How to Combat Coronavirus Operations Complications
By Dahlia MakManaging Partner, Lean Health Care Practice
The coronavirus (COVID-19) was declared a pandemic by the World Health Organization on March 11, 2020, and it has disrupted the global health community, sparking immediate concerns for all types of health care organizations. With more than 438,100 global cases known at the time of publication—and approximately 59,000 of those in the United States—your organization should be asking important questions, including the following:
- Does our health system have a readiness plan?
- Are we prepared for patients and families presenting with symptoms, concerns and questions, and demands for access and treatment?
- Are our teams and facilities equipped for increased pressures around staffing, communication, triage and treatment, and more?
COVID-19: How Hospitals and Health Systems Can Brace For a Pandemic
By Allen Miller, Principal & CEO, COPE Health Solutions
By Elizabeth DuBois, DNP, FNP-BC, AAHIVS, Vice President, COPE Health Solutions
By Margaret Peterson, PhD, Executive Consultant, COPE Health Solutions
On March 13, 2020, President Donald Trump declared a national emergency over the
novel coronavirus, making $50 billion available for aid. This includes a requirement
for all hospitals to enact their emergency preparedness/operations plans while
lifting some regulatory barriers to care delivery that might impede successful crisis
response. Read article
Freedom in the Workplace: Is Hidden Guilt Limiting Your Confidence and Happiness?
By Danna Beal, M.Ed.International Speaker, Author and Coach
Suzanne, a highly respected and accomplished Chief HR Officer in a large prestigious hospital, carried a deep secret that had burdened her for years. She had earned her way up to this C-level position through hard work and fervent dedication, gaining vast experience as HR director in several hospitals prior to the Chief HR position. But Suzanne was haunted by the fact that she hadn’t completed her bachelor’s degree. Although she had told her bosses the truth and was promoted and hired anyway, the employees naturally assumed she was a college graduate. So, whenever the common subject of education or related issues were in the discussion, a sinking sense of dread and unworthiness came over her. Due to her hidden feelings of guilt, she compensated by being the first one to arrive at work, the last one to leave, the one to dutifully volunteer, and was always overprepared for every project. She rarely took a lunch break and simply ate while working at her desk. She unconsciously believed that if she worked so diligently, she would prove she was invaluable, somehow making up for her lack of a certificate. She ultimately sacrificed much of her personal life to avoid being exposed. Despite her excellent work she always felt like an imposter. Read article
Medical Malpractice Liability and the Changing Market
By Torri HowardVice President, Account Executive, Parker Smith & Feek
Over the last decade or more, the healthcare industry has been in what is considered a soft market. Decreasing
premiums, flexible underwriting, and an abundance of capacity have insurers looking to expand their market
share by growing their book of business. Often, insurers would outbid or underprice an account to win the
business. While many in the insurance industry over the last two years have seen rising rates, diminished capacity,
and strict underwriting practices, especially in the property and automobile lines, the medical malpractice
insurance has remained relatively unaffected by the hardening market until recently. There are signs that
market conditions are firming substantially with some tough years yet to come. Read article