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Currents  To Medical Center Employees: Recently the South Carolina Hospital Association sponsored a seminar entitled “Transforming the Hospital Workplace.” The keynote speaker was Al Stubblefield, CEO, Baptist Health Care, located in Pensacola, Fla.  Stubblefield’s presentation focused on his organization’s “journey to excellence.” I attended the seminar along with several other Medical Center representatives.     Baptist Health Care’s five year journey to excellence led to being awarded the prestigious Malcolm Baldrige National Quality Award and in being named one of the 100 best places to work in the nation by Fortune Magazine.    Stubblefield pointed out that at the beginning of Baptist’s journey they ranked low in patient satisfaction and employee morale. They were located in a highly competitive market and they faced an uphill struggle. A critical decision was reached that their competitive advantage would be “service excellence.”     Baptist arrived at five keys to achieve their goals including: develop a culture that “wows;” create and maintain a great culture; select and retain great employees; commit to service excellence; continuously develop great leaders; and, hardwire success through systems of accountability. Stubblefield emphasized four characteristics of a healthy culture including a no secrets environment, no excuses, sense of ownership and open communication.     Baptist adopted five pillars of excellence as a “balanced platform for building” including people, service, quality, financial, and growth. Every department was required to maintain and up-to-date and ongoing plan to communicate and drive these five pillars.    They implemented a “patient feedback system.”  The system includes a real time patient satisfaction survey, leadership rounding, patient and family focus groups, a recovery system and other elements. Scripting was put into place for consistency in saying the right things to patients and families.     Baptist put together teams to develop standards of performance. Their performance standards focus upon:  attitude; appearance;  communication;  commitment to co-workers; safety awareness; sense of ownership; privacy and others. A peer interview process was implemented for all new hires.  Every new hire must sign a statement agreeing to abide by and reinforce all standards of performance.      They implemented a “bright ideas” (employee suggestion) program.  Stubblefield challenged his department directors to implement one bright idea for every employee over the course of the year.      Stubblefield stated that his organization enjoys sharing their journey and motivating others. Our plan is to examine Baptist Health Care’s successful strategies in greater detail and we hope to use their experiences to strengthen our tactical plan.    Thank you very much. Sincerely,  W. Stuart Smith Vice President for Clinical Operations and Executive Director, MUSC Medical Center   Volunteer Week April 18 - 22 Volunteer Services interim manager Katy Kuder announced National Healthcare Volunteer Week to be held April 18 through 22.    “It’s time to recognize our volunteers,” Kuder said, adding that for the volunteer service year from May 2004 through March of this year 575 volunteers served MUSC. That includes service in the main hospital, the Children’s Hospital, the Institute of Psychiatry and the ambulatory clinics.    She said that represents a total of 400 volunteers active at any one time. “Our volunteers contributed a total of 31,794 hours this past year, saving us $541,769.76.”    To give an idea of the commitment involved, she said that each volunteer is required to commit to 100 hours per calendar year, they must be at least 16 years old and in some areas 21, and all volunteers go through orientation and annual competency training.   “We pay them nothing,” Kuder said. “That’s why it’s important to say ‘thank you.’”  Pediatric volunteer coordinator Christine Messick urged the communications meeting audience to recognize the volunteers on their units. “Stop and say ‘Thank you for all you do.’ And encourage your staff to take part in National Healthcare Volunteer Week.”   To get a staff involved in Volunteer Week, Messiick suggested a thank-you note signed by the staff or bring in a cake and make it a celebration. She urged the administrators and staff to try to understand what form of appreciation appeals to each volunteer. Some enjoy a big celebration, while others would be pleased with a simple thank-you.    “Just think what it would be like if the staff had to do all the extras that the volunteers do,” she said.   Kuder extended special thanks to Kim Hayes of Marketing Services  for creating the new Volunteer Web site found at http://www.muschealth.com/volunteer and to Michael Irving with Clinical Services who created the online volunteer application, which will appear soon. “Thanks to both of you for all of your hard work.”   She also announced a Jublie Promotions a volunteer fundraiser to be held on the horseshoe on Thursday and Friday, April 28 and 29. “Look for your favorite picture now and turn it into a keepsake,” Kuder said. For a better idea of what she was talking about, she recommended stopping by the display in the cafeteria hallway this week.       Friday, April 15, 2005 Catalyst Online is published weekly, updated as needed and improved from time to time by the MUSC Office of Public Relations for the faculty, employees and students of the Medical University of South Carolina. Catalyst Online editor, Kim Draughn, can be reached at 792-4107 or by email, catalyst@musc.edu. Editorial copy can be submitted to Catalyst Online and to The Catalyst in print by fax, 792-6723, or by email to petersnd@musc.edu or catalyst@musc.edu. To place an ad in The Catalyst hardcopy, call Community Press at 849-1778.