IN 2009, TRIHEALTH, UNDER THE LEADERSHIP OF JOHN PROUT, ISSUED A PAMPHLET DESCRIBING THE TRIHEALTH MISSION, VISION, VALUES, AND STRATEGIES:
• Respect for All People
• Stewardship of OurResources
• Service Excellence forAll Customers
• Response to CommunityNeeds
• Respect for Our SpiritualHeritage
• Valuing Differences
KEY SERVICE EXCELLENCE MESSAGES AND BEHAVIORS
Always introduce yourself at every encounter. Give patients your complete attention. Say “please” and “thank you.” Ask patient if they have everything they need. Tell patient when you will be back. Tell patient that you want their care to be excellent.
Acknowledge: Speak to patient using their preferred name and title
Introduce: Tell patient your name, dept, position, experience
Duration: Give estimate of time to complete
Explanation: Explain what you are going to do to or for patient
Thank: Thank patient for choosing us for their care, for their communication, cooperation
A PRAYER FOR OUR DAILY WORK
Compassionate God let me give attention and respect to the people I meet today. Let me stop to listen to their question, idea, or deep-down concern. In the midst of tasks and distractions help me greet everyone with my most hospitable self. Because we believe that every person is a treasure, a unity of body, mind and spirit; we commit to living our values today and every day.
TRIHEALTH SPIRITUAL HERITAGE
In 1896, Bethesda Inc. was founded by German Methodist Deaconesses to care for Cincinnati’s sick and poor. Good Samaritan opened in 1852 with the Sisters of Charity and is now part of Catholic Health Initiatives, a national system of Catholic hospitals. In 1995, TriHealth was created as a partnership between Bethesda Inc. and Good Samaritan Hospital.
• Where people want to work
• Where physicians want to practice
• And most importantly, where the community wants to go when they need the best quality, service, safety and value in health care.
• Become market leader in quality, service excellence, patient safety
• Increase number of affiliated physicians
• Grow tertiary services and academics
• Develop broader, more coordinated network of access points
• Maintain position of “employer of choice”