Family oriented work environment, very friendly coworkers .
There are too many drug abusers around the hospital.
I worked at Doctors Medical Center of Modesto (More than 3 years)
great pay, nice coworkers, good pay
to much clicking and management not so good make you work under staffed a lot
Advice to Management
keep your techs and management on perfesionel level only no clicks or relationships
I have been working at Doctors Medical Center of Modesto full-time (More than 3 years)
Great coworkers. Decent benefits. Decent vacation. Flexible coworkers. Fun place to work sometimes.
Upper management is inefficient and cares more about saving money then patient care.
Advice to Management
Stop trying to cut costs if you expect patient satisfaction to stay up
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Fast-paced, high energy place to work. I learned a lot during my five week externship at Doctors.
No complaints. I enjoyed my time at Doctors Medical Center.
Advice to Management
Hire more outside candidates. Don't be afraid to give a person who doesn't have that one year experience a chance.
I worked at Doctors Medical Center of Modesto full-time (More than 10 years)
technologically advanced always upgrading cardiology
not supportive of nurses in ancillary departments
takes years to receive new pt monitoring equipment
Advice to Management
consider people not just the bottom line I realize money needs to be made,but the employee satisfaction is a very integral part of this.
I have been working at Doctors Medical Center of Modesto part-time
The care provided, the autonomy, the people are all amazing. No local hospital can provide better with these things. The patient population provides the single best learning experience any new nurse can hope for and at the same time provide the most challenging situations for an experienced nurse.
Given the complexity and responsibility that autonomy brings, compensation is significantly lower it should be. Lack of patient care space, lack of equipment, leads to increased stress. Any time you see a company that has to provide hiring bonus's and referral bonuses, this should raise a red flag,that the company is having difficulty attracting employees.
Lifelong employees have carved out fiefdoms over which they exert control. Individuals in control of certain areas have been in their positions for far too long. This prevents the kind of employee growth and company growth that occurs with change and innovation.
Advice to Management
Increase compensation, both hourly and with retirement across the board. Reduce costs for medical coverage. Become an employer of choice for the Central Valley. Treat all your nurses the same in terms of retirement. People come to work at DMC for the great learning opportunities, but leave when they can make $20-30 more per hour across town.
I worked at Doctors Medical Center of Modesto part-time (More than a year)
The entire radiology department were very friendly and easy to work with, especially the ultrasound department. Chris is an awesome boss!
No cons, I really enjoyed working here.
I worked at Doctors Medical Center of Modesto part-time (Less than a year)
Good learning experience in identifying what is a culture of fear if you can survive it. Besides this, the staff I worked with in the afternoon shift were generally great.
High sickness of staff. Regular and frequent burnt out leading to high turn over of staff. No continuity of care for patients.
Advice to Management
Issues at DBHC, Doctors Medical Center.
Quality Care Delivery issues:
1. Inequity in patient allocation.
2. Inequity in patient assignment.
3. Inequity between shifts.
Risk management issues:
4. Struggles between shifts.
5. Fear factor permeates throughout the whole of DBHC.
6. The all mighty NOC shift.
7. Lack of care for the welfare of the staff.
Operational Improvement issues:
8. Same looking units with different placement of stuff.
9. Little annoyances.
10. Doors and the beautiful locks.
Staff Satisfaction issues:
11. Staff is bothered at home after they finish work.
Inequity in patient allocation.
Problem: There are 3 units; C1 with 17 patients of the least acuity, C2 with 22 patients of high acuity but not as bad as unit D with 27 patients and receiving most if not all the new admissions. This allocation puts too many difficult crazy people in one place namely D that requires a lot of care and attention.
Solution: C1 should be the unit for this type of patients and should be staffed with 3 RNs who can all do admissions. Unit D should be housing most of the patients with low acuity and if they are not doing any admission, why staff it with RNs? Move all the RNs to C1.
Inequity in patient assignment.
Problem: Staffing in all three units is by California standard of 1 staff to 6 patients. One can easily see that the staff in C1 has the easiest time with peaceful low acuity patients ready for discharge as compared to the staff in unit D with all 27 high acuity and mostly new admission. It is easy to figure out that in unit D, it leaves the staff little time for patient interaction, psychiatric nursing thus goes out the window. In fact, each nurse spends at most 5 minutes if she is lucky, at the beginning of the shift to assess the patient and writes a report which is redundant in most cases; the Morse fall risk assessment rating is an obvious example. (Somebody somewhere in the past did not observe a patient and the patient fell fractured something and a lawyer made a killing so the fearful management uses a shotgun approach to correct the mistake instead of training that particular staff). If an admission comes in at the beginning of the shift, your 5 minutes will have to wait but then the nurse who is assigned the first admission usually get stuck with the 4th admission as well, so if the 4th admission comes before you finish the first, then never mind the patients, assessment will have to be done by radar meaning by assumption. But then who cares as long as you have signed your name to it, you are held accountable. However this accountability holds no water when you sign a page saying the patient is too out of it to sign the admission legal papers. It needs the second RN to co-sign because the first RN’s assessment is not trusted. Ever wonder why they would trust the second RN?
Solution: The right way to do this is to have all 3 units do exactly the same thing. This way there is no favoritism of allocating their (manager) friends to C1 more.
Inequity between shifts.
Problem: It is obvious that there are very few admissions in the morning and NOC shifts and mostly they come in the afternoon and evenings. And yet, the staffing ratio is the same according to the California by-law. Too bad, management’s hands are tied, the nursing board has negotiated this hard line and there is nothing management can do. Or is there? Absolutely nothing if the bottom line is affected. Never mind the acuity. This by law was negotiated in good faith but proves to be the death nail to what is supposed to be the meaningful jurisprudence. 1 staff to 6 patients works only for patients with the average acuity, not high acuity. And in unit D, they are all high acuity.
Solution: Manager has the right to increase or decrease staffing or staffing mix according to patient acuity. It has to be promoted; it has to be practiced for the benefit of the customers/patients if it were to reflect the hospital vision and advertisement.
Struggles between shifts.
Problem: With nothing much to do, the over-staffed NOC shift picks apart (audits) the other shifts mostly the afternoon shift who was lumbered with 6 high acuity patients and the associated patient demands plus admissions and easily misses this or that. Easy targets for NOC. Easy money for them. Bad for management because they could have used a cheaper clerk to do all the paper checking. What psychiatric nursing is there for an RN to do when all the patients are snoring? Flipping over somebody’s work to catch a missed date or signature? But since you have to provide a staff to every 6 patients day and night, regardless, one might as well use the RNs as clerks. Paying someone over $40 an hour to flip paper is stupid. And the NOC shift will be remiss if they don’t catch the odd mistake made by the PM shift (the PM shift is supposed to have audited the morning shift already, as if they have the time in unit D!) So for every missed something, NOC shift gleefully photocopy it and send them off to the NOC manager who will bring it to the attention of the offending PM shift manager and so on down the line to the bad nurse who unfortunately made the error because of work overload often times at 8 high acuity patients.
Fear permeates throughout the whole of DBHC.
Problem: The bad nurse is fearful because “any more of this bad behavior will be disciplined.” You will be put in front of the firing squad and be done away with. Ha ha ha”.
Not only is the bad nurse fearful, the PM shift manager receiving all these bad reports of her shift’s worker gets annoyed, resentful and eventually fearful of the NOC manager, what if this gets back to the director? As a result, the whole place runs on fear. It permeates throughout the department. But like anything else, when exposed to it long enough, staff get used to it and take it for granted. Staff burn out and they don’t even know why. Fear does that to you. Those PM staff that are lucky, gets to move into vacant NOC positions and leaves the PM shift short staffed requiring short term replacements who by the very nature of being new to the system, misses even more things. Gleeful NOC shift rejoices. The circle is complete! Management has the justification to hire more short term staff. The whole process is geared towards staff burn out, increase absenteeism, increase workers compensation, increase budget, reduce bottom line and reduced profit for the share holders.
Solution: A sense of comradeship, sincere caring and looking out for each other needs to come from the top down. Management ultimate success come from setting a congenial working environment for it’s staff to promote buy-in and a sense of wanting to come to work instead of “I survived another day at DBHC”. Take care of the staff and the staff will take care of your patients well and it translated into bigger bonuses. It is well established that happy staff takes less sick days and WCB days that translates into tremendous saving in the operating budget. Less staff turn over means less time and money wasted on hiring, orientation and training staff which also translates into more saving. Share holders like me would be happy.
The all mighty NOC shift.
Problem: NOC shift provides an essential service no doubt, albeit a costly one but if morning shift has the time and actually audit the NOC shift, it will find numerous mistakes the NOC shift made. NOC shift has a lot of good nurses but they are frustrated having been used as a clerks and so quite often sign their name to a form without really checking.
Solution: The auditors should be audited. This will take them down a notch and maybe NOC shift will be more understanding and protective of their fellow nurses in the PM shift. This would also be good for management because the more harmony between staff and between shifts produces a more favorable working environment; more buy-in and less burn out less turn over. NOC shift should also be willing and eager to process admissions from the PM shift that comes in past 10.30 PM. This will allow the PM shift adequate time to finish off all the paper work, medication etc. leaving enough room to breath. It is not fair to the people who, for one reason/circumstance or another “prefer the PM shift” to be overworked more than the NOC shift.
Lack of care for the welfare of the staff.
Problem: In unit D, the pressure of case load is so high that taking the 15 minutes coffee break is the rare exception rather than the rule. Staffs often bring the chart into their half hour dinner break to catch up. Manager who feels for the staff can do little. They are often aware of the inequity of the relaxing staff in C1 and the staff in the pressure cooker unit D. All the more reason for the PM Managers to ensure that the staff gets their breaks. Tell the PM staff to “relax, take your rightful breaks (NOC shift certainly does), you work very hard, you deserve your legal breaks.” Tell them that you will defend their breaks even if it cost your life. Then you will find the staff that left for the NOC shift will flood back to PM shift because there is someone who will look out for their welfare.
Solution: A clerk should be hired to relieve many of the meaningless paper shuffles that take all the nurses’ time. BUT, someone in the past in their wisdom eliminated the clerk’s position. Must be the nurse’s fault! A clerk cost much less and is good for the bottom line. This clerk will circulate between all units for the shift. The shareholders will thank you in the annual dinner.
Same looking units with different placement of stuff.
Problem: Now this is a simple one. As all staff rotates throughout the 3 units. It will make sense if this form A is put into this drawer on the left side and this form B is put into the drawer Z and so on, the same in each unit. Inconsistency between units creates confusion and chaos. It wastes time and breeds frustration.
Solution: It must be addressed immediately and corrected. Only a decree from the top can make this happen even though it is simple. This will increase operational efficiency.
Problem: Some of the binders are defective and catches the paper holes, tearing the pages. There is too many pieces of paper half attached further delaying the dreaded paper work. Hole puncher are not effective and catches the paper.
Solution: An electronic hole puncher can resolve the problem. But all will come to past when CERNER takes hold.
Staff is bothered at home after they finish work.
Problem: Staff is refused overtime and they rush to finish off the all important paper work and quite often missed things. Management thinks nothing of it to call in the offending employee to return to correct the mistake but is unwilling to pay for it.
Solution: Apart from life and death situation, staff’s time must be respected the moment they clock out and step out of the unit to go home to their loved ones. Nothing is that important that cannot wait till the staff officially returns to work the next shift. This is a 24 hour operation.
Doors and the beautiful locks.
Problem: It goes without saying that staff and doctors are frustrated about the variety of locks that either turns left or right to open or close. And out of the 3 locks installed onto one door to each unit entrance, you might use the top one or the middle one. In a million dollar facility that brings in millions, it begs the question “why is FOBs not used?
If a staff goes home with the set of medication keys, all hell breaks loose, “We don’t know if you are going to copy it and raid the medicine chest some days in the future. So you must return the set immediately before you have time to go to a locksmith otherwise all the keys will have to be replaced. We don’t trust you.” Have management heard of RFID, the FOB? Ah, the bottom line. It costs money!
Solution: sent the request in the budget based on the hospital’s quality improvement statement. Say something about safety, say something about efficiency or that you receive complaint from the doctors (that usually work) but one way or another, leave the dark ages and join the 21st century.
• Provide exceptional clinical care to every patient we serve (at this time only 5 minutes a shift?)
• Respect our patients, employees and affiliated physicians (absolutely not evident)
• Maintain the highest ethical and clinical standards of care (if audited, this standard is applicable only to avoid law suites)
• Enhance the practice and delivery of every aspect of patient care (there is no time, documentation takes priority)
• Safeguard the integrity and safety of our patients and employees (Is working under fear of harassment considered safe or is this hazardous?)
• Enhance physician and nurse leadership and medical staff governance (leadership that instills fear should not be enhanced)
• Manage costs and resources efficiently (your most important resources is your staff. Treat them well and the cost will go down)
I have been working at Doctors Medical Center of Modesto full-time (More than 5 years)
Doctors Medical Center is a level 2 trauma center, certified stroked center, and cardiac center. This means that there is potential for every type of emergency to walk, drive, or fly into the door. There is great opportunity to expand your skills, and knowledge base at DMC.
Some cons might include heavy patient load, with insufficient staff to take care of them, and a lack of appreciation from patients for your care. Having said that, these are cons you will find all over the health care profession. DMC is a great place to work.
raises each year due to union
often short staffed and out of ratio
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