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    Two Imaging Leaders, Two Systems, One Outcome: Communication

    Global Impact: Rebecca Rock, RN and SABM CFO talks with HPI about two roles across two countries

    From Lab Trend Visionary to Dark Group CEO: HPI connects with the Founder and Editor of the Dark Report, Robert Michel

    Two Imaging Leaders, Two Systems, One Outcome: Communication

    From Communication Strength to Just in Time Reopening at MGH A conversation with Dr. James Brink, Chief of Radiology at Massachusetts General Hospital

    From Time Magazine to PBM Influencer: Sherri Ozawa's Mission to Define the Value of Blood

    Buried Blessings: Pandemic perspective from Tom Strauss, CEO at Sisters of Charity Health System

    Katie Castree, Career Healthcare Process Improvement Connoisseur

    Solving Lab Challenges through Recruiting Innovation: HPI connects with Lighthouse Lab Services President, Jon Harol

    Providing Value-Based Care in a Pandemic through Telehealth and Data Resources: An HPI exclusive with Dr. Darrel Weaver

    From Supply Chain Crisis to Innovation in a Pandemic

    From Navy Medic to running a Clinical Laboratory . . . during a pandemic

    Planning for Blood Shortages in a Pandemic with Dr. Claudia Cohn

    Blood Banking is more complex today than ever before. Rob Van Tuyle, President of Vitalant's Blood Division, tells us why.

    Profoundly Impacting Healthcare with Breakthrough Anemia Management

    Supporting Imaging Precisely Where You Need It

    Working Together Makes End of Life Conversations Easier to Have

    The Future of Imaging: Assessing the early impacts of COVID-19 and the path to innovation through Artificial Intelligence (AI) A conversation with Dr. Geoff Rubin

    Pivoting in a Pandemic: How a U.S. 3D printing manufacturer is helping healthcare in its time of need

    Mara G. Aspinall: Diagnostic evangelist educating the world on the power of diagnostics today

    How The Joint Commission is addressing the COVID-19 Pandemic

    CHI Nebraska’s Laboratory Director Connie Wilkins, describes How To Manage a Clinical Laboratory During the pandemic

    Former Commercial Lab Leader Highlights the Hospital Lab as the Solution to Community Sustainability in a Healthcare Crisis

    Three Phases Essential to Crisis Preparedness in Patient Blood Management with Anne Burkey of St. Luke's Health in Boise, ID

    The Importance of Agility in Your Lab

    Dr. Paul Biddinger Shares Three Ways to Prepare for COVID-19

    Bringing Clinical Skills to Operational Leadership During a Time of Crisis; Dr. Blanton, Chief Medical Officer at Peterson Health

    7 Team Attributes to Teams that Work in Challenging Times & Through Rapid Innovation

    From Finding Problems to Saving Lives: The Evolution of Interventional Radiology

    Identifying the Potential with AI in Radiology with Dr. Chung

    Communication in the C-Suite with Cliff Robertson of Catholic Health Initiatives

    Reviewing Your Patient Financial Journey with Melody W. Mulaik, President of Revenue Cycle Coding Strategies

    Ask An Accumen Expert: Carolyn Burns, MD, a Patient Blood Management Advocate

    Linda DeVee, Leads Radiology Services at Edward-Elmhurst Health

    Theresa Mouton, Market Chief Financial Officer with Steward Health

    PELITAS President and CEO Steven Huddleston Wants Patients to Have a Great Experience – Both Clinically and Financially

    How Do You Deal with 2 Billion Forms a Year? Ask Randy Campbell

    Medical Director of Telehealth for UAB Knocks Barriers Down to Treat Patients on Their Terms

    C-Suite Spotlight: Wayne Bohenek Chief Ancillary Services Officer, Bon Secours Mercy Health

    A Leader in the Laboratory Service Line : Pierre Mouawad

    Healthcare Partner: Autumn Farmer, Chief Laboratory Officer, Bon Secours Mercy Health

    How Imbio is using AI to close the gap of missed diagnosis with Mike Hostetler

    Spit Matters with Bill Phillips from Spectrum Solutions

    How COVID-19 inspired TeraRecon to accelerate their imaging solutions to the point of care with Jeff Sorensen

    HPI connects with Joe Savoie, Director of Imaging at Keck Medicine of USC and Emily Broussard, Director of Radiology, Lafayette General Health to reflect on their respective challenges in the immediate wake of COVID-19, and throughout the pandemic to-date.

    Joe Savoie had recently moved across country to take a on a new role with new responsibilities, at a new hospital.

    I was focused on learning processes, learning key players, and still really in the process of developing relationships with all the different key stakeholders for normal advanced imaging and image guided procedural areas. (Enter COVID-19) It really was an interesting challenge in that a lot of very important decisions needed to happen in a very quick fashion and not having all those connections pre-established was a challenge. I will say that I’ve never developed connections and relationships and learned processes faster in my career.

    Joe shares insight around shutting down.

    I think shutting it all down initially was driven off of state and municipal guidance to discontinue routine non-urgent or emergency services in order to preserve capacity for a surge that we thought was coming. Looking in the rear-view mirror, knowing what I know now from PPE perspective, the ability to care for patients with COVID plus those without, in a safe and effective way, that is also safe for the staff, I do think we could have maintained some semblance of normal operations, even as the COVID surge was coming. As we got more comfortable with being able to continue providing routine care, we turned back on all of our routine, non-urgent services. As a quaternary referral center in the region and nationally, we continued to take high-end acute referrals into the facility, which we committed to do throughout. And we still continued with our academic and teaching mission, still training medical students, residents, and fellows, and pretty much all of our major clinical areas, which is part of the DNA of what USC Keck medicine is.

     

    Joe continues, highlighting the intrinsic value of a present leader in times of crisis.

    I really did try to be as present and as available as I could possibly be with my clinical teams. I will say, as a non-technologist leader, finding ways to be supportive and to show them that I’m helping in ways that are valuable was an interesting challenge. I will also say that regular concise and methodic communication was also a huge value to my team.

    At USC we had a lot of great work happening in our sourcing and materials teams. We never got to a point to where we were without important PPE supply. We have a 4D lab that lives inside radiology, so we produced thousands of 3D printed N-95 masks, face shields, ventilator components, and a variety of other things that I think really showed the creativity and innovation of the ancillary operations within Keck Medicine. Ramping back up, and handling the pent-up demand, has been a challenge. We’re scaling our operations and extending outpatient availability hours, extending staff schedules, and really starting to think ahead and onboard new services that have been part of our strategy, pre COVID.

     

    Joe just hit his one-year anniversary at USC; a long one and productive journey so far.  He shares his two key learnings with HPI:

    1. I under-appreciated the importance of clear and methodic external communication prior to the pandemic. Setting expectations from all of our referral sources, communicating what imaging services will look like as we’re going through this process. And further, as we’re ramping down, what availability and services will be available and how to appropriately navigate both our referring clinicians and patients to access those services in an efficient way.
    2. Don’t underestimate the importance of wellness checks with frontline staff. Healthcare workers are innately doers and they want to get the job done. They want to take care of our patients and my team did that consistently throughout this whole process. I tried very hard not to under-appreciate that there’s a bunch of other stuff going on mentally, emotionally, spiritually, physically, and they need support too. I focused on not missing those cues. That’ was critical.

    Emily Broussard, Director of Radiology at Lafayette General Health had more than just a pandemic to work through in 2020. Six months into the COVID-19 pandemic, Louisiana was hit with a Category 4 storm, Hurricane Laura. Emily walks us through the chaos and how her hospital leadership showed their strength.

    I do really feel like, as a system, because we’ve gone through these iterations of learnings, we really are stronger. I think that our leadership team, all the way from our president of the system to our staff employees, has connected over these crises. We have a new normal, and because of that, we’ve been able to learn from each other and be better because of each other.

    Emily continues, sharing how Lafayette General put a true emphasis on communication that carried their system and teams through both of these crises, making sure they were keeping their patients, staff and community safe as a number one priority.

    I think that our biggest learning was making sure that we communicate in a very concise way, ensuring that every single employee has access to the information. There was so much information coming at and the rate at which the information changed was very, very overwhelming for our employees. We made sure that we were overly communicating and simplifying the message so that everybody understood what was happening, and what we were doing to address it. We will continue to apply this as a best practice for any type of emergency going forward.

    From training staff for the designated COVID-units to implementing rigorous new processes for cleaning equipment in between patients (especially portable units!), Emily also shares her two key learnings, highlighting again that Lafayette General Hospital is stronger today.

    1. The biggest thing is to over-communicate. Make sure that your message is as simple as possible, you communicate it over and over, and over again, and that you get the message to the right people – everyone that’s involved. Because from a staff member perspective, one of the most frustrating things is walking into a situation where you don’t have all of the information to make an educated decision on how to handle something.
    2. Giving each other a little bit of patience, a little bit of grace, goes a really long way. Emotions are high, this is difficult to navigate through. But if we just remember that as a healthcare provider, and as people that are working as a department, we’re just one human caring for another. If we keep that in mind, we can overcome a lot of barriers, a lot of challenges and make sure we are giving the emotional and mental support to our staff. If they feel supported, then they will in turn give really excellent care to the patients.

    As healthcare providers, this is what we’re here to do. We’re here to take care of our patients and make sure they have what they need.

     

    So simple yet so profound.

    Thank you both, and all of our frontline workers, for continuing to profoundly impact healthcare.