Cardiovascular Business - March/April 2008 - (Page 9) the rationale for accommodating peripheral vascular procedures is clear: It offers an additional business line and can help sites maximize their investments. two new hospitals will open cath labs within ten miles of Beaumont Hospital. The hospital has invested in state-of-the-art CT and MR scanners dedicated to the cardiology department, and it stays on the cutting edge by participating in cardiac and vascular research like CT-STAT—(Coronary Computed Tomography for Systemic Triage of Acute Chest Pain Patients to Treatment). “It’s always a challenge to hire and retain staff,” admits Beaumont’s Administrative Nurse Manager Sara May, who credits the cath lab’s low staff turnover to the hospital’s consistent ranking as one of the top local places to work. “We’re proactive, and we listen to our staff,” explains May. For example, after several techs complained about on-call hours, the department responded to staff needs by adding a midnight shift to minimize night calls. May reminds employees of the big picture; staff at small hospitals may be forced to take call five nights a week, and while some may appreciate the financial benefits of on-call pay, most do not want on call nightly. May also ensures the hospital’s call pay remains in line with other local cath and vascular labs. While money talks, it isn’t the only way to retain staff. Cath labs can hold on to their best and brightest staff by investing in professional development and continued growth, exposing techs to cuttingedge research procedures like PFO closures and cross-training them to handle vascular or neuroradiology work. Cross-training can be a win-win situation as it keeps staff sharp and facilitates flexibility. Florida Hospital plans to roll out a clinical ladder, a career progression model that rewards the contributions of the team member to the organization. For example, if a tech can work in multiple areas, she obtains a higher level due to the value and efficiencies provided to the department. The model addresses cross-training, precepting, clinical expertise and leadership. Newly implemented productivity incentives align rewards with the hospital’s goals. Equally important, the hospital is proactive in hiring decisions. “We focus on fit and function, hiring the right team and good managers, and training them as needed,” shares Sandler. Washington Hospital Center employs a two-pronged approach to recruitment and retention. The hospital houses an on-site technologist school that not only offers clinical experience for new technologists, but also serves as a feeder program for the cath and electrophysiology labs. A shared governance model that in- vites employees into the education and decision-making processes helps engage employees and boosts retention, says Wykpisz. Staff training is ongoing and includes a SimLab that simulates various scenarios like emergency situations, live case demonstrations and Saturday skills days, during which staff rotate through various centers to refine or learn new skills. Similarly, referring physicians are not immune to the lure of a new hospital and state-of-the-art equipment. “We keep them involved in hospital processes via collaborative work teams that focus on challenges like efficiency, communication and turnover,” says Hollingsworth. The cath lab also invites private practice staff to visit the lab on a quarterly basis, so staff better understands what physicians do at the hospital. An added benefit? “They develop a new appreciation for completing standard forms like patient history and pre-admissions,” notes Hollingsworth. Washington Hospital Center touts its physician extender model, which employs cardiology hospitalists and nurse practitioners to support private practice physicians who use the hospital’s cath labs. Beaumont Hospital keeps physicians engaged and minimizes turf wars between various specialists via multi-disciplinary quality assurance teams. For example, a team recently developed credentialing guidelines to determine which physicians should be allowed to offer carotid stent placement in the Heart and Vascular Labs. Unlike many of its colleagues across the country, Washington Hospital Center has not seen its cath lab volume decline in the last three to five years. Patient age and comorbidities have held steady as well, says Wykpisz; however, the hospital traditionally handles the most complex cases. Washington Hospital Center continues to evaluate and implement strategies to maintain a steady cath lab volume. This includes education to physicians from referring hospitals, and use of helicopters in the community to assist in timely patient transportation. “Our focus has always been on making the cath lab the best in the area, which includes high quality staff and easy access for physicians and patients,” shares Wykpisz. investing in it As cardiac cath labs are pressed to do more (and better) with less, IT assumes a new level of importance. Key factors guiding IT pur- CardiovascularBusiness.com Cardiovascular Business http://CardiovascularBusiness.com
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