This question seems to imply that management positions should be looked at mostly as a cost to the hospital, and that we are adding costs at a time when, correctly, we should be reducing them. Over the past 10 years the hospital has been reacting to the decrease in demand for inpatient care, experienced throughout the country, by reducing our staff appropriately.
Reducing management staff has always been a part of that process, and over the past year we have continued that trend. Our management to staff ratio is 1/13, which is suitable for a hospital of our size, given our 24 hour a day activity. Although we have some new titles including a few promotions of title, we do not have any additional cost.
The title changes may have given the impression that these were new positions that did not exist in any form before. One objective, which we achieved, was to use the same number of managers we had before. In addition, we arranged the overall workload and responsibility so that no manager has more than six supervisory employees reporting to him/her. This new arrangement replaced an inefficient system; in one extreme example, a manager had 14 supervisors reporting to him. The revision of responsibility increases the level of accountability for the implementation of the changes we are undertaking. There are many demands being made on our managers and staff, and clarifying our focus is helpful for all. Part of our view of the future is that outpatient care and care of the geriatric population are both important for our county. The reorganization makes it clearer where responsibility for increasing and improving services for those patients lies.
Over a period of many years, Auburn Memorial accumulated many different titles in its organizational structure. Our new structure clarifies the meaning of titles, and makes responsibility clear. The administrator and several vice presidents are charged with formulating a coordinated plan to implement board-approved strategy. A number of directors are responsible for the implementation of that plan through their areas of responsibility and coordinating with other directors as needed.
Finally, managers and supervisors have specific responsibilities in departmental areas. This structure is crucial to our success. It will help each area define their responsibility, and communicate effectively to staff their role in fulfilling our mission #- to provide compassionate, quality care to our patients.
Our titles mean nothing without proper execution. Quality service to our patients is the goal we will all strive to achieve.
The title changes may have given the impression that these were new positions that did not exist in any form before. One objective, which we achieved, was to use the same number of managers we had before. In addition, we arranged the overall workload and responsibility so that no manager has more than six supervisory employees reporting to him/her. This new arrangement replaced an inefficient system; in one extreme example, a manager had 14 supervisors reporting to him. The revision of responsibility increases the level of accountability for the implementation of the changes we are undertaking. There are many demands being made on our managers and staff, and clarifying our focus is helpful for all. Part of our view of the future is that outpatient care and care of the geriatric population are both important for our county. The reorganization makes it clearer where responsibility for increasing and improving services for those patients lies.
Over a period of many years, Auburn Memorial accumulated many different titles in its organizational structure. Our new structure clarifies the meaning of titles, and makes responsibility clear. The administrator and several vice presidents are charged with formulating a coordinated plan to implement board-approved strategy. A number of directors are responsible for the implementation of that plan through their areas of responsibility and coordinating with other directors as needed.
Finally, managers and supervisors have specific responsibilities in departmental areas. This structure is crucial to our success. It will help each area define their responsibility, and communicate effectively to staff their role in fulfilling our mission #- to provide compassionate, quality care to our patients.
Our titles mean nothing without proper execution. Quality service to our patients is the goal we will all strive to achieve.
