Issue link: https://beckershealthcare.uberflip.com/i/1368868
61 CLINICAL LEADERSHIP SPOTLIGHT and educators all worked with nursing staff to develop different safety education videos. For example, the organization filmed multiple videos regarding proper gown donning and doffing procedures as the scientific community continuously learned more about COVID-19. Ochsner also formed specific stations for staff to safely don and doff when preparing to enter a COVID-19 patient's room. Later, the organization implemented a new masking system, including a capper helmet for nurses. Everytime new equipment was introduced, a nursing-specific picture or video was taken and disseminated across the system. Pictures, videos and CDC guidelines were sent to each employee's email, while also being posted to sites that could be accessed at any time. Promoting nurse well-being Ochsner has quiet rooms on campus for employees when they need a space to be contemplative. Established a few years ago through philan- thropy funds, the rooms are outfitted with one or two recliners, a comput- er and scented oils. Some even have little river rocks and books of poetry, Ms. Moffatt said. Nurses can access the quiet rooms at any time, and there's only one rule: no talking. Other resources include nurse mentors available to partner with nurses who want someone to talk to. e system has created a lot of spaces where people can meet with leaders or professionals and talk about what they're going through. e system also provided free meals for many months during the pandemic and set up a child care service for working parents. Ochsner leadership wanted to recognize the stress and pain the pandemic has caused, not only at work, but also at home. e system implemented COVID-19 pay for those working on dedicated COVID-19 units in ac- knowledgment of the physical hardship of being in a capper, gown, gloves or bunny suits all day, Ms. Moffatt said. Nursing turnover, retention rates Ochsner's nurse turnover rates have increased over the past year, said Ms. Moffatt, citing several potential reasons. ere were thousands of opportunities for nurses to earn higher pay if they were willing to travel or switch to big agencies, Ms. Moffatt said. e system saw a lot of full-time nurses switch to part-time because of the pandemic. Many nurses in their late 50s retired early, citing fear, exhaustion or burnout. However, Ms. Moffatt said Ochsner is starting to see some of the nurses who le for travel assignments come back. The bottom line Continuous communication is essential, Ms. Moffatt concluded. When personal protective equipment was running low, supply chain leaders tapped into every relationship they had to procure all necessary gear for staff. e system monitored supply levels twice a day for a systemwide report and, because of this, never ran out. "I am so proud to be part of this organization," Ms. Moffatt concluded. "We are so fortunate." n Dr. Amy Compton-Phillips: 3 trends for healthcare leaders to monitor By Laura Dyrda T he three big trends for healthcare leaders to watch are digital transformation, telehealth and val- ue-based care, according to Amy Compton-Phillips, MD, president and chief clinical officer of Providence in Renton, Wash. Dr. Compton-Phillips joined the Becker's Healthcare Pod- cast in April to talk about her top priorities and where she sees healthcare headed. Here is an excerpt from the con- versation about emerging trends in healthcare. Note: This response was lightly edited for length and clarity. Question: What emerging trends should healthcare leaders be keeping an eye on? Dr. Amy Compton-Phillips: The three trends are digital, distance and holistic. The digital trend is happening in all aspects of our lives. It is crazy to assume that people are going to be happy with only booking an appointment between nine and five, Monday through Friday, on our terms. We ask them to call today, wait on hold for half an hour to get an appointment that's inconvenient for them a month from now. How ra- tional is that? How do we make sure that the same digital tools that have revolutionized travel and banking apply to healthcare? Then we really have to get our physicians comfortable with ceding authority to book patients online. They have to give away autonomy and their ability to manage their life as a physician to go digital. But it's absolutely critical. Then there is a concept of simplifying things for consum- ers by shortening the digital distance. During COVID-19, we didn't have people come into an office, and in fact, we were able to provide a significant amount of care because of the easing of cross-state restrictions. We could really move knowledge, not people, to provide care. Now we can provide care at a distance, especially if you're in a rural area and the physicians who treat a problem all happen to be in an urban area. That's the 'distance' trend. The third trend I'm seeing is holistic care, with the push toward value-based care. It flips the model that physicians get paid to take care of sick patients, and instead says phy- sicians get paid to keep people healthy and provide ex- cellent care. I really do think that, depending on where you are in the country, the somewhat nascent trends toward shifting to value-based care is going to dramatically accelerate, ideal- ly in a way that provides capitated primary care and some kind of bundle for specialty care. Then we can have the healthcare workforce join in this journey toward much more holistic value-based care. n