{"title":"Behavioral Health in the Pandemic: Making the Shift from Mental Illness to Mental Well-Being.","authors":"Stephen M Merz","doi":"10.1097/HAP.0000000000000122","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000122","url":null,"abstract":"<p><strong>Summary: </strong>Fighting the global COVID-19 pandemic has shifted from immediate response efforts to recognition of the long-term effects on the mental health and well-being of the general population and healthcare workforce. Leaders need to understand the vital role of behavioral health services in a population-based, integrated healthcare framework and address the needs of the behavioral health workforce to successfully deploy services in their organizations and communities.During the ongoing national response to COVID-19, three major trends have emerged: (1) a shift to telehealth and digital care, (2) greater awareness of the impact on the workforce of the shift to digital care, and (3) an open dialogue to counteract the stigma and discrimination related to mental illness and to emphasize mental well-being instead. When they address stigma and discrimination, healthcare leaders embrace a more holistic approach that welcomes behavioral health professionals as equal, vital members of the care team. They help their organizations advance the mental well-being of all.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"38 1","pages":"32-38"},"PeriodicalIF":0.0,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9993325","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":"Healthcare Crisis Adds Urgency to Well-Being Efforts for All.","authors":"Trudy Land","doi":"10.1097/HAP.0000000000000123","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000123","url":null,"abstract":"","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"38 1","pages":"1-3"},"PeriodicalIF":0.0,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9993320","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":"Learning from the Past to Face the Worst with Our Best.","authors":"Barclay E Berdan","doi":"10.1097/HAP.0000000000000118","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000118","url":null,"abstract":"<p><strong>Summary: </strong>At Texas Health Resources, the well-being of our patients, our workforce, and our communities has long been at the core of who we are and the driving force behind business decisions, employee interactions, programs, practices, and the patient care we deliver. It is in our DNA, from our vision \"to partner with you for a lifetime of health and well-being\" to Our Texas Health Promise: Individuals Caring for Individuals, Together. That solid foundation-always the basis of our business preparations-made it possible for us to weather the challenges brought by the COVID-19 pandemic and to prepare ourselves for what comes next, emerging stronger and with sustained energy to transform the enterprise on the other end.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"38 1","pages":"20-26"},"PeriodicalIF":0.0,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9993323","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":"Pandemic Hastens Cleveland Clinic's Unified Well-Being Strategy.","authors":"K Kelly Hancock, Chad V Minor","doi":"10.1097/HAP.0000000000000121","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000121","url":null,"abstract":"<p><strong>Summary: </strong>Across the healthcare landscape, the COVID-19 pandemic has been incredibly challenging. It also has been a catalyst for change. It has ignited a redesign of the US health system and presented opportunities in areas such as caregiver and patient communication, digital practice, telehealth and virtual care, and more. Notably, the pandemic also has shined a new light on caregiver well-being. As executive leaders of Cleveland Clinic's Caregiver Office, our top priority throughout the pandemic has been to support our caregivers professionally and personally-to help them be their best for themselves and for their fellow caregivers, our patients, our organization, and our communities. Today, Cleveland Clinic is realizing the profound impact of many of the strategies put in place during the pandemic and seeing how COVID-19 accelerated our organization's unified vision for caregiver well-being. This article offers insight into Cleveland Clinic's commitment to caregiver well-being, highlights actions we undertook during the pandemic, shares the resulting lessons we learned, and showcases how those lessons are shaping our future caregiver well-being strategy.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"38 1","pages":"4-13"},"PeriodicalIF":0.0,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9993321","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":"Systemness Taps the Power of Interdependence in Healthcare.","authors":"Charles D Stokes, Rod Brace","doi":"10.1097/HAP.0000000000000110","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000110","url":null,"abstract":"<p><strong>Summary: </strong>While the term systemness has been used in the healthcare sector for decades, its definition varies from organization to organization. Still, the goals are consistent: to improve patient experience, lower costs, reduce risk, and provide insights into a wide range of care and management issues. Most health systems face similar challenges, such as margin enhancement, quality improvement, increased access, and fending off disruptive competition. Systemness is a way to address these challenges while improving the overall interdependence of the organization. Although embraced by and advantageous to healthcare organizations, systemness efforts often fail. The obstacles are surmountable when organizations thoroughly analyze the achievable scale of systemness, community resources, and current mindset regarding the good of the whole. Leaders must play a vital role in promoting systemness by providing education and a routine review of day-to-day organizational activities. Sometimes, systemness requires a change in leadership or an updating of leadership skills.Organizations must recognize and assess their culture as it relates to principles of independence versus interdependence, and refocus clinical standardization through best-practice protocols and policies as COVID-19 affects the already-fractured healthcare sector. Fortunately, current and developing artificial intelligence, wearables, at-home testing, and improved technologies promise to provide a needed break for a contracting physician field and fatigued front line, and they present an opportunity for those organizations poised to meet the systemness challenge.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"37 4","pages":"17-27"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10345679","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":"Systemness: Leading Healthcare Systems from Theory to Reality.","authors":"David A Rubenstein","doi":"10.1097/HAP.0000000000000112","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000112","url":null,"abstract":"DOI: 10.1097/HAP.0000000000000112 David A. Rubenstein, FACHE, is an executive consultant to the US Army Medical Command in San Antonio, Texas. He served as Commanding General of the US Army Medical Department Center and School and Chief in the US Army Medical Service Corps, retiring in 2012 as major general. He also served as 2008–2009 chair of the Board of Governors of the American College of Healthcare Executives. The feature article authors in this issue of Frontiers of Health Services Management perform an important service for leaders at all levels of health and healthcare organizations. Let’s applaud them for that. Retired Memorial Hermann Health System leaders Charles D. Stokes, FACHE, and Rod Brace provide research and a description of what needs to be done to reach systemness; Aimee Daily, FACHE, chief transformation officer at Memorial Health System in Illinois, provides a useful description of her organization’s road to systemness. We should take lessons, tools, and challenges from both feature articles and add them to our professional toolboxes. Then, we owe it to our teammates, patients, and many other stakeholders to develop the mindset to go beyond systems in name only to systems that exhibit true systemness, ones that successfully move from theory to practice. Achieving systemness is a journey. Christopher D. Van Gorder, FACHE, whom I will introduce later, has been on that journey as CEO of a system for more than 20 years. Others I will introduce have been on their current CEO journeys for shorter, but just as impactful, times. Drawing from their stories, I will discuss the mindset of executive leadership that describes the goal and moves the system from theory to reality.","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"37 4","pages":"28-33"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10312964","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":"How to Lead an Organization Toward Systemic Transformation.","authors":"Abi Sriharan","doi":"10.1097/HAP.0000000000000115","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000115","url":null,"abstract":"","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"37 4","pages":"38-41"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10312965","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":"How One Healthcare Organization Is Creating a True System.","authors":"Aimee Daily","doi":"10.1097/HAP.0000000000000114","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000114","url":null,"abstract":"<p><strong>Summary: </strong>Founded in 1897 as a 12-bed hospital and training school in Springfield, Illinois, Memorial Health System (MHS) today serves communities throughout central Illinois with five affiliated hospitals, ambulatory care services, and behavioral health programs. The system includes Memorial Medical Center in Springfield, Abraham Lincoln Memorial Hospital in Lincoln, Taylorville Memorial Hospital in Taylorville, Passavant Area Hospital in Jacksonville, Decatur Memorial Hospital in Decatur, and the Memorial Physician Services, Memorial Home Services, and Memorial Behavioral Health network across central Illinois. The evolution of MHS from a system in name only-lacking full integration of organizational functions-to its current status as an optimized health system has been marked by challenges, from the initial doubts of employees and the community to the upheaval caused by the COVID-19 pandemic. Systemness requires visionary and sure-handed leadership to identify and realize economies of scale, share best practices for operational improvements, and reduce unwanted variation to improve quality of care. As the MHS story illustrates, that all starts, grows, and endures with strategic planning.</p>","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":"37 4","pages":"4-16"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10345678","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 Power of Systemness: Adding Value to Healthcare.","authors":"Trudy Land","doi":"10.1097/HAP.0000000000000116","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000116","url":null,"abstract":"","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":" ","pages":"1-3"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"39019387","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 Pursuit of Systemness Calls for an Intentional Approach.","authors":"Kira M Carter-Robertson","doi":"10.1097/HAP.0000000000000113","DOIUrl":"https://doi.org/10.1097/HAP.0000000000000113","url":null,"abstract":"","PeriodicalId":39916,"journal":{"name":"Frontiers of Health Services Management","volume":" ","pages":"34-37"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"39019388","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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