Includes the legal entity, Public Hospital District No. 1, doing business as Mason General Hospital & Family of Clinics - Mason General Hospital, MGH Walk-In Clinic, MGH Ankle & Foot, MGH Eye Clinic, MGH Family Health, MGH Hoodsport Family Clinic, MGH Shelton Orthopedics, MGH Surgery Clinic, MGH Oakland Bay Pediatrics, MGH Olympic Physicians, MGH Mountain View Women's Health, and MGH Shelton Family Medicine, as well as employees, physicians, volunteers, commissioners, and contracted services employees.
Individuals of Our Community:
Anyone living in or visiting Mason County.
Restore and Preserve Health:
We will restore and preserve health through training and education and providing the finest possible health care from birth through old age. We will achieve a healthier community by using current information to identify and understand health-related problems and collaborate with others to help solve those problems.
- We are consistent in our application of policies and practice.
- We treat everyone equally.
- We honor diversity.
- We act with integrity.
- We act in the long-term best interests of all of our patients, staff and community.
- We operate within a culture of shared expectations regarding service and accountability.
- Relationships with patients, families, and one another are founded on respect and caring, and are the keystone of our work environment.
- High Reliability
- We promote safety and quality with every patient, at every touch, every time.
- We put patients first no matter where we work in the MGH&FC system, and we remember that caring for the patient and their family is our top priority.
- We practice evidence-based care and eliminate unnecessary variability.
- We are known as an organization that provides high value services.
- Within the scope of services appropriate to be offered locally, we develop and maintain resources to meet patient and community need. For other services, we will establish relationships with regional partners.
- We maintain financially viable operations and are a responsible steward of community and patient resources.
- We operate with a culture that encourages open, two-way communication.
- We are thoughtful and mindful in our communications with patients and staff.
- Our relationships with staff, providers and partners are collaborative, characterized by involvement and give-and-take.
- Communication among patients, physicians, staff and partners is a priority.
- We actively collaborate and communicate to ensure an appropriate exchange of information and coordination of care.
- We do the kind thing.
- We listen to our patient and their families, strive to understand how our patients prefer to be treated and act with sensitivity and empathy.
- We honor each individual's dignity, privacy and confidentiality.
MGH&FC continues to transform its care delivery model – paving the way for better outcomes for the modern health care consumer
by Eric Moll, CEO, MGH&FC
The health care industry is complex. Increasing this complexity is the need to transform the care delivery system. At MGH&FC we are working hard to strategically improve how we deliver care. Patients, physicians, and payors are all nudging, sometimes in conflicting ways, the delivery system to become more integrated and efficient. We are still at the early stages of patient consumerism, but undoubtedly, the rapid expansion in out-of-pocket expenses and advances in technology enabling greater transparency will continue to increase provider and procedure selection by the health care consumer.
According to a 2015 American Hospital Association environmental scan, 75 percent of physicians will be employed by hospitals by 2020, continuing the seismic shift away from hospital-only organizations. Payors, led by the Center for Medicare and Medicaid Services (CMS), continue to expand financial incentives and penalties through value-based purchasing payment models, further requiring strong collaboration between hospitals and physicians to be successful on these value-based purchasing metrics.
Transforming the health care landscapeThe changes brought forth as a result of the transforming health care landscape present the industry with tremendous opportunities. We are having meaningful conversations about quality. There is starting to be a recognition that systems of care, where the whole is truly greater than the sum of the individual parts, are necessary to deliver consistently outstanding results. The industry continues to explore ways to create better alignment between the payment models and quality. As hospitals have begun integrating ambulatory care practices, we are shifting resources, like care coordination, further upstream in the care-delivery continuum to engage the patient earlier and help mitigate what can be a fragmented health care delivery system.
Reality is often far from theory, so let us look at specific examples of health delivery transformation.
The expansion of pharmacy services in the care delivery model, specifically in the ambulatory care setting, aligns well with the Institute for Healthcare Improvement (IHI) Triple Aim of reduced cost, improved quality, and better patient experience. By having dedicated time focused solely on medication management, pharmacists are positioned to free other providers from the multitude of daily phone calls by patients with questions about medications and prescription refill requests. Providers would then have more time to see patients, which improves access to primary care. Presumably the patient experience improves with timely returned phone calls and dedicated time for their medication questions. By dedicating more time to the patient, the pharmacist could increase medication adherence, which is proven to reduce overall cost. According to a Health Affairs study in 2011, medication adherence in chronic vascular disease resulted in a benefit-to-cost ratio of 2:1 for patients under 65, and 13:1 for patients over 65. In 2015, Washington became the first state to require pharmacists to be included in health insurance provider networks, but only fifteen states covered pharmacist professional services for Medicaid.
Mental health in the primary care setting
Another example of transformation is the integration of mental health in the primary care setting. Rural markets are severely underserved by psychiatrists. With tele-psychiatry, costs can be contained effectively while providing open access to these services. According to a study in the Journal of the American Medical Association, approximately 25% of primary care patients have one or more mental health conditions – mostly anxiety, depression, or substance abuse. A 2013 Wall Street Journal article noted a University of Washington study of 1,800 patients, which found that providing a year of integrated care cost at $600 per patient, also saved an average of $4,000 in lower medical bills over the next four years. Through tele-psychiatry at Mason General Hospital & Family of Clinics, we have moved toward better integration of mental health. The psychiatrist has been able to manage complicated medications related to the mental health diagnosis, and the primary care physician is able to see the psychiatrist’s notes on a timely basis – integration that is extremely difficult to achieve when referring a patient outside our area. Complexity, uncertainty, change, unsustainability: words that have been consistently applied to the health care industry for years. Is our current environment truly different? I would suggest it is, but not for those words. It is different because of the need for transformation – to break free from incremental change to new care delivery paradigms.
When an individual has any concerns that have not been addressed regarding patient care and safety at Mason General Hospital & Family of Clinics, he or she is encouraged to contact Hospital management. Please call with concerns to Administration (360) 427-9551; or Health Information Management(360) 427-9585. For privacy concerns, please send an email to firstname.lastname@example.org and for compliance issues call the Compliance Hotline at (360) 427-3656.
If the concerns cannot be resolved through MGH&FC, the individual is encouraged to contact the Joint Commission at (800) 994-6610 or the Department of Health Complaint Hotline at (877) 696-6775.