Workforce Case Studies, White Papers and Publications

Moving from Military Friendly to Military Ready | Madison, WisconsinOverviewUW Health is a large, inte

Focus on continuous quality, improving nurse recruitment and retention, workforce education, and quality and safety for nurse retention.

Dartmouth Health| Lebanon, New HampshireThe BackgroundDartmouth Health, headquartered in Lebanon, N.H.

Leaders choose TeamSTEPPS because it integrates well with existing patient safety program and starts rollout in Women and Children’s division.

TeamSTEPPS seen as a way to operationalize values of collaboration and safety; leads to system-wide implementation of TeamSTEPPS and 15 years of sustainment.

While recent data suggest that some hospital and health system finances have experienced modest stabilization from historic lows in 2022, the hospital field is still far from where it needs to be to meet the demand for care, invest in new and promising technologies and interventions, and stand ready for the next health care crisis.

Hospitals appreciate the support and resources that Congress have provided throughout the COVID-19 pandemic; however, additional support is needed to keep hospitals strong so they can continue to provide care to patients and communities.

Rebuild and restrengthen team collaboration and communication, and hold a shared mental model for teamwork and safety culture using TeamSTEPPS.

TeamSTEPPS aligns with organizational goals for improvement, with its focus on leadership, situation monitoring, mutual support and communication.

Investment in formal and standardized TeamSTEPPS training leads to an environment of respect, trust and accountability among care team members.

Begin a comprehensive TeamSTEPPS implementation based on areas for improvement identified through readiness assessment.

The ongoing struggle for Northern Light Health is recruiting and retaining providers willing to live and work in Maine’s most remote regions.

Futurescan is an annual publication for health care leaders, published by SHSMD in collaboration with the American College of Healthcare Executives (ACHE) since 1999. The guide serves as an essential strategic planning tool, helping hospital and health system leaders prepare themselves and their organizations for the future.

Strong leadership is essential for informing and supporting professional shared governance. Effective leaders use the structures of professional governance to build a culture of excellence, where interprofessional teams can exercise accountability for service delivery that advances patient outcomes.

As organizations rethink their approaches to recruitment and retention, many are expanding on the strategic relationships that exist between clinical settings and educational institutions to advance mutual interests and priorities.

The fourth section of the guide includes strategies around hiring veterans, professional governance models and academic-practice partnerships.

As organizations rethink their approaches to recruitment and retention, consider the value military veterans bring. They contribute both clinical skills and leadership experience, both critical as hospitals pursue new care models.

Rural hospitals face significant staffing shortages. Only 10% of physicians in the United States practice in rural areas despite rural populations accounting for 20% of the population.

Two hospitals combine their resources to implement a widespread peer support program across the system.

Indiana University Health re-formats their peer support program with the goal of improving access and promoting sustainability.