SCCA was a top notch place to bring patients and I believed it would continue to get better as it grew. The Peter Principle applies wholeheartedly to this organization that has allowed itself to grow too rapidly without a solid foundation. (The principle that members of a hierarchy are promoted until they reach the level at which they are no longer competent.)
Currently I watch upper management refuse to prioritize the clinic wide initiatives and necessary work to build a strong, solid foundation of a healthcare organization with such promise. Our Continuous Process Improvement department (aka The Toyota Way) continues to be funded and rebuilt, year after year, with devastating results to the organization including the statement continually taken out of context "No more time, money, resources". Applying automotive lean processes to a unique oncology clinic that is benchmarking clinical trials one patient at a time is an oxymoron.
As I watch clinic wide initiatives, continue to be dreamt up every 6 months, and none having come to fruition in 4+ years, I've decided it's time for me to move onto someplace where I can have a positive impact on patients and make a difference.
Good people, purposeful mission
Lack of sticking to the mission