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Currents The next several months will be challenging for the Medical Center management team. We must continue to provide high quality care while controlling costs and preparing for the JCAHO survey expected in October 2000.  I ask that all Medical Center employees help with our cost control and revenue enhancement efforts and bring ideas forward. Less than 50 percent of our budget is earmarked for personnel costs, so we must be creative and diligent in finding other areas for cost reduction. I will meet with the administrative team on a daily basis to review our cost control initiatives and progress. We will intensify our preparation efforts for JCAHO.  Departments must ensure all documentation is in order, including personnel files. Our weekly communications meeting will include a review of JCAHO issues, and this information will be disseminated through this newsletter.  Thank you very much. W. Stuart Smith Vice President for Clinical Operations and Executive Director, MUSC Medical Center Paper copies of Infection Control Manual obsolete, use the website Jodell Johnson, R.N., coordinator for Infection Control, announced that all paper copies of the Infection Control Manual are now obsolete. You can access the manual online by following these steps once you arrive at http://www.musc.edu:  Click on “Patient Care.” Click on “Medical Center Intranet.” Click on “Policies.” Click on “Infection Control.” Click on “List of Policies by Section.” Hold down the left button of the mouse on the scroll bar and drag the bar down its track to scroll down the list of policies until you find the policy you need. Click on the number of the policy, and that policy will come up on the screen. JCAHO Update Vivian Gettys, JCAHO program manager, reviewed ORYX , the Joint Commission's initiative to integrate performance measurement into the accreditation process. The Joint Commission has been focusing efforts to link the survey process to  patient outcomes in accredited health care organizations. MUSC submits information to the Joint Commission about the following six ORYX indicators on a regular basis: LOS for cardiology Inpatient mortality two days post-procedure for those involving anesthesia All repeat cesarean sections Psychiatric patients leaving against medical advice Patients in major surgery risk pool with complications LOS for craniotomy, not trauma-related A key component of the Joint Commission survey process is an explanation of the rationale for selection of the ORYX measures, how the data was integrated in performance improvement activities and results of these activities. The next phase of ORYX will include introduction of a core set of measures at all accredited hospitals, which will allow for benchmarking. The categories of measures include the following:  Acute myocardial infarction Congestive heart failure Pneumonia Surgical procedures and complications Pregnancy and related conditions Gettys and Karen Weaver, director of Surgery, Women's and Infants' Services, reviewed two examples of performance improvement projects at MUSC: the ID band project, which was established to ensure that patients display ID bands throughout hospitalization, and the patient discharge project, which was established to decrease the delay in discharge and improve admission time. MUSC C.A.R.E.S. (Customers Always Receive Excellent Service)  Joan Herbert, administrator for the Institute of Psychiatry, distributed copies of the new customer service policy and video to all managers and directors. She strongly encouraged the management team to review customer service training with all employees as soon as possible. Training tools include the policy, video and a web-based training module. The goal is for all employees to receive training before the JCAHO survey.  The policy outlines the following employee responsibilities: Be aware and concerned about how behaviors impact patients, fellow employees and other individuals within the institution. Understand that regardless of job description, each employee is a vital link in providing outstanding patient service and must at all times maintain the values set forth by the Medical Center. Provide and receive feedback from coworkers on customer service behavior that is excellent or substandard. Notify the supervisor of instances of excellence or noncompliance. Demonstrate appropriate customer service behavioral standards as described within the expectations of the MUSC C.A.R.E.S. Program. Maintain customer service competencies as required by the Medical Center.  The policy outlines the following leadership responsibilities: Incorporate specific customer service standards into the performance plan of each employee and evaluate compliance with standards. As position descriptions are reviewed, include customer service statements. Investigate reports of and document instances of violation of these standards, and take appropriate corrective actions, especially when the behavior is repeated or is seriously in violation of the standards of demeanor described above. Such appropriate action may include counseling and/or discipline in accordance with the disciplinary action and performance management policies. Observe and recognize instances of excellence in customer service that exemplify the MUSC C.A.R.E.S. standards. Recognition might include verbal or written praise, Applause Awards, or “exceeds” or “substantially exceeds” ratings on the performance evaluation.