Quality in Our DistrictMayers Memorial Hospital District believes that the people who choose to live, work, and play in the Intermountain Area deserve the highest quality patient care available. In those critical moments when you are forced to trust your loved ones to the care of another, the experience should be as painless as possible. At Mayers, we believe that on your worst day - we should be your best choice.
To that end, the Quality program that we are implementing at the hospital is based on literally hundreds of single measures that are reported, in sets, to various State and Federal agencies. Some of the measures are required; the majority of measures are voluntarily reported in order to create a pure and complete picture of where we are in our quest for the highest level of patient care and satisfaction. Clinical and practical measures are in place to ensure that our providers are up to date with best practices in their respective areas of care. Patient centered measures are collected and recorded in real time to allow our facilities to be transparent and immediately responsive to the patient experience.
The doors of the hospital opened to patients in 1956 - from that day forward patient centered health care has been our central focus. Keeping patient care as our foundation we strive to continue to be the provider of choice for those in our Intermountain Area. Transparency is paramount for growth and improvement in any area of practice. Quality and transparency are a central focus in healthcare; at MMHD we strive for excellence in these areas.
Jack Hathaway MPA, JD Director of Quality, Mayers Memorial Hospital District
(530)336-5511 Ext. 1141
Mayers Memorial Hospital District Quality Transparency DashboardVIEW DASHBOARD
Last quarter (Q316) the ED was %100 in Emergency Department Transfer Communication (EDTC ALL)!This EDTC metric is tracked as a part of the MBQIP and FLEX programs. The Medicare Beneficiary Quality Improvement Project (MBQIP) is a quality improvement activity under the Medicare Rural Hospital Flexibility (Flex) grant program of the Health Resources and Services Administration's Federal Office of Rural Health Policy (FORHP). The goal of MBQIP is to improve the quality of care provided in critical access hospitals (CAHs), by increasing quality data reporting by CAHs and then driving quality improvement activities based on the data. This project provides an opportunity for individual hospitals to look at their own data, measure their outcomes against other CAHs and partner with other hospitals in the state around quality improvement initiatives to improve outcomes and provide the highest quality care to each and every one of their patients.
The Actual MetricsThe actual metrics that are tracked and reported for this project consist of the following measures. The Importance of these measures is that they help to ensure a Timely, accurate, and direct communication that facilitates the handoff to the receiving facility, provides continuity of care, and avoids medical errors and redundant tests.
EDTC -1 Administrative Communications -Percentage of patients who are transferred from an ED to another health care facility that have physician to physician communication and healthcare facility to healthcare facility communication prior to discharge.
EDTC-2 Patient Information - Percentage of patients who are transferred from an ED to another health care facility that have patient identification information sent to the receiving facility within 60 minutes of discharge.
EDTC-3 Vital Signs - Percentage of patients who are transferred from an ED to another health care facility that have communication with the receiving facility within 60 minutes of discharge for patient's vital signs.
EDTC-4 Medication Information - Percentage of patients who are transferred from an ED to another health care facility that have communication with the receiving facility within 60 minutes of discharge for medication information
EDTC-5 Physician or Practitioner Generated Information - Percentage of patients who are transferred from an ED to another health care facility that have communication with the receiving facility within 60 minutes of discharge for history and physical and physician orders and plan.
EDTC-6 Nurse Generated Information - Percentage of patients who are transferred from an ED to another health care facility that have communication with the receiving facility within 60 minutes of discharge for key nurse documentation elements.
EDTC-7 Procedures and Tests - Percentage of patients who are transferred from an ED to another health care facility that have communication with the receiving facility within 60 minutes of discharge of tests done and results sent.
Knowing that on every patient, every time, all of the information needed to ensure that the hand off of care between providers is as seamless as possible is a comfort when the wellbeing of self or family is on the line. This is all a part of the quality of care that Mayers Memorial Hospital is known for and strives to maintain.
Whether or not you're transferred Care in our ED is outstanding.
The Level of care provided by physicians and nurses in the Emergency Room at Mayers has been well above the national average as well as a general trend.
Based on data gathered from our patients it is clear that the quality of care in our Emergency Room is second to none. When considered with the fact that our average wait time is measured in minutes not hours, it is clear that our area is fortunate to have such capable and caring healthcare professionals in our intermountain home.
If you have any questions or comments concerning quality at Mayers Memorial Hospital or any other facilities in our district please call Jack Hathaway our Director of Quality at (530) 336-5511 x1141.
Always Caring...Always Here
In 1949 a Chamber of Commerce hospital committee was formed and began taking the first steps toward a visionary project -Ward Memorial Hospital. The Chamber's "Hospital Committee" compiled the costs of building a new hospital to present to taxpayers -the first hospital bond issue was defeated in 1950. If at first you don't succeed, try, try again. After one private hospital discontinued practice due to inadequate facilities, leaving only one that could handle just 23 patients, the need for a county hospital was again fronted to the citizens in 1953. With the support of local doctors, civic groups and women's clubs, a bond election was called in March of 1954. In June of 1954 the voters voted six-to-one in favor of a county hospital.