Divisional Leadership Kicks off Clinical Impact Symposium

By Kindred Healthcare
Divisional Leadership Kicks off Clinical Impact SymposiumThe 2014 Kindred Clinical Impact Symposium: Clinical Excellence in the Care of the Stroke Patient Across the Continuum began this morning with welcoming remarks from Kindred’s leadership team.

Anthony Disser, Senior Vice President of Clinical Operations, kicked things off by reminding participants of the significance of the word “impact,” and the importance of taking lessons from the symposium back home to their facilities and their communities.

After a tribute to veterans on this Veterans Day, given by Mary Van de Kamp, Senior Vice President of Quality and Care Management, Mike Beal, President of the Nursing Center Division, asked attendees to think not about the “what” of the care we deliver each day, but the “how.”

“When we put a number to something,” he said, “we do a great job of improving it, whether it be FIM numbers, JCAHO outcomes. But sometimes we forget about the how.”
That “how,” Beal said, can be summarized in a letter received from a patient’s family. The letter focused not on the specific care that was given, but how it was delivered. With compassion, with dedication and with kindness, not only for the patient, but for her family.

Pat Henry, President of RehabCare, welcomed all attendees, especially the 115 people attending the symposium on behalf of RehabCare, the largest RehabCare group to attend the symposium in its recent history.

Henry reported that one of the most frequent diagnoses seen by RehabCare therapists across settings of care is stroke.

“Twenty to 25 percent of our patients have had a recent stroke,” she said.
RehabCare therapists regularly see the impact of stroke, not only on the patient but also on the family and caregivers, she said. But she’s also seen success stories. Lots of them.

Said Henry: “I hope each of you leaves the symposium with a mission.”
Next up was Steve Monaghan, President of the Hospital Division, who shared some of that division’s success stories, including:


  • The development of benchmark indicators for performance and customer service
  • An improvement of 10 percent from last year to this year on the performance index
  • An improvement of almost 6 percent from last year to this year on the customer service index

President of the Care Management Division Jon Rousseau described Kindred as a company with a willingness to invest and make the right decisions when it comes to quality and resources. He spoke to attendees about how healthcare can be a truly local business, so the challenge will be how to leverage the vast resources a large company brings while continuing to that to deliver a product through our services that is truly special.

“We want to make people say ‘we want to work with them’ and we want to be the entity people think of when they think partnership,” Rousseau said.

Alluding to Beal’s earlier comments, Rousseau said: “You get the results through the protocols and the care models but people remember how they are treated by their nurse or their therapist. They remember those personal interactions.”

Servant leadership can be an important part of the process and Rousseau mentioned an initiative in Dallas, employing a training model on servant leadership. The results followed a long-held Kindred mantra – excellent care led to positive financial results through a mentality of service.

Within the Kindred at Home division, Rousseau mentioned an investment in people and a standardization of protocols, pointing to positive results.

“Half of our branches were named Home Health Elite,” he pointed out, “and we outperform national benchmarks. Our 30-day rehospitalization rate is 12 percent compared with a national average of 17 percent. At the heart of what we do is people and quality.”