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November 6, 2013 Volume 2, Issue 19


Town Hall Meeting Outlines Clinical Campus Redesign

At the Oct. 31 Town Hall Meetings, BMC President and CEO Kate Walsh reviewed the next major phase in implementing BMC’s strategic plan: the redesign of the clinical campus to better serve the needs of staff, patients and families.


Kate Walsh, BMC President and CEO

“This is a major milestone for us: a multi-year transformation of our clinical campus to prepare us to thrive well into the future,” said Walsh. “This is the culmination of the work we began in 1996 to merge two hospitals into a unified medical center.”

Walsh explained to the audiences that BMC has made significant progress on other key strategic initiatives over the past few years, including quality improvement, patient satisfaction and financial stability, and now is well positioned to move forward with the plan it has been considering for months: consolidating inpatient operations to the Menino side of the campus.

“While we have made great strides, our work is not complete. We need to adapt to a world of health care reform where there is intense pressure to lower costs and a major shift away from inpatient care models,” Walsh explained. “Our current split campus makes it tough for us to deliver the best care for our patients and it also costs us millions each year. This redesign plan makes sorely needed upgrades to existing buildings and adds new facilities to position us for the future.”

Walsh then turned the presentation over to Ravin Davidoff, MBBCh, Chief Medical Officer, who walked the crowd through the challenges of providing care to patients on a split campus. He cited an example of a 57-year-old man who arrives in the Emergency Department with a headache and is then transported via ambulance between the Newton and Menino campuses as he is treated for a brain hemorrhage.


Ravin Davidoff, MBBCh, Chief Medical Officer

“While our staff does a tremendous job caring for patients despite the challenges of the split campus, at each hand-off of care, there is an increased chance for a medical error,” said Davidoff. “This campus redesign will allow us to provide safe, efficient and integrated care in one location, providing a better work environment for our staff and a better experience for our patients.”

Davidoff then walked the audience through the campus redesign plan.

The Clinical Campus Redesign Project will:

  • Consolidate clinical inpatient operations on the Menino side of campus and end clinical operations in the Newton Pavilion in 2017.

  • Expand the Emergency Department (ED) by almost 30 percent:
    • It will house Urgent Care.
    • It will include a separate behavioral health area.

  • Consolidate Radiology and create a state-of-the-art facility next to the ED.

  • Create centralized locations for state-of-the-art Operating Room/Special Procedure suites.

  • Create a new women’s and children’s facility in the Yawkey Center, including private maternity suites and state-of-the-art neonatal intensive care unit (NICU) bays.

  • Consolidate Intensive Care Units (ICUs) to one location on campus.

  • Replace the yellow utility tube crossing Albany Street with a bridge to easily transfer patients from the helipad to the ED.

  • Create a unified modern look and feel to campus buildings that will complement BMC’s newer facilities, like the Shapiro Center.

  • Constructe a new cafeteria on the mezzanine level of Yawkey that will replace the Newton and Menino cafeterias:
    • It will provide seating for 240 people.
    • It will be located adjacent to the Demonstration Kitchen.
    • It will include specialty food stations.

Timeline for this Project

  • The project will be completed in 2017, but construction activities will kick off on the Menino side of campus in early 2014.

  • Phases of Project:
    • Outpatient/Administrative moves: 2013-14,

    • Yawkey renovations: 2014-15,

    • Menino building addition: 2014-16,

    • Moakley addition: 2014-15,

    • Menino campus renovations: 2014-17,

    • Newton services transition: 2017,

    • Campus redesign is complete by the end of 2017.

Upcoming Changes in 2014

  • Dowling Amphitheater will be torn down.

  • Yawkey ambulatory spaces will move and Yawkey 3 construction will begin.

  • Yawkey Mezzanine and lobby renovations will begin.

  • Construction of new addition to Menino Pavilion will begin.

  • Moakley Garden on East Concord Street will become a construction site.

  • Walk-in ED entrance will temporarily move from Albany Street to the main entrance of the Menino Pavilion.

  • Power plant parking will close and transition to new locations.

Following Davidoff’s presentation, President Walsh then reviewed financing for the redesign, noting that the project is an investment in BMC’s future.

Cost of Project

  • Total investment: $270 million.
    • Includes $100 million in repairs and upgrades that BMC needs to make no matter what.

  • This investment is similar to other investments BMC has made before (e.g. Moakley, Shapiro).

  • BMC will pay for this through philanthropy, bond financing and proceeds from the sale of the Newton Pavilion.

  • The redesign will pay for itself by yielding an ongoing benefit of at least $25 million a year after the renovations.

Walsh then reviewed the staffing changes that will result from the redesign, reminding the audience that BMC will be providing the same level of services in 2017 as it is today.

Staffing

  • Any changes to staffing will not begin until 2017.

  • 95 percent of jobs will remain.

  • Approximately 200 jobs will be reduced associated with the closure of Newton, including management and non-management positions.

  • Employees in good standing here today are highly likely to have an opportunity to continue working at BMC.

“I know many of you are worried about this,” said Walsh, who went on to assure staff that with normal turnover levels over the next few years “any employee who is at BMC today and in good standing and wants to be here in the future is highly likely to have the opportunity to do so in 2017.”

Walsh said that because any impact on jobs from the campus redesign does not begin until 2017, it gives BMC plenty of time to work out the specifics and that BMC is already talking with union representativess about the Newton Pavilion transition.

“This campus redesign is an exciting milestone for our hospital and our future,” she continued. “But it is a complex construction project and change is challenging. Our commitment to you is to communicate new information as it becomes available as quickly, accurately and clearly as possible.”

Staff Resources

  • A campus redesign intranet section that includes frequently asked questions about the project and a feedback form.

  • Human Resources will offer career navigation training and support to give the BMC workforce the tools to prepare for a successful future and changes in health care delivery.

“This campus redesign will make us a stronger organization and support our journey forward,” summed up Walsh. “I look forward to taking this journey with you.”

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BMC Rolls Out Code of Conduct and Training

BMC recently revised its Code of Conduct, a document that outlines the principles, rules and acceptable conduct for everyone working at, or representing, BMC. The Code of Conduct reflects BMC’s mission and core values, and embodies a commitment to maintaining a patient care and work environment that is respectful, caring, ethical and compassionate.


“We are all working together to make sure BMC is a great health care provider to every patient, every time,” says BMC President and CEO Kate Walsh. “To do that, we have to conduct ourselves honestly and with integrity, always keeping the patient first. The Code reflects the high standards we have set for ourselves.”

All staff will receive a copy of the Code mailed to their homes this month. Every employee also will need to complete a required training session on the Code as part of BMC’s compliance program. The training is a 40-minute video that illustrates compliance issues that can happen in a health-care environment and provides answers about how to deal with them. The training video is posted on the BMC intranet and will be available until Nov. 22.

Other training options include live sessions with Compliance staff, a video presentation at staff meetings and drop-in sessions in the computer training room at 85 East Concord St. All options satisfy the mandatory staff training requirement.

“The health care environment we operate in is constantly changing and it is continuously faced with increased government oversight that requires current awareness of rules, regulations and professional standards,” says Kathleen Heffernan, Chief Compliance Officer. “The Code of Conduct training provides members of the BMC community with the strong foundation of knowledge that we all need to function in health care today.”

The Compliance Department will have information tables located around the BMC campus through Nov. 22 to answer questions about the Code of Conduct and compliance training.

Visit the intranet to learn more.

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What’s for Dinner?

November has arrived and with it, ideas for holiday dishes. Check out this delicious recipe from the Demonstration Kitchen’s Tracey Burg and add it to your recipe list.


This Thanksgiving-worthy soup perfectly blends the quintessential autumn flavors of apples and butternut squash, which are both in peak season. The creamy texture combined with a dash of curry adds a tart sweetness and a hint of heat, making it a perfect way to warm up on a chilly day!

Curried Apple-Squash Soup

Ingredients:

  • 1 Tbsp butter
  • 1 cup onions, diced
  • 1/2 cup celery, diced
  • 2 cloves garlic, minced
  • 1 medium-size butternut squash, peeled and diced (about 2 1/2 pounds)
  • 2 large cooking apples, peeled and diced (Mackintosh or Rome)
  • 1 1/2 tsp curry powder 1/2 tsp cinnamon
  • 1/8 tsp nutmeg
  • 2 14-ounce cans reduced sodium chicken stock
  • 1 cup nonfat milk
  • 1/4 tsp white pepper
  • 1 Tbsp orange zest, optional

Garnish with:

  • 1/4 cup freshly chopped cilantro, optional
  • 1/4 cup plain Greek yogurt, optional

Directions:

  1. Melt the butter over medium heat in a 3- or 4-quart large saucepan. Sauté the onion, celery and garlic until tender, about 5 minutes.
  2. Add the squash and the apple and sauté an additional 5 minutes. (To cut the squash, heat squash in the microwave on high heat for 1-2 minutes to soften the skin. Carefully peel the squash with a vegetable peeler or small knife. Cut into 1/2-inch cubes)
  3. Stir in the curry powder, cinnamon, nutmeg, broth, milk, and pepper. Cover and simmer 20 minutes, or until the squash is fork tender.
  4. Add orange zest. Puree the soup in a blender or food processor or smash with a potato masher until smooth. Garnish with cilantro and a dollop of plan Greek yogurt in each bowl.

Nutritional Information Per Serving:
Makes eight one-cup servings.

  • Calories: 130
  • Total Fat: 2.5 g
  • Saturated Fat: 1.5 g
  • Cholesterol: 5 mg
  • Carbohydrates: 25 g
  • Dietary Fiber: 5 g
  • Sodium: 80 mg
  • Protein: 5 g

Do you have a recipe that you would like to share with the BMC community? Send it to communications@bmc.org and we’ll feature it in a future issue of the BMC Brief!

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What do you do, Todd Dion?

Name: Todd Dion
Title: Executive Chef
Department: Food and Nutritional Services
Time at BMC: 2.5 years


Todd Dion

What brought you to BMC?
I had noticed a growing number of opportunities in food services at local hospitals and thought it would be great to use my culinary skills to help people. Before coming to BMC, I owned a small pizza shop and had been a chef at Joe’s American Bar and Grill. The more stable schedule of working at a hospital was very attractive to me.

What do you do?
I manage all food services at BMC. I order the food and products we need to service the hospital and enforce health and sanitary codes, such as making sure food is stored at the correct temperature, to keep the kitchen a safe environment. We also have put new systems in place to serve food more efficiently. For example, we transitioned from a cart service, where each floor has a portable oven full of food that is served buffet-style, to a trayed-in-kitchen service where full plates are made in the kitchen and delivered to rooms with hot plates. With this new system, the food is served faster, there is less waste and our patients are happier.

What do you like most about working at BMC?
Being in the hospital is not an ideal situation, so making patients feel comfortable is important to me. I like knowing that I made someone’s day better by serving them their favorite food or a special meal.

You recently participated in the Boston Seafood Throwdown against the chef from Boston Children’s Hospital. Can you tell us about the competition?
The theme of the event was sustainable seafood. We were given one hour to cook a meal with pollock, a plentiful species of fish that is easily caught, but not widely bought. My partner, Jason McLean, another chef at BMC, and I were given 15 minutes to collect our ingredients from the local farmer’s market. Jason is from the Caribbean, so we used indigenous ingredients, such as curry and chili to flavor the fish and added seasonal vegetables and fruits to make a pollock stew. We tied with Boston Children’s Hospital, but it was a great experience!

Thanksgiving is coming up. What is your favorite way to prepare a turkey?
Frying is a unique way to bring great flavor to a traditional turkey. You can drop the full turkey in a vat of peanut oil and let it cook the whole way through. The end result is a moist, juicy bird with savory, crispy skin.

Can you share an easy Thanksgiving recipe with us?
After Thanksgiving everyone has leftovers, so a spin-off on chicken salad is a good way to repurpose your meal. First, cut up the turkey into small pieces and mix with cranberry sauce. Add some mayonnaise, walnuts, and a dash of salt and pepper and you have a turkey salad that you can eat on a sandwich or put over a salad. It’s a new twist on old food.

Do you know a staff member who should be profiled? Send your suggestions to communications@bmc.org .

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In Their Words

Patients share their BMC experience


Dear Ellen Silver Highfield,

As I celebrate my 66th birthday today and the beginning of my personal “new year,” I wanted to take a moment to thank you for your on-going care of my health and welfare. You are a truly exceptional healer and I am in your debt for my continued well-being during an extremely stressful year. I credit my monthly acupuncture “tune-ups” with helping me remain calm, mentally positive and focused on improving my daily health habits, which in turn have enhanced and permitted a continued active surveillance of a suspicious kidney tumor. Dr. Wang recently gave me the good report that over a period of 1.5 years, the tumor has remained stable and said, “See you in a year.” I credit this to the care of you and Dr. Saper, as well as Dr. Wang.

As you can see from my hometown, I am traveling three hours round trip each month to come to BMC for your acupuncture services. There are well renowned medical establishments locally, but I choose BMC for its unique, innovated integrative medicine department, headed by my primary care physician, Dr. Robert Saper. I only wished I lived closer to take more advantage of the foresighted programs offered through his department.

As a Medicare patient with a costly Medicare supplement insurance policy, I’ve come to really value my acupuncture appointments with you, which I could never afford privately. And I have received more than acupuncture. If I had to replace your medical care, it would require a musical therapist, a psychologist/psychiatrist, a “life coach,” a nutritionist, a holistic practitioner, etc. I feel I receive the value of all these and more rolled into one monthly visit with you. It allows my primary care physician to have on-going electronic access to my medical condition on a monthly basis, while saving doctor visits for any serious developments or issues. Preventive maintenance is incredibly valuable, particularly as one gets older. Strangely enough, the very things that are medically most important for senior citizens to maintain their health and safety, i.e. eyesight, hearing and dental health, are not covered by Medicare. This is penny-wise and pound-foolish in my mind. (We take better care of our cars on a regular basis!).

Preventive medicine and a focus on stress reduction, including meditation, Qigong, yoga and acupuncture would reduce medical costs across the board. So-called “free services” like BMC’s acupuncture are a godsend, not to mention economically sound. Keeping someone well is less costly than treating someone who has become sick. The old saying, “An ounce of prevention is worth a pound of cure,” has real truth to it.

My good fortune has been to be your patient. Thank you. I just hope BMC understands how valuable you are and continues or expands the acupuncture programs, whose time has finally come. Looking forward to another year of wellness.

Marblehead, Mass.

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News of Note


Jerod Mayo, New England Patriots

BMC Sends Jerod Mayo Well Wishes for a Speedy Recovery
Last month, BMC staff signed a get-well card for injured Patriot’s defensive lineman Jerod Mayo. Mayo is a strong supporter of BMC, hosting such charitable events as the Mayo Bowl, which raises funds for BMC’s Pediatric Programs. The card featured photos from Mayo’s visits to BMC as well as many employees’ signatures and notes of well wishes. Mayo and his wife even tweeted a photo of Mayo posing with his card to let BMC know how much they appreciated staffs’ healing thoughts!

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Awards and Accolades

Devin Mann, MD, Appointed to Government Health Committee
Devin Mann, MD, Attending Physician, Internal Medicine, has been named as one of three appointments to the U.S. Government Accountability Office (GAO) Health Information Technology (HIT) Policy Committee. The HIT Policy Committee, established in 2009, makes recommendations to the National Coordinator for Health IT on the development and adoption of a nationwide health information infrastructure, including standards for the exchange of patient medical information. Mann is the lead physician for the ambulatory implementation of eMERGE, BMC’s new electronic health record system, and co-lead of the Epic optimization project at East Boston Neighborhood Health Center. He previously served as the HIT lead on the Evidence-Based Medicine Task Force of the Society of General Internal Medicine.

David Salant, MD, Honored by American Society of Nephrology
David Salant, MD, Chief of Nephrology, will receive the John P. Peters Award from the American Society of Nephrology (ASN) Nov. 9 for his work on immune disorders of the kidneys. The award recognizes individuals who have made substantial research contributions to the discipline of nephrology and have sustained achievements in one or more domains of academic medicine including clinical care, education and leadership. Salant is one of six leaders in kidney health who will be honored by the ASN at its annual meeting in Atlanta.

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