Internationaal Creating A Planetree Hospital

CREATING A PLANETREE HOSPITAL
INTRODUCTION
This manual is created to offer you suggestions and tools that may
assist you with implementation of the Planetree philosophy/model
of care within your organization. Please know that your
implementation will be different from any other organizations.
This is because your work culture, your existing and future
priorities, your people, and your timeline will all differ from other
Planetree Affiliates.
Although your implementation must be personalized to your facility,

there are some tools that have been used by Affiliates during their
implementations that can be used or modified to assist you in
“getting started.” These tools are included in this manual. This
manual is just one resource. You will want to use your Planetree
Affiliate network and the Planetree National Office staff as guides
as you continue on your journey of implementing patient-centered
care.
One benefit of being a Planetree Affiliate is the sharing that goes

on within the network. We have made commitments to each other
to offer our knowledge, experience, and tools to assist others with
their unique journey. Please share your best practices with the
Planetree national office so they can be offered as resources to
others.
Enjoy the journey!
“It is good to have an end

to journey towards,
but it is the journey that matters
in the end!”
Ursula Le Guin
Copyright © 2006 Planetree

GETTING STARTED
GAINING ORGANIZATIONAL SUPPORT
In order to gain organizational support for moving forward, it is best to

start with sharing general information regarding the Planetree
philosophy of patient-centered care, the basic components of the
model, the Planetree organization and the benefits of affiliation.
Consider planning the information sessions for the organization’s
“family” -- staff, volunteers, physicians, board members, and
management. Information sessions will be scheduled over several
days at various times to reach as many staff as possible. These
sessions are presented by a Planetree staff member. A slide
presentation will be given to you to facilitate sharing the information
with staff that was unable to attend the scheduled sessions. There is
also a short Planetree DVD to use at staff meetings when sharing the
basic patient centered care concepts.
It may be helpful to have each person attending the education

sessions fill out a basic survey. (see example) This information will
identify what issues you will need to pay special attention to during
implementation. You can also identify staff who would like to be
included in focus groups during the organization assessment
process. Share the results of the compiled surveys with staff during
organization communication/information sharing sessions (ie town
halls, employee forums).
The comment/question most frequently heard during these sessions

is a variation of this comment:
1. We are already doing this. Why do we need the Planetree
organization to help us do what we are already doing?
2. Possible answers:
a. We ARE already implementing many components of
Planetree. We want to work with like-minded facilities
that believe in patient-centered care philosophies as we
do.
b. We want to be associated with leaders in the
development of patient-centered care philosophies.

Planetree and Planetree affiliates use a sharing network
to help each other on the journey.
c. Planetree is a not-for-profit organization that has a 25+
years history of implementation of patient-centered care
philosophies. We want to be associated with another
leader in health care delivery.
d. Share your best answers!

PLANETREE PRESENTATION
EVALUATION
[Hospital]
[Date(s]
Sessions: _____ 6:00 – 7:30 p.m.

_____ 7:30 – 9:00 a.m.
_____ 9:00 – 10:30 a.m.;
I feel I understand the basic philosophy of the Planetree and the components of care.
1 2 3 4 5
Do not understand Fully understand
I would like clarification on: __________________________________________
I would like to work at a place where Planetree philosophies are integrated into our work
environment.
1 2 3 4 5
Do not agree Absolutely agree
Comments:_______________________________________________________
I feel that implementation of the Planetree model of care would add value to our care
and services.
1 2 3 4 5
Do not agree Absolutely agree
Comments:_______________________________________________________
I support the implementation of Planetree philosophies at [hospital]
Yes________ No (if no, why not)________________________________
I would like to be directly involved with Planetree implementation at [hospital].
No_________ Yes(name:_____________________________________)
(interest:___________________________________)
Other Comments or Questions

______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
THANK YOU FOR YOUR TIME AND CONSIDERATION

GETTING STARTED
IDENTIFYING A CHAMPION
Determine the organizational champion (leader/coordinator) in

implementing the Planetree philosophy. Considerations will include
the size of the organization, existing positions with similar
responsibilities, proposed time frame for implementation,
organizational costs (build your business case). Most organizations
have found benefit from designating a 0.5 – 1.0 FTE during the first
three years of implementation. Sample job descriptions are available
from the Planetree National office.
Steps:
1. Determine Need for Planetree Coordinator FTE
a. See example of position description in Appendix
b. Key skills:
i. strong verbal, written communications
ii. demonstrated evidence of developing a positive
work environment that values the patient/family
experience and supports staff
iii. project planning/facilitating skills
iv. ability to work with diverse stakeholders (ie,
physicians, patients, families, staff, volunteers,
Board members, community)
v. “Can do” versus “can’t do” approach to getting
things done
vi. Change agent
2. If you are not going to hire a Coordinator, identify the

Planetree champion(s) who will provide leadership
a. Key skills as above
b. Determine organizational support systems (including
clerical support)
c. Commit a percent of time Planetree implementation will
be included as part of current position.

3. Communicate who the champion is to organizational
employees and other stakeholders. Champion must be visible
throughout the organization through presence and verbal/written
communications.

GETTING STARTED
COMPLETING THE ORGANIZATIONAL ASSESSMENT
Steps:
1. Contact the Planetree national office to schedule the
organizational assessment.
a. Dates:
b. Planetree consultant(s):
c. Organizational lead:
2. Schedule focus groups with patients, families, staff (clinical,

non-clinical and management), and physicians to participate
in the assessment. In some organizations, members of the
Board of Directors and other community members are
invited to participate.
a. Develop/send invitations
b. Communicate place/time/special instructions
c. Consider a small gift for participation
3. Determine who will get the results. The preliminary report

and recommendations will be returned to the CEO with
verbatims. An executive summary is also available for
distribution.
a. CEO/senior executive team
b. Planetree coordinator/champion
c. Planetree Steering Team
d. Organization members (may include: board, department
directors/managers, physicians, employees)
4. Determine how you will use the information

a. Example: determine organizational implementation
priorities
b. Example: Serve as a baseline look at how your
organization is viewed as a “patient-centered” care
environment; use as an outcome measure
c. Example: Acknowledge the results on work to date

PLANETREE TEAMS
DEVELOPING IMPLEMENTATION TEAMS
It is important to integrate the Planetree philosophy with the mission,

vision, values, and priorities of the organization. Staff need to
understand how this philosophy is congruent with the organization as
they know it. They need to know that their investment of energy and
time will be supported long-term and will become part of “how we do
things around here.”
Steps:
1. Implementation teams are usually developed with the core
components in mind. You may have 1 team for each
component, combine components or develop teams that
encompass the broad aspect of implementation ie., Vision.
2. First, determine what you are already doing in the
organization that supports the philosophy of Planetree. This
is important so that staff know their previous contributions
are valued and that Planetree will be integrated with the
culture of the organization.
3. Identify current initiatives that are consistent with the
Planetree philosophy and components of care. Consider
developing a “transition team” to best determine how to
integrate the philosophies. This team can then speak with
“one voice” when explaining how Planetree fits in with
current initiatives.
Example:
Hospital Mission, Vision, Values
Service “Living Our Model of

Excellence Mission” Care
Delivery
PLANETREE

4. Develop a “Vision” design Team
a. Suggest CEO as formal chair
b. Planetree champion serves as facilitator/resource to the
team and CEO
c. Include members of the “transition team”
d. Include key leadership who can help envision the future
with Planetree: CEO, key physician(s), CNO/Patient Care
Services, CFO, VP Human Resources, Mission
representative, Board member, RN/clinical staff member,
non-clinical staff member
e. Consider site visits if not previously done
f. Answer key philosophy questions (attached)
g. Articulate key definitions (found in attached policy)
h. Develop organizational policy/procedure (attached)
i. Develop priorities for implementation and develop a work
team structure to implement stated focus areas
j. Determine initial communication plan
k. Develop initial budget/resource needs
l. Develop projected timeline for implementation
m. Determine how often the Vision Team will meet to provide
guidance/direction/support
5. Develop the Steering Team

a. Planetree Champion serves as chair; Consider a Co-
Chair
b. Members should be divided evenly between management
and non supervisory staff to promote frontline involvement
c. Chairs of the Implementation Teams (identified from
Vision Team priorities) are regular members
d. Consider other key members who are not identified as
team leaders (examples may include: patient advocate,
marketing representative, quality analyst, leaders of the
Volunteers and/or Foundation)
e. Steering Team has accountability for setting goals and
measuring progress against goals. Identified barriers
should be addressed and removed.
f. Communication strategies should be identified. Use
various means to share accomplishments (newsletters,
annual report, caregiver stories, board meetings – the
vehicles are many and varied!).

g. Steering Team is accountable for completing annual
report identifying progress on the designation criteria.
6. Develop the Implementation Teams

a. Identify organizational members who have an interest in
the assigned initiative. Expect interest to be
communicated following employee informances – and
expect the unexpected regarding who you think may be
interested.
b. Select organizational members and attempt to remove
any barriers to participation by engaging the manager in
supporting the employee’s participation.
c. Consider the size of the implementation team; the goal is
employee engagement. You will find people in your
organization who are passionate about components of
Planetree. Their participation will enrich their work lives.
d. Determine the scope of the implementation to determine
meeting frequency, length, and priority. Generally teams
will want to meet monthly during the initial phases of
implementation.
e. Annually teams should submit a list of activities,
accomplishments, and outcomes. Annually identify
member interest in continuing on the team.
7. Develop the Department/Unit-Based Implementation Teams

(appendix)
a. Utilize templates developed by implementation teams to
implement components for specific patient populations

PLANETREE TEAMS
• STEERING COMMITTEE (Champion/Coordinator: Chair)

Mission: To coordinate and guide the work being done by Planetree teams across the organization to create
a more caring culture devoted to healing relationships that support holistic, patient centered care.
• VISION TEAM (Suggested Chair: CEO)

Mission: To develop the vision for integrating Planetree concepts into the philosophy and culture of our
organization; to develop priorities for implementation; and to provide support for teams during
implementation.
• SPIRITUAL CARE TEAM

Mission: To define the role of spirituality in healing the whole person; to create opportunities for individuals to
behaviorally live spirituality in the workplace; and to create environments that provide opportunity for prayer,
worship, and reflection.
• HEALING ARTS TEAM

Mission: To explore the introduction and expansion of programmatic changes conducive to creating an
atmosphere of serenity, hope and joy.
• INTEGRATIVE HEALTH TEAM

Mission: To explore the introduction and expansion of care options that complement more conventional
medical approaches.
• PHYSICIAN TEAM
Mission: To determine the physician role and priorities in implementing the Planetree model; to provide
medical discussion with other teams in developing and implementing initiatives related to the philosophy of
care.
• FACILITY/HEALING ENVIRONMENT TEAM

Mission: To create a philosophy of facility design conducive to creating a healing and healthy environment
for staff, patients and their families and the community; essential components of design will be incorporated
into renovations and new construction.
• PATIENT EDUCATION TEAM

Mission: To design and implement a model for the education of patients, their families and the community
that is responsive to the consumers increased demand for more involvement in their healthcare.
• STAFF EDUCATION TEAM

Mission: To design and implement a comprehensive house-wide staff education process; to develop staff
retreats specifically aimed at implementing Planetree within hospital departments.
• FAMILY CARE TEAM

Mission: To design systems/processes that invite families and/or care partners to be involved in the care and
recovery of the patient.
• DSER TEAM (Department Service Excellence Representative)

Mission: To deepen the understanding and commitment to the organization’s service standards, roll out
organizational expectations regarding development of the healing environment, and develop systems to
support employee engagement in service.
• PARTNERS TEAM
Mission: To address departmental and operational issues related to the implementation of Planetree at the
department level; to develop a preceptor system for new departments
• PATIENT ADVISORY COUNCIL

Mission: To provide input into plans for service and product development, customer service enhancements,
patient and community programming, and providing feedback on hospital initiatives and image and
reputation.

Date
Employee’s Name
Employee’s Department
Good Samaritan Health Systems
Dear XXXXXX:
CONGRATULATIONS! You have been selected to serve on the Planetree Facility/Healing

Environment Team. Thank you for your interest in the Planetree philosophy and for
volunteering to help incorporate it into the facilities of Good Samaritan. Our team will first be
working to enhance the look and feel of the hospitals, both Good Samaritan and Richard Young,
to make them more comfortable, relaxing and aesthetically pleasing to all five senses. We will
begin by looking at the existing facility and implementing “quick hits” that can immediately
affect our current environment. We will move to larger projects within the existing buildings,
changing the feel of the hospitals from both the patients’ and staffs’ perceptions. Additionally, a
portion of our time will be spent working with the MFP architects and interior designer to
develop the building standard that will flow from existing to new facility structures.
Please send me a Meditech message or give me a call at ext. 2239 to confirm your participation
on the team. Loraine Miller will be contacting you in the near future to find a good time for our
first meeting; hopefully it will take place in early June. Thank you again for your interest in
seeing the successful implementation of Planetree here at Good Samaritan, congratulations on
your selection to the team, and I look forward to beginning our important work together in the
very near future.
Sincerely,
John Ayoub
Facility/Healing Environment Team Leader

Date
Dear XXXXXXX:
Thank you for your interest in the Planetree Facility/Healing Environment team. Unfortunately,
there was a great deal more interest in the team than there were available openings. While I
would like to have accepted everyone that was interested in being on the team, there were simply
not enough spaces to accommodate everyone who volunteered. Therefore, I regret to inform you
that you have not been selected to serve on the team at this time. In striving to find a good make-
up and balance for the team, I tried to include both clinical and non-clinical staff. I also limited
the number of people volunteering from any one area or department of the Health Systems.
I encourage you to volunteer your time and energy to other aspects of the Planetree initiative.
Our efforts to implement the Planetree philosophy will be an ongoing transition to this
complementary style of patient-focused care and there will be numerous other ways for you to
contribute to its success and the continuing success of Good Samaritan Health Systems. Thank
you for your interest and please feel free to contact me at 2239 if you have any questions.
Sincerely,
XXXX

(Employee Name) June 2003
(Employee Work Area)
Dear (Employee First Name):
Congratulations! You have been an active pioneer of the Planetree Healing Arts Team for the past year.
You volunteered your time, talents and energies toward the development of researched based stones that
will pave the pathways for Planetree Healing Arts throughout Good Samaritan Health Systems facilities.
Selected departments will be making journeys down many of their own pathways. Many of those paths
they will take will use the stepping-stones developed by our Healing Arts Sub-Committee teams and the
work of you.
I want to extend my sincere gratitude for all of your work. It has been a wonderful year working with you
in this journey of our own. What we have worked to put together has lead to many wonderful and
exciting ideas and concepts. Some of these ideas and concepts are beginning to sprout and develop
beautifully in our work areas. A large portion of our background work as a team has been completed.
The Healing Arts Team will continue to develop the arts as needed, and now be acting as consultants for
the departments working toward Planetree designation. Our role will be one of guidance in helping them
choose the stones we have developed to lay their own pathway toward Planetree Designation.
The original request of you and your department director was for a one-year commitment.
While a large part of our work is complete, I know there will be a need for ongoing meetings on a regular
basis to review new information and to assist working departments. I would like to ask you to reflect on
your desires to continue to commit to the Planetree Healing Arts team.
Many of us have gone through job changes and duty assignments that may make continued participation
difficult. Please know that I do understand should you not be able to continue your participation. Again,
I thank you for your passion in the Planetree philosophy and for volunteering to help develop it for
facilities of Good Samaritan.
Please forward the attached note, contact me via Meditech, e-mail, or call at ext. 2258 to extend your
desires to confirm or decline your continued participation on the team for the next year. Please inform
your department director of your desires. If you wish to continue, please have her/him make contact me
with as well confirming their agreement to allow for your continued participation for another year. If you
are unable to continue with the active committee, but wish to be contacted for reference as needed, that
would also be an option.
Thank you again for your interest in seeing the successful implementation of Planetree here at Good
Samaritan, congratulations on success in our team this past year
Sincerely,
Heather Hascall MA,CTRS

Manager – Recreation Therapy RYH / Planetree Healing Arts Team Leader

Planetree Healings Arts Team
FY04
Name: __________________________________________
Department: _____________________________________
Contact Number(s): _______________________________
e-mail: _________________________________________
I wish to continue as part of the active Planetree Healing Arts team. I understand that we
will be meeting regularly to keep abreast of new developments system-wide. I also am
willing and able to continue our work in helping departments move forward in their
Planetree Development Journey.
I am not able to commit to being a part of the active Planetree Healing Arts team, BUT I
would like to be contacted for projects or as needed for a reference over the next year.
Other ways I feel I can commit to or help include:
______________________________________________________________________________
I am unable to continue on with the Planetree Healing Arts team.

______________________________________________________________________________

UNIT-BASED COUNCILS
GUIDELINES
DEFINITION
Unit-based Councils (UBC’s) are partnership groups comprised of staff members from
an individual area or from a defined patient population. The UBC is authorized to make
decisions, solve problems, and generate ideas that can be implemented in area of
accountability. The group focuses on taking action to address and change practices
and does not meet merely to identify and discuss issues or concerns. When the issues
transcend the patient care unit or defined population, the issues are referred to the
appropriate hospital Council for discussion and actions.
FUNCTIONS/PURPOSE
The primary purpose of the UBC is to strengthen the professional practice environment
in order to improve patient care and services. This is accomplished by:
1. Experiencing leadership and decision-making opportunities within an intra- or

inter-disciplinary practice environment.
2. Improving and role modeling trusting behaviors and effective interpersonal
communication skills including respectful, open and direct communications,
supportive behaviors of listening and sharing, and intentional dialogue.
3. Functioning as communication liaisons to keep the entire staff informed of the
Professional Development, Professional Practice, Nursing Operations,
Nursing Quality, and Unit-Based Councils discussions and actions, and to
solicit opinions from all members of the staff regarding issues/decisions under
discussion.
The group also serves to: create a shared vision, coordinate and integrate the work of
the unit, encourage a learning culture, build partnerships, dialogue on important issues,
and celebrate successes.
MEMBERSHIP
1. Membership on the UBC includes intra-disciplinary representation from the

department who routinely participate as care givers or support staff in that
area. The Department Director is a member of the group. Other members of
the group are: the department representatives for the Nursing Quality,
Professional Development, Practice Councils, and Service Excellence and
Planetree representative.
2. The chair or co-chairs of the group are practitioners who are selected by the
members. The role of this individual(s) is to 1) set meeting times and
locations, 2) establish and post the agenda for each meeting, and 3) assure
that group actions or decisions are recorded and communicated. The

chairperson has no more input or authority than any other member of the
group.
3. Group selection can be identified by volunteerism, selection, or election.
Membership is voluntary, but by accepting membership, staff are making a
commitment to attend UBC meetings and participate in the communication
network.
4. The number of members generally depends on the number of staff working in
the department who are directly supporting the patient care delivered. In
order to facilitate effective communication, an identified “communication
network” will be established. Each group member will form a relationship with
6-8 staff members. Each member is responsible for gathering input from
these staff to use in making decisions and then communicating the actions of
the group back to staff. All shift and skill mixes should be represented to
increase the diversity of discussion and decision-making.
5. Members are selected from the department staff based on a desire to serve.
Acceptance of group membership means committing to attend and participate
in group meetings. Terms of service for the chair and members will be
determined in the group’s ground rules. These ground rules will be
established within the departmental/service teams.
TERMS OF SERVICE
1. As UBC’s are established, members should determine the length of time each
is expected to serve on the Council. A minimum six month commitment is
helpful to develop good partnerships. As with other groups, it is best to
change only half of the membership at one time, leaving the other half to
ensure continuity and role model group behaviors.
MEETINGS
1. All UBC meetings are open to interested staff. All staff are welcome to
participate in decision making along with the established UBC members.
2. Agendas are posted by the Chair prior to the meetings in order to enhance
meeting organization and staff communications. Any staff may contribute to
the agenda by contacting the chair.
3. Minutes of each meeting are recorded and are available for all staff to review.
4. Meetings are held routinely. The specific frequency and times are determined
by each group.
DECISION-MAKING PROCESS
1. The Unit-Based Councils may receive issues for discussion and decision-
making in a number of ways. Group or department members may identify
situations or problems that need corrective action or resolution, they may
receive requests for action from colleagues, or there may be items that are

referred from Nursing Councils for specific departmental consideration and/or
action.
2. UBC’s should utilize the Plan-Do-Check-Act (PDCA) process for resolving
issues and problems. The group should restrain from solving the problem
without clearly identifying what the primary problem is.
3. The UBC should use a consensus decision-making process.
AUTHORITY
1. UBC authority should be established at the time responsibilities are delegated

and accepted, and before the decision-making process begins. The level of
authority will vary depending upon the type of change, problem, or decision
being addressed. The level of authority will be communicated by the Council
Chairs or the Department Director.
2. The Department Director is responsible and accountable for decisions

regarding resources, organization, and environment.

UNIT-BASED COUNCIL SUPPORTING INFORMATION
GROUND RULES
In order that all UBC members have a clear understanding of what is expected, a set of
ground rules should be established. Adherence to the ground rules are expected of all
members. The UBC should minimally address:
A. Relationship management: how member will treat others and expect to be

treated
B. Decision making: how will final decisions be reached and how will group
members use staff input and feedback
C. Conflict resolution: when an issue arises between members, what is expected
D. Expected attendance and length of service: what is the expectation if a member
is unabe to attend a meeting or fulfill a service commitment
COMMUNICATION NETWORK
This technique links UBC members with 100% of the staff not on the group as formal
members. Each group member selects or is assigned to a number of staff members
until 100% of the staff are assigned. Group members are responsible for keeping their
assigned staff informed of group actions and for soliciting from staff input which will be
used in final decisions. By providing g on-going feedback, group members ensure more
participation in department decisions.
CONSENSUS DECISION-MAKING
To reach consensus, every UBC member (and any other staff present) provides input,
listens to the input from other members, and then agrees to support the final decision.
This means that final decisions are a composite of all the ideas presented by group
members.
Consensus exists when all group members agree on a single best alternative and each
member can honestly make these three statements to every other members:
1. I believe you understand my point of view

2. I believe I understand your point of view
3. I believe the decision was made in an open and fair manner, and I am willing to
support the group’s decision whether or not it is my preference.
LEVELS OF AUTHOIRTY
1. Levels of authority are identified as:

Level I. Data Gathering. Group collects information on the problem or issue,
including severity, frequency, and who it impacts. This information is shared with
the person or group requesting action.
Level II. Date Gathering + Recommending. Group suggests ideas to remedy the
problem(s) based on information that has been collected. The pros and cons of
each idea are discussed. Recommendations are communicated with the person
or group requesting actions.
Level III. Data Gathering + Recommending (Pause) + Acting. Group presents

the specific plan for resolving the problem(s). The plan is reviewed by the
Director or the Council to assure that the group has acted within the assigned
boundaries and that no other information is needed to make the final decision.
The Plan is then implemented.
Level IV. Do As I Would Do. The group acts autonomously, implementing the
decision/change without the review of the Director or other requesting
person/group. Information is provided to the Director/Council about the change.
By sharing this information, the Director is able to support the decision to others.
2. Once the level of authority is established, it must be respected by others. Using

the communication network allows all staff to participate in departmental
decisions.
PROFESSIONAL INTERPERSONAL RELATIONSHIPS
UBC members are informal leaders who represent diverse opinions and ideas.
Members must actively work on developing healthy relationships with each other and
then model these behaviors to all staff. All group members are responsible for
demonstrating the behaviors of leadership. Member accountability and expectations
include:
1. Centering the decision-making processes around what is best for patients and
families
2. Being clear on individual scopes of practice, accepting accountability for one’s

practice, discussing practice issues with colleagues.
3. Having open, direct, respectful, and timely communications
4. Being a mentor and being mentored (ie teaching others and learning from others)
5. Being a leader AND a follower in differing situations
6. Attending and preparing for group meetings

7. Being a good listener; using the principles of dialogue during discussions
8. Valuing the diverse opinions and the expertise of others
9. Using the consensus processes consistently
10. Using the PDCA process to resolve issues
11. Honoring each individual as a unique, multidimensional person and appreciating

the diversity of experience that surfaces in discussions
12. Demonstrating ownership and accountability for the functioning of the department
and the outcomes of care decisions
13. Maintaining confidentiality as indicated; honoring the right for each person to
have and share their own opinions without threat of censure
14. Celebrating the wisdom and accomplishment of members
MANAGEMENT SUPPORT
The department director is the department “expert” on issues of resources and

organization. They have an important role in supporting the group and providing
opportunities for professional practice to occur continually within the department.
The Director facilitates the growth and development of the UBC by:
1. Allocating resources needed by the UBC (ie information, education, schedules to

allow for meeting time, budget support)
2. Role modeling and coaching problem solving, meeting management, group

facilitation
3. Providing on-going support and guidance by routinely communicating pertinent

issues and information to UBC members
4. Accepting and supporting the final decisions of the UBC and respecting the
group’s level of authority once it has been established
5. Reacting promptly to recommendations made by UBC members

Patient/Customer Mapping
A patient map shows the pathway patients take through a service from their perspective. By
mapping out the pathway, we are able to proactively pinpoint anxiety points and search for
remedies.
ER Registration
Steps in Pathway Likely points of anxiety Your ideas:

during this step
What can staff do or say to prevent or
relieve the anxiety?
Find the ER Unable to locate – will Improved signs

I die before I find it? Valet parking
Ample, close parking
Enter ER Unsafe to leave my Signage regarding parking

car? Will I be towed? Adequate parking near entrance
Am I entering the Welcomed by personnel
right place?
Will anybody notice
me?
Registration Do I need my Scripted greeting

insurance cards? Can FAQs sheet
I find them? Scripting for care and process
Will I have to pay Pleasant staff
today?
Privacy/confidentiality
How are patients
prioritized?
Embarrassment
Is this really an
emergency?
Waiting What am I going to Ambience

catch from others? Space
Where am I going to Comfort
puke? Frequent communications
When am I going Friendly personnel
back?
How long will I have
to wait?
Are they taking my
problem seriously?
For more information refer to "Achieving Impressive Customer

Service" by Wendy Leebox, Gail Scott and Lolma Olson;
Chapter "Reduce Anxiety to Increase Satisfaction, pp 163-183.
AHA Press, 1998.
GETTING STARTED
KEY QUESTIONS TO BE CONSIDERED IN DEVELOPING

ORGANIZATIONAL PLANETREE PHILOSOPHY
1. What terminology will be used to support philosophy?

[patient-centered care; person-centered care; relationship-
based care; human-centered care; humanistic care; patient-
focused care; family-centered care; staff-centered care)
2. What model should we use with implementation: all hospital

departments moving forward together component by
component or departments moving forward toward
implementation when they are individually ready?
3. Should we implement Planetree in the inpatient and

outpatient departments (whether on campus or not?)?
4. Should we implement Planetree in hospital-owned physician

practices/clinics?
5. What is the timeline for implementation: for departments

and for the organization as a whole?
6. What criteria will we use to determine whether departments

have integrated Planetree philosophies into every day work?
(or what criteria will we use to recognize Planetree
designation?)
a. Should there be different criteria for clinical and non-

clinical departments?
7. Should we implement Planetree components “horizontally”

or “vertically”? Such as, should we implement the Care
Partner program in just one department pursuing Planetree
or should we implement Care Partner program in all units at
the same time?

8. What departmental physical enhancements/renovations will
be considered?
9. How will we work with hospital employees or departments

who do not agree with Planetree philosophies/concepts/
priorities?
10. How will we use the name Planetree in our internal and
external marketing efforts?
11. Will we use “push” or “pull” marketing strategies to

communicate Planetree initiatives?
12. How should we involve the community with our

implementation?
13. How should we involve the physicians and physician offices

with our implementation?
14. How will we measure success? What outcomes measures

will be use to identify accomplishments?
15. What resources will we need to support implementation and

who has delegated responsibility for budget line items?
16. Other questions?

EXAMPLE
OPERATING POLICY & PROCEDURE
TITLE: [Planetree] Philosophy of Caring Number: 01-02-27

================================================================
Purpose: This policy communicates Good Samaritan Health Systems Planetree priority of
“living our mission” of faith-based, holistic, patient-centered care that is consistent with CHI and
GSH’s mission, vision, and core values. Our creation of a caring culture devoted to healing
relationships will support us in achieving our vision of becoming a destination hospital.
Definitions:
Patient-centered care. A philosophy that provides a framework for the design of systems and
approaches which consciously acknowledge and incorporate the patient’s perspective and
expectations and “sees” the experience “through the patient’s eyes.” The role of the healthcare
system is to provide an optimum healing environment for the body, mind, and spirit.
Holistic care. An approach to care that connects and integrates spiritual, physical, and
psychosocial needs into the provision of compassionate care and services.
Destination hospital. A hospital of choice wherein physicians providing medical care, all levels
of staff supporting the delivery of care, and patients needing and seeking care, choose that
hospital preferentially because of the unique qualities and anticipated added value and
outcomes of that hospital.
Healing environments. The creating of physical and experiential spaces that are designed to
reduce stress and generate positive reactions in the body that influence and/or assist the mind,
body, and spirit with personal healing and enhance the effects of medical regimens and
technology.
Healing. The art of alleviating dis-ease in the spirit, mind and body of a person and a
community. Healing is rooted in faith and reliant upon a comforting and supportive community.
Healing is movement toward completeness in which individuals discover or re-discover their
own inner resources and find the needed inner strength to move toward fuller integration and
wholeness physically, psychologically, emotionally, and spiritually.
Relationship-centered care. A philosophy that acknowledges the critical nature of the

caregiver’s relationships with patients, the patient’s social system, and other practitioners as the
vehicle for integrating caring, healing, and community as the paradigm of health (Pew-Fetzer).
EFFECTIVE DATE: 7/1/03 NEXT REVIEW DATE: 7/1/06

AUTHORIZED BY: Planetree Steering Committee REVIEWED BY: Planetree Steering
SOURCE: Carol Wahl, VP, Patient Services Committee
DATE REVIEWED:

Premises:
1. We believe that the experience of illness can be a time for personal growth in which
life’s goals and values are re-evaluated, priorities are clarified, and inner resources
are discovered.
2. We believe that relationships are central to the creation of environments in which
personal growth and healing can occur.
3. Our definition of patient-centered care extends beyond the patient to include the
family, care partner, health care team, visitors, and other users of our system.
4. Wholeness of being occurs when mind, body, spirit integration is present.
Patient-Centered Care Principles:
We deliver care and services and develop relationships with each other within a framework of
holistic, faith-based, patient-centered principles, which include:
1. Embracing our core values of Reverence for those we serve, Integrity in what we do,
Compassion for those less fortunate, and Excellence in the service delivered;
2. Respecting an individual’s values, preferences, and needs;
3. Recognizing the individual’s primary role in the decision-making process;
4. Sharing accountability for and facilitating positive experiences and outcomes;
5. Providing timely and meaningful information and education to allow the patient to
make informed decisions in a collaborative relationship;
6. Recognizing that physical, emotional, and spiritual comfort is an individual
experience, and providing options to meet spiritual needs and alleviate fear, anxiety,
and pain are core care priorities;
7. Recognizing that individuals are not isolated; but rather are members of families,
communities, and cultures;
8. Supporting continuity of care by involving family and friends in health partnership
relationships;
9. Maintaining a supportive, healing environment for patients, families, and other
members of the healthcare team
10. Assuring transition and continuity along the healthcare continuum;
11. Promoting responsible use of resources for outcomes that improve the health of our
community.
Guidelines:
1. Our mission, vision, core values, and standards of service provide our foundation for
the care we provide, and serve to create a cohesive culture with consistent behaviors
throughout the organization.
2. GSHS has selected the Planetree model of patient-centered care as a framework for
evaluating and facilitating the creation of healing environments.
3. GSHS uses the CHI integrative health model as a resource for implementing holistic
care.
4. All GSHS employees are considered caregivers—either directly through patient
involvement or indirectly through supportive services. It is expected that the
principles of patient-centered care be supported by the efforts of all employees.
5. The creation of healing environments involves attention to:
a. Providing healing spaces that are supportive of caregivers, patients, and families

b. Providing ready access to health information and education through accessible
education resources, care conferences, access to medical information in the
patient record
c. Promoting comfort and relaxation through spiritual care, comforting touch, pain
management, positive distractions, and use of the healing arts of music, art, and
humor
d. Ministering to the spiritual needs of the patient and caregiver,
e. Involving the patient and family in care and preparing the patient and family for
self-management through care planning, care partnerships, education and
professional support
f. Identifying and communicating the outcomes of care and services through
research, stories, customer feedback, and quality monitoring
g. Developing healing relationships with patients and families through caregiver
accountability and involvement, and caregiver advocacy.
Procedure:
1. The department completes a GSH Readiness Assessment and submits the

assessment and supporting documentation to the Planetree Steering Committee.
2. The Steering Committee reviews the assessment and plan and provides feedback
and support with implementation. A departmental implementation manual and
basket is given to support implementation.
3. The department completes the requirements to achieve Planetree designation.
a. 90% department and supportive staff attend a Planetree retreat
b. Department mission statement developed/revised to include patient-centered
principles
c. Department plan addresses ways to:
i. enhance the healing environment;
ii. support spirituality in the workplace;
iii. address diversity by promoting a culture of appreciation and inclusion;
iv. address priority service excellence goals;
v. enhance staff recognition;
vi. promote, evaluate, implement employee ideas;
vii. complete a patient experience mapping exercise and select one anxiety
point to address;
viii. develop/implement a communication plan for key stakeholders;
ix. select an outcome measure to evaluate the effectiveness of
implementation;
x. develop a plan to celebrate the Planetree implementation journey.
d. In addition clinical departments are expected to:
i. develop a patient education system of on-unit access;
ii. develop a model of caregiver accountability to enhance continuity;
iii. improve patient:caregiver communication systems (open medical record,
knowing the patient’s story),
iv. improve MD:caregiver communication systems (MD rounds, care
conferences),
v. improve family:caregiver communication systems (care partner program).
4. When the requirements are completed, the department requests formal Planetree
designation by submitting a summary document that identifies how the
implementation criteria were achieved.

5. The department is formally recognized as a Planetree-designated department who
has incorporated the patient-centered principles within their care and service to the
patient, family, physician, staff, and other system customers.

XXX HOSPITAL
Departmental Planetree Readiness Assessment
Department ________________________________
Date Submitted ________________________________
Form Submitted By ________________________________
Key Contact ________________________________
Instructions: The purpose of this assessment is to identify your department’s current

readiness to implement Planetree concepts. The results of the assessment are used
only to help identify potential support systems that may assist with your implementation.
You are encouraged to use this assessment in developing your departmental plan and
timeline.
It is important to include all key persons or disciplines who regularly provide service in your
area when completing the Readiness Assessment and implementation plan.
Send completed assessment to XXX, Location, Number. This form can be found on the
hospital intranet: common drive: Planetree Information folder.
Use the Likert scale with (1) = No activity or Not ready, (3) = Currently working on or some
understanding, (5) = Currently in place or Good understanding. Please provide examples
and explanations with each rating.
1. You have a designated work team that 1 2 3 4 5

includes staff who regularly provide service
in your area. This team has the responsibility
and authority to implement Planetree
philosophies in your department. Your
department service excellence representative
is a member of the team.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
2. Staff are knowledgeable about our 1 2 3 4 5

Planetree philosophy of patient-centered care.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
3. Staff are supportive of the philosophies 1 2 3 4 5
embodied in patient-centered care.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
4. Our work team has an identified or potential 1 2 3 4 5

Planetree champion (a motivated individual
who is committed to successfully leading
the departmental Planetree team)
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
5. Our work team will commit the resources 1 2 3 4 5

(time, people, energy) necessary to
facilitate this implementation.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
6. We are committed to resolving any 1 2 3 4 5

identified or potential barriers with
implementation. List barriers you have
identified.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
7. Our work team has included key 1 2 3 4 5

stakeholders (including physicians
as appropriate) in this assessment, and
has included them in the implementation
plan. Identify members of your assessment
group.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________

8. We have a feedback mechanism 1 2 3 4 5
in place to evaluate service excellence.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
9. Our team creatively recognizes 1 2 3 4 5

and rewards outstanding performance.
Share examples.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
10. We have created a healing 1 2 3 4 5

environment for staff and those we
provide service to. List components you feel
contribute to this environment.
_____________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
11. Our team creates a spiritual 1 2 3 4 5

environment for staff and key stakeholders.
Explain.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
12. Patients are well-informed about their 1 2 3 4 5

health concerns and their required care.
Describe your plan for patient education.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________

13. Our team encourages family involvement 1 2 3 4 5
in the healing process. Share how you
support this philosophy.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
14. We demonstrate positive relationships 1 2 3 4 5

with each other and other departments.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
15. Our team has created a Mission Statement 1 2 3 4 5

which includes our Vision of patient-
centered care or service. Attach.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
Questions:
1. Please share why your department/team wants to implement Planetree
Philosophy/model of care at this time.
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
2. Identify the key priorities you hope to address during implementation.

______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________

3. What is your projected timeline for implementation?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
4. What is your plan to sustain your Vision beyond the initial implementation
phase?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________

Idea Bank
A HANDBOOK FOR EMPLOYEES

Idea Bank
General Rules
1) Suggestions should be solution oriented.
2) Suggestions should be made that are within the department’s budget.
3) Suggestions should not be made in reference to compensation or benefits.
4) Suggestions should not be made in reference to policies or procedures for

another department.
Goal of the Idea Bank
Suggestions should improve or enhance:
Patient, Family or Employee satisfaction
The Healing Environment
Resource Utilization
Quality
Communications
How to Submit an Idea
Ideas should be submitted on an Idea Bank Suggestion Form and placed in the Idea
Bank. Ideas submitted will be collected and reviewed by the Planetree
Implementation Team and Department Director on a monthly basis (or through a
process set-up for your department). Ideas submitted will be considered for
implementation based on their ease of implementation, projected value and benefit,
and based on the general rules and criteria your department has set.

Ways to Spot Valuable Ideas
Listen for the following phrases in your department. These “trigger” phrases can alert you
to listen carefully; they very often are followed by good ideas.
• We should have… • It is too complicated to…
• We could have… • Next time we should…
• We ought to start… • This is too expensive…
• I wish we could… • It seems wasteful to…
• I wish we had… • ABC company does it this way…

• We shouldn’t have to… • I can’t believe we…
• Wouldn’t it be nice if… • What if we…
• If only we had… • Are you sure we have to…
• If only we could… • I bet we could…
• Why didn’t we… • I suggest we…
Learn to pay attention when you hear these phrases and be ready to take action when you
spot a good idea. When you hear these phrases or catch yourself using them, take a little
time to explore what caused your concern or dislike. You may be close to a good idea or a
way to improve something. Once you have formulated your great idea, fill out your Idea
Bank Suggestion form.
Patient Satisfaction
If you want to systematically improve your patient satisfaction score, please consult with
Kit Alff, Diane Hand or Amy Lowery for information that may assist you in formulating
your idea. Statistical analysis of the relationship of questions to overall satisfaction
enables departments to identify the drivers of patient satisfaction in their area.

Some of the Components of Planetree
As you consider ideas to create a more healing environment in your department,

remember the important components of Planetree:
Human Interactions
Personalized care
Relationships
Retreats
Staff nurturance
Healing partnerships
Empowering Patients through Education/Information
Care conferences
Open medical records
Care paths
Resource centers/libraries
Patient information
Importance of Families, Friends and Networks
Visiting hours expanded

Care partner program
Family involvement
Promoting connections
Spirituality
Prayer/reflection
Spiritual spaces
Chaplaincy program
Importance of Human Touch
Massage
Hand/foot rubs
Caring touch
Healing Arts: Nutrition for the Soul
Music
Storytelling
Art
Clowning

Complementary Therapies
Aromatherapy
Pet therapy
Architectural Design
Patient privacy
Sacred stories
Uncluttered spaces
Food-Nurturing Aspects
Healthy
Comfort
Education
Gathering spaces
Why Do Your Opinions Count?
• YOU are in an excellent position to recognize possible improvements. YOU are often
the best source for improvement ideas because YOU are closest to the work. YOU
are familiar with the daily problems and inefficiencies in your job. Directors or
administrators are often too far removed from a particular job or process to know
how it might be done better.
• YOU may bring the best practices from previous employers. Among the most
effective employee suggestions are those that recommend changes based on
successful methods used by your former employers.
• YOU are able to spot the wasteful practices in your jobs and departments.
Managers and directors might see only reports, but YOU see the actual wasted time
and materials that are being lost every day.
• Ideas have power – often even a more powerful impact than is first recognized. One
good idea can trigger another and then another.
Suggesting ideas is addictive. Once YOU begin to share your ideas, it will become easier
for you to do so in the future. A rewarding experience with one suggestion usually leads
to additional ones.

EXAMPLE:
GOOD SAMARITAN HEALTH SYSTEMS FACILITY DESIGN PHILOSOPHY
“One cannot be healthy in an unhealthy environment.”

--Leland Kaiser
Objective
To provide a vision for how the facility, and all owned entities, should appear, look and feel for
those we serve. This includes patients, visitors, physicians, employees, and the public. At the
core of this philosophy is the spirit of de-institutionalizing the patient experience. To quote
noted futurist Leland Kaiser:
“Buildings always make statements about the intentions of their creators. They create
expectations to be fulfilled during the patient’s visit. Most of our healthcare facilities have been
designed to encourage passivity and noninvolvement. Rather, we should be designing spaces that
draw patients out immediately and invoke active responses. A treatment facility should provide a
planned environment that is resilient, sensitive, inspiring, educational, supportive, and
encouraging.”
Scope
The design philosophy is not a prescriptive document. Good Samaritan Health Systems (GSHS)
is complex due to the diverse nature of its services as well as the population that it serves; the
design philosophy establishes evaluative vision elements that are generally applicable to any
situation. The philosophy empowers individuals and departments to take personal responsibility
for their area, but ensures that decisions are not made independently of the health systems.
Vision Elements
The facility planning goal of GSHS is to create an environment that promotes the physical,
mental, social, and spiritual well-being of our patients, their support network of family and
friends, our employees, physicians, and all we come in contact with and serve.
In doing so, our health systems focuses its time and resources on the things we value; they
include:
1
I. Health Promotion
a. Orient facilities to be environmentally friendly and responsible as well as allow
for action at a personal level that may translate into a more responsible
organization.
b. Create and continually provide an environment to encourage and support access
to health and wellness resources.
II. Holistic Healing

a. Orient facility design towards the integration of holistic healing – focusing on the
interconnectedness and interdependence of the mind, body, and spirit.
b. Ensure facility planning recognizes that healing takes place in many ways and on
many levels, not only within the context of the acute care inpatient setting.
III. User-Focused Design

a. Focus facility planning on patient/customer and employee satisfaction measures
as obtained through focus group and survey response input.
b. Reflect user and patient perspectives in the architecture.
c. Incorporate hospitality-type amenities, when/where appropriate, into the design.
d. Explore re-engineering of the design based on the intended purpose and use of the
area, as well as trial and evaluation of new ideas to enhance patient/customer and
employee satisfaction.
e. Design facilities to meet the needs of the patient wherever they are along the
healing continuum.
f. Maximize the use of information systems and telecommunication for integration
and increased efficiency and effectiveness of patient care delivery and education.
g. Ensure facility planning takes into account the perspective of both maintenance
and environmental services.
h. Recognize that the patient is a partner in the care process and ultimately decides
the care that they will receive; empower the patient to incorporate their care
partner or family into their care.
IV. Removing or Downplaying Physical Stressors

a. Ensure facility planning recognizes that healthcare facilities are inherently
stressful due to the physical, emotional, and mental state of those that seek
services there, and design them to alleviate as much stress as possible.
b. Design facilities to remove or downplay elements that assault the five senses of
the patients/customers, visitors, and staff.
V. Service to Diverse Needs

a. Orient the facility to consider the diverse needs of various patient populations and
what the appropriate services are for each of them.
b. Acknowledge the various personal support systems that patients have available to
them and design facilities to accommodate, welcome, and encourage them
indiscriminately.
2
VI. Sensory Impression
a. Create a union between the local environment and facility design.
b. Design a hospital environment that offers a variety of healing stimuli and appeals
to all of the five senses.
c. Design considerations that begin when the patient/customer first encounters the
health systems and lasts throughout their entire experience.
d. Develop an atmosphere in GSHS facilities that is reflective of an at-home feel.
e. Maximize the positive value of the first impression of the facility.
f. Recognize that there is an inherent symbolism in every aspect of design and
decoration; proactively foster the appropriate message.
g. Incorporate and encourage the use of nature, GSHS’ history, and its’ Catholic
identity.
Organizational Linkage
The Good Samaritan Health Systems’ master facility plan (MFP) presents the projected
organizational need for facility renovation, contraction and/or expansion. The MFP is developed
by the facilities’ planning department in conjunction with the strategic planning process and with
respect to the Catholic Health Initiatives’ (CHI) capital budgeting process.
Facility Concept or Theme
The Good Samaritan Hospital site and grounds reflect the meandering Platte River and the strong
Cartesian grid, which organizes the plains of Nebraska. These two entities become the major
organizing forces that create a rich base from which to build. Through various architectural
conventions, elements critical to a quality design have been incorporated into the existing layout
in an attempt to reduce patients’ and visitors’ anxieties towards a traditional “hospital
environment.”
The architectural design of the institution, reflective of the aforementioned geography, serves as
the foundation for all interior design and decoration. Individual departments or units have
autonomy to present plans to decorate in a manner that best incorporates the individual feel of
those employees and patients that most commonly occupy the space, however, all decoration
should have some connectivity to the Central Nebraska/Platte River Valley theme of the
organization; please refer to the Guidance section of this document for the process for presenting
plans and gaining approval for design and/or decoration of an area/unit. Public and/or common
spaces will strictly adhere to the theme. Pictures and murals for hallways and waiting areas
should depict nature and wildlife as there is proven calming and inspirational qualities associated
with them; common areas should also accommodate natural elements such as waterfalls,
fountains, fish tanks, and other peaceful and relaxing accoutrements.
3
Close attention to the grounds, including landscaping and careful upkeep, enhances our ability to
provide holistic healing opportunities to patients by moving beyond the acute care setting and by
recognizing the diverse needs of various patient populations. In keeping with the hospital theme,
future development and replacement of trees, shrubs, and other groundcover will include only
plant life that is indigenous to central Nebraska.
Guidance
Departments, units, or functional work teams within the health systems are encouraged to utilize
the Facilities/Healing Environment and Healing Arts Planetree teams in the design, development,
and decoration of their physical space. These teams serve as a resource to all areas of the health
systems and can provide guidance and direction in fulfilling the vision of individual areas. Final
approving authority for design and decorating decisions rest with the Planetree Steering
Committee. Specific steps for attaining approval are outlined in appendix A.
Functionality
The perspective of staff utilizing space is the major consideration when identifying the
relationship of spaces. Functional placement of units for new or existing services as well as the
functional design of individual units takes into consideration efficiency from both an operational
and a staffing perspective. A highly functional space is designed to optimize patient/customer,
physician, and employee satisfaction while allowing for the highest quality of clinical care and
patient safety; it is operationally efficient and aesthetically pleasing. Consideration is given to
staffs’ ability to meet the needs of the patient wherever they are in the continuum of the healing
process.
Safety
The safety and security of a facility relates directly to providing a healing environment for body,
mind, and spirit. All existing and new entities owned by Good Samaritan Health Systems must
conform to all applicable state and federal code. Security will be flexible and adaptable to
specific situations so that a safe environment is maintained while avoiding a high security or
institutional atmosphere.
4
PLANETREE DESIGNATION CELEBRATIONS
Planetree celebrations are a special part of each department

designation.
We celebrate department Planetree designations every quarter with a

hospital celebration.
The celebrations are two hours long and the entire hospital staff is
invited. Each department who is celebrating is asked to create a
storyboard to tell the story of their Planetree journey, and have
department staff on hand at the celebration to answer questions and
to share their special details of implementation. Departments have
used photos, videos, and even a quilt that was a gift from a patient, to
tell of their Planetree journeys. By sharing their stories, they provide
ideas to those department who are working on their designation.
At our celebrations we provide refreshments, live music, visits from

our therapy pets, a blessing/prayer on each department, and words of
congratulations by the CEO, Planetree champion, department’s vice
president, and other key executive staff as indicated.
The departments that are celebrating their designation are also

presented with a brass leaf which is engraved with their department
name and date of designation. This leaf is then placed on a mural of
the Planetree tree in the front lobby of the hospital.
Departments also receive a special plaque signifying their

achievement of Planetree designation.

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CREATING A PLANETREE HOSPITAL

Although your implementation must be personalized to your facility,

One benefit of being a Planetree Affiliate is the sharing that goes

Enjoy the journey!

“It is good to have an end

Copyright © 2006 Planetree

GAINING ORGANIZATIONAL SUPPORT

In order to gain organizational support for moving forward, it is best to

It may be helpful to have each person attending the education

The comment/question most frequently heard during these sessions

Copyright © 2006 Planetree

Copyright © 2006 Planetree

Sessions: _____ 6:00 – 7:30 p.m.

I would like clarification on: __________________________________________

I support the implementation of Planetree philosophies at [hospital]

Yes________ No (if no, why not)________________________________

I would like to be directly involved with Planetree implementation at [hospital].

Other Comments or Questions

THANK YOU FOR YOUR TIME AND CONSIDERATION

Copyright © 2006 Planetree

Determine the organizational champion (leader/coordinator) in

2. If you are not going to hire a Coordinator, identify the

Copyright © 2006 Planetree

Copyright © 2006 Planetree

COMPLETING THE ORGANIZATIONAL ASSESSMENT

2. Schedule focus groups with patients, families, staff (clinical,

3. Determine who will get the results. The preliminary report

4. Determine how you will use the information

Copyright © 2006 Planetree

DEVELOPING IMPLEMENTATION TEAMS

It is important to integrate the Planetree philosophy with the mission,

Service “Living Our Model of

Copyright © 2006 Planetree

5. Develop the Steering Team

Copyright © 2006 Planetree

6. Develop the Implementation Teams

7. Develop the Department/Unit-Based Implementation Teams

Copyright © 2006 Planetree

• STEERING COMMITTEE (Champion/Coordinator: Chair)

• VISION TEAM (Suggested Chair: CEO)

• SPIRITUAL CARE TEAM

• HEALING ARTS TEAM

• INTEGRATIVE HEALTH TEAM

• FACILITY/HEALING ENVIRONMENT TEAM

• PATIENT EDUCATION TEAM

• STAFF EDUCATION TEAM

• FAMILY CARE TEAM

• DSER TEAM (Department Service Excellence Representative)

• PATIENT ADVISORY COUNCIL

Copyright © 2006 Planetree

CONGRATULATIONS! You have been selected to serve on the Planetree Facility/Healing

Copyright © 2006 Planetree

Copyright © 2006 Planetree

Dear (Employee First Name):

Heather Hascall MA,CTRS

Copyright © 2006 Planetree

 I am unable to continue on with the Planetree Healing Arts team.

Copyright © 2006 Planetree

1. Experiencing leadership and decision-making opportunities within an intra- or

1. Membership on the UBC includes intra-disciplinary representation from the

Copyright © 2006 Planetree

Copyright © 2006 Planetree

1. UBC authority should be established at the time responsibilities are delegated

Yes No (if no, why not)________________________

I am unable to continue on with the Planetree Healing Arts team.

Find the ER Unable to locate – will Improved signs

Enter ER Unsafe to leave my Signage regarding parking

Registration Do I need my Scripted greeting

Waiting What am I going to Ambience