STRATEGIC PLAN 2019-2022 - Olympic Medical Center
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2019-2022
STRATEGIC
PLAN
TABLE OF CONTENTS
3 Letter to the Community
4 Mission, Vision & Values
5 Strategic Overview
6 About OMC
8 Quality, Safety & Experience
OMC & Community Relationships
9 Community Relations
10 Employee Relations
11 Medical Staff Relations
Organizational Performance
12 Facilities, Technology and Services
13 Financial Stewardship
14 Accreditations & Affiliations
Cover Photo: OMC’s Trauma Team, comprised of skilled and
dedicated physicians, nurses and other care givers, provides
Trauma Level 3 services 24 hours a day, 365 days a year.
Pictured above from left: Robin Burse, RN, director, and Tina
Johnson, RN, Medical/Surgical/Pediatrics.
LETTER TO THE COMMUNITY
Dear Community Members,
We continue to see tremendous support from our community for Olympic Medical Center and the rural health
care delivery system. We want to whole heartedly thank the community for this support, and for participating in
the development of the 2019-2022 Olympic Medical Center Strategic Plan. As OMC’s publicly elected Board of
Commissioners, our responsibility is to safeguard the health and viability of Olympic Medical Center and ensure safe,
quality health care; however, input from the community and patients is our compass. We are working hard for you.
Government reimbursement and regulations are the basis of many of the difficulties we face. For example, in 2018 the
Centers for Medicare and Medicaid Services (CMS) established a rule that cut our off-campus (more than 250 yards
from a hospital, previous rule was 35 miles from a hospital) outpatient clinic practice expense reimbursement by 30% in
2019 and will increase to 60% in 2020. The community rallied behind us and helped provide clear evidence to CMS that
this would harm the rural health care delivery system. It has slowed down the development of new services, but we have
maintained all existing services and we plan to continue to do so. We continue to fight this in the legislative arena and in
federal court, but as of the printing of this strategic plan this issue is still unresolved.
We continue to see proposed and actual cuts to federal and state reimbursement, while also seeing new regulatory
burdens that increase cost. This is an unsustainable condition.
Knowing we will continue to face uncertainty within the health care delivery system in the United States and Washington
State, this plan outlines a vision for remaining viable and continuing to serve our community by providing high-quality,
safe health care. Regardless of what is happening to us, we must move forward and continue to invest in Clallam
County health care! Our goal as Board members is to provide a vision and needed leadership to keep improving our local
health care delivery system.
OMC is transforming, and we will be the better for it. As described in this plan, the transformations include:
• Maximizing primary care and increasing access;
• Improving our emergency services operations and reducing wait times, while augmenting emergency services with
more primary care and an urgent-care type service;
• Re-organizing and increasing the number of hospital inpatient beds, adding telemedicine options and palliative care
services to make the best use of our expert clinical staff;
• Continuing with updates to our workforce development plan, including recruitment and retention of staff, the
expansion of training opportunities, focus on culture and engagement and more.
In addition to transformation activities, we will – as always – continue to work with community partners to ensure that
the people who call the North Olympic Peninsula home live in a healthy community.
We will also continue our assertive advocacy at the federal and state levels for adequate reimbursement, and to help
define regulations and policies that are reasonable.
As your elected representatives of the Olympic Medical Center Board of Commissioners, we are accessible to you.
Please reach out to any of us with questions, comments or concerns about the strategies and goals listed in this plan.
Find our contact information at www.OlympicMedical.org > About Us > Board Information. You may also write to Eric
Lewis, OMC’s Chief Executive Officer, at elewis@olympicmedical.org.
Sincerely, Olympic Medical Center’s Board of Commissioners, 2019 (Strategic Planning Committee noted with asterisk.)
John Nutter, President Jean Hordyk, Secretary* John Beitzel* Thom Hightower, RN Jim Leskinovitch John Miles, MD Tom Oblak*
MISSION, VISION & VALUES
OUR MISSION OUR CORE OUR VISION
Working together to provide VALUES • Olympic Medical Center
excellence in health care. Quality – Provide care that is safe, will achieve excellence, and
effective, patient-centered, timely, provide quality, value and
efficient and equitable. safety in everything we do.
Safety – Promote a culture of • Medical staff, clinicians
safety for our patients, visitors and and employees will exhibit
Every strategy in employees. Olympic Medical Center’s
this plan ties into core values and perform
Teamwork – With individual skills, daily activities with the
our core values, and knowledge and positive attitudes, highest professional and
effectively work collaboratively in ethical standards.
each successfully providing excellence in health care
completed goal for our patients. • The community will benefit
from Olympic Medical
brings us closer to Compassion – Engage patients as Center’s local focus as it
individuals in a mindful, empathetic addresses the health care
achieving our vision. and meaningful way. Take the time needs of our citizens through
to communicate and listen to our focusing on the Triple Aim of
patients. improving individual patient
experiences, improving
Respect – Value our patients and
our community’s health,
regard them and their loved ones
while maintaining financial
with acceptance, courtesy and
stewardship.
dignity; provide the same value to
those with whom we work. • Olympic Medical Center
will remain a viable
Integrity – Adhere to moral
community-owned and
principles that include honesty,
operated medical provider,
sincerity, fairness and decency, and
and earn its place as our
reflect these principles in the care
community’s first choice for
and service we provide.
quality, compassionate and
Stewardship – Carefully and convenient health care.
responsibly protect and manage
the resources entrusted to the
hospital district.
4
STRATEGIC OVERVIEW
Olympic Medical Center is a requires it and we will persevere OMC & COMMUNITY
beacon in our community, a vital to ensure that our patients and
source of safe, quality health care. community members have access
RELATIONSHIPS
We continue to take thoughtful, to safe, quality care. We look Our community, our employees
planned steps to maintain future at this transformation through and our medical staff are our most
viability and grow our services to a strategic lens: Do our plans valuable assets. People are at the
meet community need despite improve efficiency? Decrease cost? heart of our work. Only by working
the unpredictability of the health Provide a better experience for our together toward the same set of
care environment in which we patients? Support better clinical goals can we be at our best. We
operate. Our Strategic Plan sets our outcomes? must foster these relationships
direction and defines our path. through investments in resources,
The goals in this plan support
time and support. Our connections
The environment in which Olympic our core values: Quality, Safety,
strengthen our mission to provide
Medical Center operates is Teamwork, Compassion, Respect,
excellent health care locally.
complex. Nationwide workforce Integrity and Stewardship. Every
shortages make it challenging transformation we embark upon
to recruit an adequate number will stay true to these values. We ORGANIZATIONAL
of physicians, nurses, clinicians take great pride in this, and look
and other skilled workers to rural forward to collaboration between PERFORMANCE
areas. Additionally, decisions made the board, leadership, medical staff, Our community depends on us
by federal and state government caregivers, employees and the to maintain economic vitality
agencies and legislators on an community to achieve our goals. even when reimbursement is
annual basis make it extraordinarily This plan will help us maintain our challenging. Our organizational
difficult to plan for the future. focus on three key areas: performance is the key to ongoing
We are unable to predict what stability and future viability. Only
• Quality, Safety & Experience
we will be reimbursed next year, through thoughtful planning,
• OMC & Community
nonetheless in the next five years. astute financial stewardship
Relationships
Insufficient, below-cost • Organizational Performance and intentional investments in
reimbursement for Medicare and infrastructure and equipment
Medicaid services is a constant are we also able to offer needed
reality for our rural medical center, QUALITY, SAFETY medical services and programs,
while retaining the approximately
and we continue to see the risk & EXPERIENCE 1,513 people we employ and
of cuts and regulations that can
further impact our future. Quality, safety and experience continuing to thrive.
is at the heart of what we do
We’ve done a great job of providing as a provider of health care.
health care to our community. We The compassion we have for
have certifications, awards and our patients is inherent, as is
accolades that attest to this. Yet our clinical expertise; however,
we cannot remain the same. We standardizing processes
must progress further to become and strategic initiatives help
more efficient, decrease costs strengthen our systems to allow
and constantly strive to improve us to consistently deliver the most
outcomes for our patients. This positive experience at
transformation isn’t insignificant; every interaction.
but the external environment
5
ABOUT OMC
Who we are now speaks to where we are going.
What do we mean by this?
Olympic Medical Center is a fairly unique health care organization, and this makes it challenging in a rigid health care
environment. Our structure has been developed over time to meet the needs of our community. We offer a multitude
of services – in a variety of locations convenient to our patients – which allows community members to obtain the
services they need, right here at home.
These services include:
• A relatively large (67-bed) rural, acute care hospital, including a Level 3 Trauma Center and emergency department,
and a busy labor and delivery unit.
• Primary care, immediate care and pediatrics
• Specialty care, including cancer care, cardiology, gastroenterology, general surgery, neurology, obstetrics and
gynecology, orthopaedics, pulmonary medicine, sleep medicine and urology.
• Outpatient services, including laboratory, diagnostic imaging, cardiopulmonary services and diagnostics, physical
therapy and rehabilitation, nutrition and diabetes education, and home health.
Olympic Medical Center is a Sole Community Hospital, Rural Referral Center and a safety net hospital. These
designations acknowledge our organization as a large, rural hospital and health care center of the North Olympic
Peninsula Community.
Olympic Medical Center is the largest economic player in our regional with approximately 1,513 employees. The medical
staff consists of approximately 190 active physicians and allied health providers.
Olympic Medical Center’s payer mix is primarily government (as of 2018):
83% Government-paid insurance (Medicare, Medicaid and other programs)
16% Commercially paid insurance
1% Uninsured
Olympic Medical Center also participates in a federal Health Resources and Services Administration program called
the 340B Drug Pricing Program. This program enables entities such as ours to stretch scarce federal resources and
purchase specified pharmaceuticals at a lower cost in outpatient centers – such as chemotherapy drugs at Olympic
Medical Cancer Center. The savings retained by our organization through this program are then reinvested into
offsetting charity care costs, as well as invested into desperately needed programs, such as the Birth Center and the
Level 3 Trauma Center.
Olympic Medical Center is not reimbursed like an urban medical facility, which have significantly more high-paying
commercial patients and more economies of scale, nor is OMC reimbursed like a small, critical access hospital (25
beds or less), which is paid based on costs by Medicare and Medicaid in Washington. OMC must live within our
reimbursement while doing our best to meet our community’s needs, which is a balancing act. The 2018 Centers for
Medicare and Medicaid Services rule that significantly decreased Medicare reimbursement for off-site physician clinic
services hit us particularly hard because we have a campus in Sequim – this affects us more than most hospitals in
the U.S. Having clinics and outpatient services in Sequim is the right thing to do for our Sequim patients, and we will
continue to look for ways to stay this course.
This Strategic Plan addresses how we must transform to continue our success, and stay true to our community-
oriented approach to health care.
6
DESCRIPTION OF Hospital, which allows for a higher Olympic Medical Center is the only
Medicaid reimbursement for hospital on the North Olympic
TERMS & ACRONYMS outpatient services. Peninsula with this level of trauma
Sole Community Hospitals are service.
A Rural Referral Center is a
designated by the Centers for
classification given to rural A safety net hospital is a term
Medicare and Medicaid Services,
hospitals that meet specific criteria. used for hospitals that deliver a
and are therefore eligible for a
Essentially, Olympic Medical Center significant level of health care
small add-on payment from the
is a referral center for patients services and support to the
federal government. Olympic
outside of its primary service area uninsured, under-insured, Medicaid
Medical Center qualifies as a
(Forks, the West End and East and other vulnerable populations.
rural Sole Community Hospital
Jefferson County, specifically). As a public hospital, Olympic
specifically because it is rural,
Medical Center provides care to
and because of distance, posted As a state-designated Level 3
anyone, regardless of their ability
speed limits, unpredictable weather Trauma Center, Olympic Medical
to pay, and also offers a financial
conditions, and the travel time Center provides 24-hour trauma
assistance program and charity
between the main hospital and the emergency, operative and critical
care to those who qualify. In 2018,
nearest like hospital is at least 45 care services for the community.
Olympic Medical Center provided
minutes. The State of Washington This includes prompt assessment,
more than $5 million dollars of
also recognizes Olympic Medical resuscitation, emergency surgery
uncompensated care.
Center as a rural Sole Community and stabilization of trauma victims.
7
QUALITY, SAFETY & EXPERIENCE
OMC leads as a health care provider MEASURABLE Goal 4 Leverage evidence-based
by adopting, meeting and exceeding best practices for areas of high
national standards for superior,
GOALS risk in health care: manage chronic
evidence-based quality care, safety conditions such as diabetes
Goal 1 Assure best practices
and experience. We strive to be a and heart failure, ensure timely
are followed for use of opioids,
leader in national quality, safety and interventions for conditions such
reduce reliance on opioids when
experience initiatives and promote as sepsis and stroke, continue OB
appropriate, provide effective pain
a culture of safety and service that Safe Deliveries Roadmap, and focus
management and expand options
consistently meets the expectations on medication safety to include
to safely address pain, and work
and fulfills the needs of our patients, antimicrobial stewardship, and
together to help prevent overdoses
their families and our community in obtaining and maintaining the most
and provide treatment pathways
all services we offer. accurate patient medication list.
for those with substance use
Our Board of Commissioners is disorders.
Goal 5 Refine patient access and
responsible for the oversight of all
Goal 2 Further cultivate the engagement experience to facilitate
OMC quality, safety and patient
culture of safety and quality prompt, satisfying, and convenient
experience efforts. The Board of
patient-centered care by facilitating care at OMP Specialty and Primary
Commissioners completes Board
efficient, reliable, and convenient Care Clinics by leveraging Epic
Safety Rounding on a quarterly
communication strategies and MyChart capabilities and other
basis to inspire a culture that
tools for clinical teams to provide enterprise communication and
promotes excellence in quality and
seamless care. process enhancements.
safety, while raising the bar for
patient experience.
Goal 6 Develop plans to protect
Goal 3 Enhance the patient
reimbursement from Medicare on
experience by strengthening
Value Based Payments for hospital,
employee-patient communication
provider and home health services.
and courtesy, decreasing wait
times, implementing Age-Friendly
Care and improving comfort to Goal 7 Reduce emergency
provide the best possible, patient- department wait times, admission
centered care experience across the times and “left without being seen”
hospital, home health and clinics. to averages that are below state
Improve comfort by instituting and national averages.
measures to create a demonstrably
quieter, more restful environment.
OMC leads as a health care provider by adopting,
meeting and exceeding national standards for superior,
evidence-based quality care, safety and experience.
8
OMC & COMMUNITY RELATIONSHIPS
By fostering and growing MEASURABLE Goal 2 Prepare annual goals and
positive partnerships and strong operating plans for the Swedish
relationships with our community,
GOALS affiliation with specific focus on
OMC can actively promote and cardiology and neurology service
Goal 1 Develop outreach initiatives
inform the community about lines, telehealth services, and
to engage our community and
available services and wellness, Epic electronic health records
elected officials in support of
while also listening for input and optimization and reporting.
local health care to improve
needs, and can more successfully patient access, maintain financial
impact legislation and policy that Goal 3 Expand OMC’s wellness
stability, and enhance patient
affects the local health care delivery initiative by assessing expertise
service. Continue development
system. at OMC and locally; studying the
of productive relationships with
science of lifestyle medicine,
OMC advocates for public health, key federal, state and local leaders
researching best practices,
promotes health and wellness to advocate effectively for the
evaluating external speakers and
through appropriate lifestyle protection of local health care.
programs, and identifying staff
choices, and provides education in Communicate with the public about
and provider wellness champions.
chronic disease management and the effects of actual and proposed
Enhance OMC’s support of diabetes
prevention. OMC also works with regulations, laws and budget
and heart disease prevention and
community partners to help support proposals, providing resources
education, the YMCA partnership,
community development through for participation in advocacy on
5-2-1-0 and other current programs
promoting health care access, health care issues important to our
with the goal of preventing or
advocacy and disaster preparation. community.
reversing chronic disease. The
Employee and Provider Wellness
Committees will gather and provide
Pictured: Raymond Martinez, MS, exercise physiologist information on other health care
and wellness program coordinator, Wellness Services. system employee and medical staff
wellness programs as support for
the future goals of commitment
and action.
Goal 4 Investigate options for new
payment models that will reward
better population health.
9
OMC & EMPLOYEE RELATIONSHIPS
OMC actively promotes The OMC MEASURABLE Goal 4 Continue to build on OMC’s
Way, an intentional culture of workforce development plan which
excellence that inspires employees
GOALS includes reducing use of travelers,
to strive to embody our Mission, Goal 1 Launch a comprehensive locums and contract staff;
Vision and Values. Through positive organizational development plan improving recruitment metrics in
recognition and celebration, in 2020 that includes workforce key areas such as difficult-to-fill
OMC perpetuates and reinforces development and career path positions as identified; augmenting
principles of open communication, support, manager/leadership tools to attract and retain health
teamwork and respect, while education and training, focused care personnel; and strengthening
providing needed resources and operational efficiency, and ties with partners, such as
tools for employee engagement and standardization of organizational Peninsula College, as well as other
organizational development. OMC’s processes. programs and institutions to create
strong commitment to our Mission training, scholarship and career
is demonstrated daily by our pathways.
employees’ dedication and service Goal 2 Based on the 2018
to our patients and the community. employee survey, and compared
Goal 5 Evaluate OMC’s medical
to a follow-up employee survey to
As OMC’s workforce continues to plan for consideration of options
be completed in 2020, measurably
grow, our investment in recruitment that are less rigid, such as those
improve employee engagement.
and retention of skilled and talented that allow for more flexible use
employees increases. OMC’s local of per diem staff, with the goal of
Goal 3 Commit leadership efforts
partnerships are vital to training identifying a plan that is equivalent
and invest resources to continuing
crucial health care personnel. Our or better in cost and benefits to
the intentional culture initiative,
collaboration with community employee and dependents; that
summarized by The OMC Way in
partners has ignited opportunities promotes wellness programming;
alignment with Mission and Values,
for workforce development and and will encourage utilization of
including leadership rounding on
economic invigoration. By offering local delivery system of providers.
departments, enhancing internal
excellent benefits, market wages, leadership communications,
career pathways and engaging and celebrating and supporting
communications, OMC empowers employee recognition and
employees to succeed and prosper development.
while strengthening the vitality of
our region.
OMC actively promotes The OMC Way, an intentional
culture of excellence that inspires employees to strive
to embody our Mission, Vision and Values.
10OMC & MEDICAL STAFF RELATIONSHIPS
OMC collaborates with medical MEASURABLE Goal 3 Work collaboratively with
staff to ensure the highest North Olympic Healthcare Network,
quality of health care delivery
GOALS Jamestown Family Health Clinic,
for our community. Maintaining Goal 1 Continue, pursue and and other organizations to secure
and enhancing medical staff implement appropriate affiliation primary care access for community
relationships is of the utmost options, including via telemedicine, members without a current medical
importance as OMC works to with a focus on specialty services, home in OMC’s service area.
increase local access to health care. including cardiology, neurology,
The need for primary and specialty oncology, endocrinology,
medical care close to home for our Goal 4 Improve provider
rheumatology and behavioral satisfaction and decrease burnout
patients and families drives OMC’s health.
focus on medical staff recruitment, by supporting initiatives to reduce
retention and resiliency as top administrative burdens that
Goal 2 Continue to ensure obstruct the ability to provide
priorities. Effectively resourcing
patient access to high-quality optimal patient care.
recruitment and retention of medical
specialist care through the Provider
practitioners, committing ourselves
Recruitment and Retention Plan.
to partnerships and working to
In 2019-20, recruitment efforts
meet medical staff needs is key to a
will include hospital medicine,
strong health care delivery system.
family medicine, cardiology,
OMC supports medical staff urology, oncology, psychiatry,
through investment in telemedicine, gastroenterology, ENT, pain
providing access to programs and management and other approved
resources that further enhance specialties as needed.
patient care and creating a strong
clinical infrastructure that enhances
providers’ ability to care for their
Pictured: Colin Wolslegel, DO, gastroenterologist, and
patients. Elsie Eaton, NCMA, medical assistant, OMP Specialty Clinic.
OMC will continue to prioritize the
Rural Family Medicine Residency
Program in partnership with North
Olympic Healthcare Network,
Swedish and OMC Medical Staff.
In addition, OMC will work with the
Medical Staff on other medical
education opportunities.
11FACILITIES, TECHNOLOGY & SERVICES
OMC helps to meet the health MEASURABLE Goal 3 Continue advance care
care needs of the community by planning services and implement
providing patient-centered facilities
GOALS palliative care programs with
and advanced medical equipment. inpatient hospice beds and hospice
Goal 1 Update Sequim campus
New services are developed services by the end of 2020.
master plan with incremental
based on community needs and growth strategy, beginning with
OMC’s capabilities. OMC invests Goal 4 Partner with Jamestown
completion of the Olympic Medical
approximately $4 million annually S’Klallam Tribe to evaluate the
Cancer Center expansion in early
in new medical equipment. A safe feasibility of a 16-bed behavioral
2020, and consider, based on
environment is a top priority as health evaluation and treatment
financial viability, construction
facilities are updated and expanded. facility in Sequim. Increase
projects for an outpatient surgery
behavioral health treatment options
OMC will continue to invest in center and medical office space.
throughout the community through
and improve our Epic electronic For the Port Angeles campus,
collaborative work with local
community health record for which complete Central Sterile Processing
partners and expansion of OMC
we contract from Providence expansion in early 2020 and
services.
Community Technologies. This is a complete an inpatient bed redesign,
key tool for helping our teams care surgical services expansion Goal 5 Develop and implement
for our patients. and remodeling, and campus strategic goals to be completed by
development including a new the end of 2020 for the following
The communities that we service helipad and additional parking by service lines: Olympic Medical
have significant unmet behavioral the end of 2022. Physicians, Cancer Center, Heart
health needs and we plan to expand
Center, Diagnostic Imaging,
our services in these areas. There Goal 2 Transform operations Nutrition Services and Home
is a shortage of mental health to improve patient experience Health.
services, particularly for inpatient and improve financial viability of
services. In addition, as our services across the organization.
community ages, OMC will enhance Areas of focus will include
access to geriatric services to meet emergency/immediate care
growing needs. OMC’s patients
will also benefit from an increased
services, inpatient services, surgical OMC helps to
services, primary care services and
focus on advance care planning, physical therapy services. For each meet the health
palliative care and hospice services, focus service, improve two major
particularly inpatient hospice processes or more by standardizing
care needs of
beds. Due to patient needs and and eliminating waste, measuring the community
reimbursement reductions, OMC and improving patient experience,
must transform our services in and improving revenues or/and by providing
order to remain viable and continue
to improve each year. Each service
reducing costs per day/visit by at patient-centered
least 5%.
must improve around access, facilities and
quality measures and cost control.
advanced medical
equipment.
12FINANCIAL STEWARDSHIP
A key strategic direction is to MEASURABLE Goal 3 Increase productivity by
maintain a financially strong 2% in 2020 and 2021 by improving
locally owned and controlled
GOALS processes, growing volumes to
public hospital so we can meet the meet community needs, managing
Goal 1 Achieve budgeted net
needs of the community now and expenses and reducing waste.
income annually with a goal of
into the future. Local ownership Achieve employee compensation
earning 2% or more over a rolling
allows key decisions and strategic as a percentage of net revenue of
five-year period in order to fund
directions for OMC to be made by 61% or less in order to maintain
capital investments, start new
publicly elected Clallam County financial viability.
services and pay principal on long-
residents in public meetings. OMC
term debt.
is a non-profit, governmental entity
but we must maintain at least a 2% Goal 2 Maintain a strong balance
margin over time in order to invest sheet including increasing days in
in facilities and equipment, invest cash to 90 or more by December
in new and expanded services, and 31, 2020, maintaining debt to
make principal payments on our equity below 33% and continuing
long-term debt. to maintain 39 days or less in
Regulatory compliance is a major accounts receivable.
priority for OMC. We established the
Security, Privacy and Compliance
Committee to focus on this. The Pictured: Chad Morgan, CNMT, nuclear medicine technologist, Olympic Medical Center.
Committee completes an annual
risk analysis and an annual
work plan as well as reports at
least quarterly to the Board of
Commissioners on regulatory
compliance matters.
OMC uses a corporate calendar,
management training and
standardized organizational
processes to help drive operational
efficiencies. We continually
focus on improving processes
and eliminating waste in order to
maintain financial stewardship.
13ACCREDITATIONS & AFFILIATIONS
INFECTION
PREVENTION
Olympic Medical Center has received
ISO 9001:2015 certification through its
accrediting body, DNV GL Healthcare.
By demonstrating compliance By developing evidence-based safe
ISO 9001 is the most widely-accepted
with national standards for practices to keep patients safe from
quality management system in use
health care quality and safety, Olympic harm, Olympic Medical Center has
around the world, and is quickly gaining
Medical Center has earned DNV GL earned DNV GL Healthcare certification
acceptance among US health care
Healthcare accreditation. in Infection Prevention.
providers as a foundation for their
quality and patient safety programs.
The Chartis Center for Rural Health recognized OMC as a ABILITY® Network announced Olympic Medical Home
2019 Top 100 Hospital among all rural and community Health as a Top Agency of the 2018 HomeCare Elite, a
hospitals nationwide according to the iVantage Health recognition of the top-performing home health agencies
Analytics index. The index measures facilities across eight in the United States. Winners are ranked by an analysis
pillars considered as hospital strength: inpatient share ranking, of quality outcomes, best practice implementation,
outpatient share ranking, cost, charge, quality, outcomes, patient experience, quality improvement and
patient perspective and financial stability. consistency, and financial performance.
Level III Trauma Center
as designated by:
Notice of non-discrimination: www.olympicmedical.org/non-discrimination
14Pictured: Amy Miller, PA-C, pediatrics, OMP Peninsula Children’s Clinic.
Pictured: David Turner, RPSGT, Neurophysiology Technologist, Olympic Medical Sleep Center.
QUALITY
SAFETY
TEAMWORK
COMPASSION
RESPECT
Pictured: Robert Henson II, MD, cardiologist, OMP Specialty Clinic.
INTEGRITY
STEWARDSHIP
OMC24939 7-19
Pictured: Sherry Xiong, MS, clinical exercise specialist, Olympic Medical Heart Center.
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