{"id":211,"date":"2017-04-30T23:42:24","date_gmt":"2017-05-01T03:42:24","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-mhcdsolutions\/submission\/confluence-a-geography-an-organization-a-concept-a-culture\/"},"modified":"2017-05-01T00:02:39","modified_gmt":"2017-05-01T04:02:39","slug":"confluence-a-geography-an-organization-a-concept-a-culture","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-mhcdsolutions\/submission\/confluence-a-geography-an-organization-a-concept-a-culture\/","title":{"rendered":"Confluence..a geography, an organization, a concept, a culture"},"content":{"rendered":"

Confluence Health is a physician led healthcare organization centered in North Central Washington, formed as an affiliation between\u00a0Central Washington Hospital and the physician owned Wenatchee Valley Medical Group in 2014.\u00a0\u00a0The organization’s location centers in North Central Washington State, at the Confluence of the Columbia River and Wenatchee River, covering 12,000 square miles of geography.\u00a0 There are\u00a0currently 270 physicians, 150 Advanced Practice Clinicians, and\u00a0over 3000 staff.\u00a0\u00a0\u00a0\u00a0<\/span><\/p>\n

For 70 years, these two organizations\u00a0had been\u00a0friendly competitors, and although separated geographically by\u00a0several miles, the separation in previous decades\u00a0was in\u00a0identity and culture.\u00a0 With the formation of Confluence Health, it became apparent that a large culture shift was occurring, affecting physician and staff engagement, satisfaction, and alignment.\u00a0 Many long term employees and physicians have perceived and felt a loss of identity, abandonment of previous organizational\u00a0values,\u00a0loss of control of the many changes that have occurred with organizational change,\u00a0and the perception of lack of involvement in decisions effecting daily practice.\u00a0 This has\u00a0effected the engagement, satisfaction, and alignment of many physicians and staff.\u00a0\u00a0\u00a0A Press-Ganey physician survey\u00a0completed within the organization in 2016 gave a 53% engagement rank, and a 42% alignment rank.\u00a0\u00a0Physician turn-over of 11% in 2016 was seen as a\u00a0red flag\u00a0to recruitment and retention. Engagement, alignment, and satisfaction are now\u00a0one of the top organizational goals, addressed at every department, every service line, every leadership meeting, and every board meeting.\u00a0 The why, what, and how\u00a0to improve\u00a0these key performance indicators\u00a0have become both a challenge, and an opportunity.<\/span><\/p>\n

Transparent communication strategies,\u00a0cascading communication at all levels, daily huddles within the organization,\u00a0and engaging\u00a0every employee in the conversation of engagement and satisfaction has been developed.\u00a0\u00a0Setting lofty\u00a0organizational goals around engagement and satisfaction with every manager and leadership held responsible and accountable for those goals has been performed.\u00a0 The formation of a provider specific bi-weekly\u00a0Physician Connection\u00a0newsletter specifically addressing topics pertinent to physicians, and also the development of “Collegial Connections” meet-up groups led by physicians each month with varying topics such as burnout, resilience, gratitude, mindfulness, etc.\u00a0 The Physician Satisfaction and Support Committee and been re-invigorated.\u00a0 A handbook specifically for Physician Partners was developed.\u00a0 Collaboration with county medical societies\u00a0sponsoring joint\u00a0speaker meetings with topics\u00a0including “Burnout Proof Lives”, and “Finding the Joy in Medicine” have occurred recently both in response to, and to educate, mitigate, and prevent burnout and lack of engagement, satisfaction, and alignment.\u00a0 A Women’s Physician group supported by the organization has spread to women physicians both within and outside of the organization, with activities designed at networking, developing relationships, building teams, and work-life balance.<\/span><\/p>\n

\"https:\/\/d3.harvard.edu\/platform-mhcdsolutions\/wp-content\/uploads\/sites\/14\/2017\/04\/rivermountains-300x225.jpg\"<\/span><\/p>\n

And yet the work continues…<\/span><\/p>\n

We have found at Confluence Health that the concept of “Confluence” pertains to not only our organization, our geography, but our culture.<\/span><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Culture shifts at Confluence Health with engagement, satisfaction, and alignment with goal of improved service.<\/p>\n","protected":false},"author":9191,"featured_media":212,"comment_status":"open","ping_status":"closed","template":"","categories":[35],"class_list":["post-211","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry","category-change-management"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-mhcdsolutions\/conversation\/mhcd-solutions-ii\/","yoast_head":"\nConfluence..a geography, an organization, a concept, a culture - Managing Health Care Delivery<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/d3.harvard.edu\/platform-mhcdsolutions\/submission\/confluence-a-geography-an-organization-a-concept-a-culture\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Confluence..a geography, an organization, a concept, a culture - 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