I admit it: I’m a big fan of a good night’s sleep. Not only does sleep feel good, it’s also important for our health. That message was driven home recently with the publication of a research paper in the Journal of the American Medical Association. The study showed that sleep apnea, a condition in which someone stops breathing temporarily while asleep, can increase the risk of dementia and other cognitive problems. The main factor leading to diminished cognition was oxygen deprivation, also called hypoxia. Women who had frequent episodes of low oxygen, or who spent a large portion of their sleep time in a state of hypoxia, were more likely to develop cognitive impairment.

Home grown research

The study was done by Katie Stone, PhD, of the CPMC Research Institute – along with her colleagues at UCSF and the Brigham & Women’s Hospital in Boston. Their findings are important because they show the serious consequences that can occur if we don’t sleep well. While this particular study was only done in older women, Katie and her colleagues say there is no reason to think the findings don’t also apply to older men, and possibly also to younger women and men.

The findings are important too for another reason. They are a reminder that we have a robust research institute and a long history of doing great scientific work here at CPMC. That history dates back to the early 1900’s. When researcher Harold Farber arrived at what is now the Pacific Campus he was led to “a dusty, abandoned hallway on the fourth floor of the old School building.” His first purchases were a hammer, saw, and some wood and nails so he could build a cabinet, shelves and a work space.

Scientific advances

Since then, scientists working at CPMC have made important advances in research on HIV/AIDS, cancer, heart disease, diabetes, osteoporosis, arthritis, hepatitis, microsurgery, organ rejection, premature birth, stroke and other serious health problems.

I have a particular soft spot for research. Before becoming CEO, I served for 9 years as the Scientific Director of the CPMC Research Institute. Now, under the guidance of Dr. Michael Rowbotham, CPMCRI has more than 60 principal investigators who are working on everything from new ways of measuring breast cancer risk to the potential cancer-fighting properties of marijuana.

You can learn more about CPMCRI at http://www.cpmc.org/professionals/research/, where you can sign up for our annual Bay Area Clinical Research Symposium which will take place on Friday, November 4th at the Hotel Kabuki.

 

 

Some awards are announced with a fanfare of trumpets and a blaze of publicity honoring the winners. US News & World Report chose a very different approach in announcing its 2011 list of Top Doctors. It simply published them, very quietly, online. Regardless of the method, the fact that more than 200 CPMC and Sutter Pacific Medical Foundation physicians are on the list is reason enough to celebrate.

Our list is too long to print here, but it starts with Dr. Michael Abel, a colon and rectal surgeon, and ends 205 physicians later with Dr. Katherine (Branch) Young, a plastic surgeon. In between, the list reflects the diversity of talent, skill and expertise at all four of our campuses.

The idea behind the list is simple: to help consumers find the doctors who can best address their needs. To do that they surveyed experts in each field and asked them who they would go and see if they, or a loved one, needed help. The result is a list of physicians who are regarded by their peers as the best at what they do.

If you’d like to see the full list, it’s on the US News & World Report site.

The list includes physicians who are regarded as in the top 1% in the nation—and we have 17 of those, from Lesley Anderson (an orthopedist) to Lory Wiviott (an infectious disease specialist).

Congratulations to all of our fine physicians.

Take a look at these two lists of 20 sets of names and numbers. What do you think they are and what do they have in common?

Hint #1: The lists are related to CPMC. Hint #2: If you think you know the answer, make sure you can explain numbers 11 and 13 on the second list.

LEE

351

1.20%

WONG

321

1.10%

CHEN

281

0.96%

LI

254

0.87%

HUANG

231

0.79%

CHAN

169

0.58%

WU

165

0.56%

YU

161

0.55%

LIU

156

0.53%

KIM

155

0.53%

NG

117

0.40%

LIN

111

0.38%

LAM

107

0.37%

TAN

88

0.30%

LAU

87

0.30%

NGUYEN

86

0.29%

ZHANG

84

0.29%

LIANG

83

0.28%

TRAN

79

0.27%

WANG

77

0.26%

MA

75

0.26%

SMITH

75

0.26%

CHANG

72

0.25%

LEUNG

66

0.23%

LU

65

0.22%

JONES

64

0.22%

LOPEZ

40

0.77%

GONZALEZ

37

0.71%

HERNANDEZ

37

0.71%

GARCIA

35

0.67%

MARTINEZ

35

0.67%

RODRIGUEZ

34

0.65%

RAMIREZ

33

0.63%

GOMEZ

24

0.46%

CRUZ

20

0.38%

PEREZ

20

0.38%

JONES

19

0.37%

SANCHEZ

18

0.35%

SMITH

18

0.35%

CAMPOS

15

0.29%

REYES

15

0.29%

ALVAREZ

14

0.27%

GUZMAN

14

0.27%

FLORES

13

0.25%

GUTIERREZ

13

0.25%

DIAZ

12

0.23%

 

   

WARNING: Don’t read on if you’re still working on the answer.

I’ll get back to the names in a minute, but first I wanted to talk about one of my main frustrations since becoming CEO of CPMC: the misperception that we are somehow an elitist hospital, one that serves only a small,  select patient population. This myth is usually spread by folks opposed to our rebuilding plans, but that doesn’t make it any less painful when I hear it. Some even accuse us of being insensitive to the needs of the “community” – conveniently, a term left undefined. Again, the implication is that we focus on one group of patients and ignore everyone else, especially those who are non-white or poor.

What’s in a name

As I’m about to reveal, nothing could be further from the truth. Which brings us back to the two lists at the top of this blog. Have you figured them out yet?

The first list is the most common surnames for children born at our California Campus during a recent 5-year period (along with the numbers and percent of births). The second list is the most common surnames for babies born at our St. Luke’s Campus during the same time. We don’t actually track the ethnicity of our babies, but it’s pretty clear that all of the top 20 names at the Cal campus are Asian (though Lee, as some readers of this blog have pointed out is also, of course, a common English name), and that 18 of the top 20 names at St. Luke’s are Latino.

These names aren’t my opinion about who’s born here, or a wish list for City leaders. These are the actual names of actual babies: the facts, just the facts.  These babies are the reality of what we do at CPMC. They, and their parents and families, are the community we serve, 24/7/365 (366 next year!).

A walk through the halls of our hospitals reveals the full diversity of San Francisco, in the patients we serve and in the staff caring for them.

Serving the community

I find the misperception about us especially frustrating because of my belief that what makes San Francisco special is our success—to a greater extent than any other city I know—at building a community that defines itself by the City we live and work in, not our ethnic, religious, racial, political, economic, or cultural identities. Our City works best when we all remember that. It works less well, and sometimes not at all, when people try to separate us.

So the next time someone implies that our doors are not open to all, show them these lists of names. Perhaps doing so will open their eyes about who we really are.

The grand ballroom in a San Francisco hotel isn’t where one might expect to find inspiration for healthcare, but recently I attended the 2011 Healthcare Heroes Awards at the San Francisco Palace Hotel and found it a truly inspiring event.

The awards are given out by the San Francisco Business Times, whose goal was to “recognize excellence, promote innovation, contribute to the enhancement of the value and quality of health care, and recognize unsung heroes who enrich the lives of those they serve.” (You can read about all the honorees in the July 29 edition of the Business Times)

Healthcare Hero Bernie Brown

One of those unsung heroes hails from our Davies Campus: Bernard Brown, of our Food & Nutrition Services team. With a simple kitchen tool and some fresh ingredients, Bernie–usually known as “the milkshake guy”–makes patients feel better, and, we hope, heal faster. He uses his background in nutrition to create custom-tailored milkshakes and smoothies for patients whose appetites have been affected by their underlying disease or treatment. Bernie’s shakes are created with nutrition in mind (his wife Pam, by the way, is a dietitian at our PAC Campus–the two met at CPMC 15 years ago) and served with a smile and a kind word. Bernie is living proof that you don’t need to have a medical or nursing degree to make a difference in the lives of patients and their loved ones.

Another of the honorees does have a nursing degree. But it’s what she does on top of being an excellent nurse that earned Laura Euphrat

Healthcare hero Laura Euphrat, and a fan

accolades. Laura, who has been with CPMC for more than two decades, works as a pediatric nurse at our California Campus. She is also co-founder and president of Little Wishes, a non-profit that grants the modest wishes of seriously ill inpatients. Unlike other wish-granting programs, Little Wishes isn’t just for kids with life-threatening illnesses. Young patients with chronic illnesses that require frequent extended hospital stays also have their wishes granted. None of the wishes cost more than $150, and all wish-granting takes place within the hospital. Laura and a team of volunteers, many of them staff from Cal, like Little Wishes co-founder and vice president Joanne Davantes collect donations, buy and wrap the gifts, and deliver them each week. The Little Wishes concept caught on, and the program has expanded to Sutter Medical Center, Sacramento as well as to Sacred Heart Children’s Hospital in Spokane. We’re all proud of the passion that Laura and her team bring to Little Wishes and to CPMC. (You can also donate to Little Wishes, which is a 501(c)(3) non-profit.)

Passion is also what drives Dr. Stewart Cooperin the battle against liver diseases. Dr.

The heroic Dr. Stewart Cooper

Cooper, a Sutter Pacific Medical Foundation physician who heads our division of hepatology and hepatology research, was named the winner in the Research & Development category. His Liver Immunology Laboratory is at the forefront of research into the hepatitis B and C viruses, which can severely damage the liver. These viruses infect approximately 700 million people worldwide and result in millions of deaths annually. Outside the lab, he also leads CPMC’s efforts in the Citywide campaign to eradicate hepatitis B from San Francisco’s Asian communities. Hep B infects one in 10 Asians, compared to about one in 1,000 in the general population. Through the San Francisco Hep B Free program, thousands of people receive free screening and vaccination against the virus. Many who are diagnosed also receive treatment through CPMC’s community benefit program.

Dr. Steve Lockhart who worked previously at CPMC in many roles (as an anesthesiologist, as Medical Director of Surgical Services, and as Chief Administrative Officer of our St. Luke’s campus), and is now the Chief Medical Officer of Sutter East Bay, was honored for his work in the Haiti relief effort.

Congratulations to all the honorees. They are a reminder of why CPMC is such an amazing place to work.

The only thing better than a good rally to boost your spirits, is, well, two rallies. Which is what happened in the last few weeks. There was a rally at our St. Luke’s Campus (led by the Medical Executive Committee there) and another at San Francisco City Hall  (led by the Alliance for Jobs and Sustainable Growth).

Save St. Luke's Rally

Save St. Luke's Rally

Both rallies were important for CPMC, in different ways. The rally at St. Luke’s showed that physicians at the hospital support our plans to build a new, full-service, acute care facility there. Their voices sent a powerful message to City Hall that the people of the Mission and surrounding communities need a new hospital and that, after decades of uncertainty, our plans represent the best hope for the future of St. Luke’s.

The rally at City Hall brought together hundreds of carpenters, plumbers, electricians and others in the buildings trades who are hungry for the 1500 construction jobs our RebuildCPMC project will create. It brought out young

CPMC staff at St. Luke's rally

people from the Bayview and Tenderloin who have a chance for a career in healthcare because of our project. It brought out our community health partners who talked about how CPMC helps them do their work, and how important it is for all of us to have new hospitals. It brought out patients who told the crowd that without CPMC they might not be alive. And it brought out our own staff, nurses, managers and physicians.

Constructive support for CPMC

One of the speakers reminded everyone that they were the community we hear so much about. Another, an unemployed construction worker, told people “I live here, I vote here, I shop here—I ought to be able to work here.” Hard to argue with that logic.

It was an encouraging sight, all the more so because City Hall has seen more than a few, much smaller, protests by our opponents calling for our plans to be rejected, or demanding we pay more than $2 billion to the City for the right to build our hospitals.

The rising chorus of voices from those two rallies send a powerful message that the people of San Francisco are behind

Rally at City Hall

our plans and want them to be approved. It looks like the politicians in City Hall are listening.

A few weeks ago I blogged about our new ad campaign for RebuildCPMC.  You can access the ads here.

Part of the campaign uses medical images (like a pill bottle) to convey our message.  One of those ads is entitled “A Formula for World-Class Care for San Francisco’s Next Generation,” with a picture of a baby bottle.  Today, I received an email from a concerned employee, worrying that we were sending the wrong message by encouraging the use of infant formula. We shared those concerns, so we were careful to make sure that the bottle was labeled (right there at the bottom!) as “Breast Milk.”


Just so you don’t worry in case you had seen the ad but missed the “fine print.” Enjoy the Holiday.

One of the fun parts about being the CEO is traveling to our campuses and discovering all sorts of things you never knew existed. I’ve been taking photos of some of the less well known sites; perhaps I’ll have a “Can you identify this?” quiz one of these days.

Hidden St. Luke’s

Take St. Luke’s for instance. At first glance the campus looks like a collection of drab mid-twentieth century glass, concrete, and steel buildings. But sandwiched between them, almost unnoticed, there is a hidden history.

On Valencia Street, between Cesar Chavez and San Jose, is a small plaque that you could pass for years without noticing. The plaque marks the site of the original Bancroft Library. The library has since moved to UC Berkeley, where it holds one of the largest collections of manuscripts and rare books in the US.

Deep roots

Nearby is an enormous 100-year-old Moreton Bay fig tree (ficus macrophylla) that has been granted “landmark tree” status by the City (one rumor says that it was planted by Hubert Bancroft, founder of the library.) The plaque and tree both stand in front of a part of St. Luke’s that was built in 1912, including one of the most surprising parts of CPMC: the St. Luke’s chapel.

The Chapel at St. Luke's

The chapel reflects St. Luke’s roots. The hospital was founded in the early 1870’s by Dr. Thomas Brotherton, who spent several years mining for gold in the Sierra foothills before turning to medicine and the Episcopal Church, which ordained him as a priest in 1860. He started St. Luke’s because of his concern about the shortage of health care south of Market. Sound familiar?

While St. Luke’s is no longer run by the Episcopal Church, its presence can be felt throughout the hospital, nowhere more clearly than in the chapel. It’s a beautiful place, a sanctuary of quiet and calm, where patients and staff can come to pray, to think, or just to sit in silence and have a moment to themselves.

Recently the chapel was given a facelift – thanks to a generous grant from CPMC – and was restored it to its former glory. The room is dominated by a blue stained glass window with a mosaic of St. Luke, the patron saint of physicians and surgeons.

The chapel is a reminder that healing sometimes involves more than just bandaging a wound or giving a medication. There are smaller chapels at all our other campuses too, soothing spaces where you can find some peace and quiet – a precious commodity for a family going through a crisis or a staff member needing a moment to gather his or her thoughts.

Stained glass window in St. Luke's Chapel

Choir loft at St. Luke's Chapel

Ceiling at St. Luke's Chapel

You may have seen some of our ads around town, in newspapers and on the sides of buses and bus shelters. There’s even one running regularly on cable TV.

Why are we taking this route (bad pun intended)? Because we are reaching a critical point in our efforts to get City approval for our plans to build two new earthquake-safe hospitals in San Francisco and renovate our other campuses. We want to share those plans with as many people as possible to generate awareness and support for them, which will help remind our elected officials that these plans are essential for the people of San Francisco.

I think the ads are clever, thoughtful and purposeful. They direct people to our RebuildCPMC website where they can find more information. The TV ad in particular is a wonderful piece of work. If you haven’t seen it, we use a montage of black and white images from our archives that show how we have been a part of San Francisco for 150 years, delivering care through earthquakes and fire, epidemics and wars, and to let people know we have plans to be here for another 150 years. Special thanks to archivist Florence Cepeda who did a wonderful job finding such powerful pictures.

Some people have said the ads are not hard hitting enough, that they don’t target the people who are trying to derail our plan with a thousand different objections, or who, quite frankly, are trying to stop our project by being less than truthful about who we are and what we are doing.

It’s never easy to stand back and let people sling mud at you, but our plans to build new hospitals at Van Ness & Geary and at our St. Luke’s campus, and to retrofit our Davies campus are too important for us to descend to that level.

This campaign is about us: a medical center that delivers more than half the babies, and that accounts for a third of all hospitalizations and Emergency Department visits in the City. Sometimes we just have to duck the pot shots aimed at us while sticking to the high road.

What we are doing is good for everyone at CPMC, staff and patients. And it’s good for the City of San Francisco too. It will pump more than $2 billion into the economy, create 1,500 well-paid union construction jobs, and help us create hospitals capable of withstanding a major earthquake.

Our ads celebrate what we are trying to do. So next time you see a bus driving by, take a closer look. The ad on the side could be heading towards our future.

As part of our Quality Delivery System, we have committed to informing everyone at CPMC whenever a serious medical error occurs. (We call these Red Events.) We know that most medical errors are caused by underlying system problems, not personal mistakes. By sharing the details of these events, we hope to improve how we deliver care. We cannot improve unless we carefully study the errors we make, learn from our experience and from evidence-based practices, and share that knowledge widely. That’s why we circulated this article to all the staff at CPMC.

I want to tell you about two Red Events that occurred recently. After each of these errors, we immediately assembled a team to get to the root cause of the problem and develop a plan of correction. If one of these errors occurred in your department, talk to your manager about how our plan of correction affects what you do. Even if the error did not happen in your department, please consider similar situations and events that could occur, and consider ways they could be prevented.

1. The Red Event: A surgical sponge was left in a patient after surgery. This type of event is called a retained foreign object, or RFO. After the sponge was detected, the patient underwent a second procedure to have it removed. Fortunately, the patient did well and was discharged home after a few days.

Plan of Correction: When we investigated what happened, we determined that the staff involved had followed our policy and procedures. This includes counting the number of sponges opened and used during an operation, and verifying that the same number has been removed from the surgical field before the end of the case. In this instance, it’s likely that someone made a counting error. So we refined our sponge count policy, and a team of operating room nurses and scrub techs tested the changes to make sure they were feasible. The changes include:

  • Each sponge used within a surgical wound is reported to the circulating nurse (or circulator), who documents it on a count board.
    • Prior to the closing and final counts, the circulator verifies with the team that all sponges—including those used for packing—have been removed from the wound.
    • The final sponge count is not considered complete and correct until all sponges are off the field and in the count bags.
    • Surgical staff has been trained on the new processes.
    • Additionally, we are planning to implement a bar coding system (which tracks all sponges used during an operation) as an additional safety measure.

What We All Can Learn: In this instance, it seems most likely that a human error occurred, which is why we’ve introduced additional safety measures as “double checks.”

2. The Red Event: An ICU patient who was severely hypocalcemic (a dangerously low level of calcium in the blood) was given an intravenous (IV) infusion of calcium chloride. However, the calcium was given through a peripheral IV (in the patient’s arm), which can cause tissue damage due to leakage from the vein. A safer practice is to have calcium chloride administered via a central line (the tip of which ends in a large vein). In this instance, the patient did not have a central line, and the caregiver who administered the drug chose the only route available under urgent circumstances. The patient experienced pain and potential tissue damage at the site of the infusion.

Plan of Correction: This situation is complex, so it was difficult to establish the exact cause of the error. Was the problem that the drug was administered incorrectly or that a central IV line was not placed in the patient beforehand? Although this event is still under review, we have already taken the following steps to address the administration of calcium:

  • Instructions for infused calcium chloride have been added to the PCIS order screens and on the Pharmacy’s list of high-risk medications.
  • Whenever possible, we will replace calcium chloride with calcium gluconate, which is safer to use. (Unfortunately, calcium gluconate is currently in short supply.)

What We All Can Learn:  It’s been difficult to identify one specific action that would have prevented this error from occurring. One lesson is to anticipate a patient’s needs and plan care accordingly. Additionally, constant evaluation of our processes can help avoid problems—in this case, using a safer type of calcium infusion.

If you have any questions about these incidents, how to report future incidents, or about patient safety in general, please contact Sean Townsend, MD, Vice President Quality, at 415-600-5770.

WB

I thought I’d share a wonderful note I received from a patient’s daughter (who said it was OK to do so). I’ve edited it slightly to preserve her mother’s confidentiality, but not so much that you can’t tell how grateful she was and to whom.

While one can never say that they were happy to have spent twelve hours a day for two weeks in a row with an elderly hospitalized parent, I can most certainly say that I felt very fortunate that my mother was able to receive her care at your Cal Pacific facility. I work for one of the large hospital networks in Boston, and am acutely aware of how much we are all challenged these days to provide quality care, while moving patients efficiently through the hospital and back home, often working with several needy patients at the same time.

I wanted to let you know about some of the most special people that you have on your staff—from the “lift team” to the nurses and nursing assistants to the residents and physicians. While I did not keep a record of everyone’s name, I want to just briefly mention the care and the attention that both my mother and I received in the many moments throughout those two weeks, when my mother’s condition and ability to cope seemed fragile and at times, hopeless.

Arriving in the middle of the night to the ER, my mother was in the care of the ER and ICU staff until I was able to get a plane from Boston to S.F. to assist her as she and I passed through many stages of uncertainty and confusion, over the next two weeks. Given my mother’s condition, it was a challenge to figure out what was going on and what should be done. Landing on 5 North, the nursing assistants were always gentle with her, helping her to the bedside commode sometimes as often as every 15-20 minutes (at the beginning when she still had strength) or changing her in the bed once she became too weak to get up. The nurses were accessible, helpful, and were responsive when my mother would have a non typical response (e.g. extreme pain with some IV medication). Often they were literally running from room to room to attend to not only my mother’s needs, but several other patients who were in great need of assistance.

It was on the 5th floor that we were first introduced to Dr. Vessey [ed: one of our hospitalists] and Dr. Ademola [ed: one of our internal medicine residents], an amazing pair. Dr. Vessey was always able to provide clear information about my mother’s symptoms, which did not seem to stabilize, explaining what next steps might be necessary. Even if I was not there for rounds, he made a point of coming by to talk with me and my mother and give us an update on her blood work, etc. so we could be apprised of the situation, sometimes several times during the day. Dr. Ademola was a strong advocate for my mother, who as she got weaker, seemed to get more unstable, so Dr. Ademola arranged to have my mother in a room by herself for a couple of days so she could get some rest. She was excellent at offering a sympathetic ear and a kind word when the situation started to deteriorate.

At that point, Dr. Vessey hooked me up with Dr. Lasher [ed: an internist and palliative care specialist]—a man who was meant for the job he has…having to work with people in difficult circumstances, he ALWAYS knew what was going on with my mother before he came to talk to me about the choices and the decisions that had to be made—and he was so knowledgeable about the specifics of my mother’s condition, even though he was not her direct doctor. During some of the hardest days, he would come to see me as many as 3 times during the day to check in….he was a true wonder, and I am still so grateful for his wisdom and how he handled working with me to get to a decision point that felt like a guide, not a director.

Once we went down a different path, Dr. Yee [ed:  a surgeon] joined the team, with his resident, Dr. Roll—both were amazingly thoughtful and patient with us, even though time was of the essence. Dr. Roll was always checking in post surgery. Dr. Lasher was there to provide context and I thought what horror had I caused by having her go through surgery, to end up with her visioning flying wooden bed pans and feeling like she was falling and could not stop. And then, a week later after my mother’s discharge, when she had to return to Cal Pacific, Dr. Yee took my urgent call on a late Friday afternoon to help strategize about what was the right thing to do for her (just observe, no intervention right away), and it turned out to be the right answer!

I wanted to give you a blow by blow, because we were in all areas of the hospital (ICU twice), several different floors and units initially and then post surgery, and I think we were very lucky that we were able to receive the care, the kindness, the knowledge, and the support that is so crucial in a critical time.

Once again, I hope you will have a chance to thank the staff—nurses, lift team who were always providing service with smiles and laughter, assistants, physicians and residents—on both my and my mother’s behalf.

I hope everyone, especially those of you who recognize this patient and your own role in caring for her, feels that same sense of pride that I do when I read this, knowing what a difference we made for her and her family. Thank you.

WB

Warren BrownerWhat's it like to run a hospital spread out across San Francisco on six campuses and more than a dozen medical buildings? I'm starting to find out! This blog will share some of what I learn with you, and hopefully start a conversation about the best way to deliver the best care.
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