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This presentation describes foundational initiatives to create a sustainable “healing culture” within a large, multi-hospital healthcare system, the Atlantic Health System [AHS] in northern New Jersey. We will describe our guiding principles, implementation process, barriers and facilitators, progress to date, and next steps. Introduction Perhaps you are puzzled already: “isn’t a hospital system by definition a healing culture?” Of course it is. However these two words, “healing culture,” have meaning together beyond their distinct definitions, and each brings challenges and opportunity in our current operating environment. U.S. hospitals are facing extraordinary pressures to balance “mission with margin.” Decreasing reimbursement from commercial and federal payers [Medicaid and Medicare], competition from physician-owned facilities, the shift from inpatient to outpatient care, tighter staffing ratios, focused efforts to reduce mortality and infection rates, the skyrocketing cost of new technologies, the shortage of primary care doctors in many areas, information system mandates, and upkeep on aging physical plants are among the challenges. All of which contribute to the uncertainties of expected changes under new healthcare reform legislation [Patient Protection and Affordable Care Act, PL 111-148, 2010]. However a healthcare system today is more than just an acute inpatient setting. AHS includes in its continuum of care: emergency and trauma, post-acute and rehabilitation; same day surgery, ambulatory care [outpatient], and home health and hospice services. Yet the hospital setting may present the greatest challenge for creating a healing culture. When we ask who in an audience has ever been a patient in a hospital for an illness or injury, most raise their hands. When asked “for how many of you was it among the best experiences of your life?” there is usually not a single hand [having a baby is usually a great exception]. The corollary, in contrast, evokes nervous laughter and many hands raised: “for how many of your was your hospital experience among the worst experiences of your life?” Our AHS workplace has a legacy of over a century of community service; like other hospitals it has never closed-even for a minute, even in the worst disaster. And it is emotional place for patients, families, visitors, medical staff and employees: every day here life begins, life ends, lives are saved, and everything else in-between. Global	  Journal	  of	  Community	  Psychology	  Practice Volume	  2,	  Issue	  3 January	  2012

Creating a Sustainable “Healing Culture” Throughout a Healthcare System: Using Community Psychology Principles as a Guide