Quarterly SOHLstice
July 2021
In This Issue
ACHE Regent's Message
President's Message: A Time for Gratitude and Celebration
SOHL Programs: Quarterly Update
Welcome Our Newest Members of SOHL
Future Healthcare Leaders: Recognizing our Graduates
Q2 2021 National News
How Providers Can Continue to Support Mental Health Services Post-Pandemic
Leading Growth in Lean Times
Special Thanks to Our Platinum and Gold Sponsors
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Chapter Officers

Executive Board


Regent (California - Southern)
Harry C. Sax, , MD, FACHE, FACS
Cedars Sinai Medical Center

 

President
Nora Bota
County of San Diego

 

Immediate Past Co-Presidents
Dasha Dahdouh
Rady Children's Hospital - San Diego

Darrell Atkin

Johan Otter
Scripps Health

 

President Elect
Jessica Taylor
Jessica Taylor Consulting


Co-Treasurers
Sarah Norwood
Tech Coast Angels San Diego

James Revels
UC San Diego Health

 

Secretary
Peter Chu
UC San Diego Health


Board of Directors


Membership
Debbie Jacobs
Catalyst

Aubrianna Schumacher
UC San Diego Health Physician Group


Programs
Jack Hallmark
Optum

Lydia Isabel Napa
UC San Diego Health


Marketing and Communications
Ana Victoria Ramirez
Sharp Coronado Hospital

Sean Olmo
Scripps Health


Sponsorship
Barbara Gerber
Devon Hill Associates, LLC

Gary Fybel
FMG Leading


Career Development
Alice Dang
Scripps Health

Sarah Guerard
VA San Diego Healthcare System

 

Subcommittee Members


Diversity Council
Kelly Price Noble
University of Phoenix


Imperial County Liaison
TBD


Allied Healthcare Professional Council
County: Nora Bota, County of San Diego

Military: LT Jac Thomas

VA: Sarah Guerard, VA San Diego Healthcare System

Community Health: TBD


Volunteer Coordinator
Kristine Ortwine
Integrated Health Partners


Annual Conference
Peter Chu
UC San Diego Health

Johan Otter
Scripps Health

 

Newsletter
Mike De Castro
ECG Management Consultants


Social Media
Lilly Najera
County of San Diego


Website Manager
Jeffrey Jimenez
County of San Diego


Marketing Volunteer
Susan Stone
Sharp HealthCare


Mentoring
Maureen Malone

 

Executive Program
Celerina Cornett
UC San Diego Extension

Jack Hallmark
Optum


Advancement Study Group
Carol Cannizzo
County of San Diego

 

Early Careerists
Jennifer Reyes
Family Health Centers of San Diego


Graduate Program Council, San Diego State University
Brandy Lipton

Thuy Do

Britney Seidemann

 

Graduate Program Council, National University
Negin Iranfar

Joy De Dios

 

Graduate Program Council, UC San Diego
Robert Kaplan

Justin Sigmund

Michael Chan


Graduate Program Council, University of Phoenix
Kelly Price Noble
University of Phoenix


College Bowl
Negin Iranfar
National University


Senior Advisors Council
Mary Parra
Neighborhood Healthcare

Mark Campbell
TRICARE Regional Office – West


Members-At-Large
Jared Vogt
Rady Children's Hospital

Trish Daly
Daly Consulting Solutions

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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