Return to Main Menu

Currents In the July 25 Currents newsletter, I explained that work is underway to update the 1998 clinical enterprise strategic plan. Two work groups have been charged with the responsibility of outlining broad strategic priorities. We hope to gain final approval of the updated plan by our board of trustees before the new calendar year. The updated clinical enterprise strategic plan will consider ongoing short-term (two to five years) and mid-term (three to 10 years) initiatives, including the Hollings Cancer Center expansion, cardiovascular and surgery services, parking lot construction and emergency department improvement, and long-term (10 years plus) “service delivery models.” Consideration of service delivery models will include an analysis of the pros and cons involved in the future location of our hospital facilities. Examples of location options include replacement of the main hospital at or near its current campus location, partial relocation of facilities, multiple geographically dispersed locations and total relocation. The ultimate selection of an appropriate service delivery model has significant implications that will be carefully evaluated. For instance, we will examine the practicality of carrying out our educational and research missions, and how the various service delivery models would impact our interdisciplinary clinical practices. Other important considerations will include how the various delivery models may enable us to respond to market demands or how the models may promote new coalitions. In regard to our current day-to-day priorities, the Medical Center will remain focused on carrying out our tactical plan and key performance improvement initiatives, which include customer service and cost control (c-squared). We must also devote a great deal of effort over the next few months in preparation for the JCAHO survey expected in early October. W. Stuart Smith Vice President for Clinical Operations and Executive Director, MUSC Medical Center During an emergency, managers should follow instructions on pager Al Nesmith, director of Safety, Security and Volunteer Services, reminded the management team that the proper response for a JCAHO question about what to do in the event of an emergency code is to follow the instructions on your pager if you are a Medical University Hospital Authority manager. Other employees must continue working and await instructions from management or their immediate supervisor. Nesmith said Charleston County is part of the central coastal conglomerate for hurricane evacuation purposes. While child care and pet care will be available for staff who have to work during a hurricane, he emphasized staff should try to make other arrangements if possible. Managers were given a listing of pet care services that employees are encouraged to contact in advance to make arrangements for pet care. Rob Fowler, meteorologist with WCBD-Channel 2, gave an overview of this year's storm season, which he said hits its peak in mid-September. He said to expect an active season, with 11 named storms and seven hurricanes. Fowler reiterated the importance of developing a family evacuation plan before severe weather strikes. Performance Improvement Karen Pellegrin, Ph.D., director of Quality Management, reviewed the revised quality network structure. The overall theme for the new structure is integration. Unlike the old structure, the new structure reflects the integration of performance improvement into the current operational structure and medical staff committees. This structure includes the board of trustees, a new medical executive committee, the quality council, and subcommittees that reflect patient population operations and key functions such as ethics and environment of care. Pellegrin reviewed the following questions and answers: What is the name of our PI structure? Quality network; What is our PI method? FOCUS-PDCA; What are our PI priorities? Customer service and cost containment; Why is it important to document your PI projects on the PI forms? Give credit and communication; Where can you find the latest versions of the PI documentation forms? www.musc.edu/qn Overviews of three performance improvement projects were presented: Ambulatory Care Services' customer service initiative, adult ventilator weaning protocol, and medical record documentation at the Institute of Psychiatry. JCAHO Preparedness Pam Cipriano, Ph.D., administrator for Clinical Services, said a lot of work remains before the JCAHO survey that is expected to take place the first week of October. For a variety of reasons, the Medical Center is not to the point of readiness it was for the survey three years ago. Cipriano assembled a team to address these issues in the upcoming weeks. She reiterated that JCAHO preparedness is a top priority. Overdue Performance Evaluations Susan Carullo, manager of Medical Center Employment, Compensation and Employee Relations, told the management team that Aug. 31 is the last day they are able to turn in late performance evaluations from last fiscal year without the “overdue” evaluations showing up on a competency report that will be presented to the Board of Trustees in October.