Journal Of Healthcare Management / American College Of Healthcare Executives[JOURNAL]
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200 papers
Pierre Monice, FACHE, 2025 Recipient of the ACHE Robert S. Hudgens Memorial Award for Young Healthcare Executive of the Year.
J Healthc Manag · 2025 Jul-Aug 01 · PMID 40623220 · Publisher ↗
Abstract loading — click title to view on PubMed.
Loss, Adversity, and Asymmetry: The Future of NIH Funding.
Ford EW
J Healthc Manag · 2025 Jul-Aug 01 · PMID 40623219 · Publisher ↗
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The Impact of Chaplaincy Departments on Hospital Patient Experience Scores.
White KB, McClelland LE, Jennings JC … +2 more , Karimi S, Fitchett G
J Healthc Manag · 2025 May-Jun 01 · PMID 40358111 · Publisher ↗
GOAL: Chaplaincy departments may be an important resource for directly improving patient experience, and they may indirectly provide staff support resources to address workplace well-being. However, there is little empir...
GOAL: Chaplaincy departments may be an important resource for directly improving patient experience, and they may indirectly provide staff support resources to address workplace well-being. However, there is little empirical evidence to support whether or not having a chaplaincy department is associated with positive benefits for acute care hospitals. METHODS: This study used survey data from the American Hospital Association Annual Survey, the Area Health Resource File, and the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) data by the Centers for Medicare & Medicaid Services (CMS) to examine urban adult acute care hospitals between 2015 and 2019 and determine whether having a chaplaincy department impacted HCAHPS patient experience scores. PRINCIPAL FINDINGS: Hospitals with chaplaincy departments reported higher HCAHPS global ratings and higher ratings of patients likely to recommend the hospital. PRACTICAL APPLICATIONS: The study demonstrates that chaplaincy services may be an underutilized tool to improve patient experience scores. The scores are critical for hospital reimbursement, improved patient outcomes, and patient loyalty. In October 2022, CMS began allowing hospitals to start coding for chaplaincy service encounters. As a result, we may now see even more evidence demonstrating the positive relationship between chaplaincy services and other important hospital metrics.
Critical Perspectives: Medical Social Workers' Early Insights on Health-Related Social Needs Screening and Follow-up.
DeVos TV, Thatcher E, Getz G … +2 more , Nicks SE, Sieck CJ
J Healthc Manag · 2025 May-Jun 01 · PMID 40358110 · Publisher ↗
GOAL: As the impact of social determinants of health on patients' health status has received greater focus, and in light of national changes in requirements for hospitals to assess and address health-related social needs...
GOAL: As the impact of social determinants of health on patients' health status has received greater focus, and in light of national changes in requirements for hospitals to assess and address health-related social needs (HRSN), healthcare organizations are designing and implementing formal screening and follow-up processes for HRSN. While healthcare organizations are gaining more experience with both HRSN screening and subsequent resource provisions, engaging staff who implement screening and follow-up is key to the development of sustainable and informed processes. This study sought to understand the perspectives of medical social work regarding HRSN screening and follow-up in order to help shape the design and implementation of new screening and follow-up processes. Medical social workers (MedSWs) were identified because of their position as the staff members most likely to address, identify, and follow up on HRSN. Therefore, they have useful insights into the context in which these activities take place. METHODS: Interviews were conducted at an urban pediatric hospital in the Midwest. Eighteen MedSWs from various inpatient, outpatient, and mixed-setting departments were interviewed. All of this institution's medical social workers were invited to participate in the interviews, which were held individually or in groups based on participant preference. A semi-structured interview guide was developed, which addressed social worker background, clinic flow, current process for social needs screening and follow-up (formal or informal), and potential barriers to and facilitators of screening implementation. Interviews were recorded with participant consent and transcribed verbatim. The research team utilized a consensus coding approach to identify common themes and interpret results. PRINCIPAL FINDINGS: Four main themes were identified from these interviews. The first described the benefits of a standardized screening process in reducing bias and more accurately identifying needs. A second theme focused on the importance of coordination and collaboration among other members of the hospital system in addressing these needs. The third theme reflected concerns raised by participants regarding their capacity for immediate follow-up with patient families. Finally, perspectives on follow-up were shared about the tailoring of resources to specific patient needs, the capacity for addressing identified needs in a timely manner, and the trusted resources that MedSWs rely on when addressing needs. PRACTICAL APPLICATIONS: Since these interviews were conducted, their findings have been used to contribute to the process of expanding social needs screening in this hospital. Recent changes, including the option for patients to select the method of follow-up used after a positive screening, were driven by the findings of this study. Future research may expand to other members of the screening and follow-up processes to gain additional insight and revisit the perspectives of the MedSWs after these changes were made and since the rollout of HRSN screening across the institution has further progressed.
Do Patient-Provider Therapeutic Connections Vary by Race or Ethnicity? A Comparison of Black, White, and Hispanic/Latino Patient Experiences.
Rathert C, Stephenson AL, Simmons DR … +1 more , Mittler JN
J Healthc Manag · 2025 May-Jun 01 · PMID 40358109 · Publisher ↗
GOAL: This study aimed to determine whether patients who identify as Black/African-American or Hispanic/Latino have different expectations for and experiences of therapeutic connections (TCs) with care providers, compare...
GOAL: This study aimed to determine whether patients who identify as Black/African-American or Hispanic/Latino have different expectations for and experiences of therapeutic connections (TCs) with care providers, compared to those who identify as non-Hispanic White. Although race-based health disparities have been recognized in the United States for decades, efforts to reduce them have yielded inconsistent results. Early evidence suggests that high-quality TCs have important impacts on patient outcomes, which could help explain the persistence of certain disparities. METHODS: Primary data were collected during a field study that recruited patients from across the U.S. (N = 1,598). We used a cross-sectional online survey of non-Hispanic Black, non-Hispanic White, and Hispanic or Latino (any race) adults who had a healthcare encounter in the previous six months. The sampling strategy oversampled Black and Hispanic/Latino patients and balanced respondents across age groups. The survey asked respondents questions about their expectations for ideal TCs, TC experiences, and satisfaction with their main care provider. Our large sample enabled subgroup analyses that examined the experiences of those with certain intersectional identities (e.g., race and gender). Variables were examined using omnibus analysis of variance with Fisher's least significant difference post hoc tests to compare specific groups. PRINCIPAL FINDINGS: There were no differences between groups regarding their expectations for ideal TCs. There were, however, differences by race/ethnicity in TC experiences and satisfaction. Differences were more prevalent in subgroup analyses. Chronic conditions, gender, and racial concordance with the provider mattered for some measures but not for others. Generally, Hispanic or Latino patients reported significantly lower levels of experienced TCs. PRACTICAL APPLICATIONS: Understanding the differences in experiences of care and patient satisfaction by race/ethnicity can facilitate the cultivation of targeted interventions and policies aimed at addressing disparities in healthcare delivery and further promote equitable care for all patients. Nevertheless, more must be done to understand what might lead to poorer TCs for some who identify with marginalized groups and whether poorer TCs lead to poorer health outcomes.
Organizational Resilience in Healthcare: A Scoping Review.
Ratliff HC, Lee KA, Buchbinder M … +3 more , Kelly LA, Yakusheva O, Costa DK
J Healthc Manag · 2025 May-Jun 01 · PMID 40358108 · Full text
GOAL: Healthcare organizations have always faced challenges, yet the past decade has been particularly difficult due to workforce shortages, the COVID-19 pandemic, and economic demands, all of which can impact quality of...
GOAL: Healthcare organizations have always faced challenges, yet the past decade has been particularly difficult due to workforce shortages, the COVID-19 pandemic, and economic demands, all of which can impact quality of care. While some healthcare organizations have demonstrated the ability to adapt to such stressors-which has been termed "organizational resilience"-others have not. Most of the research on resilience in healthcare has been on individual clinicians; less is known about how extra-individual groups such as teams, units, and systems develop resilience. Understanding what organizational resilience is, how to measure it, and how healthcare organizations can develop it is essential to responding effectively to future acute and chronic stressors in the healthcare industry. The purpose of this scoping review is to synthesize how organizational resilience is defined and measured in the current healthcare literature and to inform future interventions to improve organizational resilience. METHODS: We searched PubMed and Scopus databases for articles mentioning organizational resilience in healthcare. Eligible sources were those published in English through December 2023 in any format, and that described or measured organizational resilience in healthcare. Titles and abstracts were screened, and information was extracted from eligible articles. PRINCIPAL FINDINGS: We screened 243 articles and included 97 in our review. Across these studies, organizational resilience was described as a healthcare system's ability to continue functioning and meet its objectives when exposed to stressful stimuli. Reactive and proactive strategies, as well as reflection, were identified as key components of organizational resilience. Four measures of organizational resilience were developed for use in healthcare, but only two have been validated. PRACTICAL APPLICATIONS: Future studies should focus on validating and comparing existing measures of organizational resilience and using them to investigate how organizational resilience may impact quality of care and clinician well-being, allowing the field to move beyond the focus on individual clinician resilience.
Meeting Future Demands of Acute Care Through the Home Hospital Care Model.
Klibanski A
J Healthc Manag · 2025 May-Jun 01 · PMID 40358107 · Publisher ↗
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From Discontinuity to Transformation: Drucker's Wisdom for Navigating Today's Healthcare Environment.
J Healthc Manag · 2025 May-Jun 01 · PMID 40358105 · Publisher ↗
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Factors Associated with Healthcare Leaders' Perceived Self-Efficacy During Crises.
Moreno R
J Healthc Manag · 2025 Mar-Apr 01 · PMID 40059205 · Publisher ↗
GOAL: The COVID-19 pandemic exposed a lack of healthcare leadership preparedness for a widespread, persistent emergency. This study aimed to identify factors contributing to perceived leadership self-efficacy to better p...
GOAL: The COVID-19 pandemic exposed a lack of healthcare leadership preparedness for a widespread, persistent emergency. This study aimed to identify factors contributing to perceived leadership self-efficacy to better prepare leaders for future crises. METHODS: The researcher conducted an online composite survey (n = 96) of factors affecting perceived leadership self-efficacy from an American College of Healthcare Executives group using a quantitative correlational design with multiple regression analysis. Results were examined through the lens of Kolb's experiential learning theory to determine recommended leadership training. PRINCIPAL FINDINGS: The researcher found that the most significant factors contributing to perceived self-efficacy in leadership were years of experience and skill (β = .004). This was supported by a multiple regression model predicting leadership self-efficacy, F(6, 95) = 9.932, p < .001, and adjusted ΔR2 = .361. An overall moderate effect size supports the practical significance of these results. When given the opportunity to indicate what preparation would be most beneficial, healthcare leaders indicated a desire for more training in communication skills alongside tabletop drills to practice rapid assessment and response techniques. PRACTICAL APPLICATIONS: As healthcare leaders continue to face unanticipated challenges, their self-perceived ability to handle crises competently is influenced by their years of experience and skill level. Of these two, skill level is practically addressable. Education and leadership development that incorporate evolving methods of training, such as tabletop drills, will improve critical skills, and thus, perceived self-efficacy during times of crisis.
Leveraging Artificial Intelligence to Reduce Neuroscience ICU Length of Stay.
Kittur K, Dombrowski K, Salomon K … +6 more , Glover J, Roy L, Lund T, Chiodo C, Fugate K, Patel A
J Healthc Manag · 2025 Mar-Apr 01 · PMID 40059204 · Publisher ↗
GOAL: Efficient patient flow is critical at Tampa General Hospital (TGH), a large academic tertiary care center and safety net hospital with more than 50,000 discharges and 30,000 surgical procedures per year. TGH collab...
GOAL: Efficient patient flow is critical at Tampa General Hospital (TGH), a large academic tertiary care center and safety net hospital with more than 50,000 discharges and 30,000 surgical procedures per year. TGH collaborated with GE HealthCare Command Center to build a command center (called CareComm) with real-time artificial intelligence (AI) applications, known as tiles, to dynamically streamline patient care operations and throughput. To facilitate patient flow for our neuroscience service line, we partnered with the GE HealthCare Command Center team to configure a Downgrade Readiness Tile (DRT) to expedite patient transfers out of the neuroscience intensive care unit (NSICU) and reduce their length of stay (LOS). METHODS: As part of an integrated NSICU performance improvement project, our LOS reduction workgroup identified the admission/discharge and transfer process as key metrics. Based on a 90%-plus average capacity, early identification of patients eligible for a downgrade to lower acuity units is critical to maintain flow from the operating rooms and emergency department. Our group identified clinical factors consistent with downgrade readiness as well as barriers preventing transition to the next phase of care. Configuration of an AI-powered model was identified as a mechanism to drive earlier downgrade and reduce LOS in the NSICU. A multidisciplinary ICU LOS reduction steering committee met to determine the criteria, design, and implementation of the AI-powered DRT. As opposed to identifying traditional clinical factors associated with stability for transfer, our working group asked, "What are clinical barriers preventing downgrade?" We identified more than 76 clinical elements from the electronic medical records that are programmed and displayed in real-time with a desired accuracy of over 95%. If no criteria are present, and no bed is requested or assigned, the DRT will report potential readiness for transfer. If three or more criteria are present, the DRT will suggest that the patient is not eligible for transfer. PRINCIPAL FINDINGS: The DRT was implemented in January 2022 and is used during multidisciplinary rounds (MDRs) and displayed on monitors positioned throughout the NSICU. During MDRs, the bedside nurses present each patient's key information in a standardized manner, after which the DRT is used to recommend or oppose patient transfer. Six months postimplementation period of the DRT and MDRs, the NSICU has seen a 7% or roughly eight-hour reduction in the ICU length of stay (4.15-3.88 days) with a more than three-hour earlier placement of a transfer order. Unplanned returns to the ICU (or bouncebacks) have remained low with no change in the preimplementation rate of 3% within 24 hours. As a result of this success, DRTs are being implemented in the medical ICUs. PRACTICAL APPLICATIONS: This work is uniquely innovative as it shows AI can be integrated into traditional interdisciplinary rounds and enable accelerated decision-making, continuous monitoring, and real-time alerts. ICU throughput has traditionally relied on direct review of a patient's clinical course executed during clinical rounds. Our methodology adds a dynamic and technologically augmented touchpoint that is available in real time and can prompt a transfer request at any time throughout the day.
Value of Information Sharing in Using Healthcare Information Technology: A Systematic Review.
Gnanlet A, Choi M
J Healthc Manag · 2025 Mar-Apr 01 · PMID 40059203 · Publisher ↗
GOAL: The primary goal of this systematic review is to assess the impact of healthcare information technology (HIT) applications on information sharing within and between healthcare organizations (HCOs) and their associa...
GOAL: The primary goal of this systematic review is to assess the impact of healthcare information technology (HIT) applications on information sharing within and between healthcare organizations (HCOs) and their associated performance outcomes. This study is motivated by the significant growth in electronic health record adoption and other advanced technologies spurred by the Health Information Technology for Economic and Clinical Health Act of 2009. Despite this growth, there remains a gap in understanding where HIT adds value and how it affects various performance outcomes, particularly through information sharing in the healthcare sector. METHODS: Following the Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA-P 2020) methodology, this review focuses on empirical studies that examine the use and adoption of HIT in healthcare settings. The inclusion criteria targeted studies evaluating the impact of information sharing within or among HCOs through the use of HIT. The 66 papers that met our criteria were analyzed using Porter's value chain framework, which examines both intraorganizational and interorganizational activities to understand where value is created. PRINCIPAL FINDINGS: The review reveals that HIT applications primarily enhance internal operations within HCOs, with 55% of the studies focusing on this aspect. In contrast, information sharing across multiple HCOs remains limited, with only 14% of the studies addressing this area. While quality improvement and cost reduction are the most frequently mentioned expected outcomes, surprisingly, productivity emerges as the most studied outcome variable, present in 33% of the articles. Most studies were conducted in the United States (67%), and physicians were the most frequently studied users of HIT, followed by nurses and other designated staff. PRACTICAL APPLICATIONS: The findings highlight the need for broader connectivity across the healthcare ecosystem. While private networks like Epic Cosmos and CommonWell facilitate data exchange, they remain confined within specific electronic health record systems, creating silos. The Trusted Exchange Framework and Common Agreement offers a more comprehensive approach, promoting universal and scalable information sharing across all stakeholders. To realize this potential, healthcare leaders must actively pursue the Trusted Exchange Framework and Common Agreement integration, standardize performance metrics, and foster collaboration to enhance patient care and operational efficiency.
Financial Performance of Hospital Telehealth Adopters, Nonadopters, and Switchers: A Rural-Urban Comparison.
Karim SA, Bogulski CA, Tilford JM … +2 more , Hayes CJ, Eswaran H
J Healthc Manag · 2025 Mar-Apr 01 · PMID 40059202 · Publisher ↗
GOALS: The adoption of telehealth in healthcare delivery has transformed patient treatment options. Urban and rural hospitals are increasingly using telehealth to reach more patients, improve patient engagement, and incr...
GOALS: The adoption of telehealth in healthcare delivery has transformed patient treatment options. Urban and rural hospitals are increasingly using telehealth to reach more patients, improve patient engagement, and increase healthcare quality. Hospitals experience the operational benefits of adopting telehealth through improving clinical workflow, increasing efficiency, and improving patient satisfaction. These benefits may have financial implications through increases in patient volume and revenue, and reductions in provider overhead and costs. The overall effect of telehealth adoption on hospital financial performance is currently unknown. This study examines the association of telehealth adoption with the financial performance of rural and urban hospitals. METHODS: This study uses retrospective data to examine the differences between urban and rural hospitals and community characteristics, profitability, and telehealth adoption from 2009 to 2019 in the United States. Data were obtained from the American Hospital Association Annual Survey and the Information Technology Supplement, the Centers for Medicare & Medicaid Services Healthcare Cost Report Information Systems, and the Area Health Resource File. Telehealth adoption status was determined using the American Hospital Association Annual Survey and the Information Technology Supplement Survey. Hospitals were classified into three categories, according to telehealth adoption status: (1) telehealth persistent nonadopters, (2) telehealth persistent adopters, and (3) telehealth switchers. Hospital financial performance was measured using operating margin and total margin. Descriptive statistics were used to evaluate the variation between the three categories of telehealth adoption status and hospital characteristics, hospital financial performance, and community characteristics. PRINCIPAL FINDINGS: The study sample of 1,530 hospitals consisted of 56% rural hospitals and 44% urban hospitals. The results reveal disparities in financial performance between rural and urban hospitals. From 2009 to 2019, both rural and urban hospitals, identified as telehealth persistent adopters, exhibited higher operating and total margins compared to telehealth persistent nonadopter hospitals. Hospitals that transitioned from telehealth nonadopters to telehealth adopters, started with operating and total margins that closely aligned with telehealth persistent nonadopters. However, as hospitals adopted telehealth, both operating and total margins followed closely to telehealth persistent adopters. The results indicate that while hospital financial performance is associated with telehealth adoption, inferring causation is beyond the scope of these results. PRACTICAL APPLICATIONS: The telehealth adoption status has unveiled noticeable patterns in hospital financial performance. In both rural and urban settings, hospitals persistently lacking telehealth capacity have the worst financial performance when compared to hospitals that persistently maintained telehealth services or hospitals that adopted telehealth over the study period. Overall, urban hospitals had better financial performance, which is likely associated with higher caseloads and payer mix compared to rural hospitals. Hospitals that adopted telehealth over the study period showed an increase in financial margins similar to hospitals with persistent telehealth adoption. Targeted policies that address the specific financial challenges of hospitals with a history of poor performance could effectively increase telehealth adoption in these settings. Future research should examine whether adoption among hospitals persistently lacking telehealth can influence the quality and accessibility of services, along with associated health outcomes to determine whether more aggressive policy action is warranted.
Twelve Considerations for the Future of Healthcare.
Allen RW
J Healthc Manag · 2025 Mar-Apr 01 · PMID 40059201 · Publisher ↗
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Kimberly Enard, PhD, FACHE, Associate Professor in the College for Public Health and Social Justice and MHA Program Director at Saint Louis University.
J Healthc Manag · 2025 Mar-Apr 01 · PMID 40059200 · Publisher ↗
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Aligning Federal Grant Review Processes with Academic Standards: A Call for Reform.
J Healthc Manag · 2025 Mar-Apr 01 · PMID 40059199 · Publisher ↗
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Beyond the Bottom Line: Assessing Charity Care, Community Benefits, and Tax Exemptions in Nonprofit Hospitals.
Zare H, Anderson G
J Healthc Manag · 2024 Nov-Dec 01 · PMID 39792847 · Publisher ↗
GOAL: This study aimed to compare the value of tax exemptions and community benefits across various nonprofit hospitals and show how hospital and geographical characteristics can explain the values. METHODS: Data from 20...
GOAL: This study aimed to compare the value of tax exemptions and community benefits across various nonprofit hospitals and show how hospital and geographical characteristics can explain the values. METHODS: Data from 2017 to 2021 Internal Revenue Service Form 990s were used to evaluate 17 types of community benefits in nonprofit hospitals and assess six categories of tax benefits. Descriptive analyses compared charity care, community benefits, and estimated tax exemptions among nonprofit hospitals while considering variations in teaching status, location (rurality), and US region. Additionally, random effect regression analyses, both unadjusted and adjusted, explored the connection between the community benefit-to-expense ratio and a range of hospital and geographical features. PRINCIPAL FINDINGS: Between 2017 and 2021, nonprofit hospitals allocated, on average, 8.8% of their total expenses to 17 types of community benefits, with 1.8% of their expenses dedicated to charity care; 5.2% benefited from tax exemptions. There were significant disparities among nonprofit hospitals, as 24.0% received more tax benefits than they spent on community benefits, and 81.0% received more than their charity care expenditures. The characteristics and location of nonprofit hospitals influenced the provision and composition of community benefits. Teaching hospitals allocated a higher percentage of total community benefits compared to nonteaching hospitals (9.2% vs. 8.6%). The top three categories in teaching hospitals were Medicaid shortfall, charity care, and unreimbursed education, whereas nonteaching hospitals focused more on charity care and subsidized health services, in addition to Medicaid shortfall. Furthermore, the location of a nonprofit hospital impacted the distribution of community benefits. Rural hospitals prioritized Medicaid shortfall, subsidized health services, and charity care, while urban hospitals concentrated more on Medicaid shortfall, charity care, and subsidized health service (in that order). The regression results showed that system affiliation and location in the Southern region of the United States were positive predictors of charity care spending at nonprofits. PRACTICAL APPLICATIONS: Lack of transparency and explicit requirements from federal agencies and states for what is necessary to receive tax benefits results in wide variations in community benefits spending by nonprofit hospitals. Some receive more in tax benefits than they provide in community benefits, and three-quarters of all nonprofit hospitals receive more in tax benefits than they provide in charity care. Developing a more explicit definition of community benefits can make all nonprofit hospitals more accountable.
Hospital Medicare Spending per Beneficiary: A Longitudinal Study.
Xu J, Hamadi H, Zhao M … +3 more , Boamah SA, Tafili A, Spaulding A
J Healthc Manag · 2024 Nov-Dec 01 · PMID 39792846 · Publisher ↗
GOAL: While studies have examined quality and health outcomes related to the Centers for Medicare & Medicaid Services' (CMS's) Hospital Value-Based Purchasing (HVBP) Program, a significant gap exists in the literature re...
GOAL: While studies have examined quality and health outcomes related to the Centers for Medicare & Medicaid Services' (CMS's) Hospital Value-Based Purchasing (HVBP) Program, a significant gap exists in the literature regarding the relationship between pay-for-performance initiatives and hospital financial performance in the program's Efficiency and Cost Reduction domain. This study examined the association between hospitals' cost inefficiency and participation in the HVBP Program by estimating the probability and magnitude of improvement or achievement in the program's Efficiency and Cost Reduction domain. METHODS: The 2014-2019 Efficiency and Cost Reduction domain data were obtained from CMS and merged with the American Hospital Association's Annual Survey Database. We conducted a zero-inflated negative binomial regression to account for the excessive number of zeros in the data. PRINCIPAL FINDINGS: The negative binomial component of the model assessed the magnitude of the impact on the Efficiency and Cost Reduction improvement from each covariate, while the zero-inflated component assessed the odds of being in the "certain-zero" group, meaning no chance to improve or achieve. Hospital ownership, location, size, safety-net status, percentage of Medicare patients, and the number of registered nurses per bed were statistically significant. Additionally, the Herfindahl-Hirschman Index and teaching status significantly influenced efficiency performance. PRACTICAL APPLICATIONS: Changes in hospital performance in this domain exist and have evolved. Hospitals might be at a disadvantage with this performance measure because of their inherent organizational structure. The HVBP Program may not provide clear enough direction or actionable incentive to address the needs of stakeholders influenced primarily by measures of Medicare spending per beneficiary. This study's findings hold practical value for policymakers, healthcare administrators, and researchers. Policymakers can use this information to tailor future pay-for-performance programs and effectively allocate resources. Healthcare administrators can identify areas for improvement and benchmark their performance against similar institutions. Researchers can explore the program's long-term sustainability and investigate cost drivers within different hospital groups. By understanding the link between hospital characteristics and cost reduction, all stakeholders can contribute to a more efficient healthcare system.
Long-Term Impact of an Online Physician Group-Coaching Program to Improve Burnout and Self-Compassion in Trainees.
Fainstad T, Syed A, Thibodeau PS … +3 more , Vinaithirthan V, Jones CD, Mann A
J Healthc Manag · 2024 Nov-Dec 01 · PMID 39792845 · Publisher ↗
GOAL: To evaluate long-term outcomes of Better Together Physician Coaching, a digital life-coaching program to improve resident well-being. METHODS: We performed a secondary analysis of survey data from the pilot program...
GOAL: To evaluate long-term outcomes of Better Together Physician Coaching, a digital life-coaching program to improve resident well-being. METHODS: We performed a secondary analysis of survey data from the pilot program implementation between January 2021 and June 2022. An intention-to-treat analysis was completed for baseline versus post-6 months and baseline versus post-12 months for all outcome measures. PRINCIPAL FINDINGS: Of 101 participants, 95 completed a baseline survey (94%), 66 completed a 6-month survey (65%) and 36 completed a 12-month survey (35%). There were no significant differences in burnout scale scores between baseline to 6 or 12 months. Self-compassion scores (i.e., means) improved after 6 months, from 33.2 to 38.2 (p < .001) and remained improved after 12 months at 36.7 (p = .020). Impostor syndrome score means decreased after 6 months, from 5.41 to 4.38 (p = .005) but were not sustained after 12 months (4.66, p = .081). Moral injury score means decreased from baseline to 6 months from 41.2 to 37.0 (p = .018), but reductions were not sustained at 12 months (38.1, p = .166). PRACTICAL APPLICATIONS: This study showed significant, sustained improvement in self-compassion for coaching program participants.
The Impact of Leadership Training on Burnout and Fulfillment Among Direct Reports.
Briggs SE, Heman-Ackah SM, Hamilton F
J Healthc Manag · 2024 Nov-Dec 01 · PMID 39792844 · Publisher ↗
GOAL: Burnout, decreased professional fulfillment, and resultant attrition across the medical professions are increasingly recognized as threats to sustainable and cost-effective healthcare delivery. While the skill leve...
GOAL: Burnout, decreased professional fulfillment, and resultant attrition across the medical professions are increasingly recognized as threats to sustainable and cost-effective healthcare delivery. While the skill level of leaders as perceived by their direct reports has been correlated with rates of burnout and fulfillment, no studies, to our knowledge, have directly evaluated whether intervention via leadership training impacts burnout and fulfillment among direct reports. The goal of this study was to evaluate the effectiveness of a leadership training intervention on direct reports' perceptions of the leadership skills of supervising residents and subsequently on the well-being of the direct reports. METHODS: We implemented a leadership training program with supervising (i.e., chief) resident volunteers in two surgical residency programs. The leadership training included two sessions of approximately 2 hours each that consisted of interactive didactic and small group activities. The training focused on the following themes: defining leadership (i.e.,characteristics and behaviors), team building, fostering trust, managing conflict, navigating difficult conversations, and feedback. We administered pretraining and posttraining surveys to the direct reports (i.e., junior residents) to assess the perceived leadership skills of supervising residents, as well as burnout and professional fulfillment. PRINCIPAL FINDINGS: Leadership scores significantly improved following the leadership training intervention. Additionally, improvement in leadership scores following training was positively correlated with professional fulfillment among the junior residents (direct reports). PRACTICAL APPLICATIONS: The results of this study suggest that incorporating leadership training into residency programs may serve as an appropriate initial intervention to improve the leadership skills of supervising residents, and in turn, improve professional fulfillment and retention among medical professionals. This intervention involved minimal cost and time investment, with potentially significant returns in combating the well-being and attrition crisis. These findings may be applicable across the healthcare field to tackle the impending healthcare worker crisis.
The Reset of Safety: Leadership Guidance for Transformational Progress.
McGaffigan PA
J Healthc Manag · 2024 Nov-Dec 01 · PMID 39792843 · Publisher ↗
Abstract loading — click title to view on PubMed.
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