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Fostering Community Through Hotline Management at Guthrie
Technology Category
- Application Infrastructure & Middleware - Data Exchange & Integration
Applicable Industries
- Healthcare & Hospitals
Applicable Functions
- Human Resources
- Business Operation
Services
- System Integration
The Challenge
Guthrie, a non-profit, multi-specialty integrated health system serving Pennsylvania and New York states, needed a way to effectively collect, assess, and act on feedback from its stakeholders. The organization wanted to ensure it was providing an environment where stakeholders, both internal and external, felt comfortable expressing their concerns. The challenge was to maintain the legacy of the organization in the pursuit of patient care while also ensuring that stakeholders felt heard and that their feedback was being acted upon.
About The Customer
Guthrie is a non-profit, multi-specialty integrated health system that has been in operation for over 120 years. The organization serves a large geographic area spanning Pennsylvania and New York states. With nearly 6,000 employees, Guthrie operates five hospitals – its largest being Guthrie Robert Packer Hospital – and a number of smaller clinics. Among Guthrie’s goals are to provide patient care, “within an environment of compassion, learning and discovery.” As one example of how that care philosophy extends to Guthrie’s ethics and compliance efforts, 20 years after starting as a respiratory therapist at Guthrie, Roger Lathrop transitioned to a compliance officer role and today serves as the organization’s senior director for internal audit and compliance.
The Solution
Guthrie leveraged the capabilities of NAVEX E&C Incident Management to foster strong relationships with internal and external stakeholders. The system provided an easy-to-use vehicle for reporting potential issues and making inquiries in the manner the user prefers. These reports directly informed communication to the organization’s board of directors and others about the health and nature of those relationships. This open flow of information was critical to ensuring Guthrie was delivering on high standards of patient care. The success of Guthrie’s hotline and incident management program began with cultivating a strong awareness that the program exists. The hotline contact information was placed everywhere, including on handsets, base sets, training slides, and on the landing page of every website within Guthrie's set of websites, both internal and external.
Operational Impact
Quantitative Benefit
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