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 The Minnesota Hospital Association (MHA) Annual Health Care Awards honor the best and brightest in Minnesota health care - individuals who have offered dedicated service to hospitals and organizations that have implemented successful, innovative programs.
Eighteen Minnesota hospital representatives and programs were honored by MHA on May 14, 2010 at the 26th-annual Minnesota Hospital Association (MHA) Awards banquet. Following are photos and descriptions of the award winners. Also, see video clips of the awards banquet where winners were honored.
2010 Individual Winners
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Gerlach's son Chris Gerlach and
daughter Dr. Sarah Hermanson
accepted the award on behalf of
their father |
George Gerlach, CEO and administrator of Granite Falls Municipal Hospital and Manor
Named for the association 's president from 1969-1998, the honor recognizes exemplary service to Minnesota hospitals. Its namesake also served as president of what today is Aging Services of Minnesota.
George Gerlach started his career as an orderly in the National Guard. He later became a registered nurse, a hospital nursing supervisor, and, ultimately, the administrator for a hospital and nursing home. Throughout his years of service, he has always remained focused on patient care.
For example, this leader supported his facility 's trauma designation work and telemedicine efforts.
This executive has also been passionate about disaster preparedness, having led his organization through some challenging times following the tornado that hit his community a decade ago. He has served on the Emergency Medical Services Review Board and has provided leadership in regional disaster planning efforts. He also served as president of Medi-Sota, Inc., a consortium of the hospitals in western Minnesota.
His many other health care leadership roles have involved the Minnesota Rural Health Cooperative and the Southwest Emergency Medical Services Corporation, to name a couple. At the Minnesota Hospital Association, he has served on committees and task forces, on the MHA board, and he is immediate past chairman of the board.
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U.S. Rep. Betty McCollum
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United States Rep. Betty McCollum of Minnesota's Fourth Congressional District
Representative McCollum successfully helped champion a key Minnesota Hospital Association (MHA) reform priority - changing Medicare payment policy to reward high-value, rather than high-volume, providers.
Thanks to her efforts and those of Senator Amy Klobuchar, the federal health care reform law addresses the long-standing Medicare payment inequity that has penalized providers of relatively higher-quality, lower-cost care. Minnesota hospitals lead in providing better care for less.
She also successfully supported a proposal for the Institute of Medicine to study how the system can be remedied. Lastly, she was among four U.S. House members to form a group to promote legislation rewarding quality over volume in health care services.
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| Dorice Russell
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Dorice Russell of Fairview Northland Medical Center in Princeton
Dorice Russell is a woman who ardently practices a "pay it forward" philosophy. Three times a week she can be found checking on patients, bringing beverages to patients' loved ones or helping at the information desk.
The hospital leader who nominated her had this to say about Dorice, who uses a wheelchair: " ... many of these tasks are difficult for her to do. She never complains and will do any task you ask of her. We have realized that our department is not as wheelchair-accessible as it should be, so because of her, we have made some changes that will impact others in wheelchairs. I once asked her why she gives so much to our facility, and she explained that through all her medical problems, she has been blessed with great people who have helped her, and she wants to do the same for others."
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Accepting on behalf of Nelson was
Shawntera Hardy, HealthPartners'
manager, government relations
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Brock Nelson, CEO, Regions Hospital, St. Paul
Brock Nelson has spent the past year advocating for hospital patients who often do not have a voice of their own: Minnesota's poorest residents. These residents were in danger of losing their health care coverage when the General Assistance Medical Care (GAMC) program was targeted for elimination during the 2010 legislative session.
From the moment GAMC was in jeopardy, this executive became its advocate at the Capitol. His speech at a February rally helped build momentum going into the legislative session. He testified at numerous legislative hearings, giving lawmakers real-life examples of the people helped by GAMC. His message was not solely that his hospital would lose millions of dollars, but alsothat the consequences of this group not being covered would resonate throughout the entire state.
Under his leadership, weekly messages to legislators brought home the fact that anyone could end up needing GAMC.
Later, this leader's hospital partnered with community and church groups on a Web site that connected the public to the problem. There, hundreds signed up to lobby lawmakers themselves.
All of this executive's hard work paid off when the governor and Legislature reached an agreement to temporarily save GAMC. The solution was not an ideal fix, but it was a huge improvement over the alternative. He continues to work for a permanent solution.
Throughout all of these efforts, Nelson has served Minnesota hospitals well as an MHA board member and past president.
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Silas "Buck" Foot, III
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Silas ("Buck") Foot, III of Fairview Red Wing Health Services
This winner helped integrate Red Wing's many health care organizations through negotiations with Fairview Health Services.
His legal training, business acuity, love of community and commitment to the health of the region shaped the final agreement, which maintained local autonomy.
Silas Foot continues to contribute to health care as a member of the boards for his hospital and for Fairview. As part of that work, he was instrumental in discussions that led to an investment of $37 million and the construction of a new state-of-the-art medical center in 2001.
The president and CEO of this trustee's hospital said: "He is a mentor, advisor and trusted community leader ... His leadership, though quiet and often behind the scenes, is embedded in integrity."
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Nancy Probst, R.N., director of patient
care services, Bigfork Valley Hospital
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Nancy Probst, R.N., of Bigfork Valley Hospital
When the first federal hospital patient satisfaction scores were released, leaders at the Bigfork Valley Hospital were surprised to find their organization tops in the state in eight of the ten categories. But they really should not have been surprised.
Treating each patient as if he or she were a friend or neighbor has been a hallmark of the 34-year career of this director of patient care services.
As the former director of nursing, this standout is responsible for care at six hospital departments. A part of the executive team, she also chairs the hospital's Quality Assurance Committee. When the hospital began planning a new addition, she and her team helped ensure that the design addressed patients' physical and emotional needs.
She has also championed skill upgrades for nurses. And when she has observed a community need for a service, such as chemotherapy, she has developed that offering.
In short, this executive has gained the trust and confidence of physicians, patients and nurses.
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Dana Langness, senior director
of surgical services, Regions
Hospital, St. Paul |
Dana Langness, senior director of surgical services at Regions Hospital in St. Paul
This award recognizes courage exhibited on behalf of Minnesota 's hospital patients and their families.
Dana Langness is a woman who has one primary goal for her team: Never have another "never" adverse health event. Her dedication to that safety mission, and her commitment to changing the culture of the operating room to one of openness and thoroughness, are exemplary.
Consider that this winner co-leads safety seminars for surgeons and surgical staff, during which information about every wrong event and near-miss is shared. The idea is to be as open as possible in an effort to prevent future errors. She always stresses that it requires courage to speak up on behalf of patients.
In her efforts to develop safety measures, this director has worked with the Institute for Clinical Systems Improvement, the World Health Organization and, of course, MHA.
Overall, this leader makes a point to remind staff that people make mistakes, even people who are the best in their field. Her example reminds all of us that systems to guard against mistakes make perfect sense.
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Shelly Rankin, R.N., OR, Gillette
Children's Specialty Healthcare,
St. Paul |
Shelly Rankin of Gillette Children's Specialty HealthCare of St. Paul
This award makes its debut this year. The honor recognizes hospital professionals who "speak up" to prevent potential harm to patients. MHA's inaugural winner was chosen among those who earlier won quarterly Good Catch awards.
Shelly Rankin is an R.N. who said that surgery on a patient's hip should not begin until a discrepancy was resolved regarding the side of the patient the procedure was to involve. This leader's insistence that the surgeon be consulted ultimately led to the realization that the patient's other hip - not the one listed in surgery plans - needed the operation.
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From left: Joyce Cowman, past-president of St. Joseph's
Area Health Services Auxiliary; Ben Koppelman,
president & CEO, St. Joseph's Area Health Services;
Sharon Mortrud, immediate past president, HCAM
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Ben Koppelman, president and CEO of St. Joseph's Area Health Services in Park Rapids
This award is bestowed by the Health Care Auxiliary of Minnesota (HCAM), a group that supports more than 90 auxiliaries and volunteer groups that, in turn, give of their time and talents to Minnesota hospitals and long-term care facilities. The contributions made by HCAM's 21,000 volunteers and auxilians is valued at more than $22 million, and in 2008 HCAM auxiliaries raised more than $3.2 million for hospitals and long-term care organizations.
Ben Koppelman's work ethic and ability to work well with volunteers has truly stood out. This leader has also done an especially good job lobbying for health care interests because he is so well-versed on state political issues. In addition, the honoree was named to the Modern Healthcare 2009 "Up and Comers" list recognizing health care administrators 40 years and younger.
His hospital 's auxiliary president said "He inspires us to be the best we can be."
2010 Institutional Award Winners
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HealthEast employees accept award |
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| Dr. John Halfen accepts award for Lakewood. |
Lakewood Health System of Staples for its medical home system
Lakewood Health System developed and implemented a medical home model that applies old-fashioned, personalized health care service to today's tools and technology. Targeted at those with significant medical problems or those taking multiple medications, Lakewood's medical home system uses electronic medical records, enhanced communication with patients and team-based care coordination.
The model has received statewide and national recognition.
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Jayne Quinlan accepts award on behalf
of Regions Hospital.
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HealthPartners' Regions Hospital in St. Paul for its "Mental Health Drug Assistance Program"
This program works to make sure people experiencing a mental health crisis have access to the medications they need, regardless of their ability to pay or insurance coverage. Under this initiative, two dozen organizations provide up to three months' worth of medications via vouchers.
The project has met with significant success. Participants who reported having been hospitalized for mental health dropped from 12.8 percent to 5.1 percent after three months on the program. Similarly, those who had been jailed in the two-month period before they began the program plummeted from 15.4 percent to 2.6 percent.
This program is clearly helping keep folks healthy so they don't need to seek care from our already overburdened mental health system.
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Patti Hareid, director of community relations, accepts award on behalf of Albert Lea Medical Center.
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Albert Lea Medical Center for its "Participation in Vitality Project"
This hospital was part of an innovative national pilot to help Americans live longer, healthier lives. Under the Blue Zones Vitality Project, businesses, schools and other area organizations developed new ways to foster healthy eating habits, regular exercise and community interaction.
Blue Zones helped this southern Minnesota city amend school and workplace wellness policies, revise restaurant menu and vending machine offerings. It also organized workshops on finding purpose in life, created walking clubs and built hiking trails.
The hospital pledged to create a healthier work environment for its staff members and promoted Blue Zones activities to staffers and the public. The hospital also donated $27,000 toward the local establishment of a national vitality center.
Results were:
- a 3.2 year average increase in life expectancy;
- a 3 pound average weight loss; and
- a 49-percent decrease in health care costs for city employees.
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Allina employees accept award |
Allina Hospitals & Clinics of Minneapolis for its "Allina Skin Integrity Workgroup"
This large-hospital award winner is a health system that decreased its reportable pressure ulcers by one-third in a year. Pressure ulcers also dropped 58 percent at the system's largest hospital.
A few of their many initiatives included:
- implementation of multiple elements of the MHA SAFE SKIN roadmap. For example, it created a skin integrity workgroup to coordinate efforts across its system.
- the fostering of accurate and concurrent reporting of pressure ulcers. It did so by standardizing measurement of pressure ulcers.
- tackling facility expectations, staff education and accountability. Leaders did so through mandatory education for all nurses and assistive caregivers. A Skin Integrity Web site even included a video of how to conduct a skin inspection.
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Cindy Bruun, RiverView Hospital's
director of surgical services; Dr.
Idatonye Afonya, general surgeon |
RiverView Hospital of Crookston for its "RiverView Hospital Quality Council"
This hospital stepped up efforts to prevent retention of items in a surgical wound last fall as MHA kicked off the SAFE ACCOUNT campaign. After establishing internal policies and procedures, the hospital began implementing the prevention plan this March - a quick turn-around on such a wide-ranging initiative!
To gain "buy-in," the hospital recruited a SAFE ACCOUNT physician champion and conducted staff education on the issue. Though they hadn't had any retained objects in at least the three years before the hospital started its program, and it hasn 't had any since, the OR team regularly discusses their progress sustaining the quality activities.
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Scott Sisel, Eide Bailly LLP |
Eide Bailly LLP of Minneapolis
The Associate Member of the Year Award recognizes a hospital partner who has worked throughout the year to support quality educational opportunities for MHA members. The award honors associate members who provide added benefits to the overall MHA membership while helping advance the advocacy efforts of the association.
Eide Bailly is a business that habitually provides the association with educational and financial support for its many events and programs. The folks at Eide Bailly are always willing to go that extra mile to help MHA and its members keep costs low and quality high.
A business that habitually provides the association with educational and financial support for its many events and programs. The folks at Eide Bailly are always willing to go that extra mile to help MHA and its members keep costs low and quality high.
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Rachel Wood accepts award on behalf
of ISJ-Mankato.
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Immanuel St. Joseph's - Mayo Health System of Mankato
For years, this award winner has worked to show students the variety of health care career options available through a middle school day camp, a high school health career day and a college career exploration program.
At the Middle School Health Careers summer day camp, students learn about everything from speech therapy to nutrition education careers. Sessions include hands-on activities such as doing yoga to learn about wellness.
At least 90 percent of participants say after camp that they are interested in taking health science career classes in high school.
At Health Career Day, high schoolers tour departments like cardiology and the lab, and they talk with hospital professionals about their jobs.
And under this winning hospital's competitive College Health Career Exploration Program, students undergo a 128-hour job shadow rotation through different hospital departments.
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Jon Henzel accepts the award for
Regions Hospital, St. Paul |
Regions Hospital of St. Paul
This organization has made concerted efforts to improve employee satisfaction, resulting in rates that climbed from 62 percent in 2004 to 82 percent in 2009. And turnover rates have dropped 6.2 percentage points to 9.3 percent.
The following initiatives demonstrate that staff members' voices are valued at this hospital:
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Daily, five-minute, stand-up "huddles" among departments aided communication. The huddles were so popular that the hospital taught five other hospitals about them.
- The creation of new orientation programs. One involves 30- and 90-day "check-in" scripts that help managers solicit critical feedback from newly hired workers.
- Quarterly satisfaction surveys to measure employees' opinions.
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| Austin Medical Center - Mayo Health System employees, from left: Cher Weness, health information services manager; Keri Slegh, human resources director; Rod Nordeng, vice president of organizational support; Bonnie Graff, radiology manager |
Austin Medical Center - Mayo Health System
Under this hospital's retention efforts, the hospital's health benefit plans and premiums are exactly the same for all staff members, regardless of their position.
Second, all staff members and their families receive a discount on medical services provided by the hospital.
Third, programs that promote work-life balance program and exercise boost wellness and employee satisfaction.
When it comes to recognition, electronic "cards" and awards from area businesses add to the mix.
When gauging employee satisfaction, this hospital compares survey results across departments to identify best practices and develop action plans for improvements.
Since implementation of this winner's initiatives began in 1999, turnover has dropped 14 percentage points to 6.1 percent.
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