{"title":"Taking New Approaches to Coaching and Care Can Lift Nursing Numbers.","authors":"Kecia M Kelly","doi":"10.1097/HAP.0000000000000188","DOIUrl":"10.1097/HAP.0000000000000188","url":null,"abstract":"<p><p>Nurses are the backbone of healthcare. Their retention and recruitment are essential to the success and sustainability of healthcare providers. For many years, Portland, Oregon-based Legacy Health enjoyed the luxury of a registered nurse (RN) turnover rate consistently as low as 7.6 percent and a vacancy rate of 2.49 percent. Suddenly, COVID-19 and a confounding exodus of nurses from the profession overran this excellent track record. Today, Legacy Health is rebuilding its RN workforce and staff resilience through new initiatives. Even with a dwindling RN talent pool and vacancy rates rapidly growing into the double digits, the leadership is closing the gap. For example, a coach model for precepting new graduate nurses has allowed the RN residency program to grow by more than 300 percent. Programs such as Schwartz Rounds, Code Lavender, and an inpatient throughput initiative are also improving RN wellness, reducing stress, and increasing retention.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 3","pages":"10-16"},"PeriodicalIF":0.0,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139933415","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Diversity Management: Practical Application in a Healthcare Organization.","authors":"Lee Gardenswartz, Anita Rowe","doi":"10.1097/HAP.0000000000000187","DOIUrl":"10.1097/HAP.0000000000000187","url":null,"abstract":"<p><p>If you are not confused, you don't know what's going on. -Jack Welch In commenting on the business environment today (1994), Jack Welch could have been talking about healthcare organizations experiencing the double-barreled assault on two sweeping changes simultaneously. Not only are hospitals preparing for yet-to-be-determined changes in national healthcare delivery systems but they are doing so in the midst of shifting demographics in both the population and employee base. While many make the case for managing diversity, we would like to go one step further in offering a framework for developing an organization's ability to build an inclusive environment that gets the best from its staff and provides the best service to its customers.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 3","pages":"30-35"},"PeriodicalIF":0.0,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139933412","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Catering to Today's Need for New Human Capitalism.","authors":"Carla Jackie Sampson","doi":"10.1097/HAP.0000000000000192","DOIUrl":"10.1097/HAP.0000000000000192","url":null,"abstract":"","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 3","pages":"1-3"},"PeriodicalIF":0.0,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139933410","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Using Principles of Agile Leadership in a Frontier Hospital Electronic Health Record System Implementation.","authors":"Kevin M Stansbury","doi":"10.1097/HAP.0000000000000184","DOIUrl":"10.1097/HAP.0000000000000184","url":null,"abstract":"<p><p>The challenge of implementing a new electronic health record system in any hospital can be daunting. Doing so in a small frontier hospital with limited resources can be monumental. By incorporating fundamental leadership principles, including Agile leadership principles and committing to a set of values, Lincoln Health in Hugo, Colorado, achieved a successful implementation on an accelerated schedule.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 2","pages":"16-21"},"PeriodicalIF":0.0,"publicationDate":"2023-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138292026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Agile: Its Evolution and Potential Value in Hospitals.","authors":"Bruce D Cummings, Paul DeChant","doi":"10.1097/HAP.0000000000000183","DOIUrl":"10.1097/HAP.0000000000000183","url":null,"abstract":"<p><p>As hospitals and health systems struggle to maintain operations and financial solvency in a changing external environment, many find that new approaches to innovation are crucial to survival and strategic success. This article reviews the history of Agile, provides a high-level overview of the process, compares Agile to other innovation approaches, and shares how Agile can help reduce clinician burnout.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 2","pages":"4-9"},"PeriodicalIF":0.0,"publicationDate":"2023-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138292021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jose Azar, Erin Glantz, Craig Solid, Richard Holden, Malaz Boustani
{"title":"Using Agile Science for Rapid Innovation and Implementation of a New Care Model.","authors":"Jose Azar, Erin Glantz, Craig Solid, Richard Holden, Malaz Boustani","doi":"10.1097/HAP.0000000000000185","DOIUrl":"10.1097/HAP.0000000000000185","url":null,"abstract":"<p><p>As industry consolidation leads to a growing number of large new healthcare delivery networks, patients and their clinicians are losing the important human-centric and relationship-based nature of medical care. The leadership of Hackensack Meridian Health (HMH), a New Jersey-based network of hospitals, research center, and medical school, made an organizational commitment to reverse such loss and restore the social nature of medicine. To attain that goal, HMH engaged both clinicians and administrators to confirm the demand for change, foster a collaborative culture design, and address the unique nature of the individual components in the HMH network. Efforts to transform the HMH care delivery model illustrate the effectiveness of Agile science and its problem-solving methods.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 2","pages":"22-27"},"PeriodicalIF":0.0,"publicationDate":"2023-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138292025","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Iterative Development: Going with the Flow to Improve Care.","authors":"Chani A Cordero","doi":"10.1097/HAP.0000000000000182","DOIUrl":"10.1097/HAP.0000000000000182","url":null,"abstract":"<p><p>Healthcare can benefit immensely from implementing an Agile mindset. Specifically, Agile principles of value-driven delivery, adaptive planning, and continuous improvement can exert a positive impact on projects-especially amid the constant changes in laws, evidence-based practices, and technology in healthcare. The best way to apply Agile is to combine the discipline and structure of a traditional linear model with the adaptability of iterative development. That mix allows for certain controls but with the flexibility for stakeholders to provide input and call for adjustments at different stages. To start, an organization must build teams of multidisciplinary personnel with diverse perspectives. Delivering value should be addressed as soon as possible by considering stakeholder priorities, using tools for continuous project planning, and employing retrospectives to provide feedback and identify root causes. When leaders embrace value-driven delivery, adaptive planning, and continuous improvement, healthcare projects can lead to positive results and ultimately improve patient care.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 2","pages":"10-15"},"PeriodicalIF":0.0,"publicationDate":"2023-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138292023","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Missing Link: Lean Leadership.","authors":"David Mann","doi":"10.1097/HAP.0000000000000181","DOIUrl":"10.1097/HAP.0000000000000181","url":null,"abstract":"<p><p>People often equate \"Lean\" with the tools that are used to create efficiencies and standardize processes. However, implementing tools represents at most 20 percent of the effort in Lean transformations. The other 80 percent is expended on changing leaders' practices and behaviors, and ultimately their mindset. Senior management has an essential role in establishing conditions that enable 80 percent of the effort to succeed. Their involvement includes establishing governance arrangements that cross divisional boundaries, supporting a thorough, long-term vision of the organization's value-producing processes, and holding everyone accountable for meeting Lean commitments. This is accomplished through regular, direct involvement. When upper management sets the example, durable Lean success and an increasingly Lean leadership mindset follow.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 2","pages":"28-37"},"PeriodicalIF":0.0,"publicationDate":"2023-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138292024","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"More Data Drives Strategy at a Rural Hospital.","authors":"Martin Fattig","doi":"10.1097/HAP.0000000000000174","DOIUrl":"10.1097/HAP.0000000000000174","url":null,"abstract":"<p><p>All leaders of healthcare organizations, individually and collectively, must make critically important decisions every day. But how are those decisions made? What factors must leaders take into account? And how has the way they make those decisions changed over the years? In today's fast-moving world, healthcare leaders face increasing pressures to make far-reaching decisions not only accurately, but also more quickly than ever. Especially for a small critical access hospital, there is little room for error or delay. At Nemaha County Hospital, we have found that clinical and business decisions drawn from more reliable data are much better than those based on anecdotal information.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 1","pages":"30-32"},"PeriodicalIF":0.0,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10422270","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A Healthcare System Looks Within to Improve Outcomes.","authors":"Monica Wharton, Paula Jacobs","doi":"10.1097/HAP.0000000000000176","DOIUrl":"10.1097/HAP.0000000000000176","url":null,"abstract":"<p><p>Healthcare organizations are facing exponential growth in change-not just to compete, but to survive. Amid the widening gap between expenses and reimbursements, hospitals must manage the adoption of expensive advanced technologies, continuous synthesis of emerging clinical knowledge, intensive regulatory readiness, and public ranking of quality outcomes. And they must handle all this as patient expectations grow. At Methodist Le Bonheur Healthcare (MLH), we have approached these challenges by nurturing an organizational mindset of transformational innovation. The ability to harness the collective brainpower of 12,000 MLH associates to find cost reductions, operational efficiencies, and better ways to provide patient care has proven invaluable when facing the demands to do more with less. Achieving this degree of engagement began with full transparency of the challenges we face as an organization, clearly articulating the need to change, and providing a structured approach to capture and respond to suggestions from the workforce. The Power of One Idea program, a platform for listening and learning, has enabled the workforce to answer that call and make an impressive impact: $17 million in cost savings and previously untapped revenues. In return, the forward-thinking associates submitting those ideas have shared in those savings and realized more than $1.5 million in extra income. The Performance Excellence Award, a program to seek out best practices in safety, efficiency, or effectiveness, also has enriched the business with at least 100 proven approaches to advance care delivery.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"40 1","pages":"11-18"},"PeriodicalIF":0.0,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10422283","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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