To Medical Center Employees:
to all who attended the recent town hall meetings. We had 16 sessions
from Feb. 18 until March 9 and 1,003 individuals attended. The March 5
issue of The Catalyst included a summary of the town hall
presentations. We expect to kick off another series of town hall
meetings in mid-June and hope to improve attendance.
The town hall evaluations included a number of positive comments
concerning the format and content of the meetings. Clearly having
adequate time to wrap up the meeting with questions and answers is an
improvement. Anyone who has suggestions for continued improvement to
the town hall meetings should contact Joan Herbert (email@example.com).
On another matter, at a recent medical center Leadership Development
Institute, I recapped our four years of accomplishments with our MUSC
Excellence initiatives and discussed next steps. The MUSC Excellence
plan for the remainder of this calendar year will include continued
focus upon the work of the Service Excellence Teams; accomplishment of
our pillar-based goals (http://mcintranet.musc.edu/muscexcellence/Documents/FY10.pdf or http://mcintranet.musc.edu/muscexcellence/Documents/MUHAReportCard.pdf);
sustaining high quality LDIs while conducting additional in-house
training; and addressing priorities identified by an organizational
assessment and our patient satisfaction results. These priorities
- Development of new
and existing leaders: Reintroduce Evidenced-Based Leadership tactics
and strategies to leaders; Enhance training including
Leaders’ Monthly Meeting Model ; Interdepartmental Survey Process;
Renewed focus upon everyone’s goals; High/Middle/Low Conversations and
- Front-line Staff Education
- Rounding on Employees/Link Rounding to Recognition and Education on Burning Issues
- Enhance Education and focus upon HCAHPS
- Focus upon Reducing Readmissions
- Improve Inpatient Discharge Process
- Unit/Department Specific: Focus on areas with low patient satisfaction results; Develop action plans and hold accountable
- IV Issues (address poor patient satisfaction results)
have done a good job in sustaining progress with our MUSC Excellence
goals and initiatives. This is all about creating a great place for
patient care, for physicians and other clinicians to practice medicine
and teach and for you to work.
People—Fostering employee pride and loyalty
W. Stuart Smith
Vice President for Clinical Operations
and Executive Director, MUSC Medical Center
Nettles, R.N., Rutledge Tower Team 1 Clinics, was praised as the March
Employee of the Month for her job commitment and 100 percent attendance
since beginning her employment at MUSC last May. (by Rosemarie
Helena Bastian, MUHA HR director, reviewed the following information:
It is the manager’s responsibility to verify in/out time for all home
and transfer in employees (using the time clock). There is a new Genie
program on KRONOS screen for this. As a reminder, it may take a few
minutes for the employee list to populate on the screen prior to using
this option. Managers should check information at least once during the
pay period, especially before the biweekly payroll cut-off time. For
more information, call 876-8744.
Primary Source Verification
Primary Source Verification (PSV) must be obtained on or prior to the
expiration date. (i.e. South Carolina R.N. license expires April 30.
PSV must be obtained prior to this date).
Expiration dates for R.N.s with compact state licenses may be different from South Carolina.
A copy of the online verification or copy of the current license with
verification info documented on the copy must be maintained in the
Verification info is entered into staff qualifications database.
Employee Partnership Survey (April 12-23)
E-mail from Stuart Smith announcing the survey (April 8); Packets
available (April 9); Information posted on LDI Web site; Utilize your
department’s action plan Stop Light (staff accomplishments); Encourage
staff participation and survey confidentiality
of Choice Service Team—Nicole Bernier and Tammy Rapp, co-chairs; Kelly
Cave, Shirley Dias, Sarah deBarros, Contrenia Haynes, Octavia McLeod,
Joyce Rivers Miller, Jacquie McRinna, Annie Steele, Audrey Wilder,
Meredith Woods, Yvonne Martin, Ali McAbee and Meredith Strehle
New Hire Reception (celebrating 90 days at MUHA) occurred March 10. Next reception from 1 to 2:30 p.m., June 16, ART Auditorium
initiatives—MUHA HR newsletter (located at MUHA HR Web page and MUHA
intranet); Welcome postcards to new hires; rounding on new hires; 2010
Hospital Week Activities (May 9-15)
Fit Test training
MUSC Occupational Safety conducts training for MUHA Fit Testing
trainers; Managers with employees are required to be fit tested to
recommend individual for training; Upcoming sessions (also available
via CATTS): 9 a.m., March 22, 2W Classroom; 1 p.m., March 25, Room
2408, ART; 9 a.m., March 26, 2W Classroom. To register, call 792-1260
New HR e-mail addresses—For inquiries, employees may use firstname.lastname@example.org.
Turning a Battleship Crisis
Marilyn Schaffner, Ph.D., R.N., clinical services administrator and
chief nursing officer, and Casey Liddy, director of MUHA Strategic
Planning, presented at March 9 at the University Health System
Consortium and again at the meeting.
Schaffner spoke about how hospitals are focused on cost control and
that it is a leadership focus. An American Hospital Association survey
reports that 90 percent of U.S. hospitals made financial cutbacks to
address economic concerns.
Liddy reviewed MUSC’s situation and the need for growth. In 2008,
Ashley River Tower opened with 156 new adult medical/surgical beds. The
recession hit at the same time. South Carolina was in transition with
its Medicaid program from a fee-for-service to an HMO model. In
2008, the hospital experienced a financial loss due to new capacity and
expenses, unexpected flat growth and no revenue leading to projected
losses for 2009.
To turn things around, hospital leaders focused on standardization to
decrease costs. A leadership team was formed to meet daily to examine
the situation and adopt a strategy to move forward. Leaders examined
staffing, agreed on definitions, metrics to measure success, etc.
The team needed to provide data and tools for staff to use. Leaders
provided data using a 12-week report of staffing variance to areas;
reviewed productivity reports, ancillary services, etc. They also used
an 8 & 10 percent budget reduction plan. Hospital leaders also
closed the emergency room at Charleston Memorial Hospital and relocated
hematology and oncology to ART and the Transitional Care Unit to the
main hospital allowing for growth in the organization.
Throughout this crisis, MUSC remained focused on the patient and
improving the quality and delivery of excellent patient care.
Meanwhile, the hospital will continue to focus on patient satisfaction,
quality and finances, plus evaluate other issues including the nurse
manager work loads, etc.
Friday, March 19, 2010