A different view of health care is no mirage
When you go to a hospital, you typically know what to expect. But OASIS Hospital is finding success in taking a different approach to patient care.
The hospital, which opened in 2011, is a specialty hospital focused on adult orthopedic and spine procedures. And that specialization, says CEO Jim Flinn, FACHE, helps eliminate some of the inherent inefficiencies found in many other hospitals.
“For example, an orthopedic surgery might get bumped because of an incoming trauma,” he explains. At OASIS, which doesn’t treat anything other than orthopedic and spine cases, that won’t happen.
For added efficiencies, hospital executives sought out experienced staff.
“From our most junior surgical tech to our most seasoned nurse, these are people who’ve been working in the orthopedic world for a very long time,” Flinn says. “Our first 90 people were referrals from physicians.”
OASIS, which does more elective adult orthopedic and spine surgeries than any other hospital in the state, is the brainchild of 42 Valley orthopedic and spine surgeons. These surgeons decided they wanted their experience and the experienceof their patients to be as good in a hospital setting as in an ambulatory center, Flinn says.
Reducing inefficiencies was a start. The next step was to create a non-traditional setting — aiming for a resort feel.
Natural colors, carpeting and simulated wood throughout the hospital provides a welcoming environment. And in their private rooms, patients use their flat-screen TVs to order room service and to access more than 2,000 movies, games, relaxation audio programs, patient education and more.
In addition, a full-time concierge makes sure patients’ and physicians’ expectations are met. But it’s not her job alone.
“Everyone at OASIS has the same job — to have a positive impact on everyone they come into contact with,” he says. “If you’re not having a positive impact on somebody’s day, you’re not doing your job.”
And it starts from the very top.
“I give my business card to every patient,” Flinn says. “They can call my cell phone day or night.”
Unlike many CEOs, Flinn is also deeply invested in the hospital’s hiring process.
“All it takes is one person to come in with the wrong mindset to erode our culture, and we don’t want that,” he says. “I personally talk to every associate before they’re hired.”
Flinn believes hospital CEOs are essential in establishing a culture of caring.
“It has to be your passion. I consider myself the Chief Culture Officer,” he says. “It’s that important.”