patients seen and over 13,000 imaging
studies have been performed. There is an
amazing sense of ownership across the
team as members know how important
their roles are to other areas in the team.
Because the roles are very different than
what is typical to a hospital, there was a
period of adjustment for team members
to acclimate to the new model and build
trust with each other.
Patient perception scores are managed
by Professional Research Consultants,
Inc. For 2012, the outpatient imaging
quality of care was in the 96th percentile and likelihood of recommendation
was in the 96th percentile. ED quality
of care was in the 100th percentile and
likelihood of recommendation was in the
99th percentile. Recently, CMC-Waxhaw
was notified it will receive the PRC Top
Performer Award for being the top performer in the national PRC ED database.
Employees are surveyed annually on
employee satisfaction. The team was
ranked as a Tier 1 by Morehead Associates, which is the highest tier attainable.
The greatest strengths shown in the
survey were teamwork or how the team
members relate to each other and customer
service. In the era of healthcare reform,
all positions must be as cross-functional
and efficient as possible. The staffing
model is utilized at our facility is being
looked at as a model for future centers.
Merriam-Webster defines culture as the
set of shared attitudes, values, goals, and
practices that characterizes an institution or organization. For many, culture
is influenced by upbringing, education,
and often past experiences. Leaders are
responsible for creating the vision and
maintaining the culture that lives in their
Whether hiring one team member,
managing an existing team, or building
an entirely new team of people, the con-
cepts and models that were used to build
the culture at this center can be applied.
Behavioral and peer interviewing are
essential to establishing the desired
culture from the very first interaction
with candidates. To be innovative and
truly improve, performance improve-
ment must be owned by the team, not
just the leader. Team members need
clear expectations set for them from the
moment they are hired and, more impor-
tantly, leaders must hold team members
accountable for these expectations.
1Studer Q. “Hardwiring Excellence: Purpose,
Worthwhile Work, Making a Difference.”
Fire Starter Publishing. 2004.
2Cohen MH. “What You Accept is What You
Teach: Setting Standards for Employee
Accountability.” Creative Health Care
Alicia Campbell is the facility director for CMC-Waxhaw
located in Waxhaw, NC. She is responsible for providing
effective and coordinated leadership in the operations
of the facility as well as establishing relationships for
the facility to be a valuable healthcare resource for the
community. Alicia previously worked as an imaging
operations manager and has a clinical background in
nuclear medicine and PE T/CT. She can be contacted
at Alicia. Campbell@carolinashealthcare.org.