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The most important health care decisions don't happen

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in isolation.

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They happen when leaders come together.

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Becker's sixteenth annual meeting brings together more than

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3,500

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hospital and health system executives this April in

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Chicago.

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With 800 speakers from Ascension,

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Cleveland Clinic, CommonSpirit and more, the conversations get

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real. Leaders will share how their scenario planning

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for policy shifts, breaking through value based care

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barriers, and building clinical teams that translate

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event

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details,

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visit beker'shospitalreview.com

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and click on the events tab in the

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upper right.

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This is Laura Dierda with the Becker's Healthcare

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podcast. I'm thrilled today to be joined by

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James Newman, vice president of patient logistics at

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Virtual Health System. James, it's a pleasure to

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have you on the podcast today.

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Thanks, Laura. I appreciate it.

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Absolutely. Now I'm looking forward to our discussion

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because I know, there's so much happening in

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health care today, and in particular,

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you're doing some cool things at Vertuad. But

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before we dive in, can you tell me

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a little bit more about yourself and about

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the health system?

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Absolutely.

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So my name is Jim Newman. I'm the,

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vice president of patient logistics for Virtua Health,

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in South Jersey.

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So Virtua is a, South Jersey based health

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system. We have we have five hospitals and

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seven emergency departments,

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around 16,000

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colleagues,

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3,000 plus, medical staff clinicians,

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just over 400 care locations,

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and,

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near close to 380,

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primary and specialty care practices. So we're fairly,

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inclusive health care system.

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My area,

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inpatient logistics is a is a pretty broad

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area. It's exciting area right now.

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I I am responsible

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for

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a a, many departments consisting of our,

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our transfer center,

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our centralized bed management and capacity management,

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team, as well as our,

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our EMS team, covering, mobile intensive care services

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in in two counties in in, South Jersey,

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as well as our medical transport division,

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our,

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training center for our health system, our

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clinical and EMS training center,

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and, our integrated dispatch center for, for those

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areas.

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That's great to hear. And, you know, that's

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a lot to be accountable for. And so,

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it's just fascinating to hear everything that you're

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thinking about and working on on a daily

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and consistent basis.

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I think first and foremost, I was wondering,

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what are some of the trends you're watching

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currently?

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Right. So I think,

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you you probably talk to many health care

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leaders, and I say probably everybody is answering

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the same today. And when I was thinking

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about this question,

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I I was gonna go a different direction

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with it, but but you really can't.

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And

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I think the

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the the simplest answer is is looking at

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AI and, you know, how how predictive

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AI and, clinical decision support as well as

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generative AI is going to impact us and

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and how we can,

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really build that into our workflows.

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But but but as I was thinking about

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this,

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all of those areas that that I just,

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spoke about are are gonna be

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hugely positive impacts on health care. And as

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leaders, I think we're responsible to look at

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them. But I think the other area to

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to to really focus it

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on is the operational efficiencies that we can

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get out of AI and how we how

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we use it. And and as a leader,

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when I look at that,

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if I can lean into

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AI tools,

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that allow me as a leader to have

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less screen time,

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and how it can help me lead,

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lead more focus and have more time to

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build strategy

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and really more time, face time with my

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colleagues and and my people,

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that's where I think, think, as leaders, AI

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is really gonna be impactful to our workflows.

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And I think the the other area that

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the other trend that that we really look

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at here,

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at Virtua is is care at home.

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And, you know, trends that we can watch

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in how, care at home can really have

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positive impacts on patients,

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from our hospital at home, area

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to our,

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post discharge management

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service lines as well as mobile integrated health

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and really how we can use those areas

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to impact length of stay, readmissions,

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capacity, and cost to our patients.

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That's helpful to understand. I think, you know,

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everything you mentioned,

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obviously, AI is huge in technology, digital transformation.

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It is coming on strong for health care

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organizations across the across the spectrum and figuring

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out how they can use,

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those tools to be more efficient and effective.

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I know that's gonna be extremely important, especially

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in this next year when, you know, resources

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are continuing to be compressed,

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within the health care system. But I wanted

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to ask you a bit more about the

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other trend you talked about too, the care

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at home.

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That's something that we hear a good deal

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about from hospitals and systems, and more and

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more are trying to stand those types of

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programs up. And so what have you learned

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through your care at home program?

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How did you, create it, and what has

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been some of the pivots you've made there

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to keep it successful?

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Yeah. I think, I think the biggest thing

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to to keep in mind with care and

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home models is

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there's no cookie cutter design.

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We at at Virtua, we really focused on

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hospital at home as our foundation.

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But from there, we've we've we've adapted and

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built programs that really meet the gaps in

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care in our region,

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and have focused on the challenges that that

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we have at our health system and

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improving,

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the care that we provide.

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So so so my biggest advice for for

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anyone looking at a care at home model

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is,

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look at the trends that other people or

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or other systems are using

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and

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adapt them to your program and your specific

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gaps, that you have in your system.

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Got it. That's helpful to know. Now what

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are some of the things that you're most

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focused on and excited about right now? What

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have you been most proud of in the

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last six or eighteen months or so?

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So I would say,

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we'll start with, you know, really what what

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I am most proud of both as a

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department and and,

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as as a health system, and it's really

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been our focus on on workforce development.

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We we as a health system has have

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focused a tremendous amount of time and attention,

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to to entering colleagues into our system earlier

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in life and providing opportunities,

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to to colleagues, and potential colleagues really early

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in their,

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in their careers.

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Just an example of that is, you know,

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we we have built,

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programs just in my department that, you know,

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we we can provide opportunities that that in

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the past may not have been available or

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may have been out of reach, to individuals,

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to really enter into a career in health

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care,

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very, very early in their in their adulthood.

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And when I go to the graduations and

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and speak to these classes,

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of in this area, our EMT students,

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I speak to opportunity, and I speak to

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this being a start a starting point for

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their opportunities in health care and the career

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pathways that that this has created.

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And and we've really worked hard to create

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pathways from from early entry,

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into health care,

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through,

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our EMT to paramedic programs, through our paramedic

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to RN programs, and, really, everything across the

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board through our our leadership development programs and,

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our tuition assistance programs, and it's really been

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exciting to

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to see us take a high school student,

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and and, you know, as they're in high

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school, help them build into a health care

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career so they have, you know, opportunities in

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life that may not have been available,

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otherwise. So that that's been extraordinarily exciting, and

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and we're really proud of that. And then,

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you know, just to to build on,

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your question about what we're we're really focused

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on or what and one of the things

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that that I'm heavily focused on is is

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proactive capacity management. I think, you know, every

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health care system around the system

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around the country is

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is, challenged with capacity,

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and challenged with, with ED borders and

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and bed wait times and turn times. And,

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we are are highly focused on

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how we look at tools.

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I I mentioned, you know, AI and proactive,

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AI,

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how we can use that to to to

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help manage our capacity,

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to reduce ED borders,

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and then reaching beyond the typical levers of

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capacity management.

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I think,

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the the trends in health care have been,

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very specific over the years on how to

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manage capacity.

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And, you know, we we need to to

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understand what what levers aren't being used, and

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continue to focus on them,

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to to really learn how to manage capacity

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in a in a really unique way.

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That's helpful to understand and, you know, it's

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so important. I know capacity is a challenge

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across the board in trying to, figure out

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how you can move patients through the system

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efficiently

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and effectively,

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and then open up capacity to meet the

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demands of of the community.

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I think, your point about being able to

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leverage AI, effectively in this way is critical.

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How do you work with your teams to

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make sure that they are,

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using the technology and the tools that they

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have in the best way possible as well

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as knowing, you know, what value this technology

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is bringing back into the organization?

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I think a lot of that comes down

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to,

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the way that we empower

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our our our frontline employees to to to

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really tell us what's working for them and

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what isn't working for them. You know, I

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think, you know, we can we can provide

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tools.

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We can provide,

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we can provide dashboards. We can provide predictive

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technology.

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But our frontline staff, the folks our colleagues

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across the system that are using it really

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need to be empowered to to tell us

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what makes sense and what is working.

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And we, as leaders, are responsible for making

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sure that we're listening to that and adapting

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to the changes to really make these tools

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effective.

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It it's one thing to build the tools

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and provide them. It's another thing to optimize

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them,

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in a way that is really meaningful to

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the organization

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and the way we want patient flow to

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operate.

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That's helpful,

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perspective and context. Thank you so much for

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digging a bit deeper there. Now before we

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wrap up, what advice would you give to

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evolving leaders today, especially given all of the

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changes and in complexity in the health care

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environment?

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You know, this is my this is my

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area of passion. So, I I would say

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as as I mentor leaders,

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a few things.

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One of the the biggest pieces of advice

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I give to to

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new and and current leaders

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is to have the courage to fail early.

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Identify issues when they're small,

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identify issues when they're cheap,

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and have the courage to admit, that there's

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issues

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and make those changes,

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to make, you know, implementations

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that much more successful for the long run.

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I think the

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a few other areas that that I, as

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a leader, have have highly focused on over

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the years

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is,

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hire people that are smarter than you.

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Have the courage to hire people,

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that that are have deeper technical expertise

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in,

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in the areas that that you're hiring them

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for than you do,

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and build a very intentional and purposeful team.

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I think so many leaders and,

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are are afraid to bring somebody on,

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that may know more than them, and, I

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think that's a big misstep for a leader,

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as as you're building out a very, purposeful

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team.

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And and then the the the two last

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points I'll make, you know, around,

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purposeful leadership

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is relationships are absolutely your strongest tool as

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a leader,

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and and never lose that. And then,

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my final mantra is always get me to

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yes.

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Meaning,

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you know, it's our responsibility as leaders to

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recognize the need and find a way to

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make it happen,

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even if that, you know, means that there's

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going to be significant challenges to get there.

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That's really helpful to know, Jim. Thank you

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so much for joining us on the podcast

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today. I really appreciate your time. You know,

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it's been fascinating to learn a little bit

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more about your philosophy and everything that goes

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into,

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all you're doing, and I look forward to,

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meeting with you again soon. And I know

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you're speaking at our annual meeting coming up

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here in April, so it'll be great to

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have the the chance to meet you in

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person.

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Great. I appreciate it.