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center town hall meeting
Editors' note: The medical center will
sponsor the final town hall meetings at the Ashley River Tower
Auditorium, 11 a.m. March 18 and 3 p.m. March 19.
Stuart Smith, vice president for operations and executive director of
MUSC medical center, reviewed topics to be discussed in the 45-minute
agenda: Quarterly organizational goals update; Ambulatory Care and IOP
examples of best practices using MUSC Excellence initiatives; updates
to action plans and Employee Perspective Survey results; summary of
realignment (backfill) utilization plan for the university hospital;
and review activities connected to move/opening of ART.
Service—Serving the public with
compassion, respect and excellence
Organizational goals update
- Service—Increase patient satisfaction (inpatient and
ambulatory) to 75th percentile
- People—Continue to reduce annualized turnover of Medical
Center employees to 11 percent. Currently at 9.6 percent but leaders
are cautious because of ART new hires.
- Quality—Decrease mortality index to .80
- Finance—Achieve an operating margin of 3 percent: the goal
is currently at 3.5 percent. Supply expenses per adjusted discharge is
not on track with the goal.
Ambulatory Care patient
- Growth—Improvements needed to increase patient admissions
(Currently at 0.4 percent of 7 percent goal). Outpatient visits
is currently on track.
Dave Neff, Ambulatory Care administrator, gave an update on the success
of MUSC Excellence and Ambulatory Care. As the pilot department that
embraced the MUSC Excellence initiative back in 2005, the department
provided many examples of successful best practices to share with
Ambulatory Care attributes its success with its focus on patient and
staff satisfaction. They believe there is a defining connection between
patient and employee/physician satisfaction.
Ambulatory Care has progressed from the 45th percentile (fiscal year
2005) to 62nd percentile (FY2007) and 75th percentile (January). By
mid-February, the organization achieved the 80th percentile of its
Staff are committed to creating a positive and motivating work
environment that’s supportive to hardwiring behaviors and encourages
employees with the consistent use of AIDET (Acknowledge, Introduce,
Duration, Explanation and Thank You) and other Press Ganey satisfaction
tools and techniques.
In 2007, Ambulatory Care staff motivated employees using thank you
notes, I’m an essential piece pins, new employee welcomes, etc.,
supports rounding for outcomes, communications practices and teamwork
initiatives featuring daily team huddles and accountability practices.
IOP Patient Satisfaction
Accomplishments—Youth Inpatient (2North)
Karen McHugh, R.N., nurse manager of the Child Adolescent unit (2North)
addressed employees with their journey toward Excellence which began
last April. Staff, working with service chief Mark
Wagner, M.D., assistant professor in the Department of Psychiatry and
Behavioral Sciences, initiated ideas that included new interventions in
this child adolescent unit serving patients, ages 3-18. They included:
improvements to discharge process (phone calls, survey-discharge room,
etc.); use of AIDET in meetings involving staff and patients;
improvements to waiting rooms and other common areas; use of child team
packets and suggestion boxes to aid in feedback.
By October 2007, the area’s scores jumped to the 82nd percentile and by
January their scores reached the 92nd percentile.
McHugh attributes to the unit's success with use of AIDET, use of a new
patient discharge process and support from physicians/nurse managers
and staff teamwork.
People—Fostering employee pride
Joan Herbert, R.N., Institute of Psychiatry administrator, reviewed the
top opportunities enhancing overall employee satisfaction resulting
from the August employee perspectives survey: employee performance
review system and involvement in decision-making, selection and
retention of new employees.
Involvement in active
decision-making, selection, retention
Reports indicate that about 40 percent (a quarter of all MUSC
employees) of overall MUSC employee turnover can be attributable to
within an employees’ first year of employment. To help improve these
figures, the medical center wants to improve the employment process.
- Selection process—MUHA Human Resources asked all applicants
to sign and accept a standards of behavior as part of the application
- Behavioral interviewing (hiring manager)— focuses on
screening a candidate’s past performance as indicator for success
- Incorporating a peer interviewing (manager and peer
team)—manager screens top candidates and relies on trained high
performers to be involved in peer interviewing and make recommendations
MUHA leaders and peer interview trainees have completed training as of
Feb. 29. Leaders and supervisors will receive refresher training in the
March MUHA Leadership Development Institute. From April to June,
organizers will begin training 600 MUHA staff to be peer interviewers.
By July, the peer interviewing process will be implemented in the
practice of new hires.
- 30-90 day visits (supervisor)—supervisor meets with
employee within the first 30 and 90 days of employment to assess
progress, identify and correct any problems
Performance Review System
Leadership is interested in revamping the employee performance
evaluation system to a tool that embraces certain elements of the
current Leadership Evaluation Management (LEM) system used by more than
400 leaders as part of the MUSC Excellence initiative. LEM focuses on
job descriptions, pillar-based goals, weights and measures for meeting
each goal, use of a rating scale system and 90-day action plan and
monthly report card to evaluate progress.
Hospital administration, MUHA HR, design team and focus group worked
with the William Mercer Compensation Management Firm to establish the
foundation of a Performance Review System product tailored to meet the
The new plan will: support MUSC Excellence goals; provide pillar-based
evaluations and improved rating tools; provide greater differentiation
between high and middle performance play and compare market rates based
on funding capability of low performers-below market, middle at market
rates, high to exceed market rates.
The plan will be communicated to employees in March and April.
Management training will begin in May and June with the plan being
implemented in July.
Growth—Growing to meet the needs
of those we serve
Dennis Frazier, administrator for facilities and capital improvements,
reviewed the status of multiple projects following the February opening
The realignment effort, conducted in stages, supports numerous
renovations and expansions within the main hospital to move specific
services to areas that improves overall patient care. The university
hospital (East, Center, West and Southwest) will provide vacant and
backfill areas between March and April 2010 when the main
hospital realignment will be completed.
Among the main areas of renovation include the STICU, areas of the
Children’s Hospital adult areas, Neurosciences and MICU.
The success of the move to ART was part of a two-year planning process
directed by members of the Action Coordinating Committee .
The committee was charged with organizing the move of equipment
and supplies and patients on Feb. 2. Members of the committee formed an
Incident Planning Group consisting of hospital leadership and
other specialists to help coordinate and track the safe move of 60
patients from the main hospital to ART on Feb. 4.
Friday, Marvh 14, 2008
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