Sept. 25, 2015
MEDICAL UNIVERSITY of SOUTH CAROLINA
Vol. 34, No. 5
2 THE CATALYST, Sept. 25, 2015
PEOPLE
Around Campus
Monica J. Cayouette Monica J. Cayoutte, DMD, has been named Chair of the Department of Oral Rehabilitation in the James B. Edwards College of Dental Medicine. Cayouette has served previously as interim chair since July 2014 and has served as director of the Implant Prosthodontic Division, Department of Oral Rehabilitation since 2001.
Shannon Jones Shannon Jones, associate professor in the Department of Library and Information Science, was named director of the MUSC Libraries as of July 1. Jones replaces Tom Basler, Ph.D., former MUSC Library director. She was previously assistant director for program development and resource integration. Jones has more than 13
Editorial of fice MUSC Office of Public Relations 135 Cannon Street, Suite 403C, Charleston, SC 29425. 843-792-4107 Fax: 843-792-6723 Editor: Cindy Abole catalyst@musc.edu Catalyst staff: Mikie Hayes, hayesmi@musc.edu Dawn Brazell, brazell@musc.edu J. Ryne Danielson, daniejer@musc.edu Helen Adams, adamshel@musc.edu Sarah Pack, packsa@musc.edu Jeff Watkins, watkinsj@musc.edu
EVENTS Taste of Charleston
photo provided
Trey Busby, 11, of Pawley’s Island was the recipent of the 1 Millionth Pillowcase as part of the Ryan’s Case for Smiles program at the MUSC Children’s Hospital on Sept. 17. This specially designed pillowcase is presented to hospitalized kids to help them feel and heal better. years experience working in academic research and health science libraries including eight years in management and administration. Prior to joining MUSC, Jones worked as associate director of research and education at the Tommkins-McCaw Library for Health Sciences at Virginia Commonwealth University.
David E. Rivers David E. Rivers, DHL, associate professor and director of public information and community outreach, The Catalyst is published once a week. Paid adver tisements, which do not represent an endorsement by MUSC or the State of South Carolina, are handled by Island Publications Inc., Moultrie News, 134 Columbus St., Charleston, S.C., 843-849-1778 or 843-958-7490. E-mail: sales@moultrienews.com.
Department of Library and Information Science, was elected chairman of the National Urban Fellows Board of Directors at the group’s August meeting. Rivers has served MUSC since 1995 in a number of capacities including promoting partnerships between academic institutions.government agencies,
Katie Lee, culinary personality and cohost of Food Network’s hit show “The Kitchen” will be joining this year’s “Southern Living” Taste of Charleston as host of the third annual Cooking Well Invitational, a hospital culinary competition emphasizing healthier ways to cook delicious and affordable meals. This event is open to the public and will be held September 26 from 9 a.m. to 3:30 p.m. at the Culinary Institute of Charleston at Trident Technical College. The registration fee for the Invitational is $40 per person and includes a food truck lunch. For more information, visit www. cookingwellsc.com.
Diversity Workshop
The National Coalition Building Institute (NCBI) full day Welcoming Diversity Workshop will be held Wednesday, October 14 from 9 a.m. to 5 p.m. in the Harper Student Center Auditorium. This workshop will introduce participants to various aspects of diversity such as identifying information and misinformation and other activities. This workshop is open to all MUSC students, faculty and staff. Registration closes noon, Oct. 12. Visit: http://academicdepartments. musc.edu/ncbi/registration.html.
Nominations currently being accepted for honorary degrees The Office of the President is accepting nominations for people to receive honorary degrees from MUSC, to be awarded at Commencement in May 2016. MUSC’s honoarary degrees are aimed at recognizing and honoring distinguished individuals who have made an extraordinary and positive impact in education, science or health care on the state of South Carolina, MUSC or nationally. In general, honorary degrees go to individuals in the following broad
categories: Contribution(s) to the nation; Contribution(s) to science; and Contribution(s) to the state or MUSC. Consider submitting nominations of candidates along with supporting materials such as letters, articles, curriculum vitae, etc., in the above mentioned categories. The nominations should be forwarded to Marcia Higaki, Office of the President, Colcock Hall, 179 Ashley Ave., MSC 001, higakimc@ musc.edu, no later than Oct. 30. Nominations of MUSC alumni are generally discouraged.
THE CATALYST, Sept. 25, 2015 3
MUSC achieves Magnet® recognition for its nurses Left photo: MUSC nurse Gwen Lane talks with Connely Ellett about Ellett’s baby, Tenley Leis, in a special care nursery. Bottom photo: Nurses react with joy to learn MUSC has been designated a Magnet® hospital.
BY J. RYNE DANIELSON Public Relations
I
t was Monday afternoon when Marilyn Schaffner, Ph.D., R.N., the Medical University’s chief nursing officer, took the phone call from Donna Havens, Ph.D., R.N., chair of the American Nurses Credentialing Center’s commission on Magnet®. “How are you?” Havens asked. “Do you have a few of your friends with you in the room?” “Just a few,” Schaffner laughed. Nearly a hundred nurses had packed into the room to be present for the call. “I’m calling today on behalf of the commission on Magnet,” Havens continued. “The commission has reviewed all of your materials and the results of July’s site visit. And, as a result, it is my honor to officially notify you that the commission on Magnet unanimously voted to credential the Medical University of South Carolina as a Magnet organization.” Before she could finish her sentence, the room exploded in cheers and applause. Havens praised MUSC’s practice model which, she believes, emphasizes interprofessional collaboration to ensure coordination and continuity of care. “It’s a true interprofessional transitional care management approach that you’ve developed and your outcomes have been outstanding,” she said. Another exemplar, Havens explained, was the organizational autonomy of MUSC nurses to participate in the decision-making process. “One example,” she said, “was drawn from the attention given to a smart pump device deficiency that your nurses picked up on.” The problem involved patients in need of two medicines delivered through an IV line. When nurses get distracted, the potential exists for them to forget to unclamp the secondary IV bag, which prevents the medicine from flowing to the patient. “This could have resulted in some really unfavorable patient outcomes, but your nurses identified this and developed best-practice solutions to address it,” Havens said. “That is really outstanding.” MUSC now becomes one of only three Magnet organizations in South Carolina. Only 8 percent of U.S. hospitals and less than 1 percent of hospitals globally attain this coveted status, which can impact how the public and other health care professionals view the organization. U.S. News & World Report’s annual showcase of “America’s Best Hospitals,” for example, includes Magnet recognition in its ranking criteria for quality of inpatient care. “Magnet recognition is a validation of the quality of nurses we have here at MUSC,” Schaffner said. “This is the gold seal,” said Andrea Coyle, R.N., Magnet program manager. “It means our patients can be assured of quality care and that everyone
photo by Sarah Pack Public Relations
“The Magnet® designation is evidence of the MUSC team’s dedication to providing the absolute highest quality care to every patient.” photo by J. Ryne Danielson, Public Relations
will know an extraordinary patient experience is our goal. It means our nurses practice to fullest extent of their licensure and that we will continue to raise the bar on health care outcomes. It is a statement to the community we serve how much we value their positive experience at MUSC.” Schaffner said the vision for Magnet was set in 2002 and that it’s been a long journey to get to this point. “Even for an organization to be considered,” Coyle explained, “a majority of units have to outperform the national benchmarks in quality indicators, nurse engagement, and patient satisfaction.” She continued, “This was a big challenge for a large organization with so many competing priorities, but there was always full support from the board of trustees and the CEO, Pat Cawley.” “The Magnet designation is evidence of the MUSC
Patrick J. Cawley, M.D.
team’s dedication to providing the absolute highest quality care to every patient,” explained Cawley, M.D., vice president of clinical operations and medical center CEO. “As a physician who has worked closely with many nurses at MUSC, I know we have the best nurses. This is further proof.” As part of the strategic plan, the Medical University made sure to back up the Magnet effort with the appropriate resources. This included collaborating with the College of Nursing to reopen the RN to BSN program and offering scholarships to MUSC nurses so that they could continue their education toward higher nursing degrees. That effort paid off. When the ANCC conducted a four–day site visit to MUSC in July, interviewing more
See Magnet on page 11
4 THE CATALYST, Sept. 25, 2015
Sickle cell event’s personal touch hits the right chord BY DAWN BRAZELL Public Relations
F
aces stole the show at the Sept. 1 unveiling of the Turning Sickle Cell INSIDE OUT photographic project at MUSC. Three of the 13 faces were pasted high on the outside of a walkway and others lined the inside of a walkway to Rutledge Tower. That’s just what photographer Charles “Chip” Bergmann had in mind when installing the project, which uses the concept of a French graffiti artist who started the global participatory art project in 2011. INSIDE OUT is a global platform for people to share their stories through works of public art, using large format street “pastings.” Julie Kanter, M.D., director of sickle cell disease research, welcomed the crowd and urged greater awarness about sickle cell disease. Bergmann thanked the patients who participated in the project. He became involved with the project through his sister, Shayla Bergmann, M.D., who specializes in pediatric hematology– oncology and sickle cell disease at MUSC. Though it’s not a disease he’ll ever have, he was so touched by the patients’ stories that he wanted to help them share those stories, he said. Bergmann said he wanted to put a face to something that has no end, that people are just born with and somehow have to learn to live with. “You can tell a lot about a person from just a picture alone.” This was his first time collaborating with his older sister. “It was wonderful. It was thrilling. It brought chills to me,” he said. “She was a huge help because the patients love her.” As he photographed the patients, he got to hear their stories and see the havoc the disease can cause. “Being a young adult is tough enough as it is, and not knowing when it’s going to hit is so hard,” he said of the flareups that can attack out of the blue and leave patients feeling as if they have little control over their lives. There are faces that will always remain
with him. He recalls a girl who lost her job because she had passed out. There was also a young man who has had strokes and looks 10 years older than he is. When Bergmann shot his photograph, the man smiled. The staff said it was the first time they’d seen him do that. Patients spoke at the unveiling to support the awareness campaign that coincides with September being Sickle Cell Disease Awareness Month. Sickle cell patients Tymia McCullough, 9, and Kenneth Stewart, who had an IV pole in tow, were there to tell the crowd it’s important to remember the human toll the disease is taking. Stewart, whose son is featured on one of the large displays, said it was tough learning his chidren have the same disease he has, even though he knew there was a chance they might inherit it. He wanted to spare his children the pain and stress of the life he’s had to lead. He’s not alone in raisinge awareness of the need to reduce health disparities in this area. “For me when you look at the numbers, that’s a crime,” he said of the amount of funding this disease gets despite how many people it affects. Kanter told the crowd that sickle cell is the most common inherited disease in the United States and the fourth most common inherited disease in the world, yet there’s only one drug approved by the Federal Drug Administration. It’s incredibly underfunded compared to other inherited conditions, such as cystic fibrosis and hemophilia, she said. “I hope as you look at these pictures today of our wonderful patients that we take care of at MUSC, that you will see the individual in each person. Those sickle cell individuals living with the disease are unable to get the help they need,” she said. “INSIDE OUT is about looking at the individuals living with the disease. A lot of people look at sickle cell disease and they see a population. They forget about the person who is carrying the disease with them. They forget the chronic problems that patient might have.” Stewart echoed her comments, describing how hard it is to live with the
photo by Sarah Pack Public Relations
MUSC sickle cell patient Kenneth Stewart poses in front of a portrait of his son that is part of the Turning Sickle Cell INSIDE OUT project. He spoke at the unveiling ceremony, Sept. 1. disease. SCD is a serious disorder in which the body makes sickle or crescent shaped red blood cells. Normal red blood cells are disc-shaped and move easily through blood vessels. Sickle cells, though, are stiff and sticky. They tend to block blood flow in the blood vessels of the limbs and organs, and blocked blood flow can cause pain, organ damage and increased risk for infection. The pain and multiple treatments are stressful for families, he said. “We work and raise families and try to take care of a home, so it’s gets difficult when we get sick and have to be admitted to the hospital as I am now,” he said. “Sickle cell as a whole disease affects every area of my life. I have to recognize those things when I get sick.” Stewart said a clinic to ease the transition from pediatric to adult treatment is needed. The care tends to drop off for adults, and they find themselves in the emergency department to get treatment. MUSC has established a lifespan clinic to help take care of this issue, where Stewart and his children receive treatment. But Kanter said additional resources are desperately needed. “We need a social worker, case manager and an additional nurse
educator to really help us expand the clinic to its full potential," Kanter said. "I hope to double the size of this clinic to increase our ability to treat more individuals so they don’t have to go to the emergency room and to also develop clinics in Georgetown and Beaufort for patients living far away.” She’s researching better treatment, as well. A bone marrow transplant can cure the disease. Children with a matched sibling who have sickle cell disease should all be given the opportunity to undergo transplant because cure rates are 90 percent, she said. “However, only around 1 to 2 percent of persons with sickle cell disease have a matched sibling. Additional options include unrelated transplants or haploidenticial or half–matched transplants, which are also curative. These are still being studied as options for patients but have a little higher risk of complications.” MUSC is involved in a gene therapy study in collaboration with Bluebirdbio, a clinical stage biotechnology company. The gene therapy, which is in early clinical trial testing, will be another treatment option that may turn out to
See Photo on page 11
THE CATALYST, Sept. 25, 2015 5
The beginning of something special...
By Mikie Hayes Public Relations
Excitement is building around campus for the formal launch of the Imagine 2020 festivities. Beginning this week, and continuing throughout the following two months, special celebrations are planned to unveil MUSC’s five institutional goals that university leaders say will lead MUSC to greater success in the coming years. “We’ll know we have achieved success,” said MUSC President David J. Cole, M.D., FACS, “if everyone on campus - regardless of title or position - can verbalize and know in their heart what our vision and values are. Why? Because it’s a testament to how we act, how we make decisions, how we determine priorities - it’s how we know why we do the things we do. It’s who we are. If we accomplish nothing else, we have a common vision and values that we move forward with.” See IMAGINE on page 8
Scientific Discoveries: MUSC is committed to generating, translating, and integrating cutting-edge discoveries across the entire enterprise with the goal of educating, saving lives, and improving the health and well-being of patients in our communities and throughout the world.
Innovative Learning: MUSC is dedicated to fostering an atmosphere of respect for lifelong learning: one where students, staff, faculty, patients, and the community understand the value of continuing to learn and are given ample opportunities to do so.
|
President, MUSC
- Patrick J. Cawley, M.D.
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Medical Center CEO
“Leading health innovation means that MUSC is out there in front of everyone else, leading everyone in clinical care, research, and education. It means we’re pushing the envelope and making health care better across all fronts.”
- Dr. David J. Cole
“Staying at the forefront of research, patient care, and medical education requires the skills, dedication, and passion of each of us. It requires a thoughtful, actionable, collaborative plan we can all believe in.”
MUSC is committed to positively impacting the health of the MUSC community and the communities we serve by offering opportunities to strengthen and improve the health and well-being of all.
Healthy Communities:
MUSC is committed to creating and embracing a fully diverse community where every member feels included, respected, and valued.
Diversity and Inclusion:
MUSC’s commitment to providing compassionate, respectful, family-centered care has never been stronger. Putting patients first is at the heart of everything we as an institution strive to accomplish.
Patients First:
Changing What's Possible®
Everything we do, we do it with one goal in mind: to ever improve the health of the lives we touch. Today we introduce IMAGINE 2020, a unified MUSC strategy that will guide our next steps as we reach toward unparalleled levels of excellence during the next five years. To be successful, this campaign will need every one of us playing a vital role. If each of us were to dive in, roll up our sleeves, and lead from where we are, can you envision the impact nearly 13,000 of us could make? Just imagine the possibilities.
Millions... That’s how many lives MUSC touches every year. Think about that… millions of loved ones, families, businesses, and communities depending on us, putting their lives in our hands.
Leading health innovation for the lives we touch...
NG S I T S RN ITIE R I A S F E LE UN ION T N IV MM LUS IES E I T R T O C A PA OV Y C & IN OVE N H IN ALT IT Y DISC S HE VER IFIC DI ENT I SC
8 THE CATALYST, Sept. 25, 2015 Continued from Page Five
TIMES, THEY ARE A CHANGIN’ Historically, academic health centers have not been structured to have the flexibility, leadership structure or integration of services required to easily make changes. Furthermore, AHCs, unlike community and regional hospitals, are charged with many other academic and research responsibilities, and so, must address multiple pressing mandates: reduce costs, become more patient– and family–centric, transform education and generate scientific breakthroughs, all while becoming better integrated, more efficient, less siloed. Cole explained, “Over the past several decades, AHCs have been disease–focused and hospital–oriented — in other words, if you get ill, and you happen to find our hospital, we’ll take great care of you. Across the U.S., however, we’re at a transformational crossroad, more fully integrating innovation and research within patient care. What that means is we all need to work together to achieve greater value for those we serve.” Because AHCs have traditionally operated in silos, it’s not unusual for the left and right hands not to know what the other is doing. That’s not optimal. Cole referred to this way of operating as “fractured.” “Our opportunity here is to build a health system that has the ability to provide the continuum of care that’s required to actually ensure the health of an individual,” he said. “These challenges are of course bigger than just MUSC, but we share a responsibility in finding solutions to them. If we’re going to put patients first, if we’re to get to where we’re functioning as a team, we really need to transform ourselves if we expect to lead health innovation.” That transformation, he said, will require two things. “First, we have to build a health care system that has the depth and breadth to ensure the health of our patients, those we care for, the lives that we touch.”
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photo by Sarah Pack Public Relations
Pulmonologist Dr. Patrick Flume is among MUSC physicians putting Patients First. The second is to ensure the value for those who come to MUSC — giving the most effective care while keeping the costs down. To accomplish this means building patient–focused health care teams that are capable of anticipating and providing an integrated level of services. An example of an integrated health system like this would be “If a patient is in Georgetown, she doesn’t necessarily have to come here — we supported our partners so they could give her the best care there. Not every patient needs to be at MUSC; we can back them up to the best of our ability. And if Mrs. Smith needs to come to MUSC, we are integrated enough to get her here without repeating the scans and doing things twice. When she leaves our hospital, she can go home, and we can maintain and ensure that she doesn’t have recurrent congestive heart failure, and doesn’t bounce back in the hospital two days later.” MUSC has not had that type of system in place. That is, until now. Recently, Medical Center CEO Patrick Cawley, M.D., announced the creation of MUSC Health, a structure that allows MUSC to build a system that decreases the cost of care, increases the level of convenience that patients deserve, reaches across silos and leads health innovation. “Leading health innovation,” said Cawley, “means that MUSC is out there in front of everyone else, leading everyone in clinical care, research and education. It means we’re pushing the envelope and making health care better across all fronts.” Cole recognizes the importance of reaching that goal. “When we look at MUSC, our missions aren’t
See Imagine on page 9
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THE AGE OF TRANSFORMATION Whether it’s in a presidential debate, on the nightly news or around the family dinner table, health care reform is a subject frequently at the center of attention. Reports of changes coming down the pike can leave people trying to wrap their minds around new mandates and strange terms like population heath management, big data, marketplace and ER bounceback. It’s not unusual to define or redefine goals, vision and values when change is afoot. And it’s not a surprise to those working in the field that health care has been rapidly changing, perhaps never more so since the passage of the Affordable Care Act. Nationwide, the academic health center (AHC) tripartite mission of teaching, research and patient care has been greatly impacted by these changes. Institutional leadership must anticipate changes and stay ahead of them while leading transformational change. MUSC rose to that challenge, introducing Imagine 2020, a values–driven five–year strategic plan.
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IMAGINE
THE CATALYST, Sept. 25, 2015 9
IMAGINE
Continued from Page Eight
currently integrated. For example, we in the clinical setting haven’t been practicing true interdisciplinary patient care, and we need to do so going into the future. We also have to figure out how it is we have students who learn interdisciplinary care as a basic tenet, but then are thrown into a reality where it ain’t so. We have to introduce that educational dimension into what we do, what we practice, what we say. That is how we break down silos.” A groundbreaking part of the health system, Cawley explained, will be the new integrated centers of clinical excellence (ICCE) that will foster interdisciplinary and multidisciplinary collaboration and cross typical silos. “The ICCE will be the basic organizational unit of the health system. To give a tangible example, there will be a heart and vascular ICCE where cardiologists, heart surgeons, vascular surgeons, radiologists — everybody that takes care of heart and vascular patients will be in that ICCE. They will be expected to work together on clinical work, research work and education work. And, this goes way beyond just the hospital. It’s the hospital, practice plan and any outreach in other hospitals that we’re doing. These will be very integrated, non–siloed units.” This new system puts MUSC on the right track. The American Association of Medical Colleges stated in a 2014 report that the AHC of the future will be a “system of care” rather than a hospital, physician group, campus or defined location. “The move on the part of AHCs toward health care systems is a train that has left the station.” Cole added with a smile, “The train is moving, get on board.” A STRATEGY FOR CHANGE The train, of course, is the Imagine 2020 campaign, a strategic planning initiative to align MUSC with its goals. “We at MUSC are in a constant state of evolution and improvement, because the work we do is so important to the health and well–being of people,” said Cole. “Staying at the forefront of research, patient care, and medical education requires the skills, dedication, and passion of each of us. And, it requires a thoughtful, actionable, collaborative plan we can all believe in.” He believes this strategy, or “our
future” as he calls it, will take the university to the year 2020 and is hopeful that everyone will become passionate about where it can take the institution. “This strategy is the genesis of opportunity. We have a huge opportunity here to improve who and what we are — a purposeful attempt to embrace that opportunity. To embrace all that we can be. It’s against human nature to want to change — I know that. People are working hard, and it seems as though we’re asking even more. We’re really just shifting the way we do things. Our mission to put patients first will never change — that’s who we are. This institution has a lot of potential energy — we have a lot of really diverse and talented people doing a lot of amazing work. But is MUSC at maximal potential?” He shook his head. “There’s more we can do; there’s more we must do.” FIVE GOALS To fulfill its vision of “Leading health innovation for the lives we touch,” the Imagine 2020 team arrived at five key goals. Each of the five goals has two campus champions who are responsible for promoting the importance of a particular goal. Mark Lyles, M.D., chief strategic officer, is a co–champion for Healthy Communities. “Our goal is important”, he said, “because we aim to have MUSC lead by example and develop innovative and engaging ways for everyone on our campus to lead healthier lifestyles. Through promoting health and wellness on our campus and determining what works and what does not, MUSC will generate learning opportunities that we can share with employers, health care providers, patients, and others in South Carolina and beyond.” Danielle Scheurer, M.D., chief quality officer, is one of the co–champions for Patients First. “Patients First is vital to the planning for the future of the clinical enterprise. We need to continuously be patient– and family–focused, and to provide exceptional care in all interactions. With this dedicated focus, MUSC will be able to achieve these important, but difficult, goals. We also need to educate the next generation of providers on how to fulfill the goals of being patient– and family–focused
photo by Sarah Pack Public Relations
Dental students perform oral health screenings in Charleston County schools promoting Healthy Communities.
Five Goals of Imagine 2020 q Advance new knowledge and scientific discoveries (Scientific Discoveries) q Embrace diversity and inclusion (Diversity and Inclusion) q Foster innovative education and learning (Innovative Learning) q Commit to patients (Patients First) q Promote healthy communities (Healthy Communities) and engage the research community in developing new models of care and best practices that further improve our care mission.” Co–champion of Scientific Discoveries, Philip Howe, Ph.D., quoted Arthur Kornberg, the Nobel Laureate, stated that, “No matter how counterintuitive it may seem, research has proven over and over to be the lifeline of practical advances in medicine. Without advances, medicine regresses and reverts to witchcraft.” This statement drove our team and its overall goal. We developed initiatives with the central objective of providing an infrastructure and cultural change that promotes the integration of research, education, and clinical care. This integration will maximize the expansion and excellence
of the tripartite mission of MUSC moving forward.” Chief Diversity Officer Willette Burnham, Ph.D., co–champions Diversity and Inclusion and is pleased that it intersects with MUSC’s mission and all of its goals. “It is very rewarding that diversity and inclusion have become such an integral part and one of the five goals of the Imagine 2020 Strategic Plan. People are our greatest asset, and having an opportunity to create a more diverse and inclusive community at MUSC is essential to the morale of our people and the success of everything we do. This focus is another tangible sign of our commitment to creating an organization that is exemplary and values everyone’s participation. Innovative Learning is co–championed by Dean of the College of Health Professions Lisa Saladin, Ph.D. “MUSC is dedicated to fostering an environment where education pervades all areas of what we do as well as a lifelong love of learning. We are steadfastly focused on building a foundation that promotes interprofessionalism, team building, and technological advances.” “This is exactly how we move forward, said Cole. “We have a common view — goals — that everyone can at least align under. When you start getting scientists and clinicians together for a common purpose — that’s when the magic happens.” But according to Cole, that common view will require a new way of thinking,
See Imagine on page 10
10 THE CATALYST, Sept. 25, 2015
MEDICAL UNIVERSITY WOMEN’S CLUB SCHOLARSHIP WINNERS At the Sept. 16 MUSC Womens Club Annual Membership Coffee, members recognized the 2015-2016 student winners of the MUWC scholarships. The group presented 11 scholarships totaling $14,000. MUWC Scholarship chair Charlotte Gillespie, top row from left, presented scholarships to Kelsey Huddle (Dental Medicine); Destine Hoover, second row from left (Pharmacy); Andrea Peterson (Graduate Studies); Emily Giddens (Nursing); Cathy Nguyen (Graduate Studies); Leah Nunez, third row from left, (Medicine); Kim Lewis (Medicine); and Shae Odom (Health Professions). Not pictured: Alexandria Burns (Pharmacy); Amanda Hare (Nursing); and Sarah Lieser (Health Professions). About 95 percent of MUWC scholarship funds come from annual dues and donations. The remaining funds are from proceeds raised from the annual “Roses at Commencement” fundraiser.
IMAGINE
Continued from Page Nine
reiterating that the goals were developed to be interwoven with all three parts of MUSC’s mission. “Someone may say, ‘I work with patients, my goal is patients first.’ Or, ‘I only do research, so I can only relate to advancing new knowledge and scientific discoveries.’ That’s human nature. How then do we learn about providing health with this massive thing called informatics? How do we teach people how to use it? A molecular-signaling person looking at cells may not embrace informatics, but whether you’re an educator, researcher or clinician, there should be ample playground in each one of the five goals where you can participate. We have worked hard to intentionally create goals that have integrated dimensions to them. My hope is that every component of our tripartite mission — education, research and patient care — can live under each one of those five goals. That will indeed break down silos.” Cole feels enthusiastic about the new plan and the possibilities it offers. “We could not have a strategy, and we could randomly do things, and I would suspect we would stumble through. Or we can get alignment and common purpose and values and capitalize on the huge potential that exists.” Imagine 2020 is by definition not a top–down initiative, encouraging inclusion from all dimensions. Cole said this is not his plan or strategy but a group effort. The five goals emerged from bringing together more than 400 people across the enterprise last December and asking them what is important. “This is more about what are our values, what is our direction and trying to get engagement and common voice, get people’s input into the process. It will be an utter failure if this is viewed as Dave Cole’s strategy.” GRAB AN OAR, THE WATER’S FINE
Annual benefits fair to be held At the end of the day, everyone will be responsible MUSC’s University and Medical Center for taking the action steps necessary to create Human Resources Department’s benefit offices institutional change and transform the culture to one of will be holding the Annual Benefits Fair from collaboration and innovation. 8:30 a.m. to 1:30 p.m. on Friday, Sept.25 in the Cawley said MUSC has been moving the ball yard by Colbert Education Center & Library Building yard toward full integration of MUSC with the hospital, Benefits staff and representatives will be colleges and physicians practice over the last 15 years, available to answer questions. but the health care environment wasn’t quite ready for the change. “We made headway several times, but this is t the first time it’s actually coming to full fruition, and I THE HUNNICUTT REAL ESTATE TEAM... credit the Imagine 2020 effort.” His passion for this new plan is evident. “I think the thing that has me the most excited about this plan is, I’m here 12 years now, and I have seen that when we come together and work together — we literally vault forward in terms of performance. I could give multiple examples from over the years. I know that when we work together things just get better. I know if we work together, great things will happen.” Cole added, “In the simplest terms, we talk about all these changes coming down, but if we just focus on what our core purpose is — it’s taking care of patients and providing the best care possible in a completely integrated fashion that will move us into the future. ...have over half a century of combined If we can accomplish that and don’t get diverted as experience and are technologically we walk down the path, we will succeed and succeed fabulously. equipped in every way to help you FIND If MUSC is successful, what will that look like? the perfect home or SELL your home! “It’s different depending upon where you work,” Cole said, “but when you start getting glimpses of it, I think you’ll see it — the integration of what we’re doing will transform how we view ourselves and how we do things. We will know we are a place of healing, that this is a caring community. It will be far more than ‘Here’s Call Cathy or visit my castle and my moat.’ At the end of the day, we all have to care about each other… and everyone will recogEdHunnicut.com for more info: nize and embrace it and feel it in our hearts.” For information about the Imagine 2020 Plan, visit www.imaginemusc.com.
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THE CATALYST, Sept. 25, 2015 11
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PHOTO
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Three of the portraits are exhibited on the exterior of the walkway near MUSC’s Rutledge Tower.
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MAGNET
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than 400 nurses and making detailed rounds of every unit area of the hospital, they were impressed. “It was such a positively-charged four days,” Schaffner said. “It was transformative. It was during those four days that our nurses really recognized their value in patient care— and that achieving Magnet was really possible.” Coyle agreed. “Many of the nurses felt it was the four best days of their career. They really felt proud to work at MUSC and proud to be a nurse. They were energized and motivated by the positive feedback they received from the four Magnet appraisers.” As Magnet program manager, Coyle used a baseball analogy to get nurses excited Coyle for the site visit, which she called the “World Series.” “That analogy really brought clarity to the whole process,” Schaffner said. Judging by the ANCC appraisers’ feedback, MUSC nurses knocked it out of the park. Both Schaffner and Coyle said they were excited to hear the news MUSC had been recognized, but Coyle was not surprised. “With the feedback we received from the appraisers— there was no doubt in my mind,” Coyle said. “The appraisers were so impressed with all of our clinical staff and the great things we do at MUSC. I would have
be a cure for patients who do not have a matched sibling. Early results in this and other trials are showing significant promise for this therapy, Kanter said. For Bergmann, who’s an independent project artist based in Atlanta, photography is a way to help. When the crowd all is gone, the black and white portraits will stand on their own to tell the story. The project will be uploaded to the INSIDE OUT website as well. Displayed next to the project is the quote: “I have sickle cell disease, but it doesn’t have me.”
Bergmann said events such as this go beyond raising awareness. They inspire hope. They also let art do what it often does best — heal. He gave little direction to his subjects and let them pose naturally for the portraits. It was a joy to capture their personalities, he said. “It worked out beautifully. There is a person in there. It’s not just a number or a patient. It’s a way to look them in the face. Once displayed, there’s no way to avoid it. I’m here to put a voice to the cause through my pictures.”
been shocked if we hadn’t been designated.” “All of our nurses are just so proud,” Schaffner added. “And they should be.” Dawn Salem, R.N., who was part of the team Havens cited for developing the smart pump solution, was especially proud. Her team has now lobbied the company that makes the smart pump to implement a fix nationwide. That company, Alaris, agreed, and is now waiting for the change to be approved by the Food and Drug Administration. Resource nurse specialist Donna Padgette said that effort shows what can happen when nurses work in a place that encourages excellence. “It’s a great example of how nurses can lead and make changes and have an impact.” Katreia Dabner, R.N., shares that sentiment. A research nurse in the Department of Neonatology, she believes Magnet recognition gives MUSC a greater knowledge base by encouraging nurses to explore issues and seek solutions to problems. “MUSC is very big on research,” Dabner said. “It helps with advancements in health care, especially research– Dabner
based practices.” But, even though MUSC is now a Magnet hospital, the process isn’t over. “Every two years, we have to resubmit data to show we’re continuing to outperform the standards set by the ANCC, and every four years the process starts all over again — with the caveat that expectations get higher,” Coyle said. “Only 3 percent of hospitals go on to become redesignated,” she said. In response to feedback from Magnet appraisers, MUSC is currently working to improve its shared governance structure to give nurses a stronger voice in the decision–making process. Additionally, the hospital is planning to search for a nurse scientist to help drive evidence–based practice and to support and facilitate nursing research at the bedside. “We are also focusing on increasing nursing certifications that recognize expertise in a specialty area of nursing,” Schaffner said. “Our goal is to have 40 percent of MUSC nurses certified by next year and to increase that number by 10 percent every year until we reach our ultimate goal of 80 percent by 2020.” She explained that MUSC must remain committed to its nurses because they are the frontline of health care and the patient experience hinges on their compassion and expertise. “This designation is really about them and the great work they do every day,” Schaffner said. “For that, I just want to tell them thank you.”
12 THE CATALYST, June 5, 2015
Changing What's Possible®
Save the Date NG ST RNI TIES IR I A S F LE UN ION M US ES NT IVE TIE VAT COM NCL ERI I PA OV & NO HY IN ALT IT Y DISC S HE ER IFIC V DI ENT I SC
Meet Danielle Scheurer, M.D. Department: Quality Management How you are changing what’s possible at MUSC: By helping to make patient care reliable, safe and high quality
Join us in the Horseshoe for a special Imagine MUSC 2020 event celebrating Diversity and Inclusion.
Monday, September 28th 11:30 - 12:30 MUSC Horseshoe Formal program starts at Noon. Light Refreshments served. Come early to celebrate diversity through food & music.
Family, pets and their names: Husband, Mark; Daughter, Leddy, 11; son, Bowen, 8; and pets, Celia (a basset hound) and Oreo (a Guinea pig) Hometown: Knoxville, TN Committee you’re involved with in MUSC’s Imagine 2020 Strategic Plan: Patients First
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How do you ‘imagine’ MUSC can be improved by the Imagine 2020 plan: By truly committing to exceptional patient experiences
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Greg Bayne
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