ANNUAL MANDATORY EDUCATION 2011

1 ANNUAL MANDATORY EDUCATIONANNUAL MANDATORY EDUCATION20112011 DirectionsReview each slide of the advance to the next slide, either:click on the appropriate heading in the table of contents, found on the left, ORuse the navigation arrows found toward the bottom of your you reach the last slideIf you ARE NOTa Direct Care Providerclick on the Post Test link If you AREa Direct Care Provider click on the link that takes you to the Direct Patient Care section. once you have completed that section, you will be able to take the Post of ContentsAll Staff!Organizational OverviewPerformance ImprovementCore CompetenciesCorporate ComplianceService ExcellencePrinciples of BehaviorCode of ConductPatient s Bill of RightsPatient FeedbackRegulatory AgenciesNational Patient Safety GoalsSentinel Events/FMEAI nformation Management and Security/HIPAAM agnet Recognition ProgramCustomer ServiceCultural CompetencyLimited English Proficiency Infection ControlFalls PreventionSafety ProgramsEnvironmental SafetyFire SafetyElectrical Safety Hazard Communication Radiation SafetyEmergency/Disaster Preparedness Body MechanicsMRIA buse/Neglect/ExploitationWorkplace ViolenceSuicide Risk Assessment

2 BasicsStroke BasicsDirect Care Providers Only!Population-specific/Age-appropriate competenciesMedication ManagementHigh Alert MedicationsPain ManagementSedation/AnalgesiaConsent PolicyHIV Testing Advance Directives Palliative CareRestraints PolicyBlood Transfusion/ReactionStroke ManagementSepsisShock RecognitionDiabetes ManagementImpaired PractitionersOrgan DonationSuicide Risk Assessment & ManagementEscalation/Chain of CommandORGANIZATIONAL ORGANIZATIONAL OVERVIEWOVERVIEWOUR MISSIONH ealthcare - Provide the highest quality of comprehensive, compassionate, accessible healthcareResearch advance medical science and public health EDUCATION for the next generation of physicians, nurses, allied health personnel and scientistsOUR VISIONSUNY Downstate Medical Center will be the center of excellence in EDUCATION , research, and healthcare delivery in Brooklyn.

3 We shall become the educator of choice, the hospital of choice, and the employer of choice in Brooklyn. OUR VALUESWe value:Respect, Compassion, Dignity, and FairnessRacial and Ethnic Diversity, Cultural Competency, and Cultural SensitivityTeamwork, Collaboration, and PartnershipFiscal Integrity, Responsibility, and AccountabilitySTRATEGIC PLANG uided by our mission and vision, our strategic plan focuses on community needs - by providing accessible, timely, appropriate, and fiscally sound health care servicescollaboration and partnership to strengthen our clinical enterprise and meeting our customers expectationsPERFORMANCE IMPROVEMENTPERFORMANCE IMPROVEMENTP erformance improvementmeans.

4 Doing the Right Thing and Doing the Right Thing Well! The goal of improving organizational performance is to continuously improve patient health outcomes by the availabilityof appropriate care to meet the patient s needs the timelinessof care the effectivenessof care to achieve desired health outcomes the continuityof care provided to the patient in collaboration with other services, practitioners, and providers over timePDCA How do we do this? Plan the improvement and the data collection Do the improvement and the data collection Check the results of the implementation Act to ensure that the change is made, the desired results are achieved, and continue improvementPerformance Improvement means that We work as part of a team!

5 Teambuilding and interdisciplinary collaboration mean involving other departments, services, and disciplines in addressing issues or problems that need improvement team members may be ancillary, professional or administrative staff working together to find solutions making recommendations to the appropriate personnel being responsible for monitoring recommendations when they are implemented escalating problems/issues that need attention at a higher level CORE COMPETENCIESCORE COMPETENCIESOur 7 Core Competencies Are1. Customer Servicea. demonstrating respect and courtesy to all2. Communicationa. communicating effectively with customers, visitors, patients, and staff3.

6 Quality Managementa. Delivering the highest standard of Managementa. taking an active role in managing resourcesOur 7 Core Competencies Are4. Personal and Professional Developmenta. taking an active role in one s own learning5. Civilitya. using ethical principals to guide decisions and actions consistent with DMC operating goals and objectives6. Safety Managementa. maintaining a safe and efficient work environmentCorporate ComplianceCorporate CompliancePRINCIPLES OF BEHAVIORPRINCIPLES OF BEHAVIORCode of ConductCode of ConductService Excellence Pillars of Excellence People Service Quality Community Finance Growth Best Place for Patients to Receive Care Best Place for Employees to Work Best Place for Physicians to Practice MedicinePillars of ExcellenceBest Place for Physicians to Practice MedicineBest Place for Patients to Receive CareBest Place for Employees to WorkPEOPLESERVICEQUALITY(Using Data)

7 COMMUNITYFINANCEGROWTHVISIONVALUESMISSIO NP rinciples of BehaviorCreate positive first impressionsTreat everyone with respectCommunicate compassionately and effectivelyAcknowledge, Apologize, and AmendMaintain a safe environmentProtect confidentiality and privacyCode of Conduct A Code sets forth general standards of legal and ethical conduct by all employees, faculty, and members of the College CouncilELEMENTS OF THE Code of Conduct ARE .. Compliance with laws and regulations Adherence to ethical standards Patient care equal access to care respectful care and treatment protection of privacy confidentiality of medical information Non-discrimination Confidentiality Record accuracy and retention Protection of assets Avoidance of conflict of interest Business relationships Academic/research integrity Environmental laws Occupational safety Maintenance of a drug & alcohol free workplaceDeficit Reduction Act (DRA)

8 - Detection & Prevention of Fraud, Waste & Abuse DMC is committed to preventing the submission of false claims for payment from a Federally or State funded healthcare program (Medicare/ Medicaid). The DRA requires EDUCATION on the Federal and State laws regarding fraud and abuse, whistleblower protections under these laws and DMC s Compliance policies in preventing and detecting fraud, waste and Federal & State Laws Federal & NY State False Claims Acts Establishes liability for: Knowingly presenting a false claim for payment Knowingly making a false statement to get a false claim paid; or Conspiring to defraud Violations may include up to $11,000 per false claim and exclusion from Federal health care programs.

9 Private persons are eligible to file qui tam/whistleblower lawsuits (without threat of employer retaliation) on behalf of the Federal government If successful, 10-30% of recoveries may be Line DMC s confidential Compliance Line is a 24/7 hotline service available as an internal reporting mechanism for reporting illegal or unethical conduct. If you become aware of a situation that may jeopardize DMC s ethical integrity, it is up to you to report it! Call: Compliance Line (877)-349-SUNY or Click on Compliance Line link on DMC webpage @ ANY Violations Employees can report in person, by phone or in writing to anyone of the following: Supervisor or responsible VP Chief compliance officer SUNY counsel s office Compliance line: 877-349-SUNY (anonymous)Conflict of Interest A conflict of interest occurs when an official's private interests may benefit from his/her public actions the person is in a position of trust which requires him/her to exercise judgment on behalf of others (people, institutions, etc.)

10 And also has interests or obligations of the sort that might interfere with the exercise of judgment, and which the person is morally required to either avoid or openly acknowledge Violations of conflict of interest may incur penalties, fines, disciplinary action, and dismissal Conflict of Interest No Officer or Employee of a state agency 9 Should participate in any activity that may impair independence of judgment in the exercise of official duties9 Should participate in any activity that will require disclosure of confidential information9 Should disclose confidential information or use such information for personal interests or gains9 Should use their position to secure unwarranted privileges or exemptions9 Should engage in any activity that may have a direct or indirect financial interest and conflict with the exercise of official dutiesConflict of InterestNo Officer or Employee