Process For Public Participation
Springfield Hospital’s planning process is participative and incorporates ongoing public input regarding community health care, hospital services, and new opportunities. Conducted on an annual basis, planning includes information from various sources, including:
Public input is invited at any time, through the use of our website, e-mail or regular mail.
Patient feedback is received on an ongoing basis through Press Ganey Patient Satisfaction Surveys to monitor quality and services, and help us throughout our planning process.
Community participation and presentations to local organizations including Rotary, Chambers of Commerce, local senior centers, and various public gatherings assist our planning and partnership with local boards, community services, and membership organizations. This includes Vermont’s Blueprint For Health, emergency planning, career/education, and youth and elderly services, and provides a means of ongoing community input.
Our Board of Directors and Corporators provide ongoing participation through local representation. As a small community hospital, representatives regularly interact with community members and are available to answer questions and receive comments.
Our volunteer network, whose annual participation of over 12,000 volunteer hours, creates opportunities for patient interaction and community outreach activities.
Public meetings - In addition to our Annual Meeting, Springfield Hospital hosts other meetings and events throughout the year that allow our community to be directly involved in our work inviting public comment and suggestions.
As required by Act 53, public comment was solicited at our Community Needs Assessment (CNA) update meeting held on Tuesday, September 16, 2008 at 6:30 pm. We reviewed our CNA with guests and public input was invited. A follow up community meeting will be held prior to September 30, 2009. The date will be publicly announced in local newspapers giving the public proper advance notice and opportunity to provide input or attend.
The Planning Process
Our annual planning process integrates feedback and priorities identified internally and externally through brainstorming and collaboration with managers and staff, medical staff, and board members and corporators. Through this process, needs are identified, reviewed, and prioritized; and action plans are developed.
Community Report Update
Health improvement priorities previously identified through the needs assessment process include:
1) Chronic Pain Clinic;
2) Breast Care Center; and,
3) Recruitment and Retention.
Chronic Pain Clinic
There is growing need for increased services for those who suffer with chronic pain. While in preliminary planning stages, available services have been identified and plans to develop an infrastructure for pain management are in progress, including reviewing existing programs in Vermont. An important first step to serving patients with chronic pain will be education and training for all disciplines caring for patients, ensuring they are fully-aware of the range of available services within the continuum of care.
Update: We are proceeding with development of this important program as the issue of narcotics and managing pain is an important community health need and organizational priority. Our first pain group is meeting at The Windham Center. We are in the process of completing nursing and physician education and are revising policies and developing a system-wide narcotic agreement. Development of this program will continue to be a priority for our organization in the coming year.
Breast Care Center
Creating a comprehensive breast care center was identified as central to meeting an important need for women's health care services. Efforts were placed on coordinating existing services and adding new services, including:
• Stereotactic needle biopsies
• Sentinel node biopsies
• Multi-disciplinary clinic and approach to care
• Support for patients
• Case conferences
The Breast Care Center at Springfield Hospital was launched in September 2007 providing a comprehensive and multi-disciplinary care team and a Certified Breast Care Navigator to provide personal guidance and support during patient care.
Update: Our Breast Care Center is currently operational, putting a comprehensive breast health program in place which includes a certified breast care navigator to serve the breast health needs of area residents. We are now focusing on developing education and outreach efforts to help raise awareness for the importance of early detection and to inform the public of breast health issues and the range and quality of services available locally to meet their needs.
Recruitment and Retention
Ensuring a highly-skilled staff to meet the health care needs of our communities was identified as a key priority in our planning process. As supply and demand places extraordinary pressure on our ability to meet our staffing needs, it has become imperative that we take a pro-active approach to planning for future staffing needs. A team has been established and review of recruitment and retention policies is in progress.
Update: Recruitment and Retention Teams, one represented by a combination of employees and managers and a second by physicians and managers, were created to review current issues and brainstorm solutions. A plan has been developed for implementation over the next 3 years.
New Strategic Initiatives:
Chronic Pain Clinic
As outlined above, the need continues for increased services for patients suffering with chronic pain. Appropriate management of chronic pain patients' needs continues to be a growing community concern and this remains a key objective for our organization for the coming year. We will continue to develop this program.
Hospitalist Program
Our commitment to quality and patient-centered care makes continuity of care and personal coordination of in-hospital stays and patient discharge a key priority. In addition, our physicians' quality of life is enhanced through their ability to focus their time and energies on outpatient or inpatient care. A fully-operational 24/7 hospitalist program will support our physicians' dedication to delivering the highest quality patient care by making the tools and resources available to help them in their work. Enhancing communication between outpatient and inpatient settings, by using electronic medical records to its best advantage, will allow our physician teams to work seamlessly as one cohesive unit for the benefit of our patients.
Sleep Lab
Sleep disorders are a major contributor to many chronic illnesses. It's estimated that 2% of women and 4% of men are living with undiagnosed sleep disorders. This is a public safety risk for all, and an important untreated health risk that affects work and home lives for those living with sleep disorders. In addition, sleep disorders are frequent among children and often misdiagnosed. Awareness, diagnosis and treatment of sleep disorders in the primary care setting is a growing need and will help us in our work with preventive medicine and managing chronic illness.
For More Information
Anyone interested in learning more about opportunities to become involved in our organization as a volunteer may call our volunteer services department at 802-885-7647.
Information about other public meetings, upcoming events, or copies of the Annual Report, strategic plan, one- and four-year capital expenditure plan, and a depreciation schedule for existing facilities can be obtained by contacting:
Glenn Cordner
Chief Executive Officer
Springfield Hospital
25 Ridgewood Road
Springfield, VT 05156
Email: gcordner@springfieldhospital.org
Telephone: 802-885-7600
FAX: 802-885-7357
Process For Public Participation
Springfield Hospital’s planning process is participative and incorporates ongoing public input regarding community health care, hospital services, and new opportunities. Conducted on an annual basis, planning includes information from various sources, including:
Public input is invited at any time, through the use of our website, e-mail or regular mail.
Patient feedback is received on an ongoing basis through Press Ganey Patient Satisfaction Surveys to monitor quality and services, and help us throughout our planning process.
Community participation and presentations to local organizations including Rotary, Chambers of Commerce, local senior centers, and various public gatherings assist our planning and partnership with local boards, community services, and membership organizations. This includes Vermont’s Blueprint For Health, emergency planning, career/education, and youth and elderly services, and provides a means of ongoing community input.
Our Board of Directors and Corporators provide ongoing participation through local representation. As a small community hospital, representatives regularly interact with community members and are available to answer questions and receive comments.
Our volunteer network, whose annual participation of over 12,000 volunteer hours, creates opportunities for patient interaction and community outreach activities.
Public meetings - In addition to our Annual Meeting, Springfield Hospital hosts other meetings and events throughout the year that allow our community to be directly involved in our work inviting public comment and suggestions.
As required by Act 53, public comment was solicited at our Community Needs Assessment (CNA) update meeting held on Tuesday, September 16, 2008 at 6:30 pm. We reviewed our CNA with guests and public input was invited. A follow up community meeting will be held prior to September 30, 2009. The date will be publicly announced in local newspapers giving the public proper advance notice and opportunity to provide input or attend.
The Planning Process
Our annual planning process integrates feedback and priorities identified internally and externally through brainstorming and collaboration with managers and staff, medical staff, and board members and corporators. Through this process, needs are identified, reviewed, and prioritized; and action plans are developed.
Community Report Update
Health improvement priorities previously identified through the needs assessment process include:
1) Chronic Pain Clinic;
2) Breast Care Center; and,
3) Recruitment and Retention.
Chronic Pain Clinic
There is growing need for increased services for those who suffer with chronic pain. While in preliminary planning stages, available services have been identified and plans to develop an infrastructure for pain management are in progress, including reviewing existing programs in Vermont. An important first step to serving patients with chronic pain will be education and training for all disciplines caring for patients, ensuring they are fully-aware of the range of available services within the continuum of care.
Update: We are proceeding with development of this important program as the issue of narcotics and managing pain is an important community health need and organizational priority. Our first pain group is meeting at The Windham Center. We are in the process of completing nursing and physician education and are revising policies and developing a system-wide narcotic agreement. Development of this program will continue to be a priority for our organization in the coming year.
Breast Care Center
Creating a comprehensive breast care center was identified as central to meeting an important need for women's health care services. Efforts were placed on coordinating existing services and adding new services, including:
• Stereotactic needle biopsies
• Sentinel node biopsies
• Multi-disciplinary clinic and approach to care
• Support for patients
• Case conferences
The Breast Care Center at Springfield Hospital was launched in September 2007 providing a comprehensive and multi-disciplinary care team and a Certified Breast Care Navigator to provide personal guidance and support during patient care.
Update: Our Breast Care Center is currently operational, putting a comprehensive breast health program in place which includes a certified breast care navigator to serve the breast health needs of area residents. We are now focusing on developing education and outreach efforts to help raise awareness for the importance of early detection and to inform the public of breast health issues and the range and quality of services available locally to meet their needs.
Recruitment and Retention
Ensuring a highly-skilled staff to meet the health care needs of our communities was identified as a key priority in our planning process. As supply and demand places extraordinary pressure on our ability to meet our staffing needs, it has become imperative that we take a pro-active approach to planning for future staffing needs. A team has been established and review of recruitment and retention policies is in progress.
Update: Recruitment and Retention Teams, one represented by a combination of employees and managers and a second by physicians and managers, were created to review current issues and brainstorm solutions. A plan has been developed for implementation over the next 3 years.
New Strategic Initiatives:
Chronic Pain Clinic
As outlined above, the need continues for increased services for patients suffering with chronic pain. Appropriate management of chronic pain patients' needs continues to be a growing community concern and this remains a key objective for our organization for the coming year. We will continue to develop this program.
Hospitalist Program
Our commitment to quality and patient-centered care makes continuity of care and personal coordination of in-hospital stays and patient discharge a key priority. In addition, our physicians' quality of life is enhanced through their ability to focus their time and energies on outpatient or inpatient care. A fully-operational 24/7 hospitalist program will support our physicians' dedication to delivering the highest quality patient care by making the tools and resources available to help them in their work. Enhancing communication between outpatient and inpatient settings, by using electronic medical records to its best advantage, will allow our physician teams to work seamlessly as one cohesive unit for the benefit of our patients.
Sleep Lab
Sleep disorders are a major contributor to many chronic illnesses. It's estimated that 2% of women and 4% of men are living with undiagnosed sleep disorders. This is a public safety risk for all, and an important untreated health risk that affects work and home lives for those living with sleep disorders. In addition, sleep disorders are frequent among children and often misdiagnosed. Awareness, diagnosis and treatment of sleep disorders in the primary care setting is a growing need and will help us in our work with preventive medicine and managing chronic illness.
For More Information
Anyone interested in learning more about opportunities to become involved in our organization as a volunteer may call our volunteer services department at 802-885-7647.
Information about other public meetings, upcoming events, or copies of the Annual Report, strategic plan, one- and four-year capital expenditure plan, and a depreciation schedule for existing facilities can be obtained by contacting:
Glenn Cordner
Chief Executive Officer
Springfield Hospital
25 Ridgewood Road
Springfield, VT 05156
Email: gcordner@springfieldhospital.org
Telephone: 802-885-7600
FAX: 802-885-7357