When this CEO opportunity presented itself, I realized how each and every one of my life experiences could help me run a hospital, but not just any hospital. It was my vision to create a hospital that embraced all modalities used in integrative medicine with the ambiance of a fine hotel and the amenities of a health spa. We carefully scrutinized and then credentialed practitioners specializing in massage therapy, integrative nutritional counseling, acupuncture, osteopathic manipulation, pet and music therapy, reiki, and spirituality to name a few. These practices intermixed with traditional Western medicine became our new norm.
It seemed to me that by training our employees at Disney University, allowing them to learn from the Ritz Carlton, and exposing them to sensitivity and emotional quotient training, we could create a healing environment. Because my philosophy was that you could not change the human condition, but you could change the condition under which humans worked, we also embraced an anti-bullying environment where employees were cherished and recognized for their contributions to the welfare of our patients.
How did implementing all of these ideas change healthcare in our little slice of Camelot? Our infection rate dropped to below 1% and stayed there for eleven years. (The national average is nine percent.) And I know we weren’t washing our hands more than they were at other hospitals. Of our peer hospitals, we had the lowest readmission rates, restraint rates, and lengths of stay, and when the naysayers saw these numbers, they said it was because we were not a large hospital. My belief was that we successfully had created a healing environment where our patient’s white blood cells were actually able to function to fight off infection. We were transparent, nurturing, and caring. We were not a “Healthcare FACTORY” where the patients became widgets in an Industrial Revolution model of care.




