Issue link: https://beckershealthcare.uberflip.com/i/1368868
47 PATIENT AND CAREGIVER EXPERIENCE We created a weekly leadership update which is a 30-minute WebEx presentation on cur- rent topics with a Q&A. e call is attended by managers and above, but the recording is available to all staff the next day. We created "Ask A Leader" in which staff send questions on any topic to be answered by a senior leader in a weekly video series. In the first six months of Ask A Leader, we've answered more than 200 staff ques- tions, ranging from personal protective equipment use and vaccine eligibility to facility design and organizational finances. In recent months, leaders in our nursing shared-governance system expanded this series to include "Ask the Nursing Coor- dinating Council" where nurses can raise questions or concerns. We started a quarterly town hall series with specific events focusing on each of our Madison-area hospitals. Our hospital leaders present on a broad range of topics and take questions from employees. Leaders participate in these two-way communication channels to ensure that not only are staff members heard, but they also see leaders addressing their questions and acting on their concerns, which keeps us accountable. These questions and this dialogue get employees at every level involved in communication and policy. They are the catalyst for discussions about safety, innovation and care. While many of these channels were launched during the pandemic, we are committed to continuing them as we move to a new normal post- COVID-19. Mark Laney, MD. CEO of Mosaic Life Care (St. Joseph, Mo.): Mosaic leadership has been very intentional about visiting caregivers in their units, especially during the toughest times of the pandemic, so they could give us feedback about what we could do as a team to make their jobs easier — whether that was providing counseling, creating cool zone spaces near them to relax for a few moments during their shifts, or updating procedures to help alleviate stress. We wanted to overcommu- nicate with them on all levels. It created an open, honest and ongoing dialogue that has been beneficial. We also hope to announce a tool to help caregivers navigate back to a new normal very soon that we can't wait to share with others, including caregiver stories of triumph and sacred moments from the pandemic. Sean Williams. President and CEO of Mercy Iowa City (Iowa): We have made every effort to remain transpar- ent throughout the pandemic to provide timely information to our healthcare colleagues during this very difficult year. Our weekly CEO update is an organiza- tion-wide message to all colleagues that provides an outlet for systemwide status communication as well as an opportunity to solicit questions that will be discussed in upcoming town hall meetings. Town halls are typically prerecorded using questions submitted by colleagues and are addressed by a panel, including myself and medical experts from within our system. These videos are made available to watch at colleagues' convenience and serve to en- courage open dialogue with individuals or small groups at departmental huddles or during management team meetings. These meetings serve as strong opportunities for dialogue so we can continue to promote the incredibly positive work that is done daily, as well as address any concerns. Anytime we receive feedback, we take the time to carefully consider what we can do to address all questions. We applaud and celebrate positive achievements to showcase the hard work and dedication of our teams in their goal of providing the highest quali- ty of patient care while serving our mission to care for those in need in our community. We also encourage constructive feedback as an opportunity to innovate, improve and move forward in this challenging healthcare environment. roughout the pandemic, the phrase "we're all in this together" has been used frequently; in our organiza- tion, we believe we are a unit and family that needs to work together to succeed. Receiving and using feedback effectively is imperative to the success of our mission and Mercy Iowa City. n Northwell Health launches mental health center for staff, community By Kelly Gooch N ew Hyde Park, N.Y.-based Northwell Health has established the virtual Center for Traumatic Stress, Resilience and Recovery to address the mental health needs of its 76,000 employees, their families and community members, the health system said April 14. The news comes as healthcare workers across the U.S. have grappled with trauma, grief and loss during the COVID-19 pandemic. Clinicians trained in the treatment of trauma-re- lated conditions and symptoms, such as post-traumatic stress disorder, anxiety and depression, will run the center from various sites throughout Northwell. Mayer Bellehsen, PhD, a clinical psychologist, will lead the center. "While our healthcare workers embody strength and resil- ience, the persistent stress caused by the pandemic can take a toll on anyone," Dr. Bellehsen said in a news release. "Northwell is pioneering in the establishment of the CTS- RR to enhance resilience among employees and to address the traumatic stress caused by COVID-19. We want to make sure that our team members have the resources and sup- port they need to adapt and thrive." Employees said they, too, see the importance of the center. Elyse Isopo, a nurse practitioner in the intensive care unit at Northwell's North Shore University Hospital in Manhasset, N.Y., said in the news release: "This past year was some- thing that no one has ever seen before. We were saying goodbye to patients every day, and the memories of that continue to be very painful. Now that it's slowing down a bit, we all have more time to reflect on what we've seen and how to process all of these experiences. That's why this center will be so important to so many people." The center is a partnership of Northwell's behavioral health service line with human resources, and the occupational medicine, epidemiology and prevention department. Northwell is a 23-hospital system with 830 outpatient facilities. n