June 2021
In This Issue
From the Desk of the KAHCE President
Message from Your ACHE Regent - Spring 2021
Membership Report: Share the Value of ACHE and Its Rewards
Connect with Kansas Health Care Executives
FACHE Requirements Have Eased
Sponsored Students Reflect on 2021 ACHE Congress
Leading Growth in Lean Times
How Providers Can Continue to Support Mental Health Services Post-Pandemic
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Officers
President:
Trenton Stringer
HCA Healthcare
Overland Park, KS


President Elect:
Todd Willert, FACHE
Community Healthcare System
Onaga, KS


Past President:
Judy Corzine, FACHE
Stormont Vail Health
Topeka, KS


Secretary:
Brady Hoffman
Stormont Vail Health
Topeka, KS


Treasurer:
George M. Stover
Hospital District #1 of Rice County
Lyons, KS


Treasurer Elect:
Tracy O'Rourke, FACHE
Stormont Vail Health
Topeka, KS


KHA Liaison:
Ronald W. Marshall
Kansas Hospital Association
Topeka, KS


ACHE Regent:
Richard W. (Wes) Hoyt, LTC (Ret), FACHE
Hutchinson, KS


KAHCE Website
www.kahce.org  


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KAHCE Kansas Association of Health Care Executives

 

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Leading Growth in Lean Times

There is no doubt the pandemic has challenged even the strongest hospitals and health systems, exhausting staff, destabilizing finances and putting growth plans firmly on the back burner.

Though McLaren St. Luke’s is not immune to these challenges, the 300-bed community hospital is also primed for growth. With strong quality outcomes, engaged employees and tremendous community support, St. Luke’s has served the growing Toledo, Ohio, suburb of Maumee for more than 100 years.

In August, the hospital was acquired by McLaren Health Care, an integrated health system with 15 hospitals and health plan operations across three states. The partnership provides additional resources to support the hospital’s long-held vision of expanding services to allow more people to receive care close to home. By seeking out partnerships with small, independent hospitals and large physician groups, McLaren St. Luke’s senior leadership is working to expand services to fill unmet community needs in a fiscally responsible manner.

People First

A hospital’s success for achieving growth in uncertain times hinges on its ability to earn and maintain the trust and support of its employees and physicians. This is even more important during the pandemic, as caregivers make significant sacrifices to care for patients and one another.

Employees and physicians need to know that the administration is in their corner and that growth will not come at their expense. Clear and decisive leadership communication builds consensus quickly and shares not only the organization’s broader vision but also a road map for getting there. McLaren St. Luke’s values empowering leaders and using their knowledge to form a complete picture that allows leadership to make informed decisions and effectively communicate with their teams as they navigate uncharted waters.

Clinical Excellence as a Cornerstone

While it may not be a typical growth strategy, McLaren St. Luke’s is making the standardization of clinical practices a cornerstone of its expansion plans. Anchored by the belief that adherence to evidence-based protocols produces better outcomes, the hospital is pursuing several important designations to support staff in their efforts to deliver a higher level of care, safely and reliably.

In addition to becoming one of only 13 hospitals across the country to earn certification from DNV GL Healthcare as a Primary Plus Stroke Center, McLaren St. Luke’s will be pursuing national verification of its trauma program from the American College of Surgeons. These certifications ensure caregivers have received rigorous training in care protocols proven to yield the best patient outcomes. Our leadership team regards these designations as not just an opportunity to expand key service lines but, more importantly, an opportunity to strengthen core competencies to meet vital and often time-sensitive patient needs.

Responsibly Meeting Community Needs

As part of McLaren Health Care, McLaren St. Luke’s now has the ability to leverage the system’s collective size and scale to reduce expenses and improve efficiencies. This allows the hospital to achieve greater purchasing power, improve supply chain operations and add technology.

These advantages cannot be underestimated in today’s environment, but looking beyond the balance sheet to achieve growth amid limited resources is a wise strategy. For McLaren St. Luke’s, that means a focus on enhancing (not duplicating) services that already exist in the market. By seeking out partnerships with small, independent hospitals and large physician groups, McLaren St. Luke’s senior leadership is working to expand services to fill unmet community needs in a fiscally responsible manner.

For example, the hospital is leveraging clinical resources available through the McLaren Health Care network to explore adding of needed oncology services and rebuilding its cardiovascular program. Though no organization can be everything to everyone, concentrating expansion efforts in areas where McLaren St. Luke’s can add clinical value allows the hospital’s leadership team to make the most of limited resources.

As the pandemic tests the limits of many organizations, the crisis does not have to be a deterrent for growth. With a strong vision and a commitment to the fundamentals, McLaren St. Luke’s is seizing this moment to execute strategic growth opportunities and find new ways to fulfill its mission.

--Adapted from “Leading Growth in Lean Times,” Healthcare Executive, Jennifer Montgomery, RN, FACHE, president and CEO, McLaren St. Luke’s, Maumee, Ohio.


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