September Message from Steven L. Strongwater MD, CEO

The information below is an employee update of activities at Stony Brook University Medical Center prepared by Stony Brook University Hospital CEO, Steven L. Strongwater, M.D.  Dr. Strongwater distributes a monthly update which is sent to all hospital faculty and staff to communicate initiatives and activities undertaken at the Medical Center to reach goals in the areas of patient satisfaction, patient safety and community connections.

View Past CEO  Updates

September 2008

Congratulations Stony Brook University Medical Center! Awards and recognition we received in 2008 include:

• Nassau Suffolk Hospital Council Excellence in Patient Safety Award
• Top 10 Percentile for HANYS Pinnacle Awards (Safety Awards)
• Ellison Pierce Patient Safety Award for Exhibit "Maternal Hemorrhage: A Proactive Multidisciplinary Approach to Reduce Mortality and Morbidity"
• Top 4% nationally surviving trauma for "victims of injury"- Survival Measurement and Reporting Trial for Trauma (SMARTT)
• Institute for Healthcare Improvement (IHI) Recognition of Success in Reducing Mortality
• Participation in "Best Places to Work" University HealthSystem Consortium Web Conference
• University Health System Consortium, second lowest risk adjusted cardiac mortality nationally
• Health Care Heroes Awards, Three Finalists Hospital Association of New York State
• UnitedHealth Designated Stony Brook University Hospital Premium Cardiac Specialty Center
• Practice Greenhealth Environmental Achievement Award
• Innovator of the Year Award for Food Services
• Recognition for Blood Donations by the Red Cross
• Organ Donor Medal of Honor, Transplant Growth and Management Collaborative

We also celebrate the completion and grand opening of Phase I of the Major Modernization Program (MMP) on September 4. The MMP began almost five years ago. Phase I completion will realize the opening of our new lobby, Women's and Infant's Pavilion, 10 new operating rooms, and the first phase of the Emergency Department expansion. Please join us for the ribbon cutting at 3pm on Sept. 4 in our new lobby.

One way to celebrate with us is to support and attend the Hospital Auxiliary Gala on Thursday, September 25, which will honor the Stony Brook University Heart Center and recognize Dr. Richard N. Fine, one of it's most renowned patients! For ticket or information on sponsorship opportunities contact Jennifer Desposito at 444-3956.

STONY BROOK PRIDE

AHRQ Funded Report Says Trauma Service Is Tops in US. As the only Level I Regional Trauma Center in Suffolk County with national recognition in performance improvement and research, Stony Brook University Medical Center was recognized as being in the top 4% of trauma centers nationwide providing care with the lowest mortality for victims of injury in the recently released "Survival Measurement and Reporting Trial for Trauma (SMARTT)." Funded by the Agency for Healthcare and Research Quality (AHRQ), the goal of SMARTT is to inform governmental and other agencies of policies and practice which improve the quality of trauma care. The study uses the American College of Surgeons national population-based trauma registry to set goals to improve patient outcomes. Stony Brook's Trauma service was recognized with the highest recognition of being a "very-high quality hospital" in this report; had the lowest mortality of any hospital in the United States in treating pedestrian trauma; and, was second in the U.S.A. for saving "very high risk trauma." Well done Dr. Shapiro and the Trauma Service team!

Surgical Robotic Program Growing Under the Direction of Dr. Bhalla. A comprehensive, multidisciplinary robot-assisted surgery program has developed at Stony Brook University Medical Center since the arrival of Dr. Rahuldev Bhalla. Robot-assisted surgery is now performed in four surgical subspecialties: Urology, Cardiothoracic Surgery, Gynecology and Gynecological Oncology. Dr. Bhalla has performed over 65 urologic robotic surgeries over the past nine months, including robotic radical prostatectomies, cystectomies and dismembered pyleoplasties. Dr. Frank Seifert has performed 17 single vessel robotic cardiac bypass grafts, avoiding the need for midline sternotomies. Dr. Todd Griffin and his team have performed more than 25 robot-assisted surgeries, helping infertile couples achieve pregnancy. Dr. Eva Chalas has performed radical hysterectomies and para-aortic lymph node dissection for gynecologic oncology treatment and staging of uterine cancer. In addition, in our robotics laboratory, new surgical robotic instruments are under development, which we hope will enable tactile feedback. As leaders in this field, Stony Brook looks forward to continued growth and development in this exciting area.

Going Green. Stony Brook University Medical Center is going green! The key to going green is to reduce, re-use and recycle, whenever possible. Here's what you can do to support this effort:

• Request reduced product packaging when ordering supplies;
• Use products from recycled materials or products that can be recycled;
• Avoid unnecessary printing and make double-sided copies when possible;
• Recycle cans and bottles;
• Reduce energy consumption by shutting down or hibernating your computer when not in use;
• Turn off lights when you leave your office or work area;
• Use silverware when dining in the Market Place Café, which will reduce use of plastic; and,
• Have your morning coffee in a refillable mug (reduces our solid waste stream).

Cancer Training Grant Renewed; Now in its 32nd Year! This training grant is based in the Dept of Molecular Genetics and Microbiology entitled "Cancer Biology and Biochemistry." Dr. Patrick Hearing, principal investigator. Funds are provided to train seven PhD students and four postdoctoral fellows annually. Students and post-doctoral fellows can study cancer research in the labs of training grant faculty based at Stony Brook, Brookhaven and Cold Spring Harbor Labs. The grant commenced on July 1,2008 and will run until June 30, 2013. Congratulations and good luck.

SBUMC Selected to Participate in AHA Heart Failure Registry Initiative. The American Heart Association (AHA), Long Island, selected Stony Brook to participate in the "Get With the Guidelines" (GWTG) Registry for Heart Failure. Our participation in this program will help drive internal quality improvement initiatives using benchmark data, and will also aid the AHA in assessing the overall treatment of Heart Failure on Long Island. In addition, we will have access to shared best practices, resources and expertise, as we work together to improve local acute care and outcomes related to Heart Failure. There will also be opportunities to achieve public recognition and a GWTG Gold, Silver or Bronze award, as measured by our success in adhering to the GWTG guidelines. Recognition includes local and national promotion of award status in publications such as US News & World Report's 100 Best Hospitals in America.

Iris Granek, MD Appointed Chair of Department of Preventive Medicine. Stony Brook University School of Medicine Dean, Dr. Richard N. Fine, announced the appointment of Dr. Iris Granek as Chair of the Department of Preventive Medicine in the School of Medicine. Dr. Granek has been the Acting Chair since August 6, 2007.  She has extensive experience in research and medical education. Dr. Granek has developed her leadership skills as Principal Investigator, Course Director, Director of Student Electives, and site supervisor for clinical research rotations. She has also participated on many department and school committees. She holds a Master's Degree in Policy and Management. Congratulations!

Evan Jones, MD, Appointed Chair of the Department of Dermatology. Soon after announcing Dr. Granek's appointment, Dr. Fine announced the appointment of Dr. Evan Jones as Chair of the Department of Dermatology in the School of Medicine. Dr. Jones has been the Acting Chair since July 2007 and has done a remarkable job leading the department. He is a graduate of both our medical school and our residency training program, which provides him with great insight and knowledge of the department's academic, clinical and research missions. Dr. Jones is an extremely talented and productive individual and has been a superior teacher to our students and residents. The growth of his department over the past year is a testament to his leadership qualities.

Patient Satisfaction

We are Going Smoke-Free at Stony Brook University Medical Center!  Start the countdown. Plan a New Year's Resolution. Starting on January 1, 2009 the Stony Brook University Medical Center Campus will be smoke-free. Over the coming months we will offer smoke cessation programs and provide other assistance to help current smokers. This should improve not only the health of smokers, but protect our colleagues and patients from the dangerous effects of second-hand smoke.

Units Excel in Patient Satisfaction Inpatient units Cardiac Acute Care and 17N (Surgical Oncology) scored significantly better than the hospital inpatient average on patient satisfaction surveys received during the 2nd quarter. 17N received the highest overall rating of 90.6, more than 6 pts. above the hospital average.  Two outpatient units also received ratings significantly better than average. They are CT Scan in the Imaging Center and the Tech Park Phlebotomy Service. Congratulations and well done!

Emergency Department Volunteers Roles Evolve Through Training. Volunteers in the Emergency Department will soon take on a new role. They will be oriented, trained and supervised by the Department of Patient Guest Relations and staff from the ED to have the skills and resources needed to make patients and their families more comfortable while waiting for service in the Emergency Department. If you know anyone who may be interested in taking on this type of role, please call the Department of Volunteer Services at 444-2610.

Hospitalists on the Move. The Hospital Medicine Service of the Department of Medicine, directed by Dr Shai Gavi, has created a brochure introducing itself and its attendings (with pictures and credentials) to patients admitted to the internal medicine teams. The goal of this handout is to describe the clinical advantages of hospital medicine specialists, as well as how this service relates to other services within the hospital including house staff. This addresses a major issue among our patients who often are overwhelmed by the number of physicians who are helping in their care, and will allow the patient and his or her family to more readily identify who is directing his/her care.

The Pediatric ICU Family Advocate Board held its first coffee hour for family members of patients on 11 South with great success. The coffee hour is an opportunity for patients' family members to grab a complimentary coffee and snack, while talking to parents of previous PICU patients. Although the coffee hour was scheduled to be precisely that, the "hour" ran almost two and a half hours due to the overwhelming response to the program. The PICU Family Advocate Members also designed and are in the process of testing a brochure that provides information they identified as helpful to family members of recently admitted PICU patients. Some other initiatives the Family Advocate Board is working on are the development of a communication program for PICU staff members, offering of one-to-one support services, and family participation on the IHI Reducing Complications in the PICU Team meetings.

Patient Ambassador Program. Several staff members in the Division of Patient Guest Services will be expanding their roles to support the division's commitment to enhancing the patient's experience by becoming "Welcome Ambassadors."  The Ambassadors will visit newly admitted patients to make sure that he/she has the necessary information about services such as meals, parking, and TV, and make sure he/she has received a complimentary amenity kit and knows what to do if concerns should arise. Ambassadors are trained and oriented by the department of Patient Guest Relations.

Healthy Work Environment Initiative. In April 2008, working with UHC on an implementation project, the American Association of Critical-Care Nurses (AACN) Standards for a Healthy Work Environment were rolled out to the nursing division. These will serve as a framework to transform the working environment and improve clinical outcomes and satisfaction. Nurse Manager "toolkits" were created to provide a standardized structure, common goals, and objectives, as well as, an implementation timeline. Focus groups of best performers were utilized to assist others in adopting new practices, such as acknowledging nursing staff who achieved certification within their specialty with plaques, providing all staff with lotus notes accounts, and creating a "walk in my shoes" program with nursing administration. To improve communication, nursing staff will be attending classes on conflict resolution and communication skills. Nurse retention and vacancy rates, employee satisfaction, and quality indicators such as falls, pressure ulcers, and medication errors will be used as measurement indices to evaluate this program's effectiveness. This program has the potential of being utilized in other departments so all employees may reap the benefits of a healthy work environment

Patient Activity Cards Making a Difference. Improving communication with patients and families is extremely important in working toward increased patient satisfaction. In 2007, Patient Activity Cards were piloted on 16 North and an immediate increase in scores was observed. The Patient Activity Cards provide patients with information regarding their Plan of Care and activities for the day. They are presented to the patient each morning and explained by the nurse. Since then, the Patient Activity Card has been instituted on many of the inpatient units. This simple initiative has given us the opportunity to provide consistent communication with patients and their families. Many patients and families have provided feedback and suggestions for improvement, and we are working toward meeting these newly identified goals. We will continue to enhance this initiative hospital-wide.

A New Way to Round. Dr. Colette Pameijer and the 17 North health care team now round for Patient and Family Centered Care weekly. Participants include the nurse manager, day clinician, patient educator, discharge planner, nutritionist, and physical therapist. Each patient is visited; questions, concerns and problems are identified and addressed. One patient had questions about lab tests, whether she had a heart attack. These questions were immediately answered. She has since volunteered to become part of the 17 North Patient and Family Centered Care Council.

PATIENT SAFETY

Evening Rounds.  Nationally recognized research has identified worse patient outcomes at nights and on the weekends. In an effort to improve patient safety and quality of care during these hours, Hospitalist medical attendings at Stony Brook University Medical Center extend their presence in the hospital until midnight daily and overnight on Fridays and Saturdays. Their daily evening and weekend overnight presence ensures prompt assessment of admitted medical patients in the Emergency Department, assistance and supervision of on call medical interns and residents, and evening rounds on medically unstable patients. More so, the Hospitalists will be available during these off-hours to provide medical consults to non-medical patients, and attend rapid responses throughout the hospital.

Hand Hygiene Compliance Reaches All Time High! Six years ago, the US Center for Disease Control and Prevention (CDC) announced that every hospital in the country needed to do a better job of getting doctors, nurses, and other healthcare workers to more consistently wash their hands in order to cut down on patient infections.  We have been working hard to achieve an acceptable compliance rate through educating, posting signs, supplying adequate hand hygiene foam and wash sinks, and through constant reinforcement and monitoring. We are pleased to announce that as of July we have achieved greater than 90% compliance rate overall as an institution. Of note is the compliance rate of the physicians has risen dramatically ever since they have been getting weekly feedback. Staff that has achieved greater than 90% includes Nursing, "Therapists" (R/T, O/T, P/T), and Phlebotomy. The trick now is to keep up the momentum and sustain this change. Remember, these achievements have resulted in lives saved. Thank you all.

Model High Reliability Organization in the CICU. Physicians and nurses of the Cardiac Intensive Care Unit (CICU) continue to collaborate on developing highly reliable processes in the CICU. One issue house-wide, as well as in the CICU in the past, has been mislabeled specimens. While uncommon when considering the volume of patient specimens obtained, the loss, by mislabeling, of any specimen may mean additional discomfort or, potentially, the loss of critical information (such as pre-antibiotic fluids for culture). The CICU examined the root causes of specimen mislabeling and initiated a system by which specimens do not have to leave the room of the patient (e.g., taken to the nurses' station) to get labeled. Instead all the materials needed for labeling are on the patient's room door. This change in process has resulted in no mislabeled specimens in the past three months. It is currently being extended to the CACU.

Going High Tech: Electronic Communications Center. We will soon unveil an Electronic Communications Center (ECC) in the CICU. The ECC comprises a 42" LCD HD monitor mounted in the hallway of the unit visible to patients, visitors and staff with a slide show, video clips and running banner with information about the hospital, the heart center and its personnel. The content has been finalized and will be displayed in the Heart Center Conference Room for comment and potential modification. Staff and those waiting in the Heart Center Waiting Area will be invited to take a look and fill out a brief survey. This ECC represents the first of what we expect to be a hospital-wide initiative to have such a display in all units and many departments. Many thanks to the nursing staff of the CICU, the cardiology faculty and fellows, the Division of IT, Rachel Velocci of Communications and Lisa Sokoloff of CQI for developing the display.

Labor and Delivery: Perinatal Safety Collaborative. In March 2008, an interdisciplinary team attended the Perinatal Safety Collaborative initiated by Greater New York Hospital Association and the United Hospital Fund. Team training sessions focused on Crew Resource Management (CRM) and standardization of fetal monitoring terminology. The physician sign-out process was modified to incorporate basic tenants of transfer of information (consistent with high reliability organizations). The OB attending, chief resident, nursing, anesthesia and NICU collaborate following a sign-out as part of a ‘team huddle' to discuss active patient issues, issues for the coming shift and the OR schedule. Senior leader rounding is being formally incorporated into the team huddle process. The Medical Director of Labor & Delivery developed a curriculum for fetal monitoring utilizing recommended NICHD terminology and piloted the program with the obstetrical residents. CRM also emphasizes the use of simulation and drills to improve the function and effectiveness of the team. To improve patient safety related to the relocation of the Mother-Baby and Antepartum units, interdisciplinary drills and simulations will be implemented prior to the move to the new building.

Improving Medication Safety: Standardization of Floor Stock Inventory. The Standardization of Medication Process Team is working to avoid accidental medication administration by standardizing inpatient floor stock. Specific medications are being removed from general floor stock inventory, such as high dose heparin and other risky medications; meds will now be available via Pyxis or Pharmacy distribution. The Team meets weekly to discuss inventory assessments and best practice recommendations, then collaborates with unit leadership prior to implementing changes. Ten adult Medical/Surgical units went live on May 19, 2008, Pediatrics and Mother-Baby, on August 4, 2008 and the ICUs will roll-out on September 2, 2008. Additional areas will follow.

All Medication Rooms to be Standardized. Medication room design is being explored by the Standardization of Medication Process Team with input from the Nursing Staff Advisory Team and other staff nurses. The nurses have provided feedback on the physical layout, use, and function of the medication rooms with consideration of improving efficiency, safety, and staff satisfaction. A final summary of design recommendations, containing staff input and evidenced-based practice is will follow in an effort to standardize all medication rooms on every unit. The team is also evaluating the current processes by which anesthesia trays are utilized in the Ambulatory Surgery Center, Main Operating Room, and Labor & Delivery areas. The group will be collaborating with the Department of Anesthesia to standardize processes in these areas.

Magnetic Resonance Imaging (MRI) Safety Failure Modes and Effects Analysis (FMEA). An interdisciplinary team will participate in a MRI Safety FMEA in September to focus on reducing the risk of near misses and MRI-related adverse events. In preparation for the first meeting, baseline data was collected and process flowcharts were created through meetings with MRI staff, prescribers, and key stakeholders.

Improving Communication for Cancer Center Patients. Denise Reilly and the faculty and staff from the Cancer Center, have been working on initiatives to improve communication between patients, staff, and community physicians. 

• A Community Advisory Board of current and former patients and community leaders was organized to discuss relevant issues and ideas to improve outreach and patient satisfaction;
• On-site patient satisfaction cards were instituted to get a quick response regarding patient feedback.  Responses revealed an overall high satisfaction with the services provided by the Cancer Center;
• A patient and staff video was created to illustrate the various services and the caring and compassionate environment within the Cancer Center;
• Volunteers are helping to assist staff in providing comfort measures for patients receiving chemotherapy treatments;
• Seven "Satisfaction Soirees" were conducted to discuss patient and employee satisfaction.  Staff was asked to complete a "wish list" to find out what would make their work experience better; and,
• Several initiatives are under way to improve communication within the Cancer Center including: an Ambulatory Care Pavilion Newsletter written by the staff for the staff, a centralized Staff Bulletin Board, an Ambulatory Care Pavilion Building email group for all staff, and monthly Ambulatory Care Pavilion building meetings in which departmental liaisons receive hospital updates and share information.

Pneumococcal and Influenza Vaccination Redesign. Following discussions to improve outcomes related to core measures, the Clinical Pathways Department recently collaborated with the Division of Nursing to update the Pneumococcal and Infuenza Vaccination Forms.  The forms now have Dr. Biancaniello's signature on the bottom to clearly signify that it is a physician order, and the contraindications have been broadened to include our transplant/oncology patients in order to encompass the Department of Health requirement of assessing our patients for eligibility and administering the vaccines.  In alignment with our performance improvement priority to improve core measure outcomes, we will continue to track vaccination rates as we strive for 100% compliance.

Hospital Electronic Forms Repository. Clinical Pathways, in conjunction with IT, have developed an on-line repository that will house forms used frequently. The URL will be available through the Inside Hospital web page to all staff.  These can be accessed and printed directly from the website on any unit and will represent the most current version available. Initially you will find Medicine Admission orders, Core Measures guidelines/preprinted orders and the orders for Heparin infusions.  We plan to expand this to include insulin forms.  A tentative target date for availability is scheduled for the end of September.  More specific information will follow which will provide directions on accessing the repository.  For revisions to any physician's order sheets contact Eileen Gilmartin or Sunni Cannon at 444-4280.

Pediatric Intensive Care Unit is central line infection-free for one year! On Friday August 15, 2008 PICU obtained a milestone of being central line infection-free for 365 days! PICU has worked diligently at ensuring sterile technique in placing, maintaining and accessing central lines. Staff are extremely proud of this accomplishment, and continually draw staff and visitors attention to the sign posted on the unit that displays the number of days since their last infection.

The Emergency Department Bounce-up Failure Modes & Effects Analysis (FMEA) Team recommended the institution of a patient safety protocol that would trigger the re-evaluation of house-wide nurse staffing when identified thresholds of ED patient holds are met. The FMEA defined a potential risk in recognizing declining medical status of admitted patients in the ED awaiting an inpatient bed. The ED is not staffed to provide ongoing care to admitted patients while evaluating, triaging and treating the influx of patients waiting for emergency treatment. The patient safety protocol is in the process of being evaluated for testing by key stakeholders.

OB-EWS- A Modified Early Warning System For Obstetrics. The Obstetrical service modified the Medical Early Warning Score (MEWS) for use on OB patients. Dubbed, the OB-EWS, the detection tool is different from the MEWS used house-wide on adult patients as it captures the medical status of both the mother and the baby. The OB-EWS is being tested and will be built into Cerner so that the scores can be captured electronically once the tool is validated.

Baldrige Retreat Yields Focus on Results and Opportunities. In August, the Baldrige Workgroup Team Leaders and Liaisons met with the Senior Executive Group to identify key metrics which demonstrate alignment with our strategies, operations and quality initiatives. These metrics assist in determining how we are performing in health care, financial, patient-focused, workforce-focused, process management and leadership outcomes. By identifying these metrics, we will be able to track and trend what is most important to ensure alignment with our mission, vision, and core strategies. The metrics selected at the retreat will be incorporated into the Baldrige application which is due to be submitted to the National Institute for Standards and Technology by May 2009. In addition, opportunities for improvement were identified based upon a gap analysis that was recently completed against the Baldrige criteria. Workgroups are busily creating action plans, using world-class processes, which will eventually be prioritized and implemented after approval by senior leaders. A special thanks to the Baldrige Workgroup Members, Team Leaders and Liaisons for all of the work they have completed to date.

Bed Capacity Planning Project.  As part of the overall hospital expansion effort, Planning and Management Engineering departments are jointly providing critical analysis to determine the impact to overall demand of inpatient beds. The project also includes bed analysis of proposed new units such as Neuro ICU, Observation Unit, Palliative care, etc. A robust approach is being utilized which not only considers traditional factors such as occupancy rates and projected growth, but also extends the analysis with the use of probability and queuing theory to determine optimum unit configuration needed to attain performance and service goals of each unit (e.g., acceptable wait time for a bed).

Nursing Workflow Project.  A review of nursing workflow is jointly being conducted by Clinical Informatics and Management Engineering, focusing on four medical/surgical units (13N, 15N, 16N and 17N). The project's goal is to collect and analyze data to better understand factors affecting nursing workflow and their ability to provide direct patient care. The results would be invaluable to the continuing effort to improve patient care and safety, improve nurses' ability to complete all nursing tasks in a timely manner, as well as input to current and future phases of the EPR project.

Community Connections

Community Round Table Initiated. On August 29, we convened the first of several Stony Brook University Medical Center Roundtable discussions with sixteen notable members of our community, including representatives from the Family Service League, Suffolk Community Council, Suffolk County Youth Bureau, Suffolk County Handicapped Services, Citibank, First Baptist Church of Riverhead, Long Island Power Authority, Middle County Library, to name a few. Members of the group were impressed with the scope and sophistication of our services and with the progress we have made in our journey to become a high reliability organization.  They urged us to spread the word about all the positive things we are doing. Special thanks to Janice Rohlf and Mike McClain for assisting in organizing this meeting.

CEO of National Children's Hospitals and Related Institutions Visits. In preparation for the planning of a children's hospital within a hospital at Stony Brook University Medical Center, Larry McAndrews, President and CEO of the National Children's Hospitals and Related Institutions (NACHRI) visited SBUMC on July 31. The visit was very informative. We discussed the needs of children in Suffolk and the potential for establishing a children's hospital at Stony Brook.

New Child Play-Scape Installed. During Bruce Solomon's (Chief Operating Office) rounds, he posed a question to the staff: what could be done to improve the work situation? Several pediatric nurses told Bruce how sad it was that admitted pediatric patients who are medically authorized to play outside do not have an outside play area. Within a few months, Bruce was able to coordinate, with the support the Dean and the School of Medicine, development of a new, safe, play area for children on HSC Level 4.

A Welcome Addition to the Governmental Relations Team. Please join me and welcome Monica Mahaffey, newly appointed Assistant Director of Government Affairs for the Medical Center. Starting September 8, Monica will build upon and maintain relationships with elected officials at both the state and federal levels to ensure that our representatives are aware of our legislative priorities, needs and concerns. Monica joins Stony Brook from VNR Home Care Services in Brooklyn, where she was Senior Director of Government and Public Affairs. Prior to that, she was with the Healthcare Association of New York State (HANYS) in Albany, where her areas of focus included Graduate Medical Education, nurse and physician shortage issues, rebasing of the nursing home payment system, state and federal payment issues, quality and a variety of other topics. Monica has advocated on behalf of hospitals and medical schools statewide, with lawmakers in both Albany and Washington, D.C.

Concerned Women of the Grove Raise Funds for Breast Cancer Research. The Concerned Women of the Grove and its many wonderful volunteers held its 13th  annual Breast Cancer Benefit on Saturday, August 9 on Fire Island. The attendees enjoyed a beautiful sunny day that included great food, entertainment, and terrific auction items. Since its inception, the event has generated over $250,000 to benefit Breast Cancer Research at Stony Brook Universisty Medical Center. Thank you so much, Concerned Women of the Grove.

Cancer Center Lobby Enhanced by Yamaha Grand Piano. Frank and Camille's, the Northeast's largest and most respected piano dealership has loaned a $45,000 conservatory-quality, six-foot grand player piano for the lobby of the Cancer Center. Equipped with 60 CD's featuring all types of music, the piano creates a welcoming and warm environment, conducive to healing. The Cancer Center will receive a new piano every year, courtesy of Frank and Camille's. 

Spa Exo'tique Donates Spa Services to Cancer Patients and Parents of Pediatric Patients. The owner of Spa Exo'tique, a day spa in Selden has generously donated three one-and-a-half hour spa packages a month to patients receiving care at the Cancer Center. The spa treatments provide our cancer patients and parents of our pediatric patients with an opportunity to relax and rejuvenate their body and soul. It also serves as a positive and memorable experience during a most difficult time in their lives. 

 SBUMC Blood Bank Accredited. The American Association of Blood Banks (AABB), an international association representing individuals and institutions involved in activities related to transfusion and cellular therapies, including transplantation medicine, recently accredited the Stony Brook University Medical Center Blood Bank and Donor Room following a thorough inspection process. AABB's Accreditation Program strives to improve the quality and safety of collecting, processing, testing, distributing and administering blood and blood products. The Accreditation Program assesses the quality and operational systems in place within the facility. The basis for assessment includes compliance with Standards, Code of Federal Regulations and federal guidance documents. This independent assessment of a facility's operations helps the facility to prepare for other inspections and serves as a valuable tool to improve both compliance and operations. Accreditation is granted for collection, processing, testing, distribution, and administration of blood and blood components; hematopoietic progenitor cell activities; cord blood activities; perioperative activities; relationship testing activities; immunohematology reference laboratories and SBB schools. Services provided in the Blood Bank have become increasingly technical and sophisticated; getting high marks is hard to achieve. Congratulations.

LAST TOUCH

In the 1960's Stanley Milgram described what has often been referred to as "six degrees of separation."  He was referring to the notion that we are connected to each other through less than six layers of people. He asked the question how does an idea or a trend travel through a population? He did this using a chain letter, asking each of 160 people in California to send a letter to a person who might ultimately know and deliver the letter to a stockbroker in Massachusetts. What he found was that starting in California, the letter only needed to be passed to five or six people before reaching the stockbroker in Massachusetts. This is the origin of the phrase - we are all connected through "six degrees of separation." The point is what you do has an impact on a larger set of people. If we save a life at Stony Brook University Medical Center, we directly impact a family, but also the people with whom they work, friends, acquaintances, and others. 

Something else is quite interesting. If one person observes a crime, they are more likely to report it than if 35 people observe the same crime. Why? It has to do with accepting responsibility when you are alone, as opposed to diffusing that responsibility when you are part of a larger group. Each of the 35 people thought someone else would report the crime. Seems counter-intuitive, but has been well studied and proven over time. 

These lessons relate to patient safety at Stony Brook University Medical Center. First, you have to understand that what you do as an individual has an impact on the outcome of a patient, even if you are apart from the patient by "six degrees of separation." For instance, if you work on the receiving dock, your job will impact what happens at the bedside (e.g. accepting the delivery of a medication which will ultimately be needed by nursing for administration to a patient). In a hospital, this says every job is critically important. Secondly, patient safety must become your job. It is easy to lapse into the notion that someone else will report a risky process which impacts a patient outcome. Unless you do it, a risk prone process may never be reported. You must accept the responsibility of passing on this very, very, critical information; don't rely on the notion that someone else will. Remember...

"You cannot solve a problem you do not know about."  Anonymous

Think of the impact you, personally, could have on improving patient care at Stony Brook University Medical Center.  It can be easily done, by anyone, anytime and done anonymously. Do you know how?  Log onto to Patient Safety Net and report your concerns  Please look to "InsideSBUMC" web page   (http://inside.hospital.stonybrook.edu/)  under Professional Resources, click into the Patient Safety Net link, or call the Help Desk at 444-HELP to install a short cut on your desktop. We take these reports very seriously. They help us devise our ongoing safety program.

Thank you for your help and support.

Enjoy the journey to world class.

Steven L. Strongwater, MD
Chief Executive Officer
Stony Brook University Hospital

Patients first-World class processes-Teamwork-Growth-Use resources wisely