CEO Notes

John Murphy, MD, President and CEO, WCHN

July has been quite a month.

Not only did we have to deal with the extreme heat, and how that can affect people in our communities, we also had to cope with a plumbing leak in the Emergency Department at Danbury, budget cuts from the State that resulted in layoffs and pay changes for staff, and continuing progress on the new patient tower and the affiliation with Norwalk. Remember the good old days when things slowed down in the summer?

Of the steps we took in July, certainly those with the most personal impact were the changes in pay practices and, sadly, the layoffs of some 65 dedicated employees. This experience, only the third reduction in force in our history, reminds us why this is such a special place to work. We don’t simply look at numbers on a spreadsheet when we consider employment issues, we see people in the hallways, at the bedside and in the cafeteria. We remember the employees who were asked to leave and acknowledge they will all be missed. It simply hurts to let people go. But we had no choice. We have worked the budget and the options a thousand ways trying to cut as few jobs as possible. And we took an objective look at how we pay staff to make sure we are consistent in the market. The result is a set of decisions that impact how people live day-to-day, just as we impact how people live every day.

I hope you took the time to watch my video about the various steps we are taking this summer. In case you didn’t get a chance, here’s the link: http://interactive.danburyhospital.org/message/. In about eight minutes, we talk about a number of issues, from the actions with staff to the reasons for the tower and the progress we have made with Norwalk. It’s a good way to get familiar with what’s on our minds right now. I welcome any comments or questions you may have.

Among the topics the video addresses is the importance of, and the progress we’re making for, the affiliation with Norwalk. This month the steering committee made up of leaders from both organizations are hearing the initial recommendations of the 22 integration teams also made up of staff from WCHN and Norwalk. The topics the teams explore range from how we work (including the processes and approaches of such functions as IT, supply chain, lab and HR) to how we care (including the service lines of cardiovascular, cancer and pediatrics) to how we will tell the organization’s story (including marketing and branding). Following these presentations, the teams will put together implementation plans for each area so that when the new organization begins this fall, we are ready to get to work on Day One. At this point we estimate that start date to be in mid- to late October.

As physicians you will be interested in how the teams exploring the service lines are looking at our potential to care for patients. They aren’t simply reviewing how “we” do things and how “they” do similar things; they are carefully imagining what, together, we could do that, separately, we could not pursue. And they look at these possibilities through the lens of a significant organization committed to the communities we serve. Every day, when we work, we accomplish the most when we dare to think big, and discipline ourselves to act in practical ways. That combination gives us the chance to imagine the possibilities while grounding our work in the realities. And that will make a difference to what the new organization will accomplish.

As we continue to navigate all the changes, the route to quality care rarely changes. That experience begins with you, in the relationships you establish with our patients, the guidance you offer as they navigate the health care realities, and the care you provide. No matter what we may face on the outside, what matters every day is the difference we make on the inside, with the people who look to us to help them get better.

Have a good August, try to stay cool, and enjoy any time you plan to take off. We have a busy fall ahead of us!

Thanks again for all you do,

John