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Carolina Family Care’s journey to
Melissa Altman, R.N.
Several years ago when MUHA introduced MUSC Excellence, the staff was
excited to learn that many of the management concepts embraced by
Fortune 500 companies were going to be promoted within the
From left are
Dianne Meagher,utilization coordinator; Keri Hughes, insurance billing
representative; Christina Quimby, insurance billing representative; and
Linda St. Marie, Central Billing Office manager.
Now that UMA and the College of Medicine have joined the Excellence
effort, Carolina Family Care (CFC) has been actively involved in the
process. Given CFC’s exclusive outpatient orientation and close ties to
UMA, a great number of synergies have been observed, including
opportunities for both groups to work and grow together.
CFC eagerly began to incorporate the concepts of MUSC Excellence into
its already established Performance Improvement Initiatives program.
In this program, each employee has a voice and can contribute to the
thoughtful consideration of ideas for change. The system was modified
by establishing a team for each of the five Pillars of Excellence and
includes team leaders who are familiar with these concepts. These
leaders understand that improvement is a process rather than an event
and focus on the problems identified by our Excellence team that can be
addressed systematically with measurable goals.
Although CFC is not involved with the Press-Ganey patient
surveys, this information will be useful when we join the survey
process later in 2008.
- People Team
(Leader: Linda St. Marie, Central Billing Office manager)—The group is
committed to finding ways to improve employee retention and recruitment
performance. The first Press-Ganey Employee Satisfaction Survey related
how some employees would like to understand more about their job
responsibilities and mission within the institution and its affiliates.
CFC also discovered that the organization’s turnover rate was around 22
percent—almost double from about five years ago. Their goal is to
reduce the turnover rate by about 50 percent within a year by
resurrecting CFC’s New Employee Orientation program. The UMA HR support
team is committed to ensuring that CFC employees have a clear
understanding of the organization’s benefit structure.
- Service Team
(Leader: Deniece Sanders, 30 Bee St. site manager)—The team will focus
on developing service standards intended to anticipate their patients'
needs and develop systems to actively support it. For example, CFC
recently implemented a test-result system called Secure Reach, which is
accessible to patients 24/7. Patients receive a confidential and unique
access number on a small card resembling a credit card. Patients may
call the toll-free number on the card and obtain their lab results in a
reliable way at their convenience.
- Quality Team
(Leader: Hope Brown, patient access manager)—Brown joined CFC in 2005
from UMA Compliance. According to Press-Ganey Employee Satisfaction
Survey results, Brown received the highest supervisor rating for CFC.
She is committed to collaborating with her team to merging both quality
and service. Excellence managers are tracking and reviewing data from
our Central Call Center that share some of the most common patient
telephone requests and other improvements.
- Finance Team
(Leader: Barbara Racioppa, East Cooper CFC site manager)—Racioppa has
been with CFC for about 12 years, starting as a medical office
assistant. The team will focus on sustainability and eliminating past
due balances. CFC will change its information management system in July
from Athena net to IDX.
- Growth Team
(Leader: Nina Ohlandt, laboratory director)—This team focuses on
providing service to a market that is overlooked by most labs. A team
of committed leaders are mentoring their staff and members to consider
change and lead with expectations of excellence. CFC has far to go in
this journey. The possibilities are endless. Nothing is more rewarding
than helping others—a patient or employee —whose life can be
influenced by this organization.
CFC is excited about theses challenges as the group continues in this
journey of Excellence. But as much as the training and processes are
important, nothing would happen had it not been for the people who
support the system. With that kind of effort, no problem seems
insurmountable. CFC is a place where differences can be made for anyone
daily. This is CFC’s purpose and privilege.
Friday, Jan. 25, 2008
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