We are doing other things to drive
performance to the staff. We have established common indicators and metrics
on which our leadership team is evaluated and rolled that out last year. Using the Studer model, we are conducting
high/middle/low discussions with our
staff and leadership team, with the goal
of keeping high performers at their high
levels of performance, maintaining the
middle level performers where they are
or moving them into high performers,
and moving low performers “up or out.”
We are now working on implementing
shared decision making (SDM), more
commonly known as self governance.
Wow, if I thought eliminating EAPs was
hard, implementing SDM is going to
take a monumental effort! Fortunately,
we have a great manager who has done
this type of work in the past and is guiding us in our efforts.
How have we done? So far so good!
We have gone from a break even organization financially to one that has put
8% on the bottom line the last two years.
Cash has increased from a low of 35 days
cash on hand to having 120 days cash in
reserves. Our patient satisfaction scores
are above 90% and the only area we lag in
is employee satisfaction. We tanked our
first year in this program and are slowly
improving our scores. As an organization, we have won three national awards
and one state award in the last 18 months
and I was a semi-finalist for the “
Entrepreneur of the Year” in the greater Los
Angeles area. We had to build a trophy
case to display our crystal!
One footnote about volunteers. I
mentioned that the EAP program helped
us staff extracurricular events with volunteers. We struggled to find volunteer
staff the first year after eliminating the
program, and it dawned on me that we
didn’t have volunteers in the first place—
rather, we were compensating staff to
participate. Now, we have people volunteering at these events because they truly
want to be there and support the various
initiatives. That feels good to me.
So, if you want to go down this road,
be sure your skin is thick and you have the
mettle to stay the course. Your commit-
ment will be tested but there are plenty of
staff members who will support you in
your efforts. The road will be bumpy, the
journey is never ending, but the results
will be meritorious. Who knows? Maybe
you’ll need a new trophy case!
Gary Boyd is CEO of Mammoth Hospital in Mammoth
Lakes, CA, which is part of the Southern Mono
Healthcare District. Boyd holds a master’s degree in
public health from San Diego University. He has
served AHRA in many capacities, including editor-in-chief of Radiology Management. Boyd may be
contacted at firstname.lastname@example.org.