit Award:
Given to one CEO and one CCO per
region who most embody the spirit of
Kindred’s mission – Hope, Healing and
Recovery.
Six winners were chosen in the Kindred
Spirit category.
Mary Ann Craig, CEO, Kindred
Hospital Houston Northwest has
been with Kindred for many years, but
according to colleagues she remains as
committed to her job now as she was the
day she started. Mary Ann is devoted
to the hospital and the community it
serves and is described as “the epitome of
Kindred Spirit.”
10
Beth Hock, CCO, Kindred Hospital
Dayton, has overseen a milestone at
that facility – relocation to a beautiful
freestanding building where the team
continues to fulfill Kindred’s mission
each day. According to her colleagues,
Beth is a living embodiment of Kindred’s
mission of Hope, Healing and Recovery.
173310-01 Kindred Connections fall 2013.indd 10
Carlene Nugent, CCO, Kindred
Hospital South Florida – Hollywood,
uses a patient-centered approach to
show that hope, healing and recovery
is more than a mission – it’s a day-today method of patient care. Through
frequent rounding and meaningful
conversations with patients, families,
employees and physicians, Carlene
and the staff demonstrate that a caring
attitude ultimately drives quality results.
Robin Rapp, CEO, Kindred Hospital
Ontario, is credited with leading her
team’s efforts in the area of wound
healing, in which the facility has
exceeded its goal. During her tenure,
Robin has orchestrated a strong
turnaround in the financial, human
resources and clinical metrics arenas,
and she infuses a genuine sense of
passion, commitment and energy to
her work.
Linda Ruggio, CCO, Kindred Hospital
Brea, promotes the Kindred spirit
through her leadership roundings. Her
efforts have been rewarded by excellent
quality index scores. She is a passionate
and driven clinical executive and has
done an outstanding job elevating the
performance and engagement of her
nursing staff. Linda implemented a
development program for LVNs designed
to inspire function at the highest level of
their scope of practice, and this model is
being adopted across the region with the
goal of driving superior patient outcomes.
Lynn Schoen, CEO, Kindred Hospital
Dayton, exemplifies the characteristics
of a true leader, using a hands-on, caring
approach to ensuring that patients,
families and employees are treated with
the highest respect and dignity, and that
employee and customer needs alike are
addressed. She has lived the “quality
through people” mantra by building
and maintaining a strong and effective
leadership team. It was Lynn’s vision
to see the Dayton hospital located in a
freestanding facility.
9/12/13 4:21:12 PM
s Award Recipients!
Everest Award:
Given to one CEO and one CCO
per region who have demonstrated
exceptional leadership and innovation
in improving or maintaining superior
levels of quality including patient and
employee safety.
Everest Award winners demonstrated an
outstanding commitment to safety and
quality.
Bob Adcock, CEO, Kindred Hospital
St. Louis – St. Anthony’s, served as an
administrator at short-term acute care
hospitals in St. Louis before coming to
Kindred. He built multiple physician
relationships in his prior roles and
has been able to maintain and build
upon these relationships in his role at
Kindred, growing Kindred’s business and
enhancing its ability to manage difficult
patients.
Julie Feasel, CEO, Kindred Hospital
Bay Area – Tampa, has been devoted
to her position and that is reflected in
the numbers – the facility’s balanced
scorecard goal in “Customer Service
Index” was exceeded in 2012. Julie
credits this victory to more aggressive
rounding through involvement of more
employees in the rounding process and
open and free exchange of information
through the medical executive
committee.
Angela Green, CCO, Kindred Hospital
St. Louis – St. Anthony’s, has been
instrumental in ensuring that St.
Anthony’s always provides good quality
care to its patients. As a result of her
hard work and leadership, St. Anthony’s
produced impressively low clinical index
scores and high customer service scores.
Through her strong working relationship
with CEO Bob Adcock, “Ange”
demonstrates that a positive attitude and
true partnership lead to tangible results.
173310-01 Kindred Connections fall 2013.indd 11
Chris Haynes, CCO, Kindred Hospital
Greensboro, has demonstrated
exceptional leadership. Improvements
in quality of care and safety measures
have been priorities for Chris, and
he has used innovative strategies to
reach goals in those areas. As a result,
all quality, customer service and risk
management benchmarks have been
outstanding, turnover is down and
employee morale and earnings are up.
Sandra Morgan, CCO, Kindred
Hospital Bay Area – Tampa, is very
engaged in the day-to-day operations.
She is often seen on the floors, visible
and available. She is approachable for
staff, patients, families and doctors,
and employs a philosophy that is
characterized by compassion and caring.
This philosophy has proved pervasive, as
more eye contact, talking and sitting has
been seen between the staff and their
patients. All of this has been reflected in
a higher patient satisfaction score.
Derek Murzyn, CEO, Kindred Hospital
Greensboro, in partnership with CCO
Chris Haynes, is part of a leadership
duo that has inspired employees and
demonstrated commitment to excellent
patient care, driving down the turnover
rate, improving employee morale and
implementing quality, customer service
and risk management strategies, the
success of which have been reflected in
benchmark performance and impressive
earnings numbers. Innovation has
been a hallmark of Derek and Chris’s
stewardship.
Advocate Award:
Given to the one CEO per region who
demonstrates the greatest year-over-year
sales and marketing leadership.
This year’s Advocate Award winners
have shown tremendous creativity and
innovation in their sales and marketing
leadership roles.
Swenda Moreh, CEO, Kindred
Hospital Baldwin Park, consistently
challenges her clinical liaisons to
expand into new territories, even when
they appear infiltrated by competitors.
These efforts have been fruitful;
the facility has seen an increase in
non-governmental admissions and a
performance increase in managed care
revenue. In 2012, Swenda worked
diligently to open 20 additional beds at
Baldwin Park, which is no easy feat in
California. She works closely with her
area director of sales and marketing on
physician recruitment and alignment
initiatives and is a favorite among the
clinical liaisons.
Hoyt Ross, CEO, Kindred Hospital
North Florida, is often on the road with
the sales and marketing team, meeting
with physicians, leaders at short-term
acute care hospitals and skilled nursing
facilities, and managed care providers.
Despite its location in a rural area,
Kindred Hospital – North Florida
demonstrates impressive numbers in
medical staff appointments, and this
is due largely in part to Hoyt’s efforts
as CEO. He promotes the Kindred
value proposition and his efforts have
resulted in solid quality and financial
performance.
Dr. Sharon Yurkiewicz, CEO, Kindred
Hospital Wyoming Valley, consistently
demonstrates exceptional leadership of
her team of clinical staff, and she works
closely in conjunction with the sales
and marketing team to be sure that
goals are aligned for optimal success.
It is her leadership and collaborative
skills that have allowed the team to
drive impressive revenue growth in the
past year.
We congratulate all of
this year’s President’s
club Award winners!
11
9/12/13 4:21:12 PM
President’s Club Award Winners Aim to Share
Best Practices
A committee formed in the wake of
the President’s Club Awards roundtable
discussion in April faces an important
task: developing ways to share the
best practices for which winners were
recognized, so the whole company
can benefit from lessons learned by
colleagues and the protocols put into
place to address familiar challenges.
The Interdisciplinary Team (IDT) Best
Practice Workgroup is already well
on its way to formalizing a process by
which IDT best practices may be shared
company wide.
Members of the workgroup include:
• Brooke Saunders, CEO
Kindred Hospital Westminster,
Co-chair
• Meridell Sloterbeek, CEO
Kindred Hospital Clear Lake,
Co-chair
• Micki Dettman, CCO
Kindred Hospital Sycamore
• Julie Feasel, CEO
Kindred Hospital Bay Area Tampa
• Angela Green, CCO,
Kindred Hospital
St. Louis – St. Anthony’s
• Carlene Nugent, CCO
Kindred Hospital
South Florida – Hollywood
• Lynn Schoen, CEO,
Kindred Hospital Dayton
• Mary Ann Craig, CEO,
Kindred Hospital Houston Northwest
• Tessie Wagoner, DDCM
Southwest District
• De Harrington, DDCM
Southwest Region
• Michele Pasley, DDCM
East District
• Steve Jakubcanin
(Executive Sponsor)
DVP, Mid-Atlantic District
• Kelli Cole
(Advisor), DVP,
Case Management, Hospital Division
The initiative relies largely on the
creation of video clips supported by
handouts that detail the type of
information brought to IDT by each
discipline.
“Our goal is to provide examples of best
practices that create the optimal plan
of care for the patient while exhibiting
the CCDI [Clinical Coordination and
Documentation Improvement] and
operational side of IDT as well,” said
Sloterbeek.
The workgroup also plans to identify
steps to improve medium-and highfunctioning IDT meetings so that
improvement strategies for IDT
performance are widely applicable for
transitional care hospitals (TCHs) of
different sizes.
Areas to highlight will include the chief
clinical officer in the role of facilitator;
the director of case management in
the role of meeting preparation and
setup; infection control and pharmacy
to focus on removal of lines, review
infections and cover antibiotics use; and
the physician to demonstrate buy-in
whether by phone or in person.
“We think video clips will really drive
home the messages because they allow
people to see best practices at work and
really visualize them,” said Saunders.
Video clips might include: TCH
messaging in action; integrated care
market function with a transitional care
nurse; an agitated patient; a patient on
a ventilator, with a tracheostomy or
on dialysis; a patient with a change of
condition; or a patient with multiple
complaints or a grievance. Care
management as a follow-up to IDT,
dietary issues and a proactive discharge
planning are other areas being discussed.
The workgroup is also working to
identify examples of best practices
within their regions and what they can
showcase by site – such as best overall
IDT or best follow-up from IDT to daily
care management – all with the goal of
spreading useful information to those
who can use it for overall improvement
in clinical outcomes, patient
satisfaction, quality and safety.
Look for examples of what
the other workgroups are
doing in future issues of
Kindred Connections.
12
173310-01 Kindred Connections fall 2013.indd 12
9/12/13 4:21:12 PM
GOVERNMENT Update
Hospital Division
Regulatory Update
In late July, the Centers for Medicare
and Medicaid Services issued several
final regulations that included Medicare
payment updates for fiscal year 2014,
which begins on October 1, 2013 This
included updates to the long-term
acute care hospital and inpatient
rehabilitation facility prospective
payment systems (PPS).
Long-Term Acute Care
Hospital FY 2014
Update Finalized
In the final LTAC hospital payment
update, CMS announced that for
fiscal year 2014 Medicare payments
will increase by 1.3 percent, which
includes a 2.5 percent market basket
update offset by outlier payments,
the second installment of the budget
neutrality adjustment, and productivity
adjustments.
The regulation fully implements the
25% Rule – which had previously been
delayed by one year – beginning on
October 1, 2013 for all LTACs with
very few exceptions. This means that
to receive the full LTAC PPS payment,
only 25% of patients can come from one
referring hospital. While this presents
a challenge to Kindred hospitals, we
are confident in our ability to manage
through the change with limited
disruption.
The rule also included new measures
that will be added to the LTAC hospital
Quality Reporting program in FY 2017
and FY 2018.
With respect to changes to patient
criteria, it is important to note that
CMS did not formally propose patient/
facility criteria – and there will be no
material changes for FY 2014. Within
the rule, CMS stated that they plan to
propose new patient criteria within the
FY 2015 rulemaking process. In this
context, the agency is continuing to
study the creation of new chronically
critically ill/medically complex (CCI/
MC) subcategory of patients to define
the LTAC hospital level of care. At
Kindred, we will continue to advocate
on behalf of our profession for what
we believe is more appropriate patient/
facility criteria such as was included
in the American Hospital Association
endorsed proposed legislation, the Long
Term Care Hospital Improvement Act.
CMS Issues FY 2014
Medicare IRF final rule
The final 2014 Medicare payment
and regulatory update for Inpatient
Rehabilitation Facilities featured a 2.3
percent increase in Medicare payments
effective on October 1, 2013. The
final rule also included several updates
including changes to the list of diagnosis
codes that are used to determine
presumptive compliance with the “60
Percent Rule,” changes to the IRF
Patient Assessment Instrument (IRFPAI), and revised quality measures and
reporting requirements.
We were pleased that in preparing the
final rule, CMS took into consideration
some of the formal comments that
RehabCare and other stakeholders
provided. While we had specifically
advocated CMS withdraw the
proposed changes to the presumptive
compliance criteria methodology, we
also commented that if CMS decided
to move forward with the changes, it
should allow providers adequate time
for implementation, establish modifiers
for arthritis conditions, appropriately
target record review, and preserve
certain codes. In an improvement over
the proposed rule, and consistent with
RehabCare’s comments, CMS has
removed fewer codes than originally
proposed from those that may count
toward presumptive compliance of the
60% Rule threshold. Additionally, this
portion of the update will not take effect
until October 1, 2014, which gives
providers more time to prepare.
The proposed changes to the IRF-PAI
and the IRF quality reporting program
were also finalized in the rule and
will take effect on October 1, 2014.
RehabCare will be providing ongoing
and comprehensive training to our
programs in the upcoming months to
ensure they are prepared to implement
the changes detailed in the final rule.
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173310-01 Kindred Connections fall 2013.indd 13
9/12/13 4:21:14 PM
EmployeE Engagement Survey Results
Hospital Division Employees Feel Empowered, Encouraged
Kindred’s Employee Engagement Survey
was conducted during the month
of May, and over 31,000 employees
responded. Employees from all divisions
were surveyed, and the survey objectives
were to:
• measure employee engagement at the
overall system and divisional level
In the Hospital Division, over 11,000
completed surveys were received, for a
response rate of 59% compared to 61%
in 2012. Areas of strength – statements
that received the most agreement –
included:
• My job makes good use of my skills
and abilities (78%)
When asked to list “the best part about
working at my company,” the top three
factors were:
• the work itself
• understand if and where priority
items have shifted since the last
survey
• My job gives me a feeling of personal
accomplishment (75%)
Hospital management is now reviewing
the results for individual facilities, and
they have been charged with developing
action plans to address specific findings.
• provide management with tools
and reports to enable action
planning to improve or maintain
employee engagement
• understand where engagement levels
have shifted since the 2012 survey
• The people I work with cooperate
together to get the job done (71%)
• colleagues
• work environment
• I am empowered to make appropriate
decisions in the best interests of my
company (and our patients) (71%)
• I feel encouraged to come up with
new and better ways of doing things
(69%)
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173310-01 Kindred Connections fall 2013.indd 14
9/12/13 4:21:31 PM
Central Texas Rehabilitation Hospital Embraces
Innovation and Technology While Putting Patients First
Growing up in a military family that
moved around a lot, Peggy Barrett
became good at winning over new
people, from teachers to playmates.
“I was always the new girl in school, so
sales came naturally to me,” she said.
It’s a skill that has served her well in
her career, first as a rehabilitation nurse
and case manager focused on business
development, marketing and sales,
and now as Chief Executive Officer of
Central Texas Rehabilitation Hospital
(CTRH), an inpatient rehabilitation
hospital (IRF) in Austin, TX that
is a partnership between the Seton
Healthcare Family and Kindred
Healthcare.
treatment
team,”
Barrett said.
“This new
building is
allowing us
to do that.”
Medical
leaders at
CTRH are
involved in
academic
pursuits
including
research and education. CTRH is
the principal inpatient rehabilitation
experience for the University of Texas
Southwestern Physical Medicine &
Rehabilitation residency program.
Care remains clinically integrated with
Seton Healthcare, even though the two
institutions are no longer co-located.
The unique specialty clinical programs
include neuro-rehabilitation for stroke
and brain injury, spinal cord injury and
multiple trauma, and rehabilitation for
complex medical conditions including
intensive pulmonary and cardiac
conditions, post-transplant, ventricular
assist device recovery and critical illness
conditions.
The hospital, which was located inside
Seton’s main hospital in Austin for five
years, recently opened the doors to a new,
59,000 square-foot facility which allowed
the hospital to expand from 20 beds to
50. The new building, which opened
on May 3, 2012, features the latest in
rehabilitative technology, a therapy pool
and specialized programs for patients with
complex physical and cognitive needs in
more than 6,000 square feet of gym space,
subdivided into three gyms.
“We received so much support from so
many important people and organizations
as we built this amazing new facility, and
the neighborhood associations were an
especially important component because
we were committed to being an asset
to our neighbors and they understood
that and supported us,” Barrett said.
As CTRH moves closer and closer to
realizing its vision, it was chosen as a beta
site for ProTouch rollout in the IRFs.
“Our vision is to be the leading
rehabilitation facility for central Texas,
and to do that, we need to be able
to provide sophisticated, complex
rehabilitation in a state-of-the-art
facility offering specialty programs with
the highest quality medical staff and
“Electronic medical records are becoming
more and more of a reality and indeed
will be a mandate in the not-too-distant
future, and Central Texas Rehabilitation
Hospital seemed a natural choice to
begin roll-out in the IRFs, since they
have been in their new building for
over a year and are forging ahead with
173310-01 Kindred Connections fall 2013.indd 15
providing excellent patient care in that
new setting,” said Seth Sauve, Executive
Director, Inpatient Rehabilitation
Facility Operations for Kindred
Healthcare.
Enter the “Going Batty with ProTouch”
campaign, which utilizes a well-known
image in its visual – a bat, symbolizing the
bats of Austin, whose nightly flights are
familiar to any Austinite. The ProTouch
development team came to CTRH in
June 2013 and observed workflow in
different areas for one week.
ProTouch on-site education began later
that month. Six “super-users” were pulled
from staffing and trained for one week
by the ProTouch trainers. They were not
only trained on the ProTouch system, but
also trained to teach the program to all
clinical staff.
A 7.5-week “Go Live” period began on
August 7.
“It’s still a work in progress with the
emphasis on ‘progress’ because we are
making great strides,” said Barrett.
“Whether it is enhancing patient care
through new technology in the new facility
or transitioning to the ProTouch system,
everything comes back to a fundamental
pledge at CTRH.
“We make a sacred promise to every
patient and family to provide the
highest quality, compassionate care,
and we continue to strive each day for
excellence each day for every patient,
and every family member and every
staff member as well,” she said. “Every
minute of the day is an opportunity
to serve.”
15
9/12/13 4:21:32 PM
HOSPITAL EMPLOYEE
PERFORMANCE AWARD
PROGRAM
Congratulations to the Hospital Employee Performance Award Program (HEPAP)
– gold and silver award winners for the first and second quarters of 2013!
Southeast Region 1st Quarter
Gold Award:
Kindred Hospital
Lafayette
Silver Award:
Kindred Hospital
Springfield
Southeast Region 2nd Quarter
Gold Award:
Kindred Hospital
Fort Lauderdale
Silver Award:
Kindred Hospital
Mansfield
Central Region 1st Quarter
Gold Award:
Kindred Hospital
Philadelphia
Silver Award:
Kindred Hospital
Springfield
Central Region 2nd Quarter
Gold Award:
Kindred Hospital
Lima
The Gold Award is paid to employees of the winning
hospital as follows:
• $200 award to each full-time employee
• $100 award to each part-time employee
• $100 award to each per diem employee who worked
a minimum average of 20 hours per biweekly pay period
during the quarter
Silver Award:
Kindred Hospital
St. Louis – St.
Anthony’s
West Region 1st Quarter
Gold Award:
Kindred Hospital
Brea
Silver Award:
Kindred Hospital
Seattle – First Hill
West Region 2nd Quarter
Gold Award:
Silver Award:
Kindred Hospital
Kindred Hospital
Seattle – Northgate San Gabriel Valley
The Silver Award is paid to employees of the winning
hospital as follows:
• $100 award to each full-time employee
• $50 award to each part-time employee
• $50 award to each per diem employee who worked a
minimum average of 20 hours per biweekly pay period
during the quarter
The award is now determined by four Quality and Performance Standards:
• Customer Satisfaction – the highest mean score on “Overall Quality of Care at Kindred” with a survey response rate of
50% or greater on the hospital’s Patient Satisfaction Survey
• Efficiency – Most favorable variance to budget for Operating Cost Per Patient Day
• Lowest full-time/part-time Employee Turnover rate for hospital as reported on the Kindred Business Warehouse
Turnover Report
• Most improvement from previous quarter for Workers’ Compensation Claims per FTE. Zero Workers’ Compensation
Claims in consecutive quarters is considered maximum improvement.
Congratulations to the HEPAP winners!
If you have story ideas, content suggestions or any questions about this publication, please contact:
Dave Inman, Editor, 502.596.6288 • [email protected]
Dedicated to Hope, Healing and Recovery
Kindred Healthcare
680 South Fourth Street
Louisville, Kentucky 40202
www.kindred.com
© 2013 Kindred Healthcare Operating, Inc. CSR 173310-01, EOE
173310-01 Kindred Connections fall 2013.indd 16
9/12/13 4:21:32 PM