Becker's Hospital Review

173 173 PRACTICE MANAGEMENT THOUGHT LEADERSHIP COVID-19 has tested our organization in ways that we could have nev- er imagined six months ago, and at the same time, it has facilitated some incredibly positive change within the organization. Our teamwork was incredibly strong before COVID-19, but it is exceptional now, and our team members recognize that fact. We continue to receive a great deal of feedback on the heightened level of teamwork across the organiza- tion. Rallying together and knowing that both the organization and fellow team members are looking out for each other 24/7 has brought everyone closer together and elevated the organization. e support that we were able to deliver and the care that we were able to provide to our team, thanks in part to the survey and our work to maintain constant communication, has resulted in a greater orga- nizational cohesion, a heightened sense of empathy and a renewed dedication to making a difference at all levels of the organization. John Couris is the president and CEO of Tampa General Hospital, Holly Graziadio is the organization's chief of staff, and Stacey Brandt is an executive vice president and chief strategy & marketing officer. n What leaders should know: Hatfield Medical Group CEO talks pandemic surge in Arizona By Gabrielle Masson H ealthcare leaders should consider the pandemic an op- portunity to reinforce their organization's core values, said John Woolley, presi- dent and CEO of Chandler, Ariz.-based Hatfield Medical Group. Mr. Woolley told Beck- er's in late July about leading Hatfield Medical Group — an organization with nine clinics that focus- es on value-based care in the greater Phoenix area — amid the pandemic. Editor's note: Responses are lightly edited for clarity and length. Question: As a leader in an area hard-hit by the pan- demic in July, what would you want other leaders to know to prepare for/prevent local surges? John Woolley: Aside from obvious operational prepara- tion such as ensuring adequate [personal protective equip- ment], creating contingency plans around staffing, etc., I would want leaders to look at their pandemic response as an opportunity to reinforce core values. As part of our pandemic response, we've had to change some workflows, which was easier to do in the service of something we have always sought: excellent patient outcomes. Our culture in- forms our workflows and those workflows, pandemic and all, will help us grow from five clinics to 50 over the next five years. Q: How are you reassuring staff about their own safety against the virus? JW: First, it has been critical that we have followed and relentlessly communicated federal, state and local guide- lines. Second, we have listened to our teams on the ground so we can make decisions with the best and most infor- mation possible. Finally, it's about a culture that engenders trust. Delivering high-quality primary care requires teams trusting one another. Our team trusting each other and fol- lowing the guidelines have been critical to putting patients first while still staying safe. Our teams on the ground have truly been heroes through this entire situation. Q: What has been the biggest challenge your organiza- tion has faced amid the pandemic? JW: The biggest challenge has been uncertainty — uncer- tainty around changing guidelines, availability of testing and PPE, financial performance, etc., all of which has im- pacted our ultimate goals of staff safety and patient out- comes. We've found that the most effective way to combat this uncertainty has been through frequent, clear and radi- cally transparent communication, across multiple channels to both team members and patients. Q: What are some trends you are seeing in COVID-19 cases among older patients? JW: As a primary care group that specializes in care for adults on Medicare, we are keenly tuned in to this ques- tion. Here's what we're seeing: Telehealth is not just a trend. It is here to stay, and seniors are embracing it. Seniors can have atypical COVID-19 symptoms. We've asked our patients to let us know of any changes in their health or comfort so we can get what they need if they are indeed COVID-19 positive. COVID-19 has opened up the channels of communica- tion about chronic but manageable conditions with our patients. They know preexisting conditions can put them at risk for COVID-19 complications and are responsive to conversations about the effects on their health. Successful medical care for adults on Medicare relies on a team. The family and caregivers for some of our older patients have seen the value of dedicated insurance spe- cialists, care coordinators and transitional care managers. Family support and appreciation for our high-touch model of care has been a bright spot amid the pandemic. n

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