Glass Half Full

Good morning.

Before I get to today’s topic, I want to express my appreciation to our thousands of nurses for all they do every day and night for our patients and to support all the Medical Center’s many endeavors. We could never reach the levels of success that I’m about to discuss in today’s VC Notes without our talented, compassionate and hard-working nursing workforce and educators. Thank you!

Also, I want to mention the next UMMC 101 session, “Fundraising and Friendraising.” This presentation is scheduled for Wednesday, May 15 at noon in R153 and will be led by Meredith Aldridge, executive director of development. She will introduce the Office of Development and Alumni Engagement team and talk about how they support each of UMMC’s mission areas through garnering private support and engagement with our graduates. This talk is good content for anyone to know.

Now, to today’s column.

At my core, I am an optimistic person. The voice in my head usually murmurs things such as “We will find a way to make it work,” “It will all work out,” “Things happen for a reason,“ “We will try again” or “We have to keep pushing.” You get the idea.

To my disbelief, I am starting my 10th year as vice chancellor. My tenure in this role has exceeded that of Drs. Conerly, Jones and Keeton. Despite serving as VC for nearly a decade, many days I still feel like the new girl. Life is funny that way.

Since I stepped into this position, we have collectively faced many challenges. Just to list a few: A fractured relationship with our governing board; unexpected multimillion-dollar mid-year budget cuts from the Center for Medicaid and Medicare Services and the state; public disputes with insurance payors; and, of course, a pandemic. These, and other things, were serious difficulties through which we have not only persevered but have also prospered.

Presently, I feel good about our position and trajectory. Our working relationships with the chancellor and the IHL Board have never been better. State and federal government support is strong and this paves the way for us to do more, and quicker. We are in a positive financial position, and we emerged from the lows of the pandemic with new strengths. It’s taken effort, but reimbursement levels from our payors – government and private – are vastly improved.

Every person who works here now or has worked here over the last 10 years has contributed in some way to these efforts. We are as positioned to withstand and respond to adversity as we have ever been, which allows us to better take advantage of opportunities. When everything is lining up like it is now, we must work to strengthen the Medical Center for whatever the future may hold.

On a mission

In Mississippi, the chronic issues of political divisiveness, low educational attainment, financial struggles and the worst health outcomes in the country are a familiar, ever-present companion whose presence will continue to be felt for many years. However, we can’t let these situations prevent us from doing what is needed, or even slow us down. Actions we take now build a foundation for a different and brighter future. This Medical Center is working relentlessly to move the needle in the right direction for our patients, our students and the entire state. This is our duty and honor.

I am encouraged about the future of UMMC. Our education programs are high quality and growing steadily to meet workforce needs across Mississippi and beyond. Our faculty are second-to-none and provide our students and residents/fellows a dynamic learning experience. Our research infrastructure and discovery programs are stronger today than ever. Our researchers in the basic, clinical and populations health sciences are tackling the tough questions and focusing on diseases that are most harmful to all of us in Mississippi in hopes of developing new, improved treatments. This is being accomplished through remarkable cross-discipline collaboration.

Strategic plan

I am encouraged by the discipline and focus demonstrated in the work to advance our strategic plan. Impactful progress has been made toward the completion of each strategy and each goal. We are seeing results of persistence and focus (two of my favorite words). Whether you look at our clinical quality outcomes, revenue cycle metrics, patients discharged each day, or other key patient access metrics – we are seeing improvement across the board. Steady, incremental, consistent improvements day-after-day lead to big advancements. Every time a decision is made, or an action is taken – be it related to personnel, facilities or programs – we have the opportunity to improve. These intentional upgrades over the last nine years have resulted in a transformation of this Medical Center, the state’s only academic medical center. (I reference that last point often, but that is because it is so very important. As the state’s only AMC, we hold special importance to Mississippi, which comes with special responsibility.)
 
Thinking about facilities, since I became VC in March 2015 we have opened the School of Medicine building, the Translational Research Center, the Mississippi Center for Emergency Services and the Children’s of Mississippi Sanderson Tower. On the horizon, we will open/build a renovated Children’s Cancer Clinic, an adolescent psychiatric unit, a burn unit, an adult med-surg unit on 6 South, a new critical care unit in Conerly Critical Care Tower, a new School of Nursing building and a new School of Dentistry building. A huge undertaking already underway is a plan to build a new comprehensive cancer facility as part of a major investment toward achieving National Cancer Institute designation for UMMC, which will benefit all Mississippians. Off our main Jackson campus, we have established numerous clinic locations for both adult and pediatric patient care, and we are developing both clinical and education space in Ridgeland at our Colony Park North and South locations. In a very short time, our clinical and academic facilities will afford us enhanced ability to fulfill our mission.
 
We still have well-worn spaces and older buildings to address, as well as elevators and roofs to repair/replace, HVACs and chillers that need attention, etc. The list of repair and renovation needs is endless. I fully realize that. But we HAVE made improvements, and those improvements create a better experience for our patients. We have numerous sources of revenue, but patient care revenue accounts for 81% of all income. Creating a positive patient experience is essential to the success of all three mission areas. This cannot be overstated.
 
I am encouraged greatly by our achievements in clinical quality metrics and scores, by our ever-increasing reputation for excellence, by our dedicated team of leaders across the organization, by our support from the legislature, but mostly by the palpable commitment of our faculty and staff to our mission. I was filled with pride during the recent Nelson Order luncheon as we celebrated some of our most distinguished, dedicated and outstanding educators.
 
Not easy, but worth it
 
This is not an easy place to work. Let's just get that out there. I often say to potential hires, “If you are looking for easy, this is not the place.” We care for the sickest of the sick in a tough environment. We face challenges – resources, space and parking (!). But, if you want to be at a place where your actions are consequential and your work truly matters, then you will fit right in. UMMC is a very special and almost sacred place to me. Our mission is sacrosanct. Our responsibility is great. It is an honor to serve here alongside you each day.
 
I am optimistic. I am encouraged. We are positioned to see the results of your extremely hard work over the last few years. We can make investments into the organization (never as fast or as much as we would like, but investments all the same) in the way of market adjustments, establishing a pool for merit-based compensation bumps, our capital budget, facilities improvements, programmatic growth, etc. To continue to see positive results in future years, we must not falter in the discipline and vigilance that has gotten us to this point. We must hold each other and ourselves accountable to the strategic plan and long-term goals. And we must have courage and be persistent. We must persevere. 
 
I will again share my favorite quote attributed to Calvin Coolidge:

“Nothing in the world can replace perseverance. Talent will not; nothing is more common than unsuccessful people with talent. Genius will not; unrewarded genius is almost legendary. Education will not; the world is full of educated derelicts. Perseverance and determination alone are omnipotent.”

For all these reasons, the future I see for UMMC is bright. The state needs us more than ever. YOU are making a difference in a positive way for our patients, our students and the citizens of this state. YOU are creating A Healthier Mississippi. Keep up the good work!