Archive for the ‘McLeod Regional Medical Center’ Category

Progress on Patient Parking – the Central Parking Deck

Friday, May 21st, 2010

Construction of the new central parking deck began in January 2010 and is set for completion by late summer.  The new parking deck will provide approximately 345 parking spaces to serve patients and visitors.  The location of this three-story parking facility will face Cheves Street, between the McLeod Tower and the McLeod Pavilion.

A webcam camera is offering a unique view of what’s going on behind the construction safety fence.  When you login to the website, the camera takes a “still” shot of the site at that time and you can track the daily progress of the project.

An Update on Parking

Thursday, March 4th, 2010

A sketch of the Central Parking Deck currently under construction.

Temporary Parking in front of the McLeod Tower

This temporary parking in front of the McLeod Tower will provide patients and visitors with additional parking relief during the construction of the Central and West parking decks. The rain and winter weather conditions in February delayed our progress. However, the asphalt work should take place this week. An additional 40 spaces will help with parking as this ground level parking lot finishes and becomes available within the week.

Central Parking Deck

Again, weather has not been our friend, nor did we expect it to be in February. There are typically twelve to thirteen actual work days in February on construction sites because of the short month and because of our typical February weather. Even with the weather, we are now doing the site work…relocating the fiber optics cables underground, re-routing storm drainage (complete), cutting for footings (nearly complete), re-routing and replacing the grease trap, etc. This is slow, time consuming work and given the weather, progress has not been bad. We also have just taken subcontractor bids and are ready to recommend awards this Thursday at our weekly Planning meeting. Once complete in seven months, an additional 340 parking spaces will support both the McLeod Tower and the McLeod Pavilion.

Thanks for your patience,


Angel Food Network at McLeod

Monday, June 29th, 2009

I spent Saturday morning with the team from the McLeod Operating Room, Procurement Services and the Laundry helping to distribute boxes of food for the Angel Food Network at McLeod.  The volunteerism among those helping to support this monthly effort is greatly appreciated.

I also encourage those who have not considered this Angel Food Program as an opportunity for household cost savings, to learn more about it.  

What is Angel Food Network?  It is a food co-op program designed to help one another stretch our food budget.  Founded by Angel Food Ministries in 1994, the Angel Food program now is helping provide food relief to more than 500,000 families each month nationwide.

On Saturday morning we helped to unload, load, and prepare 250 boxes of food for those who ordered this month from McLeod Darlington, Dillon and Florence.  In addition to stretching our food budgets, it is a great opportunity to volunteer to help others for a few hours on Saturday Morning.  You can see from a few of these pictures some of the team who served this Saturday.


The next Angel Food Network distribution day at McLeod will be July 25, 2009.  You may order a box of food for $30.  The retail value of the food is approximately $60.  To see the menu and/or order for July, you may visit this website …  If you would like to volunteer on Saturday, July 27th, please contact Sarah Williams. or 777-2475.


More on Angel Food at McLeod:
With prices seeming to go up every week, buying groceries for yourself or your family can be more and more difficult. But buying food together through a food cooperative is one way to reduce food costs.

Through the Angel Food Network, McLeod Health is helping employees save on their food bills each month. Angel Food uses group purchasing and volunteers to make high-quality, name-brand food available at discounted prices.

The Angel Food Network keeps its overhead costs low by simplifying its distribution and relying on volunteers to distribute the orders.

At McLeod, staff members will be able to help their fellow employees by staffing the Saturday-morning distribution sites.

The Angel Food program is open to any employee, medical staff members, or volunteer. A Regular Box currently costs $30, and other boxes can be added to an order.

The $30 box feeds a family of four for about a week and has a retail value of about $60. A Senior Box of heat-and-serve cooked meals can be bought for $28, and add-on boxes of meat or vegetable and fruit can be added to an order of a Regular or Senior box.

To pick up an order, be sure to bring your receipt and a box or cooler for each box of food you ordered. If you are unable to pick up your order during the allotted time, give your receipt to a trusted family member or friend to pick up for you.

Help will be available from volunteers to process the food and to carry it to your car. Orders for the next month can be placed on distribution day — by cash, money order, or payroll deduction only.

To volunteer to help on distribution days or for more information about those times, date and locations, call the Angel Food Network hotline at 777-6009 or click on the Angel Food Network Link on the Intranet.

How to place an order:
You can order Angel Food boxes at the locations below using payroll deduction, cash, money order, credit/debit card, or EBT card. With Florence delivery only, online orders can be placed with a debit or credit card at The Florence cafeteria can accept only cash and payroll deduction. Those wanting to payroll deduct ($65 limit) must be signed up with McLeod Advantage.

Locations for Sign-Up at McLeod:
McLeod Regional – McLeod Cafeteria and Business Services
McLeod Darlington – Business Office
McLeod Dillon- Business Office

Patient Safety Checklist – RIE

Wednesday, June 24th, 2009

Last Friday I had a chance to hear the results of some work by several Operational Effectiveness Teams.  Effective and impressive quality improvement work continues at McLeod to provide more efficient delivery of health care for our patients physicians, and staff.

Based on the work of those involved at the operating room table, notable achievements were made to improve the flow in the Operating Rooms through a Rapid Improvement Event (RIE) targeting Surgical Safety.  I wanted to take this time to highlight the team’s activities and thank our physicians and staff for their industriousness and dedication.

The Institute of Healthcare Improvement (IHI) introduced the Surgical Safety Checklist at its 2008 National Forum in December. The Surgical Safety Checklist is a tool, sponsored by the World Health Organization, designed to standardize and improve the safety of patients by fostering clear communication and behavior between members of the surgical team. The New England Journal of Medicine published a study in January on 2008 outlining the benefits to patients as a result of implementing a similar checklist. This specific study found an overall 36% reduction in postoperative complication rates in the testing hospitals throughout the world. During the National Forum all hospitals were encouraged to implement the Surgical Safety Checklist in at least one Operating Room.  Operating Rooms in Darlington, Dillon and Florence are beginning to pilot the use of this safety checklist.

The Operating Room chose to use the Operational Effectiveness model of the Rapid Improvement Event (RIE) to Plan, Test & Implement this tool in the OR.  OR Management Council decided to set the first phase to include the surgeons and OR staff on the Orthopedic Service Line. The week-long RIE began on Monday June 15th and ended with a report out to the Leadership Council on Friday June 19th. The team was composed of members from the OR including Jill Caulder RN, Ann Moore RN, Richard Hobbs CST & Erin Ivey CST. The team also included ‘Fresh Eyes’ in the form of Jean Broughton from Human Resources and Zach Coward a Summer Medical Student Intern.

The RIE team began by analyzing the current conditions of the “As Is” state and brainstorming characteristics of the “future state”. The map below identifies the “As Is” steps in Yellow and the “Future State” in green. This exercise allowed the team to identify any gaps or additions to the proposed Patient Safety Checklist.


Future State Characteristics
Good Communication:
- Respectful and Unthreatening between surgeon and entire team
- Interactions with Patient and Patient’s family are professional
- Individuals who have a need to know, KNOW!
Fosters Teamwork:
- Shows respect for all individuals
- Team is all working towards a common (stated) goal
- Everyone gives full support (goes the extra mile for the team)
- Brief
- Timely
- Cover the right amount of information (not too much/not too little)
Ownership of Key Functions:
- Known owners for processes are held accountable to the team
- Visual evaluation of success
- 2 way feedback including surgeons

The Team then added three additional areas for discussion to the Checklist:

- PRIOR TO ROOM – Is the room ready to receive the patient?
- PRIOR TO PROCEDURE – Team Validated Patient Identify, Side & Site marked, Procedure, Consent
   and Position!
- END OF PROCEDURE – Are there special concerns and needs for the next patient?

Next, the team conducted Rapid Experiments by testing the Checklist in the OR with Dr. Denton and Dr. Clark. These test included discussion with the surgeons and team members regarding specific items contained in checklist, benefits of the checklist to the patient / team and gathering their feedback. These test allowed the group to refine the form and discuss issues such as Follow-up and communication.

More on Rapid Improvement Events
Operational Effectiveness at McLeod began by working on two value streams.  The selected streams are “Patient Flow” and “Revenue Cycle.”  The process is designed so that these areas are divided into smaller segments called Rapid Improvement Events (RIE). A RIE is a multidisciplinary team that meets for a week to analyze a particular area within the Value Stream. These teams plan small test of changes, implement or test these changes, study the results, and make final the changes. People directly engaged in the specific work and “fresh eyes” from other departments work hand-in-hand to create these changes. 

Clinical Effectiveness
In 1998, McLeod Regional Medical Center embarked on an initiative called Clinical Effectiveness. This initiative focuses on “doing the right thing, for the right patient, at the right time, by the right health care provider, using the right resources.” In essence, it furthers the McLeod mission by ensuring medical excellence.

Clinical Effectiveness is a physician-led, data-driven process that takes the best information and practices that the medical literature has to offer and applies that information to the local health care setting.

Clinical Effectiveness is achieved through a process that applies specific components. Those components include physician leadership, quality care – both technically and clinically, best practice, evidence-based medicine, and measurable outcomes and results.

Clinical Effectiveness is a quality improvement process for medicine. It is unique because it’s led by physicians with strong administrative support, nursing personnel, analysis and data collection. Clinical Effectiveness is unlike anything else in medicine because we’re actually taking business models and applying them to a clinical setting.