Question: What is the University’s policy on Flex Time?
Answer: Flex Time policies at UTMB are developed at the departmental level and are based on the business operations in that particular area. Before a Flex Time policy is developed for a particular department, that department’s HR Consultant should be contacted to discuss the specifics of that department’s plan. A list of HR Consultants by area is on the iUTMB Employee Relations web page under HR Divisions, Employee Relations Team.
Donna Sollenberger’s Mondays in March – March 9, 2015
1. Question: Is additional parking planned to accommodate the new volume of patients and their families when the new Jennie Sealy Hospital opens? I am wondering where people will be directed to park.
Answer: UTMB management and Auxiliary Services have been actively planning and coordinating efforts in support of our future planned mode of parking operations. Our primary emphasis has been and will continue to be to provide convenient access to care to our patients and families. While there are no “new” parking facilities planned, all of our planning projections indicate that UTMB has the resources in place to accommodate the anticipated demand for patient services, as well as students, faculty, and employees. Parking Operations can be contacted by emailing firstname.lastname@example.org. A response is typically given within 24-48 hours and all customers are invited to provide their feedback.
2. Question: Why doesn’t UTMB have an adult urgent care clinic on the island? My family and I use the pediatric urgent care on a regular basis and would love to have a UTMB adult urgent care to go to.
Answer: We plan to build an adult urgent care facility in our new Central City Clinic due to open in December of 2016. Hours of operation will be 5pm – 10pm Monday through Friday and Saturday and Sunday from 8am – 8pm.
3. What will the building be that is being erected at the corner of Holiday Drive and Texas Avenue, next to Bethel Hall?
Answer: That building will be the New East Chilled Water Plant. It will house 7,000 tons of chilled water production equipment, 2 million gallons of thermal storage, and 7.5 megawatts of co-generation equipment.
Possible solution: I see no reason why UTMB cannot implement policies of cost responsibilities for patients for preauthorizations, FMLA/Disability paperwork, medical records (suggestion which is stated on the Texas State Board website), no shows, less than 24 hr cancelled appts
I have a copy of such a proposal from a private office in Houston and each pt is required to sign it with understanding of such costs
Who do you believe could resolve this issue? I firmly believe the University should implement a cost program and each clinic having patients sign the forms on their first visit, understanding the issues at hand and their cost; give copy to patient as well and scan signed copy into patient record;
staffing of offices is in the top 2 on the list of expenses in any office; we are losing money right and left if we do not implement such policies; staff & physicians are working hard to satisfy patient’s requests for appts/paperwork etc but we are losing money when patients no show or cancel on day of appt; ask for loads of paperwork to be filled out for them, etc.
Response: “Of the policies suggested some exist. Medical records consistently charges for records release to the maximum allowed by law. Some clinics charge for filling out FMLA/Disability paperwork. We are not consistent in our approach to this and similar paperwork.
Ambulatory Clinic Based Leadership (ABCL) teams have recently be instituted. The Steering Committee for ABCL will investigate the other recommendations and a policy to charge for completion of FMLA/Disability paperwork in the next few months and communicate our findings. Each clinic has an ABCL team that can communicate the decision to the faculty asking the question and other clinicians who work in the clinic.”
EAC Concerns Pending — Dec. 2014 – Feb. 2015
Holiday Lighting ceremony
Q: I had the privilege of attending the UTMB holiday lighting. It was a wonderful event – catering and music was fabulous. Attendance was low.
Possible solution: I believe that attendance would be increased if it where more family-oriented especially for children. I believe employees would feel more valued if the administrators would mingle among the crowd, meeting employees and allowing the employees the opportunity to introduce their family members to administrators. Also, I think it would fun to allow children to turn on the lights.
Who do you believe could resolve this issue? This is not issue that needs resolution, just a suggestion to promote “working together”
Response: Passed along to University Events to consider for next year; their response:
We have actually discussed some of this after the event this year. We had a lot of families and children last year when we had the children’s choir and we were discussing who we could invite next year to have this happen again. Thank you for the feedback, I like their suggestions.
1/05/2015 Regarding parking around Field House Q: I have a concern about the limited number of spaces for field house parking. I don’t think it is fair to the field house or its members. They seem to keep whittling away on available spots. Essentially, if I understand correctly, during the day, there are the 12 dedicated spaces in the old dorm parking lot, Lot FH behind the tennis courts (?) and on street parking. People who want to use the field house during the day have to compete with employees for the street parking.
After 5, there is parking in Lots FH and H and on street parking. Problem with lot FH is there are no sidewalks so you have to walk in the street or I guess you could walk the track now that they have reopened that area. That is not a good situation though with people trying to exercise on the track. Most access to any of the available lots are very dark and not properly lighted.
I teach the aquatic fitness class and many of my students have voiced concern about parking and lack of handicap parking. Some have left because they cannot find a parking place near the building. We both know the “steps” won’t hurt anyone but some cannot walk very far and others will not come if they cannot find a reasonable place to park. Some do need the handicap spots and those are very, very limited.
Response: Thank you for your submission. We appreciate you being a member of our Alumni Field House and we apologize that parking continues to be a frustrating topic for all. Unfortunately, the construction projects that are going on around the Field House have caused the temporary closure of Lot H (behind the Field House) and in the next few weeks will require the west portion of the G lot be closed temporarily as well. Field House management, along with Auxiliary Enterprises as a whole, are not happy about this situation either, but understand that this a necessary inconvenience for the greater good of the university and the overall campus.
I would like to clarify a couple of things you mention in your email. You are correct that the FH lot is available for both daytime and nighttime parking. The FH lot has the capacity for 67 vehicles, which provides ample amount of parking for the average need of Field House members. To your point, the FH lot is a little further away and does have some “travel issues” associated with it. We are, and have been, looking into ways to make this lot more appealing for Field House members to use. However, the fact remains that utilizing this lot should always provide a Field House member with the opportunity for a parking space both day and night.
In regards to street parking, I am unsure what you mean by having to “compete with employees for street parking.” There are dedicated street parking spaces, which include disabled spaces, on the street dedicated for Field House members only. These spaces are available and utilized by Field House members each day and patrolled by our Parking Operations team to ensure compliance.
The 12 dedicated spaces in the G lot are very nice and provide extra parking for the Field House members. However, these spaces were created at the time when the F, G and H lots were underutilized and had the availability to create these spaces. These were done as a benefit for the Field House members and were never really intended to be permanent or reserved spaces for the Field House. The true use for the G lot is for employee and student housing parking. We are trying very hard to keep these 12 spaces for the Field House members, but as mentioned above, the G lot will continue to get tighter and tighter in the near future. Unfortunately, if we have to return these 12 spaces back to their original purpose of supporting student housing and employee parking, we will have to do so. Again, our intent is to work with Parking Operations and the Construction contractor to do everything we can to keep these spaces available for members.
Thank you again for your feedback. I would also like to inform you of our Field House email address, which is email@example.com. This email address is another option, along with the EAC, in which you can provide real time feedback and receive a response from Field House management within 48 hours. In addition to the email address, our onsite manager, Leslie Blacketer, is available at the Field House on a daily basis to hear your concerns or feedback.
CMC pay raises
Q: With the new Legislature in progress, will CMC employees, mainly nurses, receive a substantial raise this upcoming year? As we all have completed our e-performances, it would make sense for raises to be based on performance, attendance, longevity, etc. Also discussed by Coordinator of Infectious Disease (CID) nurses during a CID meeting was the possible consideration of a “Specialty Pay” for CMC CID nurses.
Response: We have in this Legislative Session requested through TDCJ market increases for nursing. We are hopeful that we have both the data and anecdotes to make a strong case to the Legislature that these monies are needed. We will consider all pay programs that will allow us to retain and recruit our very valuable nursing personnel.
Q: When will cmc dentists get a pay increase to be more in line with real world pay?
Response: We have asked for market increases for dentists and dental as well.
Nursing education Q: Considering the substantial nursing shortage, I would like to know if an online/ correspondence program for CMC LVNs could be offered through UTMB, allowing them to obtain their RN degree. Just like other correspondence/online courses, the exams could be taken at a local college or testing site and a final clinical could be done right there at UTMB. Since UTMB has its own Nursing School, it would be a great incentive and privilege to work for UTMB while advancing our degrees through the University.
Response: We have participated in an RN work school program in the past; however, it did not work as it was intended. We have requested a significant number of additional RN positions in this Legislative request. If the additional staffing requests are approved this session, we may consider looking at a work school program in the future.
Concerns regarding CMC staff time
Q: Why in CMC do we need to see patients for their diets? The Texas Department of Criminal Justice (TDCJ) could save money on time spent on Nurse Sick Call (NSC) from clerical staff, nurses and doctors. Let us spend time somewhere else.
(from Dr. Owen Murray, Vice President, Correctional Managed Care – CMC)
Response: I will bring this issue up with the Operations Council to see if we have data which accurately reflects the opportunity in reduced workload. We would need to discuss any proposed change in our current obligations involving dietary policy and procedure with TDCJ and our partner Texas Tech. Excellent suggestion.
Saving money in CMC through paper reduction.
Q: Could we save money at UTMB/CMC by working on paper reduction? I work in CMC and we have boxes and boxes of paper to be shredded. Could we have an electronic signature device to keep us from printing paper, scanning paper and then shredding paper? If we combined all the prison units, it would make a big difference. All units use Electronic Medical Records (EMR), but many people still believe in printing forms and filling them in by hand.
Answer: (from Dr. Owen Murray, Vice President, Correctional Managed Care Operations – CMC)
We have asked the Legislature for additional technology capital to address some of the concerns you are mentioning. Increasing our “paperless” direction is a goal of CMC and TDCJ that we are continuing to improve upon.Thanks.
Q: Financial Health – saving $100 million by 2020
Administration level top-heavy
Possible solution: There have been so many top-level jobs created, post-IKE. VP of this, Dean of that and now I read in the Galveston Daily News, former editor Heber Taylor has been hired as an “advisor” to UTMB for $500,000 /yr.
Who do you believe could resolve this issue? Start investing in the employees who truly support the institution. It literally takes months for HR to accomplish anything outside of the Administration level.
No response necessary
HR specific Q: Hostile work environment issues
Response – HR handled
Conference travel Q: platform for everyone traveling to the same conference
Possible cause of issue: Many clinicians, researchers, faculties, and students go to the same conference/workshop/meeting every year. However, they do not know that until they meet over there.
Possible solution: To build a platform for everyone to communicate before the conference will be helpful. They can share the room, taxi, and so on to save money. They also can support each other’s presentation in the conference.
Who do you believe could resolve this issue? I have contacted some people in the employer council but no one really works on it.
Succession planning Q: What actions are being implemented to strengthen succession planning within UTMB? We have a significant number of former employees brought back as contractors due to failed planning for their retirement.
A: We have begun to introduce a people planning process at UTMB that includes succession planning as a component. This process will, in the future, be integrated within the overall performance management (employee evaluation) process at UTMB. We hope to have the process in place throughout the institution by the end of FY2016. It will take at least this amount of time since managers/leaders must be trained how to develop, use, and maintain their People Plans.
End of Dec 2014- Feb 2015
I would like to know why some people do not have to clock in at all. I am nonexempt and have to clock in 4 times a day so they can keep up with my time (this includes lunch). A lot of us feel that those that don’t clock in at all can’t be monitored and subject to abuse. I see it all the time… While we have to follow the rules, it seems some don’t have to do anything but show up. I thought at least the norm was to clock in to say that the employee came to work. I just see its unfair and abuse of this can escalate because there is no monitoring of employees work schedule. (Posted 2/9/15)
- Response: Non-exempt employees are covered by Fair Labor Standards Act (FLSA) rules and regulations, which, among other things, requires that an employer pay at least the federal minimum wage and pay overtime pay at no less than one-and-a-half times the employees’ hourly rate for any hours worked beyond 40 each week. Exempt employees are not covered by FLSA and are excluded from minimum wage, overtime regulations, and other rights and protections afforded non-exempt employees, thus, CMC does not require exempt employees to utilize the time clocks.An OT-eligible exempt employee in CMC is, typically, an RN who, for recruitment and retention purposes, is paid overtime and shift differential. They are not protected under FLSA the same as non-exempt employees but are paid as hourly workers at the discretion of the employer. CMC OT-eligible exempt employees are required to clock In and Out in order to correctly calculate OT and shift differential pay; this includes clocking Out/In for lunch. If you believe someone is abusing their time, please report the specifics to your chain of command or HR immediately.
- Question: There is a pedestrian crossing behind Bldg. 21 on 6th Street which is used by many people. Due to construction of the Jennie Sealy Hospital, anyone walking south from Harborside Drive on the west sidewalk has to cross the street at this location, and employees who work both in Clay Hall and in Bldg. 21 are crossing the street there several times a day. The markings on the road are almost gone and very few drivers slow down or stop for pedestrians. Could you please contact people on campus responsible for traffic regulation and ask them to make crossing lines on the asphalt brighter and possibly install a Pedestrian Crossing sign near it? It would make our life much safer! (Posted 11/13/14)
- Response: Our team has reviewed the 6th street crosswalk and will implement a plan to make the area safer for pedestrians. Thank you for bringing this to our attention! (Business Operations and Facilities)
- Question: Why can’t CMC employees take a nap during an approved break period? (Posted 11/13/14)
- Response: Sleeping is not permissible in the correctional setting due to security related concerns.
- Question: How can CMC employees obtain a UTMB discount without a UTMB employee badge? (Posted 11/13/14)
- Response: Some vendors only require a UTMB email address with a photo id as proof of employment. Non-exempt CMC staff should have received a time clock name badge with the UTMB logo that may be shown with a photo id as proof of employment.
- Question: To help improve staff retention, would it be possible to “cash out” vacation time on an annual basis up to a certain limited amount of hours versus only upon separation or retirement? (Posted 11/13/14)
- Response: This is not possible at this current time due to the way that state law is written. According to the Texas Government Code Sec. 661.152, ENTITLEMENT TO ANNUAL VACATION LEAVE, “An employee is entitled to carry forward from one fiscal year to the next the net balance of unused accumulated vacation leave that does not exceed the maximum number of hours allowed under Subsection (d). All hours of unused accumulated vacation leave that may not be carried forward at the end of a fiscal year under this subsection and Subsection (d) shall be credited to the employee’s sick leave balance on the first day of the next fiscal year.”
- Question: Concerns regarding recent changes in the Performance Management system:
- Starting the process in June essentially eliminates three months of work from consideration – 25% of the fiscal year.
- The change from five rating levels to three naturally results in a “compression” of ratings: mine has gone from above average to average, notwithstanding all protestations that “Meets” is a very “good/solid” rating. The quality and quantity of my work has not changed. Even HR’s explanation (in a video) of documenting “Meets” explicitly describes two extremes, one barely a “Meets” and the other just short of “Exceeds” – clearly two ratings within one descriptor.
- Given the importance and impact of the reduction to three rating levels, one would expect a well-designed and executed plan of communication, clearly presenting UTMB leadership’s thinking and rationale for the change. A Culture of Trust would require this open communication, accompanied by Q&A with, and feedback from, employees. Instead, all that is said is that “UTMB leadership decided.” (Posted 11/13/14)
- Response: HR is still collecting feedback and will be submitting that feedback to executive leadership. At that point decisions will be made about needed changes in the ePerformance system as well as any training needs that exist. This will all be done to allow sufficient time for utilization of ePerformance for the next evaluation.
- Question: I recently began working at the Galveston County Medical Examiner’s Office located in Texas City. My concern has to do with the sanitization procedures, access to the proper equipments/sanitization products, and how this relates to the contraction of infectious diseases, such as the Ebola virus. If a decedent who died of Ebola were to end up at the Medical Examiner’s office, we would have little to no way of knowing until it was too late, and at that point, the entire office as well as anyone who came into contact with us or through the facility, would all be infected. (Posted 11/13/14)
Response: In the unfortunate event that a patient with Ebola was treated and died at UTMB, the protocol we have in place addresses the safe handling of the patient’s body after death. At present the CDC is prohibiting autopsy on patients infected with Ebola and therefore we would not be transferring the body to the Medical Examiner’s office.
- Question: Why was the training and stickers for patient charts set up differently for TDCJ patients? Why was training not offered in the TDCJ work areas? (Posted 10/23/14)
- Response: In relation to Barcode Medication Administration (BCMA), the delay in the TDCJ Hospital go live was due to the wireless upgrade. Once the upgrade was completed, BCMA was initiated. The staff were encouraged to attend training with the entire campus prior to John Sealy Hospital’s go live and a refresher course was arranged at TDCJ Hospital a week prior and during the week of go live. In addition, the difference the staff may be noticing is because most of the issues identified in the original go live have been corrected.
Different training/educational offerings are provided at TDCJ Hospital. There have been barcode scanning classes, skills fair, teach back, and several oncology educational programs provided at TDCJ Hospital.
However, due to the newly renovated classrooms at research building 6 and Rebecca Sealy with already built AV equipment, several courses are located there. TDCJ Hospital leadership will work with Human Resources in the future to see if more educational classes can be offered at TDCJ Hospital.
Question: Would UTMB consider reviewing the sick pool leave? It seems that if you have time you would like to designate towards a co-worker it should be your right to do so. Also, can HR advise how much time is in the sick-pool leave and why does it have to ONLY go to life-threatening requests? (Posted 10/23/14)
- Response: UTMB does not have a funded pool as Sick Leave is not funded and encumbered in the budget. If Sick Leave Pool is awarded, the individual department is responsible for salary continuation. As a State Agency, UTMB adheres to the Regents Rules in the Texas Human Resources Management Statutes Inventory and aligns with other UT System Institutions for the criteria for Sick Leave Pool.The Sick Leave Pool follows the UTMB IHOP 03.05.01 which is regularly reviewed according to UTMB Policy. Awards are based solely on information provided by the Physicians Medical Statement and based on specific criteria. UTMB considers all requests submitted to the committee of Qualified Employee Peers. (See also related post from 10/7/13)
- Question: Why is there less staff at night to remove trash and dirty linens? (Posted 10/23/14)
- Response: UTMB’s TransVac System, which is designed to transfer trash and soiled linen through large tubes to dumpsters or to the soiled linen holding area, has not been operational since it was damaged in Hurricane Ike. Within the next several months, the vacuum and gravity-fed system should be operational, allowing for more efficient and frequent transfer of trash and soiled linen. (Biohazard waste is transported manually according to infection control protocols, and is not handled through the TransVac system). Currently, during a 24-hour period, about 70 percent of all trash, soiled linen and waste is generated during the day shift ( 7 a.m. to 4 p.m.), and five Environmental Services techs are on site to handle the transfer. Fewer techs are on site during the remaining shifts, when less trash, linen and waste is generated. It is anticipated that there will be improvements once the TransVac System is once again operational.
- Question: Where can I find more information on UTMB’s response to Ebola? (Posted 10/20/14)
- Response: Visit UTMB’s web site for more specific information and facts about Ebola at: utmb.edu/ebola-response.
- Question: Can a web link be set up on the CMCHOME page for CMC employees to access the EAC blog? (Posted 10/16/14)
- Response: A link to the EAC web page is currently posted on the left hand side of the front CMCHOME page directly above the eGEM card.
- Question: Why does it take 30 days to receive travel reimbursement? Some employees are unable to incumber the expenses in order to attend classes, cover units, etc. I received an email 2 weeks after submission stating that all the information was not attached. I think that is a long turn around time just to read the email submission and state it was not complete. (Posted 10/1/14)
- Response: Travel reimbursements can be delayed within the department or in Accounts Payable, depending upon the reason, such as missing necessary documentation, required approvals, etc.Accounts Payable is to process expense reports within 5-7 business days of when the documentation is received. There may be circumstances, due to high volume, that Accounts Payable may take longer to process.In order for expense reports to be processed in a timely manner, all of the following criteria must be met, which includes, all necessary documentation is received in Accounts Payable, expense report has been submitted and all departmental approvals have been done, and the expense report has adhered to all UTMB policies and guidelines.
- Question: How will the growth in population with the new housing development (in Galveston) fall in line with the mission of the institution? We will have an influx of indigent patients and more than likely our Emergency Services Department will have its hands full, so to speak. (Posted 9/29/14)
Response: UTMB is currently engaged with both city and county groups to improve community education regarding the availability of community health services. The Galveston 4 C’s Clinics (Coastal Health and Wellness) are now the “health home” for a large number of community residents. That assures that these individuals have better access to coordinated health care, mental health services, and specialty services. As a part of the human capital plan for the new housing being built in Galveston, residents will receive education and assistance in enrolling in community based clinics, wellness programs, and resources to encourage appropriate utilization of health care resources.
Question: How do I submit a request for a change in EPIC? (Posted 8/13/14)
- Response: A request for change may be submitted using the project request system: https://my.utmb.edu/svc/. Requests may include an upgrade or modification of an existing application, replacement of an existing application, new application, interface, report, training, process improvement, etc.
- Question: Why are TDCJ patients refused care in our ER in violation of the 8th amendment? TDCJ Triage was designed as a safety net to ensure that direct admits receive adequate care and are assigned a hospital bed based on level of care needed. TDCJ patients who need direct emergency room care are routinely diverted to triage with the misconception that triage is capable of handling an ER level of care. Triage is not an ER. Triage is composed of one RN and one doctor on call. A non-incarcerated patient arriving to any other clinic in the hospital who needed ER care would go directly to the ER. (Posted 8/7/14)
- Response: Over the past few years, as the Correctional Managed Care program has developed partnerships with local hospitals closer to prison units to improve quality and efficiency in providing emergency care, Hospital Galveston has transitioned to a transfer facility. This means that patients coming to Hospital Galveston should be in stable condition and not in need of emergency-level care upon arrival. The triage area was developed to meet the needs of the patient while awaiting an inpatient bed. If a patient’s condition changes while being transported to Hospital Galveston the patient will be taken directly to the UTMB Emergency Department for care. If a patient’s status has changed while in Hospital Galveston Triage, Rapid Response will be called and the patient will be transferred to a critical care bed within TDCJ. TDCJ Leadership and Emergency Department Faculty/ Nursing leadership meet on a regular basis to ensure top quality care for all of our patients. UTMB is committed to ensuring timely emergency services to all patients in need of the appropriate level of care.
- Question: How do I obtain temporary handicap parking in UTMB parking garages & lots? (Posted 8/7/14)
- Response: The Parking Office will provide employees that have doctor’s notes closer, proximal parking for the duration of their injuries. Parking in handicapped spaces requires an official handicapped permit, per the law, and in good faith to those who indeed do have the government issued handicapped placard.
- Question: Security cameras were installed on our departmental floor (end of the hallways) to make sure no equipment is stolen. The cameras are programmed to record upon motion in each of the camera ranges. Can the recorded footage be used for or against employees regarding their arrival or departure times? Who has access to the camera footage and why? (Posted 5/8/14)
- Response: Cameras are for the safety and security of employees and UTMB resources. Only those law enforcement and Information Services (IS) personnel responsible for maintaining security will be viewing footage obtained by these cameras. They are not used for management of employees in any capacity.
- Question: What is the maximum one can receive on a merit raise? (Posted 3/21/14)
- Response: Departments have a 3% pool of money to distribute to employees receiving a merit. How much is given to each employee is based on performance. There is no maximum or minimum for each employee but a manager cannot spend more than their total pool on merits.
- Question: Where can I view Town Hall and Mondays in March videos? (Posted 3/7/14)
- Response: Town Hall videos may be viewed at http://www.utmb.edu/townhall/ and Mondays in March videos may be viewed at http://www.utmb.edu/mondays-in-march/. Special video links have been created for CMC employees.
- Question: Why has there been a delay in posting GEM Honorees and Winners for 2013? Are people still being entered in the drawings? (Posted 10/15/13)
- Response: There have been technical issues with the system and we are currently working to resolve them. However, staff should be assured that they are still being entered in the drawings. If you have any feedback or new ideas for GEM awards, please forward your suggestions to Ms. Phaedra Goffney, with Organizational Workforce & Development.
- Question: A co-worker recently applied for the sick pool, but was denied because her illness was not seen as a catastrophic event. So what constitutes catastrophic? What is UTMB’s sick pool policy? (Posted 10/7/13)
- Response: A sick leave pool has been established at UTMB Health to provide benefits-eligible employees with a source of additional paid leave to assist with a catastrophic illness or injury.
While a diagnosis such as cancer is considered a serious medical condition that would qualify for unpaid leave protected under the Family Medical Leave Act (FMLA), it does not automatically ensure the employee will receive a sick leave pool award.
Withdrawals from the pool are considered on an individual basis based on medical documentation provided by a physician. This documentation is reviewed by a panel of UTMB Health professionals to determine if the illness or injury meets the criteria for a catastrophic, life-threatening condition, as defined in Texas Government Code Section 661.002 and IHOP Policy 3.5.1. An employee’s financial status has no impact on the panel’s decision to grant sick leave pool awards.
Sick leave pool is an additional benefit offered to State employees, but it is not meant to replace short- or long-term disability insurance for income protection. Sick leave pool withdrawals are intended to cover the employee’s catastrophic period only and not his or her entire recovery period.
For more information about FMLA and the institution’s sick leave pool eligibility requirements, please contact Leave Management at (409) 747-4645.
- Question: The tobacco ban effective for UTMB facilities and properties, does it apply to CMC and properties rented that CMC uses? (Posted 3/18/13)
- Response: If we (UTMB, CMC) rent a facility, the tobacco ban applies. If we are in a TDCJ facility (not a rental), we do not control the facility and therefore it is at the authority of the controlling body (usually the warden).
- Question: Is the EAC like the former CMC Human Development (HD) program? (Posted 3/6/13)
- Response: The EAC is not the same as HD. EAC is not involved in employee coaching or training. The EAC is simply a voice for employees and the EAC tries to help address policy issues and concerns by directing them to the appropriate responsible entity. Generally, employees should follow their chain of command in addressing personal issues or concerns.
- Question: Do you refer to the Employee Assistance Program (EAP)? (Posted 3/6/13)
- Response: EAC will refer to the EAP if necessary but we are not in the same department.
- Question: Is anyone trying to combine or thinking about combining the hard to fill part-time nursing positions within CMC? (Posted 3/6/13)
- Response: These are reviewed on a case-by-case basis. Combining these positions often lead to short or absent staffing every other weekend. If there is enough justification to show that two positions can be combined and continue to meet patient care needs without compromising patient safety or quality, these are generally approved budget permitting.
Town Hall – September 18, 2014
David Callender, MD, MBA, FACS
- Question: Are we planning to have cutting-edge technology in the new hospital similar to the new UT Southwestern Clements University Hospital?
- Response: UTMB is following the 12 principles of Evidence-Based Design—centered on the needs of patients and their families—to create a healing environment in Jennie Sealy Hospital (which will open for patients in 2016). All rooms in the hospital will have a water view to some degree, which adds to the healing environment. Also, we will have 20 state-of-the-art operating rooms and an intraoperative MRI, one of only two hospitals in the Houston area with that capability. Our information technology infrastructure also is designed to support new technologies as they are developed and implemented in the future. More details are provided in the Question/Answer portion of Town Hall, available for viewing at [http://www.youtube.com/watch?v=xDnlFSK0mdg] (time stamp 50.00).
- Question: Can we get back in the business of selling tickets on campus at a discounted rate for sports events, theme parks, etc.?
- Response: The Discount with ID Program and other discount initiatives are currently under review and will be replaced with an on-line program that can be accessed by employees at all UTMB locations. This new program will provide discounts on a wider variety of things than our current program and will be much more accessible. More information will be provided when a definite implementation date is established. More details are provided in the Question/Answer portion of Town Hall available for viewing at [http://www.youtube.com/watch?v=xDnlFSK0mdg] (time stamp 53.00).
- Question: Thank you for your emphasis on culture of trust and professionalism. There are still some areas lacking because of management decisions. Many of us spend money to get advanced degrees hoping we will get a career advancement opportunity, but in nursing it’s all about who knows who rather than the degrees and certifications. It’s frustrating and people are leaving because of that; we are losing employees who are excellent because there is no career advancement for a regular person, unless you know the “right” person.
- Response: All positions are posted and eligible candidates are considered prior to making a job offer. Selecting the right person for the right role is important and essential to meet the goals of UTMB, the Health System, Nursing Service, the department, and the unit. Leadership development and career planning for all nurses is supported by the Health System and Nursing Service. Also, when planning a career path, developing a relationship with a mentor is valuable. More details are provided in the Question/Answer portion of Town Hall available for viewing at [http://www.youtube.com/watch?v=xDnlFSK0mdg] (time stamp 55.11).
- Question: Why is education of higher level management not required at this time? Experience is not enough most times to keep up with the demands and true understanding of the Electronic Health Record system and our transition to such. It puts us at a great risk when unskilled managers, totally inexperienced in the medical field, make decisions regarding a patient’s chart that directly affect patient care. They don’t know the difference between a colonoscopy and a colposcopy, and the decisions they make are based on such ignorance.
- Response: Executives are required to have appropriate education, which usually includes a minimum of a Master’s degree. For clinical issues, executives make decisions with input from the clinicians for that particular area. In addition, during this fiscal year, training is being rolled out which in general all managers will attend. This training will address the softer skills. More details are provided in the Question/Answer portion of Town Hall available for viewing at [http://www.youtube.com/watch?v=xDnlFSK0mdg] (time stamp 57.40).
- Question: CMC staff has been instructed to issue all patients a satisfaction survey. Our healthcare providers are limited and boxed in as to what care we can provide on the unit level, and many times our patients are not satisfied with the care they are given. We are wondering what the desired outcome of these surveys is, and will the way we deliver care change based on the results. What is the benefit of these surveys to UTMB/CMC?
- Response: CMC has provided patient satisfaction surveys in the past (2006, 2007 and 2008). The survey for 2014 is to compare the results from 2008 since there have been major changes within the CMC; two RIFs which have impacted the way patients are seen and services are provided. The survey is strictly to assist in garnering information for TDCJ as this information can also be used when presenting statistics/results to the Legislature. No employees will be evaluated on the results, and performance reviews will not be affected by survey results.
- Question: Could you please give us an update with the Innovation Challenge. Will any of the other suggestions be considered besides the top five? What happens to the other suggestions…get filed away in a vault to never be touched? Please address some of the other suggestions that do not need a committee to implement.
- Response: Updates on the Innovation Challenge are posted at (www.its.utmb.edu/innovation/status2014.html) and IDEAxCHANGE (utmb.ideascale.com) websites. This year, 311 ideas and problems were posted to IDEAxCHANGE, and 1,808 comments were made in response to posted ideas/problems. ALL postings made to IDEAxCHANGE were reviewed by 30 moderators from across campus.
So, what happened to the ideas posted on IDEAxCHANGE? Under the category “Ideas to Improve UTMB,” 201 ideas were submitted. Moderators forwarded 87 ideas (43%) to various campus leaders. Approximately 25 ideas (12%) received feedback, and these responses were posted to IDEAxCHANGE. Approximately 12 ideas (6%) were considered appropriately addressed and implemented (thus labelled “resolved”) by the individual who posted the original idea. This is a good start, and we hope to have a greater percentage of ideas implemented during the next IDEAxCHANGE period.
Under the category “Problems We Need to Solve,” 59 ideas were submitted. Moderators forwarded 26 ideas (44%) to various campus leaders. Approximately 17 problems (29%) received feedback, with this feedback posted to IDEAxCHANGE. Approximately 7 problems (12%) were considered appropriately addressed and solved (thus labelled “resolved”) by the individual who posted the original problem. Again, this is a good start at identifying and solving problems faced by our campus.
Regarding the Collaborative Innovation class: The “class” was open to anyone on campus, and ran from May-August (although a team is still at work implementing their solutions with HR). The class team was free to tackle any problem or idea noted on IDEAxCHANGE. There was never any restriction to a “top five” idea or problem. The team chose to focus on the problems of highest impact and listed in the “Grand Challenges” section of IDEAxCHANGE.
Ultimately, the team decided to tackle the challenge put forth by CEO Donna Sollenberger — “How can we motivate more employees to use UTMB as their healthcare provider?” The team worked on a solution for eight weeks, in the process meeting with leadership and individuals from all across campus to develop a creative solution and an implementation plan. The team presented their solution to Drs. Callender and Jacobs and Ms. Sollenberger in mid-August. Their solution was enthusiastically embraced by UTMB leadership. The team is now working with HR leadership and management to deploy their solution through a novel program that targets new employees during the New Employee Orientation training sessions.
- Question: Will there be a work/study program for CMC employees starting up again?
- Response: We are currently studying the possibility of some type of work study program similar to the one UTMB had in the past; however, this is in the preliminary stages of planning. In addition, this fiscal year we are conducting a pilot program for entry-level employees to help them improve their skills so that they will have greater opportunity for advancement. This program is called School at Work.Detailed communications will be coming at the beginning of FY2015 as we begin to roll out the program.
Town Hall – May 23, 2014
David Callender, MD, MBA, FACS
- Question: ePerformance – Evaluations should be based on individual performance vs. entire department. Salary increases should be commensurate to job performance. Why doesn’t each department handle the same way?
- Response: Recognizing the wide range of needs for various departments, UTMB has built-in flexibility in our rewards processes. In some departments, team members collectively contribute to the overall productivity, while other departments have a more individual approach. To see Dr. Callender’s comments at the May 23 Town Hall, view the meeting video (CMC version) at the 47:09 mark.
- Question: How can we improve on the interview process in notifying applicants in a timely manner that they did not get the job they were applying for? From my experience, no notifications were sent out to the applicant.
- Response: UTMB receives an average of 11,000 applications every month, which makes sending a personal message to each applicant a challenge. However, Human Resources has initiated a process improvement project to enhance communication with applicants, using automated email updates at different points in the recruitment process. They expect to see an improved notification rate by the end of this fiscal year (Aug. 31, 2014). To see more-detailed comments on this question by Dr. Ron McKinley, vice president for human resource and employee services, view the May 23 Town Hall meeting video (CMC version) at the 49:02 mark.
- Question: We were told that new UTMB name badges would be distributed by the end of March and here we are two months later… can you advise what the issue is?
- Response: The rebadging of students, faculty and staff is a massive undertaking that is being done primarily to upgrade the security features of the badges. (An added benefit will be that every badge will feature the current UTMB Health logo.) The Badge Office met with stakeholders throughout the university to discuss the initial implementation plan. Based on feedback from those stakeholders, the plan is being revised to ensure minimal disruption to operations while maintaining badge security during the switchover. Even with the refinements to the implementation plan, including consultation with external professionals, rebadging is expected to take place by the end of August 2014. (UTMB Police Chief Tom Engells)
Mondays in March – March 3, 2014
Danny O. Jacobs, MD, MPH, FACS
Executive Vice President, Provost and Dean of the School of Medicine
- Question: Can you explain (1) why the Faculty Compensation Committee appointed by leadership to provide faculty input regarding the compensation plan never met to discuss the compensation plan; and (2) when a report was needed to support the plan, the chair of the committee was summoned to the Provost’s office and told what to write in the report?
- Response: The Faculty Compensation Committee met six times in 2013 and helped develop expectations, guiding principles and fundamental tenets for the compensation plan. Input was requested from this committee as well as from work groups. Based in no small part on input from the committee, meetings were then held with Chairs, Administrative Support Group directors, faculty members and others to seek additional feedback. The input from these groups generated more than 90 modifications that were incorporated into the final document that was sent by Dr. Callender to Dr. Raymond Greenberg, UT System Executive Vice Chancellor for Health Affairs for approval. Part two of the question is not substantiated by the facts. The current committee chair did not write a report on the compensation plan and was not asked to do so.
Mondays in March – March 17, 2014
Donna K. Sollenberger, MA
Executive Vice President and Chief Executive Officer, UTMB Health System
- Question: According to the American Nurses Association, it is an ethical responsibility of the employee and employer to take measures to prevent fatigue so that it does not impact the patient care and outcomes. The Night Nursing Council has been facilitating quarterly health promotion events in partnership with UTMB’s health promotion team, which were very well received by the staff. It was brought to the council’s attention that although employees have been advised to step away from the work areas to take their breaks, there isn’t a place to go to, especially for the night shift. A suggestion from employees was that leadership consider looking into providing a relaxation room for the employees with some simple exercise equipment—a place where they can take a break and also feel safe.
- Response: It’s no secret – many departments across UTMB are short on break areas. Unfortunately, space is tough to come by in the John Sealy Hospital. However, there are some areas currently available for breaks and wellness.There is currently an area in Research Building 6 on the 5th floor near Patient Services. The alcove is equipped with an exercise bike and a stretch trainer. The chapel, located on the first floor of John Sealy is open all hours and offers a quiet space to relax. There is also an area just off the first floor hallway leading to the UHC building with a seating area that is rarely used but might offer the opportunity to sit, relax or to stretch and move about.In general, as renovations and new construction continue, UTMB employees can look forward to having more places to sit back and enjoy their break time—new clinics will include break areas as a requirement. In addition, plans for the new Jennie Sealy Hospital include designated employee break rooms on all floor levels.*Gerald Cleveland, Director of Health Promotions, is pleased to assist in providing equipment if/when approved spaces or rooms are identified for use as break areas.
- Question: I am concerned that as a leading institution, UTMB-Galveston has not yet established a program that will assist clinical employees in pursuing a higher level of education while retaining status as a full-time employee. The Work School Program, though no longer in existence, used to accommodate this need. It seems that other professionals seeking advancement have still been able to do so, either through online courses or an altered work schedule. What is being done to provide the same opportunities for clinical employees?
- Response: UTMB plans to implement a School at Work approach in FY2015. Planning for this approach has already begun. There will be detailed communications at the beginning of FY2015 as we begin to roll out the program.
- Question: I would love to see the full webcast of Dr. Callender’s Town Hall meeting; however, due to registry restrictions, CMC employees are not able to open the link. What can be done to resolve this issue?
- Response: Sometimes the ability for CMC locations to access intranet links is impacted by the very limited network bandwidth available to many of the prison clinics. Information Services will be working with Dr. Owen Murray to make a request via TDCJ to the Legislature to expand the network bandwidth to support more network intensive needs such as X-ray image transfer, for example. I.S. is also working on implementing a new piece of technology that will allow what is called “multicasting”, and this will alleviate much of the network bandwidth concern. This should be available by the end of this fiscal year. In addition, a special windows media version of Town Hall meetings, as well as the Mondays in March presentations has been established for CMC viewers, accessible via the CMC internal website at http://cmc.utmb.edu/cmchome/.
Town Hall Meeting – October 31, 2013
Click here to see responses to submitted questions (http://www.utmb.edu/townhall/questions/3013-10-31.aspx)
Mondays in March – March 4, 2013
Donna K. Sollenberger, MA
Executive Vice President and Chief Executive Officer, UTMB Health System
Click here to watch the video broadcast and hear the questions below answered (http://vimeo.com/61199174)
- Why is there not continuing education funding for nurses? I would like for UTMB to find funding for work study programs again for LVNs to go back to school to get a RN degree. Can UTMB offer a student loan forgiveness program? It would help significantly in the recruiting process and UTMB/CMC would likely gain more licensed staff members.
- I have been with UTMB CMC for almost five years and have been a LVN for almost 18 years. I have not had a salary increase in the time that I have been with CMC. I don’t want to change jobs because I do like my job but it’s getting to the point where I cannot support my family with the income I have.
- This issue concerns privacy when calling in to a manager to take days off. That conversation needs to be kept private. It is wrong for management to tell other employees details.
- What is UTMB’s policy on Flex-Time? Is this something that the Health System supports?
- Will the new UTMB Connect project impact patient care due to physicians having more administrative responsibilities? Will it take doctors away from patients?
- Recently, in the Galveston County Daily News, there was an article about the $90 million Victory Lakes Expansion project. How is this being funded and will this project (along with the building of the new hospital) impact UTMB’s finances – risking employee job security, merit increases, etc.? Is too much being done all at once when the economy is not in the best shape, and there is uncertainty about Health Care Reform and how hospitals and physicians will be reimbursed?
- It seems like lately UTMB favors recruiting from outside the organization versus promoting from within, especially in leadership positions. Do we not have qualified people who can advance, or is there a reason for new recruits from outside?
Mondays in March – March 11, 2013
Danny O. Jacobs, MD, MPH, FACS
Executive Vice President, Provost and Dean of the School of Medicine
Click here to watch the video broadcast and hear the questions below answered (http://vimeo.com/61801598)
- What is the institution’s strategy for recruiting and retaining more research faculty and growing research on campus?
- Regarding the “culture of trust” at UTMB, how can we, as employees, be expected to trust leadership when they don’t have timely and transparent communication? For instance, the School of Medicine underwent a massive reorganization over two months ago, and there still has not been a formal communication regarding those changes. People don’t know where they belong organizationally, and it’s unclear who is responsible for what.
- Increases in efficiency have been cited for many departmental changes, as well as for the denial of additional positions. Even after reorganization over the last year has moved many responsibilities from finance and HR to Institutional Support, the Office of the Provost has remained fully intact and continues to add FTEs. When will the Office of the Provost be held to the same level of efficiency expected in other departments?
- Recently, individuals across the institution have been removed from their positions for not meeting minimum education requirements. However, individuals in the Provost’s Office in similar types of positions have not been removed due to educational insufficiencies. Why is there a double standard?
- What effect will the recent sequestration have on UTMB, specifically our research enterprise?
- Morale is at an all-time low. Employees do not trust leadership, and fear losing their jobs. What is being done to improve these conditions?
- We have less funding, no post docs, and more clinical research. Can we change current tenure requirements to reflect the changing research reality?
Mondays in March – March 18, 2013
William R. Elger, CPA, CGMA
Executive Vice President and Chief Business and Finance Officer
Click here to watch the video broadcast and hear the questions below answered (http://vimeo.com/62286244)
- Why aren’t all application system issues/downtime/delays posted on the iUTMB Alert page? It seems that only patient related systems like Epic, and on occasion, PeopleSoft FMS are posted on the webpage. Other systems such as Oracle Workspace and its subsystems: financial reporting, etc., and HCM Datamart, as well as others, are rarely, if ever, posted to the flash page.
- Housekeeping services continue to be a problem across campus. After repeated service calls, even to management, there has still been no improvement. Additionally, the recent changes in contractor have resulted in even worse service than Sodexo provided. In executive areas, housekeeping services are more frequent and of better quality. Since the contract rates are most likely consistent across campus, why can’t other areas have the same attention? Also, why aren’t the offices and corridors cleaned after hours when there is less foot traffic. It’s hazardous to be mopping floors between 8:00am to 5:00pm. Additionally, we were informed that the non-hospital areas would no longer be cleaned over the weekend. This is problematic because non-patient care employees still work on weekends, and non-patient care buidings, such as the Annex, still get use both via corridors and in restrooms over the weekend by employees, patients, and their families.
- Are there plans to provide opportunities for professional development and continuing education for non-executive staff? There is no standardization across the institution and it usually depends on if you have the budget.
- Why can’t we have some products from the bookstore located somewhere off the island so that it is easier to purchase for the employees who work and live off the island?
- Can we get Employee Assistance Program services off the island so that the employees that live and work off island can have easier access and take more advantage of the services they offer?
- Can parking garages be opened, since so many student spots have been taken away due to construction?
- Has UTMB considered revisiting the idea of flex scheduling for its employees?
Mondays in March – March 25, 2013
David Callender, MD, MBA, FACS
Click here to watch the video broadcast and hear the questions below answered (http://vimeo.com/62833674)
- Work-life balance, telecommuting and flex-time are hot topics in the workplace. What is UTMB doing to help with this?
- Are there areas being planned in the new Jennie Sealy Hospital for employees to have a quiet place to take their break? There is not enough space in John Sealy Tower.
- Is there a better way to schedule an 8-hour unit where nurses do not have to work 7 days straight without overtime in order to have every other weekend off? Who has priority over the schedule: full-time or part-time employees? Why is it that you can’t change your days if you need a day off?
- Prior to Ike, UTMB had on-site child care available for its employees. What needs to happen to bring this back?