Sample newsletter articles

BUSINESS/TECHNOLOGY DIGEST

"HERO BOSS" OR CRIMINAL SCUM?
After two years of CEO "perp walks," tough regulatory enforcement, and new
laws, public anger towards business seems to be fading. A recent Gallup poll
shows public confidence in big business rising for the second straight year --
but keep in mind it's starting from a 30-year low. Even legislative reform may
have run its course. The Sarbanes-Oxley act, which introduced many rules
governing boardroom behavior, passed easily in 2002, whereas this year's big
rule-making effort, a mild initiative by the Securities and Exchange
Commission to revise the method of electing board directors, has come under
possibly mortal fire from a reinvigorated business lobby. America suffers
from business backlashes, notes Harvard Law School professor Mark Roe, but
tempers them with ad hoc legislative and regulatory efforts that absorb the
worst of the (otherwise) destructive political forces. In this way, Roe argues,
America avoids political instability and achieves "soft transformation." So Roe
thinks that, instead of griping about the new rules, US businessmen should be
thanking Sarbanes and Oxley for saving them from the gallows.
(Economist 15 July 2004)

LEARNING FROM THE DIGITAL NATIVES
Young "digital natives" -- the under-25 generation -- can affect dramatic
change within their organizations, but only if you listen to them. Their
technology skills make this generation better at absorbing information and
making decisions quickly, as well as at multitasking and parallel processing.
In contrast, their managers are often people 30 or older, so-called
"digital immigrants" who will never be as fluent in technology. You see it in
activities like printing out e-mails to read. Unfortunately, many managers
ignore or are threatened by the unique capabilities of these digital natives.
Consultant Marc Prensky argues that managers would be smart to pay attention
to what this technologically savvy generation offers. For example, before he
left GE, Jack Welch had his top 1,000 managers be mentored by young GE
employees. Many had just joined the firm, but nevertheless they grasped the
new technologies better than GE's finest. Another example: Microsoft now
sees the role of its managers as "clearing obstacles from the paths" of its
programmers, often its youngest employees. Microsoft now recognizes that
they carry the firm's future products in their heads. If consulted, young
employees can be an enormous force for positive change and success in your organization. By overlooking or underestimating them, older executives are
sending a message to some of the most talented people in the work force
that they are not appreciated or supported.
(Strategy + Business 30 June 2004)

KAIZEN: HOW TO DISCOVER YOUR CUSTOMER'S UNSPOKEN NEED
Value innovation refers to developing new product ideas based on the true
desires of your customer -- even if those desires are still unknown to them.
But how can we discover what people want, before they know it themselves?
Focus groups, polls and surveys are the traditional approach. But no consumer
could have asked for a Polaroid camera in 1940 -- it was beyond most people's
imagination. A new strategy is both simple and familiar to lean organizations:
Kaizen investigative teams. Cross-functional teams (not minimum-wage pollsters)
visit customer sites, watch the interaction between customer and product,
and listen for unique insights. If a team is made up of representatives from
operations, engineering, sales, customer service and a complete outsider or
two, think of the multifaceted feedback your organization could collect. The
purpose of the visit is to observe your products in use, and listen for the
unarticulated needs of the customer. Team members should have the
capacity for creativity and open-mindedness, be prepared to observe first,
ask plenty of questions and listen to what is said. Document the complaints
as well as compliments. Find people who are not customers, and ask why
they're not. This helps your team begin to build a voice of the customer
that includes everything -- both spoken and unspoken. This kind of value
innovation can create prosperity while you become near and dear to your
customers.
(The Manufacturer July 2004)

-30-

EMPLOYEE NEWSLETTER SAMPLES

This prominent healthcare company uses its employee newsletter for information, training and motivation. Examples:

Process Improvement of Medication Management
by Mike Takach, R.Ph, Director of Pharmacy Services

Managing prescriptions and refills not only consumes a significant part of the practice workday, it touches virtually everyone in the practice.

With our medical practices under pressure to improve, the Medication Management team is redefining and implementing changes to clinical and operational processes in the pharmacy. Our goals: to improve medication management and thus enhance patient outcomes.

To do that, we must streamline our work processes, eliminate wasteful duplicate work, and reduce the transfer of paper within our practices.

The team first met in November, 2003 and has been following the Center for Quality of Management’s Nine-Step Project Planning System. We identified the areas causing “pain”, then defined specific improvements. Many of these will be implemented over the next few months.

Handle prescription refills at office visit
Windham, the pilot site, implemented several steps to remind patients of this vital message. Refill reminders were posted at likely spots, including check-in and exam rooms. Reminders were also communicated by both nurse and provider, by PSR over the phone, etc. Wallet size medication cards, in a format consistent across MPHC, will enable patients to carry their medication history with them.
Remind patients to call pharmacy with refill requests
With refill requests generating so much duplication of effort, we’ve developed these corrective solutions:

· Patient education via better communication

· Post message in exam room, waiting rooms, etc.

· Message consistent across all practices

· When patient telephones for refill, remind them: calling their pharmacy first can speed the process

· Pharmacy communication via bag stuffers, etc.

3. Define and implement a standing order refill request process
To enable physicians to spend more time with patients, we’re developing standing protocols for specific classes of drugs that allow the nursing staff to assist. If certain conditions are met, a nurse may authorize a refill on the physician’s behalf.

4. Standardize accurate medication list in chart
Currently, the med lists are used inconsistently and are not always updated. Some providers are apparently using a completely different form (not just an old version of the correct form). Specialist Rx's are not routinely updated on med list.

Solutions:

a. Patient Medication Card

b. Standardized med list form

c. Electronic med list created with an Electronic Medical Record (EMR) or similar at time of appointment

5. Provide accurate formulary, pre-authorization, formulation/dose and cost data for provider staff
With eight insurances representing 80% of our patients, obtaining preferred product and pre-authorization data will streamline the medication selection process. An EMR or similar will put this information at clinical staff’s fingertips. Until then, easy-to-read wall charts will suffice.

6. Deploy prescription refill messaging system
The refill messaging system, which integrates with NextGen, will be introduced to each practice over the next few months. Telephone refills are automatically sent to the physician’s inbox. Once authorized, they’re automatically faxed to the patient's pharmacy. We’re also investigating whether Martin's Point Pharmacy-generated refill requests can electronically populate the refill messaging system, which could eliminate paper forms by as much as 80%.

-30-

Improved Achievement Plan Offers Greater Rewards
Tara McGrail, Manager, Human Resources

Would you like to earn an extra month’s pay? With the new Martin's Point Achievement Plan, you can. The newly revamped program, which was introduced last January, is designed to motivate everyone to achieve the highest level of organizational performance. Greater success means greater rewards for each of us.

You can now receive larger rewards based on your achievements in three key measurement areas:

your department’s goals,
your personal development goals, and
the organizational contribution margin.

The minimum contribution margin is 85% of the 2004 Contribution Margin target. When we reach it, you’ll earn additional compensation, depending on your performance. When all measures are achieved at the highest level, you could receive up to a full month’s additional compensation!

Rewards will also be handed out more often. Mid-year rewards will be distributed after the mid-year financials are reviewed – probably in August. Up to one week’s reward may be distributed to individual contributors based on progress toward Achievement Plan goals and the MPHC Factor. Stay focused on your goals, and stay tuned for updates!

Questions? Visit the Compensation section of the HR website on Compass. You’ll find eligibility requirements, potential earnings examples, and answers to frequently asked questions.

-30-

Informatics Rolls Out New Data Warehouse
By Christine Torraca, Director, Informatics

Last year the buzz was that Informatics was developing a new data warehouse with a state-of-the-art toolset that would revolutionize how staff get their reports and manage their data. Well, it’s here!

Late last year, Informatics deployed this powerful new tool, developed by the Cognos Corp., to the Health Plan, Pharmacy and Finance, with data specific to their areas. In late Q2, we expect to roll out practice-specific data. At that point, staff in the practice will be able to track visits, revenue and expenses by site with just a few clicks.

To provide the management team with the specific information they need, the Informatics team:

cleans up the raw data --eliminating funky dates, for example
organizes the data so the tools work quickly,
and most importantly, assures the accuracy of the data

To show the ease and power of the new data warehouse, just compare the steps required to answer a typical question.

Question: How did FHP enrollment in Brunswick change in 2006?

OLD WAY:
     1. Write a computer query to extract only those FHP members with PCPs in Brunswick for 2006.
     2. Review results.
     3. Export results to Excel.
     4. Format the Excel spreadsheet to create a chart.

Time required: 15 minutes.

NEW WAY:
      1. Open Cognos.
     2. Click to open Enrollment Cube by Site.
     3. Click on 2003.
     4. Click on Brunswick.
     5. Click on Chart.

Time required: 40 seconds – instead of 15 minutes!

Wait, now you need a breakout by age. No problem!

OLD WAY:
     Repeat steps 1-4 with slight modification. (15 min.)

NEW WAY:
     Two more clicks! (5 sec.)

Our new Cognos installation saved over fifteen minutes on this task alone, and required no programming experience. That’s the power of our new data warehouse. It provides knowledge at your fingertips: easy, accurate and fast.

-30-