Doing the right thing at work
Transcription
Doing the right thing at work
september/october 2006 published for our employees, retirees and their families Doing the right thing at work Integrity in action Messenger September/October 2006 President John Mendelsohn, M.D. Vice President for Public Affairs Messenger is published six times a year for our employees, retirees and their families. Requests and submissions should be directed to: The University of Texas M. D. Anderson Cancer Center, Publications and Creative Services, Unit 229, 1515 Holcombe Blvd., Houston TX 77030-4009; (713) 792-0655; or via e-mail to: [email protected]. Stephen C. Stuyck Executive Director, Internal Communications Sarah Palmer Director, Publications and Creative Services David Berkowitz Carol Bryce Design and art direction Production assistant Kelley Moore Contributing writers published for our employees, retirees and their families september/october 2006 Illustrating integrity Writing about integrity is tough, and so is illustrating this core value. Maria Dungler, Messenger’s art director, rose to the challenge. “The cover concept depicts a surreal interpretation of integrity. The mind’s ‘good’ inner voice prevails as the opposing ‘dark side’ is upset by defeat,” she explains. Doing the right thing at work Integrity in action Messenger September/October 2006 The mission of The University of Texas M. D. Anderson Cancer Center is to eliminate cancer in Texas, the nation and the world through outstanding programs that integrate patient care, research and prevention, and through education for undergraduate and graduate students, trainees, professionals, employees and the public. Editor Maria Dungler On the cover Mission Tracy Buchanan Jay Edwards Laura Harvey Jonathan Lowe Megan Maisel Pam Paaso Heather Sessions Stacy Swanson Contributing photographers F. Carter Smith Joi Holcomb (page 2) Vision We shall be the premier cancer center in the world, based on the excellence of our people, our researchdriven patient care and our science. We are Making Cancer History®. Core values caring By our words and actions, we create a caring environment for everyone. integrity We work together to merit the trust of our colleagues and those we serve. discovery We embrace creativity and seek new knowledge. in this issue Volume 35, Issue 5 SEPT/OCT 06 Contents 12 2 Who is ... ? Becky Peebles 3 First person: Anu Rao 4 Off the record Ombuds Office provides options 6 Integrity What’s it all about? 9 Show me the money! Cracking the case on compensation 14 What's on your mind? Do you have a comment about a Messenger story or an idea for a future story? Let us know what you think. If we use your story idea, we’ll print your name in that issue. Just send an e-mail to [email protected] or a note to Messenger, Unit 229. Be sure to include your name and phone extension or Lotus Notes address. We look forward to hearing from you. — Editor 2006 Grand Prize Best Employee Publication, Nonprofit Magazine 12 I.V. (inside view): The savvy staff of Scientific Publications 14 On a mission New labs offer the “gold standard” for studying behavior change 16 Let’s make a deal Supply Chain Services helps save dollars 18 Off the clock Employees give of their free time 20 ‘Too Cool to Smoke’ Puppet show teaches tobacco dangers Back cover: Tasty facts about Dining Services Messenger September/October 2006 Who is ... Becky Peebles? ? by Stacy Swanson B ecky Peebles is a part of the fabric that makes up M. D. Anderson. Working more than 130 miles away from the main campus in Houston, in Bastrop, Texas, Peebles has been a member of the M. D. Anderson family for 21 years as an administrative assistant. “I still remember three of us sharing one archaic computer for billing, accounting and purchasing,” Peebles says, recounting her early days on the job in 1986. Nowadays, she uses her own computer to take care of all the travel arrangements for faculty, process check requests and coordinate departmental billing, among other responsibilities. She’s moved to a different office building, the number of faculty has doubled and the number of research animals has grown by leaps and bounds. Peebles is one of 108 employees at our Michale E. Keeling Center for Comparative Medicine and Research–Department of Veterinary Sciences. She will retire in January 2007. Bastrop has a more leisurely pace of life than Houston, but that hasn’t slowed Peebles. Now she’s looking forward to something other than going home at the end of the day. “I’m an advocate of work-life balance,” she says with a smile. “I’m just ready to enjoy more of what life has to offer me.” Peebles is no slouch when it comes to hobbies. She still goes for a swim in Bastrop State Park’s outdoor pool each morning, as she Messenger September/October 2006 Becky Peebles’ quilts include an international array of fabrics, from Seattle to Sedona and China to Australia. She encourages her colleagues to bring her pieces of fabric from their travels so she can fashion them into her quilts. has since childhood. She also quilts, knits, volunteers at her local church in ministries for kids, bakes cakes and recently has taken up kayaking with her husband. She refers to her passion for quilting as her “meditation in motion,” and works on her quilts during breaks. Peebles often asks for pieces of fabric from colleagues’ trips to incorporate into her quilts. She even attends the International Quilt Festival in Houston each year. Working for M. D. Anderson has been a family affair. Peebles’ tight-knit group of coworkers also included her husband, Bob. He retired from his role as an off-site property manager in Facilities Man- agement-Research and Education in August after 21 years of service. The Peebles also gained a family member when they claimed a border collie wandering the grounds that they named Zoe. One of Peebles’ quilts is hung in the department’s front office. The late Michale Keeling, D.V.M., former chair of Veterinary Sciences, purchased it at a Cattlemen for Cancer Research fund-raiser. “I’ve been so blessed to work in a place that supports me, cares for me and affords me the chance to live an even fuller life,” she says. “Now I’m off to fulfill another lifelong dream — I’m heading to Disney World!” M by Pam Paaso first person: Getting to know Anu Rao A the members of the International Ombudsman Association. What word best describes you? Optimist. What has been the most significant moment in your career? In 1977, I did a one-person sit-in to protest bureaucracy. nu Rao, Ph.D., is director of the Ombuds Office. What’s your biggest challenge? Not over-extending myself. What sparked your interest in this field? The importance of fairness in the workplace. In one of my previous jobs, as an employee assistance program director at the University of Pennsylvania, I saw the impact of unfairness in the workplace — the stress and trauma that people experienced. It reduced their self-esteem. Other reactions depended upon their personality and social history, and could include powerlessness, humiliation, helplessness, accumulated rage and depression. What was your first job? A group worker in an orphanage in India. What was your worst job? A program coordinator at a YMCA in the Philadelphia area. How did you wind up here? I wanted to get back into academic/non-profit ombuds work, and also have face-to-face contact with employees. Lucky for me, M. D. Anderson did a direct mailing (about this position) to If you couldn’t do what you’re doing now, what would you do? Teach. (“Those who can, do. Those who can’t, teach!”) Best childhood memory: Family gatherings, and conversations every night at dinner and after dinner. Favorite quotes: “Be the change you want to see.” — Gandhi. “Unborn tomorrow, dead yesterday. Why fret about them if today be sweet.” — Omar Khayyam. “The old order changeth, yielding place to new, And God fulfils Himself in many ways, Lest one good custom should corrupt the world.” — Alfred Tennyson. Favorite books: Too many! “Long Walk to Freedom” by Nelson Mandela. “A Beautiful Mind” by Sylvia Nasar. “A Tree Grows in Brooklyn” by Betty Smith. “The Tipping Point” by Malcolm Gladwell. How do you manage stress? Walking, gardening, hanging out with friends and family. Who has been your inspiration/ mentor? My grandmother; Dr. Louise Shoemaker, dean of Penn’s School of Social Work; Dr. Martin Luther King Jr.; President Jimmy Carter. What makes you happiest? Doing good work. Tell us something that most people don’t know about you: I’m a vegetarian. Best advice you ever received: From my dad: Do your own work and don’t be preoccupied with the rewards of your labor. M Messenger September/October 2006 by Pam Paaso Off the record Ombuds Office provides options I n a perfect world, there would be no workplace conflict. There also might be free parking, no traffic and three-day work weeks. For now, conflict can and does arise at M. D. Anderson and at most workplaces. Fortunately, the Ombuds Office provides a confidential, impartial and informal process for resolving workplace issues. Director Anu Rao, Ph.D., describes the Ombuds program as a potential first stop for employees facing a variety of problems. “We allow people to think through a plan of action, identifying choices, and pros and cons. Then we leave it to the individuals to make those choices.” The office responds promptly to Messenger September/October 2006 concerns, complaints or disputes, providing a safe place to discuss workplace issues without fear of retaliation. Some of the issues that might be discussed with an ombuds are unfair treatment (including issues of discrimination and harassment), interpersonal conflicts, policies and procedures, and even benefits. “We’d like people to think they can come here for small things,” Rao says. “The problem doesn’t have to fester.” Meeting with a member of the Ombuds Office doesn’t preclude contacting another organization within the institution. Shred your troubles Committed to confidentiality, the Ombuds Office doesn’t keep records of communication. In fact, any documentation made during a meeting with the ombuds is shredded at the point of resolution. In providing a place to discuss issues off the record, the Ombuds Office serves as a listening service. “We try to understand the issue from all sides,” Rao says. Individual employees as well as small groups can seek help. Rao notes that the Ombuds Office can be used as a mediation service for parties in conflict. In addition to Rao, Janice Freeman, R.N., and William Brock, Ph.D., are available for consultations, and the office is hiring another ombuds in the coming months. The Ombuds Office is not a part of Human Resources or Legal Services, but reports directly to the president. Ombuds services are available to everyone, including trainees and fellows. For more information or to schedule an appointment, contact Tina Rocha at (713) 792-4896. More resources for employees In addition to the Ombuds Office, M. D. Anderson provides a variety of resources for employees who face challenges that impact their work. Employee Assistance Program Types of issues: Personal issues (including family, relationship, emotional and legal), and work-related issues (including any situations on the job that are creating emotional distress, such as conflicts with coworkers or supervisors, feeling overwhelmed with work or job burnout). “EAP professionals will assess the circumstances,” says John Hyatt, director, “and help the employee develop an approach to the problems and get needed help.” Confidentiality: The EAP is prohibited from disclosing information about who uses these services, except when an employee provides written authorization to release information, there’s immediate danger to others, or there’s evidence of child abuse. Sometimes, when personal problems or emotional stress may be affecting work, supervisors formally refer an employee for help. Only in these circumstances will the EAP release any information, and this is limited to informing the supervisor if recommendations are being followed. No personal or medical information is disclosed. You should know: The EAP is not a part of the HR generalist organization and can’t authorize a job transfer, grievance or other HR-related function. However, employees often come to the EAP for coaching about how to handle a work-related situation. Call (713) 745-6901 during business hours; (281) 537-7445 or (800) 848-4641 after hours. Identify yourself as an M. D. Anderson employee or dependent. Equal Employment Opportunity and HR Regulations Types of issues: Discrimination, harassment or retaliation complaints based on race, age, sex (including sexual harassment and pregnancy), religion, national origin, color, sexual orientation, disability or veteran status. Refer to the Equal Employment Opportunity Policy (Policy V 2.01). Confidentiality: Depends upon the situation. “We’ll share information with those who have a need to know and can assist us in conducting a thorough investigation,” explains Krishna Payne, director. You should know: “We provide an internal, safe means by which employees can report and help correct EEO issues,” Payne says. “Reprisal for making a complaint or participating in an investigation is strictly prohibited. Every employee should have the opportunity to do his or her job properly and safely within applicable legal and regulatory standards.” The EEO office isn’t aligned with a specific division or department, and operates separately from the HR generalist organization. Contact the office at (713) 794-4EEO (4-4336). Institutional Compliance Program Types of issues: Every employee is required to report any actual or reasonably suspected violation of the Institutional Code of Conduct (found on the Institutional Compliance badge card). Examples include: wrongdoing related to patient privacy, Social Security numbers, use of institutional resources (e.g., time and property), financial and accounting matters, conflicts of interests, and research conduct. Confidentiality: Discussions and/or reports of misconduct are treated confidentially and may be made anonymously. You should know: “We’re here to help. The Institutional Compliance Program is designed to help workforce members act ethically and comply with all laws and regulations,” says Jessica Quinn, J.D., deputy chief compliance officer. To get help, or discuss or report compliance concerns, contact the Institutional Compliance Office at (713) 745-6636 or visit its intranet site, http://inside/mdanderson. org/departments/compliance/. M Messenger September/October 2006 by Megan Maisel and Laura Harvey Y ou’re in line at Cool Beans Café when you realize the cashier is ringing you up for a small latte, but you’re actually sipping on the large beverage she just handed you. You’ve just been told some information that, if shared, would really help a co-worker complete a task. But you think that keeping that information to yourself ensures you’ll be ahead of the game. “Integrity has to do with honesty. I can trust what someone says to be true, if their actions follow their words.” — Celeste Miller Messenger September/October 2006 You’re at your desk when the phone rings. It’s that local newspaper reporter you met a few months ago at a party calling to ask if the rumors are true that a popular rock star is being treated here. What do you do? Well, we know what we’d do. We’d smile and take the large beverage, throw our co-worker under the bus, and then “dish” with the reporter about the rock star’s treatment and how we hope that we’ll be able to sneak an autograph. Just kidding. We’d want to keep our jobs, so we’d tell the cashier about the discrepancy, share information with our co-worker openly and honestly, and tell that reporter to call External Communications. Why? Because we have integrity. Yeah, integrity. It sounds good, huh? But what in the heck does it really mean? The definition is often difficult to articulate. While we all may have different ideas about what integrity means, it’s important enough that it’s one of the institution’s core values. Everyone hopes that they’re practicing it. However, in today’s post-Enron world of corporate scandals, steroids in baseball, and public figures who can be less than honest, integrity is a word that many people struggle to define. In fact, Merriam-Webster’s online dictionary revealed “integrity” to be 2005’s most searched word, with more than 200,000 unique users looking for its definition. It beat “filibuster,” “refugee” and “tsunami” for the top spot. While there may be national confusion over the definition, we can’t afford not to get it right. Of those who completed the 2005 Employee Opinion Survey, 67 percent said their manager/faculty administrator practices our core value of integrity on a continuous basis, which was a 5 percent decrease from the 2002 survey. Why the decrease, when we’ve been working so hard to improve M. D. Anderson’s culture? While there are multiple theories, some believe varying definitions of the word may have been a factor. At least we hope that’s true. Curious, we asked employees from various departments and positions within the institution what integrity means to them: Nancy Abbey Otto, research laboratory coordinator, Carcinogenesis: “Integrity isn’t something that just applies to work. Right is right, and it’s not defined by whether you’re going to get caught doing something, or if you act differently when someone’s not around. Integrity isn’t situational. A person who has integrity is a person who chooses to do the right thing when no one is watching. It’s not just an important core value for M. D. Anderson, it’s an important one for life.” Leon Leach, executive vice president and chief business officer: “Integrity to me is speaking or acting on the truth; doing what is right, while being considerate of others. It’s about trust.” Dianne Fattig, executive assistant, Chief Information Officer: “I believe integrity is heart and ethics: acting with your heart in the best interest of yourself and others. I’ve witnessed a lot of integrity, especially when employees deal with patients. That’s one of the reasons I like to work here.” Pam Rooney, case manager, Case Management/Office of Ambulatory Programs: “Integrity has to do with personal morals working in the best interest of other people and being trustworthy; operating on your own personal sense of guidance and moral ethics.” Mirjam Berger, coordinator, community chaplaincy program, Chaplaincy and Pastoral Education: “For me, it means to be honest with oneself and with others to the degree that I can speak with them about my strengths and weaknesses and learn from that conversation.” Celeste Miller, coordinator, Medical Staff Office: “Integrity has to do with honesty. I can trust what someone says to be true, if their actions follow their words.” Maurie Markman, M.D., vice president for clinical research: “Integrity in clinical research is strict adherence to a code, which includes a commitment to intellectual and personal honesty, as well as to rigorous scientific objectivity.” Pam Rooney says people look to M. D. Anderson to provide guidance. “They expect us to have open and honest communication and treat them as we would treat our own family members.” Messenger September/October 2006 From right: Mirjam Berger shares insight about integrity with chaplaincy intern Truc Nguyen. “It’s an important core value for us because we’re human beings working with others in very difficult situations,” she says. Messenger September/October 2006 So, how do we define it? Merriam-Webster defines integrity as: 1. firm adherence to a code of especially moral or artistic values: INCORRUPTIBILITY 2. an unimpaired condition: SOUNDNESS 3. the quality or state of being complete or undivided: COMPLETENESS As you may have noticed, there’s a common theme among the employees we interviewed: honesty is a synonym for integrity. So maybe we kind of get it after all. After the 2005 survey, the “We Are M. D. Anderson” campaign launched. It included a message from our president, John Mendelsohn, M.D., which stated that we need to recommit to our core values and hold employees accountable for practicing them. The ongoing project came from the Cultural Principles Working Group, a committee chaired by Mendelsohn. After many focus groups and much internal research, the group developed behavioral principles to help better define our values by the things we do every day. M. D. Anderson’s definition and three principles for integrity are: • We work together to merit the trust of our colleagues and those we serve. • We hold ourselves, and each other, accountable for practicing our values. • We communicate frequently, honestly and openly. • By our actions, we create an environment of trust. You probably can think of a lot of examples from your daily work of how to apply these principles. The “We Are M. D. Anderson” campaign included a selfassessment tool with specific actions associated with each principle. In case you need a refresher, the assessment is at http://inside.mdanderson.org/departments/ weare/. In fact, it’s not a bad idea to assess your behavior periodically or ask your coworkers to give you feedback. We did it again just now and found out that, um, we have some things we need to work on … So how are you going to put your definition into practice? Maybe you’ll have your chance next time you pick up the phone. M Show me the money! Cracking the case on compensation by Tracy Buchanan Y ou get the offer, you agree to a salary and you start the job. Welcome to M. D. Anderson. A year later you might get an increase. Maybe you’re pleased and proud of the outcome. Or maybe you’re upset with the amount of the increase and think it isn’t fair. So just who determined your salary? This sounds like a case of “whodunit.” Read on and we’ll uncover the mystery and crack the case on compensation. To know who’s behind your salary, we have to start at the beginning. Along with your salary comes a lot of other “stuff.” Your salary, or base pay, is only one component of the total compensation package you receive for working here. Your total compensation includes such things as health benefits, the work/life subsidy, disability insurance, life insurance, retirement plans, employee wellness offerings and the Paid Time Off program, to name a few. But let’s not get carried away, one case at a time. We’ll stick with the mystery of salary. The crucial clue How a salary is determined for a specific job for a classified employee is the first clue to uncover. When a job’s created or reviewed, Human Resources Compensation is front-and-center in the process. Existing and proposed jobs are evaluated by Compensation based on market information and the comparative internal value of the job duties. Based on this review, Compensation establishes a job title and assigns it to the appropriate salary range within one of the four salary structures. Each salary structure (General, General Service/Skilled Trade, Healthcare and Research) within the classified salary program is based on separately identified job markets. The purpose of a salary structure (set ranges with minimums, midpoints and maximums) is to provide a competitive range within which individual salaries can be determined. On a regular basis, Compensation surveys the market to determine the prevailing sala- Messenger September/October 2006 ries for jobs. The market is reviewed to determine what’s happening to salaries based on supply and demand of jobs and general economic conditions. “Market research and comparative analysis are the backbone in arriving at a salary range for a job,” says Tanya Webb, compensation manager. The main goal is to make sure our jobs are competitive with those in identified peer organizations, so we can hire and retain the top talent. “Our institution has such a wide array of jobs, from writer to driver, nurse to administrator, accountant to programmer, that we don’t limit ourselves to just comparing jobs among those in health care, education or government,” Webb explains. The market research includes evaluating our jobs against those in other Texas Medical Center institutions, provider organizations for health care or insurance, and general industry organizations (such as oil and gas, information technology and finance) in market segments in Houston, Texas and across the United States. This is done not only to determine if specific jobs need to be moved into other salary grades, but also to ensure our whole salary structure stays competitive. Salary ranges are adjusted as needed to ensure we maintain a competitive salary structure throughout the year. Webb puts this in perspective. “We increased our salary structure 2.2 percent last year, and research for next year shows that in Fiscal Year 2007, we’ll be within .02 percent of salary structures in the market.” Compensation also analyzes market conditions, trends and best practices that impact health care jobs, such as nursing, that are experiencing greater growth and de- FY06 Merit Distribution Institutional Average 10 Messenger September/October 2006 mand. Ongoing research shows that health care salary structures are moving more aggressively than the other salary structures. To remain competitive, market adjustments are needed when the salary level of employees in those jobs fall below the comparable target market levels. This sort of adjustment could occur every year. So now we’ve uncovered that Compensation assigns a salary range for a job. But that still doesn’t determine your salary. The core of the investigation We’ve already determined that a salary range consists of a minimum, midpoint and maximum. But how is an employee’s salary positioned in the range? At the time of hire, an individual’s skill level, education and experience compared to current employees in the same job are reviewed by the HR recruiter and the hiring manager to determine where This bell-shaped curve graph represents our classified employees’ institutional average for merit distribution in Fiscal Year 2006. The numbers on the left side of the graph represent the number of classified employees who received the percentage of merit increase indicated on the bottom of the graph. For example, approximately 3,250 classified employees received the average merit increase of four percent in FY06. the salary should fall within the assigned range. The manager then makes the decision and a salary is offered as part of the total compensation package. The players John Odom, director of Rewards and Recognition, says, “Yes, you should expect to be hired at a rate that’s competitive for your field, but what you earn while you’re here is just that: what you earn.” This is where the concept and practice of “paying for performance” comes in. Paying for performance is not new in business, but putting it into practice and establishing accountability for it at M. D. Anderson is relatively new. Paying for performance simply means that your salary, within the established salary range, will be determined based on your individual performance. This covers things such as meeting defined job expectations, demonstrating behaviors that support our core values and contributing to your team’s success. You aren’t just entitled to an increase — you must earn it each year. You and your manager should set goals together and measure them, and managers are expected to pay based on the success of these goals. The merit program is an important piece in supporting the institution’s philosophy of paying for performance. Each year during budget cycle, HR provides the total merit percentage (base merits and cash merits) that managers can use to reward employees on the annual merit date of Feb. 16. While taking into account the institution’s financial considerations, the annual merit program percentage also is determined by reviewing the market to see what other employers are budgeting for salary increases. The merit program for FY07 totals 4.5 percent, which is .31 percent greater than last year. Managers determine base merits using the institutional base merit matrix that considers an employee’s performance and position in the salary range. Cash merit distribution is determined at the divisional level. If you take the total merit distribution and plot it on a chart, the ideal image for an institution our size would be a bell-shaped curve. A bell shape reflects a merit budget properly distributed, with the bulk of employees receiving the average merit (at the top of the bell) and all other employees plotted up or down from the peak, receiving more or less than the average merit. Last year’s institution-wide results show a well-defined bell curve. “Even though the institutional average is about where it should be, individual divisions break down differently,” Odom says. “There’s still work to be done. For example, some divisions’ merit and performance ranking distributions are not aligned closely enough. However, we’re pleased with where we are and look forward to improving our divisional results each year.” Compared to the market, M. D. Anderson is one of the more progressive employers when it comes to pay. We continue to remain highly competitive with salaries and benefit packages at the local, state and national level. However, salary and total compensation still seem to be one of the most popular topics on Inside Line and in OFFLINE sessions. “Yes, money will always be a hot topic,” Odom says. “Whether it’s due to a gap in understanding or an honest concern, the subject of salary can be complicated and very personal. How your salary’s determined and what you and your manager’s roles are in managing your salary, and therefore performance, is fundamental in understanding your total value for working here at M. D. Anderson.” Mystery solved. M The evidence: Do you want to know where your pay falls in the salary structure for your job? Wonder what the institutional merit matrix looks like? Visit http:// hr.mdanderson.org/ salary_admin/ Messenger September/October 2006 11 I.V. by Carol Bryce (inside view) Scientific Publications helps unlock the writer within W hen it comes to writing, Sue Sun Yom is no novice. The recipient of a Ph.D. focused on cultural studies, Yom has a long history of experience with many forms of writing. Now a fifth-year radiation oncology resident, she also has an extensive scientific publication record, with several additional manuscripts in progress. So six months ago, when she enrolled in a program called “Writing and Publishing Scientific Articles” that’s taught by staff members from Scientific Publications, Yom figured it would be a good review, but she probably wouldn’t learn anything new. But that wasn’t the case. “It was a great experience, and I was surprised that I thought so,” she says. Thanks to the workshop’s “really concrete suggestions” for structuring and organizing scientific information, Yom was able to wrap up two scientific manuscripts she’d been developing and pass them along to her supervisors for review. What Yom experienced is “the most exciting thing” about the writing and publishing workshop, according to Carrie Cameron, senior educational specialist and manager of Scientific Publications’ educational programs. “We include a lot of built-in practice time. Trainees bring their own articles to class, and they walk out with a product,” she explains. Yom calls the three-day, in-depth workshop a great resource for postdoctoral fellows and clinical trainees. The Scientific Publications editors who present the sessions aren’t only patient and approachable, she says, but they’re also “very savvy” when it comes to knowing what it takes to get scientific manuscripts published. In the know That wisdom is the result of decades of working with M. D. Anderson authors. Scientific Publications’ 16 editors, two managers, assistant director and director bring a combined total of 165 years of scientific editing and writing experience at M. D. Anderson to their positions. Each year, Scientific Publications edits more than 1,000 manuscripts and nearly 200 grants for faculty, trainees and other employees. The department also manages four subscription journals for editors-in-chief who are members of our faculty, and works on institutional projects that include the Current Research Internet site (formerly the Research Report) and the monthly OncoLog newsletter. Besides the writing and publishing workshop for trainees, Scientific Publications offers an advanced writing workshop for clinical and basic research faculty and periodic brown bag seminars on scientific writing and the publishing process. 12 Messenger September/October 2006 Wayne Newhauser, Ph.D., assistant professor in Proton Therapy, has attended the faculty workshop and some of the brown bag seminars, and he encourages his students and postdoctoral fellows to enroll in the writing and publishing workshop. Working with Scientific Publications has had a positive impact on their productivity, he says. “It’s like night and day. Thanks to what we’ve all learned, our entire manuscript preparation process is a lot easier and more efficient.” More than commas and periods Scientific Publications’ activities have a common goal. “We want to help researchers get published and funded,” says Walter Pagel, who’s been director of the department since 1984. Scientific Publications can work with authors at all stages of manuscript writing. “We’re happy to review rough drafts and answer questions about grammar, word usage and publishing ethics. And in addition to editing for grammar, punctuation and spelling, we’ll check tables and figures and look for mathematical errors and inconsistencies in manuscripts. But what we can do goes beyond that,” says Melissa Burkett, the department’s assistant director. Since the editors aren’t closely tied to the subject matter, they can serve as impartial readers and point out areas that may be unclear or illogical. “We can help you express your ideas in ways that can be immediately understood by your readers,” Burkett explains. They also can make suggestions to improve the organization of a document and help authors tailor their manuscripts to fit the requirements of a particular scientific journal. Such skillful editing not only helps authors polish their writing, but also gives them an edge at journals and granting agencies. That’s especially important in today’s research climate, with hundreds of manuscripts vying for publication in top-tier scientific journals, and the competition for grant funding growing ever tougher. “Nothing is more exciting to an author than a letter of acceptance from Science or the New England Journal of Medicine,” Pagel says. “When we have worked with the author on the manuscript, we feel that sense of triumph, too.” M Kathryn Carnes, scientific editor in Scientific Publications, discusses a manuscript with Wayne Newhauser, Ph.D. Getting Scientific Publications on your team If you’d like Scientific Publications to review a manuscript, send a hard copy through interoffice mail to Unit 234, or drop it off at the department’s satellite office, Y2.6023, or main office, HMB9.022. You also can send manuscripts as electronic attachments to [email protected]. Editors primarily review journal articles, grant proposals, book chapters and meeting abstracts. For more information on editorial and educational services, visit the department’s intranet site at inside.mdanderson.org/departments/scipub/ or call (713) 792-3305. Messenger September/October 2006 13 On a mission Labs offer high-tech methods for studying behavior change by Carol Bryce I t’s a long, narrow room, with monitors and audiovisual equipment blanketing the walls and tables. People quickly scoot past one another as they negotiate the tight confines and head to various computer stations. The space resembles those familiar television images of NASA’s Mission Control Center. But in reality it’s the Central Monitoring Area, hub of the Behavioral Research and Treatment Center. Here our behavioral scientists watch and record activities taking place in each of the eight laboratories. Peek inside those labs on the Cancer Prevention Building’s second floor, and you’ll see treadmills, exercise bikes, headphones, devices that measure the brain’s electrical activity, and even more computers. More than 30 research projects are being conducted in these facilities, which opened last year. Here are some highlights: Predicting and preventing Research led by Karen Basen-Engquist, Ph.D., focuses on healthy living after cancer. “We want to learn more about how exercise can improve cancer survivors’ overall health and quality of life,” says Basen-Engquist, associate professor in Behavioral Science. “We’re also interested in how exercise affects cancer recurrence, and how exercise and healthy lifestyles can be used to lessen cancer side effects.” In a project called Steps to Health, she and her colleagues hope to identify the psychological, physiological and behavioral factors that determine if cancer survivors will become physically active after treatment. The researchers are conducting a pilot study and will start recruiting 250 endometrial cancer survivors for a larger study that begins this fall. Study participants undergo electrocardiograms, take fitness tests on a treadmill and exercise bike, and complete computerized questionnaires to measure attitudes about exercise. They’ll participate in a six-month walking program and be followed during that time to measure changes in fitness levels and exercise beliefs. This fall, Basen-Engquist also is pilot-testing Project Balance, a program that combines exercise, diet changes and counseling, with the goal of preventing the weight gain that often occurs in breast cancer survivors receiving neoadjuvant chemotherapy. “Before we had these labs, we were able to do some performance testing, like the six-minute walk, but nothing at this level. The testing done in this lab is the gold standard that will enable us to move our research forward,” she says. 14 Messenger September/October 2006 It’s all in the eyes Why do some cigarette smokers quit and never pick up another cigarette, while others quickly return to their old habits? Identifying smokers at greatest risk of relapse and determining why is the focal point of Cognition, a research project directed by Andrew Waters, Ph.D., assistant professor in Behavioral Science. Participants sitting in front of a computer screen are shown a set of words and asked to choose a word of a certain color. An “eye tracker,” or infrared light, identifies the area of the screen they’re looking at, determines how long their eyes remain focused on a particular spot and measures pupil dilation. “Some colored words are neutral, but some are smoking-related terms,” Waters explains. “We normally find that smokers get distracted by the smoking words, which slows down reaction time Below, from left: While Research Assistant Susana Torres views a photo of a woman smoking, researchers measure her brain’s response to the cue; Research Assistant Paul Longoria and Senior Research Coordinator M. Veronica Torres model a subject’s brain activity on a three-dimensional computer model; Research Coordinator Angela Burgess uses an eye tracker to measure a participant’s eye movements in response to smoking cues; Research Assistant Joshua Hein takes a submaximal cycle ergometry stress test to assess cardiovascular capacity; Research Manager Bob Thornton and Yiling Huo, visiting researcher from China, observe a subject’s EKG as part of a biobehavioral effects of yoga study directed by Lorenzo Cohen, Ph.D., associate professor in Behavioral Science. and makes their pupils dilate.” Over a four-year period, Waters and his colleagues will follow 250 smokers before and after they quit. Participants will carry personal digital assistants to give the researchers “real world” information about when they’re most likely to relapse. “If we can predict who will relapse, and when they’re most at risk, then we can determine who needs to be treated in the future,” Waters explains. Behavior plus biology Paul Cinciripini, Ph.D., professor and deputy chair of Behavioral Science, leads research aimed at understanding psychological and genetic processes that trigger addiction, especially to nicotine. In one study, sensors are placed on the scalps and faces of nicotinedeprived participants to measure electrical activity across different regions of the brain and facial muscles. Participants rate a series of pleasant and unpleasant pictures as positive, negative or neutral. During the sessions, they’re randomly “startled” by an unexpected noise, and the strength of the resulting eye blink is measured. This “startle” response is more intense whenever parts of the brain that control negative emotions are engaged. “We’re evaluating differences in emotional reactivity among smokers who are treated with different medications or a placebo to see if these differences are regulated by an individual’s genetic makeup. We’re also looking at the relationship between emotional reactivity and smoking relapse,” Cinciripini explains. Understanding the reasons for differences in nicotine response will help in tailoring medications to specific types of smokers. The future is virtual Cinciripini was involved in the design of the laboratories, and he’s pleased with the results. “This is a very adaptable facility that’s been constructed so different kinds of stimuli can be routed to any one of the eight rooms. These laboratories will enable us to do highly specialized research and behavioral interventions in the future.” For example, virtual reality technology in the labs can be used to create a common smoking environment, such as a bar or restaurant, complete with sights, sounds, smells and even people with whom research participants can interact. “Virtual reality offers exciting new ways to examine the pyschological and physiological aspects of how smokers interact with their environment and the interactions that promote smoking behavior or hinder cessation attempts,” explains Brian Carter, Ph.D., assistant professor of Behavioral Science. “Measuring participants’ reactions in the virtual environment can help us determine which environmental factors have the most influence on smoking behavior.” M Messenger September/October 2006 15 Let’s make a deal Supply Chain Services helps departments save $13 million by Jonathan Lowe E veryone loves a good deal. Whether at a bazaar, flea market or garage sale, it’s fun to see if you can wrangle a couple of bucks off a purchase. The reality is that some folks are better at it than others. They’re more experienced, better prepared and have better information. Some of those folks are at M. D. Anderson, and working together with various departments, they’re saving the institution about $13 million this year. Big $aving$ Since Sept. 1, 2005, Supply Chain Services, working together with department heads, has developed relationships with its supply community that have created opportunities for M. D. Anderson to realize more than $13.1 million of annualized value. What’s that mean? It doesn’t signify that we’ve got $13.1 million in extra cash. Rather, it means that over the course of the next 12 months, we’re saving $13.1 million we would have spent in dealing with vendors. Through July, we’ve kept the institution from spending an extra $8.1 million. How do we save those dollars? Sometimes, it’s on a one-time purchase. Other times, it involves working out of a previous bad deal or renegotiating contracts with merchants. Items we buy can range from gloves and copy paper, to diagnostic imaging equipment and shuttle buses, and even experimental cancer drugs. When you’re purchasing about 40,000 unique items per month, those savings add up fast. Total cost of ownership Once called Procurement Services, Supply Chain Services includes experts with backgrounds in the health care, energy, waste disposal, retail and financial services industries. In the past 1½ years, 16 Messenger September/October 2006 To find out how Supply Chain Services may be able to save your department money, call (713) 745-8300. the department’s 90 or so employees have started doing two different things that have changed the dynamics of how they create value, according to John Gillespie, executive director. “We’re looking beyond sticker price at the total cost of ownership, which considers such factors as repairs, maintenance, training, terms and conditions, warranties and discounts for early payments,” he says. “We now also have seasoned, veteran negotiators, people who know how to position us into win-win relationships with our vendors. We’re not trying to beat up our suppliers and put them out of business. But we are bringing expertise in establishing strategies for how to combine our demand, take it to market and get a better price.” Remixed and reloaded During the last 18 months, Gillespie has restructured Supply Chain Services into five groups: • Sourcing and Contract Management: Led by Hether Benjamin-Brown, Greg Koston and Tony Kraft, this team of about 30 contract managers, specialists and analysts studies contractual relation ships, determines the total cost of ownership, and then negotiates with suppliers. • Purchasing Services: Led by Vince Adams, about 20 buyers and senior buyers help departments execute thousands of purchase orders every day. • Accounts Payable: Led by Miguel Machado, this team is responsible for processing the unpaid bills of the business, that is, the money we owe our suppliers and other creditors. • State and Federal Small Business Program: Led by Marian Nimon, this team ensures that M. D. Anderson, as a state agency, complies with rules govern- ing Historically Underutilized Businesses. • Supply Customer Service: Led by Raul Davila, this team focuses on training and support of purchasing software. “These five teams bring discipline, principles and methodology to our customers and allow us to collaborate with them to create value,” Gillespie explains. What’s next? Currently, Supply Chain Services is in what Gillespie calls “demonstrative growth mode,” meaning that big savings are relatively easy to attain. He says he expects these high-dollar opportunities to settle down in the next three to five years. Then the department will enter into “sustaining value mode,” returning to the bargaining table with a bigger book of business as the institution expands. Outside the institution, Supply Chain Services is working with The University of Texas System to establish a system-wide purchasing program and supplier relationships where collaborative sourcing opportunities exist. In such a program, the department would be hired to run the professional sourcing infrastructure that would combine purchasing power among several institutions in the UT System. For now, Gillespie says he hopes his department can help employees stretch their budget or grant dollars as far as they can, creating savings pools to help them bring in new resources or positions. “We want to unburden the employees we serve from having to deal with the supplier relationship process, including negotiations and performance management,” he says. “We want to free up our fellow employees to do what they do best: their jobs.” M “We want to unburden the employees we serve from having to deal with the supplier relationship process, including negotiations and performance management. We want to free up our fellow employees to do what they do best: their jobs.” — John Gillespie Messenger September/October 2006 17 b rds wa Off the clock: employees celebrate yE y Ja d patients by volunteering in their spare time M. D. Anderson employees do great work from the time they “punch in” to the time they “punch out.” But some of the best work we do for our patients also happens when we’re off the clock. Whether it’s greeting patients as they arrive for the first time, or handing out bottles of water at Sprint for Life, a wide range of volunteer opportunities is available to fit the personality type of any employee. Day, evening and weekend shifts help employees arrange volunteering around their work schedules. “Employees offer a special insight to our volunteer programs because they live the core values on a daily basis,” says Susan French, executive director of Volunteer Services. “They also understand some of the inner workings of the cancer center, and that puts them at a great advantage.” In their spare time As a social work resource specialist, Lillian Hulett works full-time every week seeking ways to help patients pay for their treatment. Although she enjoys her free time away from the institution on weekends, she can’t wait to return on Monday. But it’s not just Hulett’s passion for her work that makes her look forward to the start of the week. She volunteers every Monday night as the bingo caller in the Children’s Cancer Hospital and spends her lunch hours teaching children English as a Second Language. 18 Messenger September/October 2006 “I enjoy being here and will do anything I can to make our patients’ lives better,” Hulett says. “It’s rewarding to see the pediatric patients’ tears turn into smiles.” Carmen-Luz Vargo, an executive assistant in Transfusion, volunteers as an inpatient unit floor host. She spends at least one evening each Child Life Specialist Cad Willeford, right, greets a returning patient at this year’s BMT Survivors Day, which featured a tropical getaway theme. More than 80 employees gave of their free time to present a celebration for our patients at BMT Survivors Day. week visiting with Spanish-speaking patients and their families and offering them items such as blankets and newspapers. Vargo encourages everyone to volunteer their time. “The first time I volunteered was so amazing. I drove the whole way home with the sunroof open, the music blaring and me singing as loud as I could. I couldn’t believe how good it made me feel.” Celebrating our patients Sometimes, it’s not just individual employees who give their time and energy to help our patients. For the third summer in a row, more than 80 employees from Stem Cell Transplantation and Cellular Therapy transformed the Main Building, floor 11, into a tropical getaway-themed celebration for BMT Survivors Day. This year, more than 150 adult and pediatric survivors and their families came from all over the United States to reunite with the M. D. Anderson employees who cared for them during their procedures. A team of BMT nurses, doctors and transplant coordinators and a wide range of clinical, research and administrative employees pitched in to make the event a success. “It feels good to give something back to the patients who touch our lives on a daily basis,” says Carol Causton, assistant nurse manager and chair of this year’s event. “In the inpatient units, we often don’t get to see the patients we’ve cared for after they leave. This gives us an opportunity to see how they’ve gone on with their lives years after they’ve undergone their transplant.” If you’re interested in volunteering, you can learn about available opportunities on the Volunteer Services Internet site at http://www. mdanderson.org/Departments/volunteer/. M Join the crowd ... Here are just a few of the ways to donate your time: Time Commitment Program Over your lunch hour Children’s Art Project Task Force: Sell CAP holiday items at various locations, Oct. 2–Dec. 12. Contact Cindy Shursen through Lotus Notes or (713) 745-0266. One hour in the morning each month Greeter Program: Welcome and help orient patients and families as they arrive. E-mail Joan Arnim through Lotus Notes. 3+ hours each month, various times M. D. Anderson Ambassadors Program: Educate the public about cancer by giving tours or presentations or staffing health fairs. E-mail Lora Shea through Lotus Notes. 3+ hours each week, day/evening/weekend shifts available M. D. Anderson volunteer: A wide range of opportunities is available, including helping with admissions, bingo, pediatrics, spiritual care, bilingual visitors and the Cyber Center, and acting as floor hosts and clinic aides. Visit the Volunteer Services Internet site at http://www.mdanderson. org/Departments/volunteer/ for more information. Messenger September/October 2006 19 “Too Cool to Smoke” by Heather Sessions F rom a cartoon duck touting “Tobacco is Foul” to campaigns such as the American Cancer Society’s Great American Smokeout, anti-tobacco messages are everywhere. But few of them target elementary school-aged kids. That’s why the Public Education Office has launched “Too Cool to Smoke,” a puppet show that teaches kindergarteners through fourth graders about the dangers of tobacco use. “We’re very impressed with how receptive the community has been to this program,” says Terie Littlepage, puppet program coordinator. “Our goal is to educate as many Houston-area children as possible about the dangers of tobacco.” Littlepage first came here in May 2004 as a student intern. But after an M. D. Anderson employee visited her cancer education class at the University of Houston, Littlepage was inspired to help promote the puppet program, and in January 2006, she joined the Public Education staff on a part-time basis. A successful start The “Too Cool to Smoke” program was launched in January 2004 with a performance at Hobby Elementary School. In November 2005, the Harry B. Gordon and Aileen B. Gordon Foundation gave $104,130 to help fund the program. The program already has experienced overwhelming success. The goal was to reach 6,000 kids by the end of 2006. An average of two to four puppet shows have been presented every week this year, and more than 4,800 kids have attended so far. The shows primarily take place at schools, parks, daycare centers, recreation and community centers, and libraries. Puppetry addresses pressure to smoke The “Too Cool to Smoke” puppet show is made possible through “Kids on the Block,” a program that originated in 1977 to address issues such as disabilities, medical differences and substance abuse resistance. “Kids on the Block” programs exist in 50 states and more than 30 countries. The program uses puppetry to educate children about the dangers of tobacco and the importance of making healthy lifestyle choices. It reaches children ages 5-9 before they’re confronted with the decision to smoke. “Using puppetry is a great way to capture a child’s attention,” says Cassandra Harris, senior health education 20 Messenger September/October 2006 specialist. “It’s an effective tool in educating the youngest students about tobacco.” The puppet show, titled “Up in Smoke,” places two lead characters, 14-year-olds Joanne Spinoza and Eric Van Aart, in the food court at Woodburn Mall. When Joanne is bothered by cigarette smoke from a nearby smoker, it prompts a discussion with her friend Eric about the negative effects of tobacco. To request a puppet show performance or for more information on becoming a puppeteer, go to www.mdanderson.org/publiceducation or call Public Education at (713) 792-3363. Making learning fun The “Too Cool to Smoke” lively and upbeat script creates an environment of open communication for children in the audience. Each performance includes a question-and-answer period during which members of the audience can ask questions directly to the puppet characters, who address myths and misconceptions about tobacco use. “We hope that by combining education with entertainment, we’ll help kids understand the negative effects that tobacco has on our bodies,” Littlepage says. A historical tobacco character One of the first and most widely recognized characters in the tobacco industry was Joe Camel, the cartoon mascot for Camel cigarettes from late 1987 until 1997. In 1991, a research study showed that more 5-and 6-year-old children could recognize Joe Camel than Mickey Mouse or Fred Flintstone, and suggested that the Joe Camel campaign was targeted to children. On July 10, 1997, the Joe Camel campaign ended and the cartoon camel was replaced by a lifelike depiction of a camel. The Joe Camel campaign had a huge impact on children. Public Education staff members hope the puppet program also will have an impact on children but unlike Joe Camel, a positive one that communicates the dangers of using tobacco. To smoke or not to smoke? According to the American Cancer Society, tobacco smoke causes more than eight of 10 cases of lung cancer. Each day, more than 4,000 teens try cigarettes for the first time, and another 2,000 become daily smokers. One-half of these teens eventually will die from a smoking-related disease. For more information on quitting smoking, go to www. mdanderson.org/departments/emphealth/. M Messenger September/October 2006 21 Tasty facts about Dining Services Every month, some 206 Dining Services employees: • serve more than 170,000 guests in nine retail locations and 24,000 guests through catering services • prepare more than 34,000 patient and family meals for room service • receive and process 92 tons (212,800 pounds) of food, beverages and condiments • stock an average of 16,600 crackers and 7,758 soft drinks for patients to snack on between meals • supply roughly three tons of coffee: 3,000 pounds to office coffee and another 2,900 pounds to retail areas Did you know? Dining Services served 20,000 meals in three days to patients, their families and employees during Hurricane Rita in September 2005. A new coffee bar will open at The Aquarium (in the R. Lee Clark Clinic) in September. Dining Services at M. D. Anderson includes Café Anderson, Café 24/7, Alkek Park Coffee Bar, Floor 4 Commons Coffee Bar, Faculty Dining, Waterfall Café, Cool Beans Café and Bakery, South Campus Research Building I Coffee Bar, SCRB II Café, Catering at Anderson, Room Service production, food services to childcare, nutrition supplies, office coffee services and vending. by Jay Edwards The University of Texas M. D. Anderson Cancer Center Texas Medical Center Publications and Creative Services Unit 229 1515 Holcombe Blvd. Houston TX 77030-4009 Address service requested Messenger September/October 2006 Nonprofit Org. U.S. Postage PAID Permit No. 7052 Houston TX