1 00:00:00,080 --> 00:00:01,919 Hi, everyone. This is Lucas Voss with Beggars 2 00:00:01,919 --> 00:00:03,839 Healthcare. Thanks so much for being here today. 3 00:00:03,839 --> 00:00:06,559 It's great to have you. Today, we're going 4 00:00:06,559 --> 00:00:09,699 to talk about elevating quality workforce and innovation 5 00:00:10,080 --> 00:00:13,365 in health care. And I'm very excited to 6 00:00:13,365 --> 00:00:15,765 be joined by Stephanie Mercado, CEO at the 7 00:00:15,765 --> 00:00:18,885 National Association for Health Care Quality. Stephanie, thanks 8 00:00:18,885 --> 00:00:20,164 for being here today. It's great to have 9 00:00:20,164 --> 00:00:22,404 you. Thank you. I'm delighted to spend a 10 00:00:22,404 --> 00:00:24,024 little bit of time with you this morning. 11 00:00:24,244 --> 00:00:24,744 Absolutely. 12 00:00:25,204 --> 00:00:27,204 If you could introduce yourself to our audience 13 00:00:27,204 --> 00:00:28,509 and just share a little bit about your 14 00:00:28,509 --> 00:00:29,489 work in health care. 15 00:00:30,109 --> 00:00:30,609 Sure. 16 00:00:31,070 --> 00:00:32,909 As you have already mentioned, I'm the CEO 17 00:00:32,909 --> 00:00:35,390 of NACU, the National Association for Health Care 18 00:00:35,390 --> 00:00:38,189 Quality. And I've spent, the better part of 19 00:00:38,189 --> 00:00:40,929 twenty five years advancing my passion 20 00:00:41,295 --> 00:00:43,875 and a really important agenda in health care. 21 00:00:44,255 --> 00:00:47,314 My early career began with supporting, 22 00:00:47,854 --> 00:00:50,895 physician organizations and really sort of sinking my 23 00:00:50,895 --> 00:00:52,114 teeth in and understanding 24 00:00:52,814 --> 00:00:55,215 the issues that are present in what I 25 00:00:55,215 --> 00:00:57,140 would like to define as the front of 26 00:00:57,140 --> 00:00:58,280 the house of health care. 27 00:00:58,739 --> 00:00:59,219 And, 28 00:00:59,619 --> 00:01:02,039 since working with NAICU, I've had the opportunity 29 00:01:02,100 --> 00:01:04,900 to really dig into quality and safety and 30 00:01:04,900 --> 00:01:07,000 finance and all of the administrative 31 00:01:07,540 --> 00:01:08,040 complexities 32 00:01:08,420 --> 00:01:10,215 of how the business of health care 33 00:01:10,935 --> 00:01:12,935 is run. And, that's given me a really 34 00:01:12,935 --> 00:01:13,754 great perspective 35 00:01:14,134 --> 00:01:16,215 on what, I would call the back of 36 00:01:16,215 --> 00:01:17,594 the house of health care. 37 00:01:17,894 --> 00:01:18,394 So, 38 00:01:18,854 --> 00:01:19,354 together, 39 00:01:19,814 --> 00:01:21,575 both having experience in the front of the 40 00:01:21,575 --> 00:01:23,370 house, in the back of the house, and 41 00:01:23,370 --> 00:01:25,469 really just being super passionate 42 00:01:25,849 --> 00:01:26,750 about advancing 43 00:01:27,209 --> 00:01:28,510 quality and safety 44 00:01:28,890 --> 00:01:30,430 and lowering health care costs 45 00:01:30,890 --> 00:01:33,390 has been the the focus of my work. 46 00:01:34,010 --> 00:01:37,129 I'm a a builder. I'm an innovator. I'm, 47 00:01:37,450 --> 00:01:38,269 an approver, 48 00:01:38,775 --> 00:01:40,935 and I think we can do better in 49 00:01:40,935 --> 00:01:43,515 health care. I think we must do better. 50 00:01:44,135 --> 00:01:46,215 And I also think that when we talk 51 00:01:46,215 --> 00:01:47,915 about ways to do better, 52 00:01:48,295 --> 00:01:51,270 we can really weave workforce into the mix. 53 00:01:51,270 --> 00:01:53,670 And that's a very passionate focus here, not 54 00:01:53,670 --> 00:01:55,670 only in my role, but at NAICU as 55 00:01:55,670 --> 00:01:56,329 an organization. 56 00:01:56,950 --> 00:01:58,409 Because as you well know, 57 00:01:58,710 --> 00:02:01,270 the workforce is the biggest investment that we 58 00:02:01,270 --> 00:02:04,950 make in health care. And I think that 59 00:02:04,950 --> 00:02:06,329 people, our workforce, 60 00:02:06,765 --> 00:02:07,265 can 61 00:02:07,724 --> 00:02:08,305 really represent 62 00:02:08,764 --> 00:02:10,064 the biggest impact 63 00:02:10,365 --> 00:02:12,544 that health care can achieve as well. 64 00:02:12,925 --> 00:02:14,604 Yeah. Absolutely. And I love that combination that 65 00:02:14,604 --> 00:02:16,205 you just mentioned. Again, you get so much 66 00:02:16,205 --> 00:02:18,604 experience. It's fantastic to have you on. I 67 00:02:18,604 --> 00:02:20,705 wanna touch on the ROIQ 68 00:02:21,004 --> 00:02:23,379 report, which, by the way, I recommend everybody 69 00:02:23,379 --> 00:02:25,719 take a look at. Lots of incredible information 70 00:02:25,780 --> 00:02:28,039 there. So the ROIQ report reveals 71 00:02:28,419 --> 00:02:31,139 a really a powerful financial return from investments 72 00:02:31,139 --> 00:02:34,039 in quality and safety, which is incredibly important. 73 00:02:35,084 --> 00:02:37,584 Looking at that report, were there any findings 74 00:02:37,644 --> 00:02:40,044 that stood out to you, and how's the 75 00:02:40,044 --> 00:02:43,324 conversation around quality and safety shifting right now? 76 00:02:43,324 --> 00:02:44,224 What are you seeing? 77 00:02:45,164 --> 00:02:46,364 Yeah. In terms of, 78 00:02:46,924 --> 00:02:49,310 findings that stood out, I'm I'm gonna give 79 00:02:49,310 --> 00:02:50,990 a blanket statement, and I'm not trying to 80 00:02:50,990 --> 00:02:53,069 take the easy way out, on this question. 81 00:02:53,069 --> 00:02:56,290 But, honestly, it's it's the truth. What findings 82 00:02:56,430 --> 00:02:57,409 surprised me? 83 00:02:57,710 --> 00:03:00,530 All of them. And the biggest one being 84 00:03:00,669 --> 00:03:03,534 that we could prove finally and sort of 85 00:03:03,534 --> 00:03:06,034 once and for all Mhmm. That precisely 86 00:03:06,735 --> 00:03:07,875 planned roles, 87 00:03:08,735 --> 00:03:09,235 precisely 88 00:03:09,615 --> 00:03:10,115 planned 89 00:03:10,415 --> 00:03:12,835 functions in health care quality and safety, 90 00:03:13,375 --> 00:03:14,675 and that a precision 91 00:03:15,510 --> 00:03:18,870 targeted learning approach, a skilling approach, a coaching 92 00:03:18,870 --> 00:03:19,370 approach 93 00:03:19,830 --> 00:03:21,050 can demonstrably 94 00:03:21,669 --> 00:03:23,210 impact quality outcomes 95 00:03:23,510 --> 00:03:25,750 and improve the performance. And I'll tell you 96 00:03:25,750 --> 00:03:28,169 what, nobody thought that this was possible. 97 00:03:28,629 --> 00:03:31,805 And, to our knowledge, nobody's ever tried to 98 00:03:31,805 --> 00:03:33,564 do this on the scale that we did 99 00:03:33,564 --> 00:03:34,064 it, 100 00:03:34,365 --> 00:03:35,504 which was really 101 00:03:36,284 --> 00:03:37,985 about connecting workforce 102 00:03:38,685 --> 00:03:39,425 to quality, 103 00:03:40,044 --> 00:03:40,784 to safety, 104 00:03:41,564 --> 00:03:43,769 and to finance. And I and I it 105 00:03:43,769 --> 00:03:44,669 was amazing. 106 00:03:45,049 --> 00:03:46,030 It's absolutely amazing. 107 00:03:46,729 --> 00:03:48,250 And if I can, can I tell you 108 00:03:48,250 --> 00:03:50,650 why this has been so elusive? Sure. Because 109 00:03:50,650 --> 00:03:52,569 I've spent the better part of a decade 110 00:03:52,569 --> 00:03:54,169 trying to figure out why we haven't figured 111 00:03:54,169 --> 00:03:54,989 this out already. 112 00:03:56,250 --> 00:03:58,094 I mean, I'm quite serious, but 113 00:03:58,895 --> 00:04:01,134 but I but I think we, we we've 114 00:04:01,134 --> 00:04:03,455 crossed the threshold, and we have, figured it 115 00:04:03,455 --> 00:04:04,354 out, which is 116 00:04:04,974 --> 00:04:08,435 so so quality has been really, really elusive 117 00:04:08,655 --> 00:04:09,935 over the years and, 118 00:04:10,415 --> 00:04:12,754 really seen as a compliance or a mandate. 119 00:04:13,310 --> 00:04:15,950 And I don't think I think people sort 120 00:04:15,950 --> 00:04:18,189 of conceptually thought you know, always thought it 121 00:04:18,189 --> 00:04:19,949 was a good idea and conceptually thought a 122 00:04:19,949 --> 00:04:21,730 lot of good things would come of it. 123 00:04:22,189 --> 00:04:25,389 But there has been very little attention to 124 00:04:25,389 --> 00:04:26,689 two things. One, 125 00:04:27,314 --> 00:04:29,495 focusing on quality and safety on scale. 126 00:04:29,955 --> 00:04:30,455 So 127 00:04:31,074 --> 00:04:34,194 before we did this project, this program, this 128 00:04:34,194 --> 00:04:36,855 workforce accelerator methodology that we created, 129 00:04:37,314 --> 00:04:38,134 most organizations 130 00:04:38,514 --> 00:04:40,295 were approaching quality and safety 131 00:04:40,915 --> 00:04:42,295 on a project basis. 132 00:04:42,810 --> 00:04:44,250 And I know you know this. Like, they 133 00:04:44,250 --> 00:04:46,589 would go in and and focus on improving 134 00:04:46,730 --> 00:04:47,230 sepsis, 135 00:04:48,169 --> 00:04:48,669 reducing 136 00:04:48,970 --> 00:04:51,290 falls, and many other things, and we absolutely 137 00:04:51,290 --> 00:04:53,610 need to do that. But the the big 138 00:04:53,610 --> 00:04:55,310 thing that no other 139 00:04:55,985 --> 00:04:58,544 organization has kind of, like, developed methodology for 140 00:04:58,544 --> 00:05:01,104 and that that few organizations have really achieved 141 00:05:01,104 --> 00:05:03,104 outside of those who, you know, have worked 142 00:05:03,104 --> 00:05:05,504 with us as early adopters of our workforce 143 00:05:05,504 --> 00:05:08,305 accelerator program was to prove that we could 144 00:05:08,305 --> 00:05:11,490 actually improve quality, safety, and finance 145 00:05:12,269 --> 00:05:12,769 programmatically. 146 00:05:13,629 --> 00:05:15,229 Like, we could we could do that across 147 00:05:15,229 --> 00:05:16,689 the board for the entire 148 00:05:17,310 --> 00:05:17,810 system. 149 00:05:18,269 --> 00:05:21,069 So, yes, our projects involved in that, do 150 00:05:21,069 --> 00:05:22,769 we wanna continue to improve, 151 00:05:23,644 --> 00:05:26,604 on an item by item, initiative by initiative 152 00:05:26,604 --> 00:05:27,104 basis? 153 00:05:27,404 --> 00:05:29,805 Of course, we do. But we also now 154 00:05:29,805 --> 00:05:32,365 know that it is absolutely possible and and 155 00:05:32,365 --> 00:05:33,504 I think critical 156 00:05:33,964 --> 00:05:36,604 that we do that on a system level 157 00:05:36,604 --> 00:05:39,470 and program level improvement, and that's that's really 158 00:05:39,470 --> 00:05:42,189 the basis of the ROIQ report, and what 159 00:05:42,189 --> 00:05:43,490 we proved out is, 160 00:05:43,949 --> 00:05:46,189 this is achievable, and there is a way 161 00:05:46,189 --> 00:05:47,410 to do this effectively. 162 00:05:48,110 --> 00:05:50,350 Yeah. You've mentioned sort of the elusiveness in 163 00:05:50,350 --> 00:05:52,350 the beginning and trying to trying to find 164 00:05:52,350 --> 00:05:54,884 it. What's been the industry response to this 165 00:05:54,884 --> 00:05:56,964 report so far now that you've made that 166 00:05:56,964 --> 00:05:57,464 connection? 167 00:05:58,645 --> 00:06:01,705 The overwhelming response from the industry has been, 168 00:06:02,084 --> 00:06:03,785 thank you, make you. 169 00:06:04,245 --> 00:06:06,584 We are getting calls from 170 00:06:07,125 --> 00:06:09,730 the public sector. We are getting calls from 171 00:06:09,730 --> 00:06:10,790 the private sector, 172 00:06:11,170 --> 00:06:12,790 and all of them are asking, 173 00:06:13,330 --> 00:06:14,550 how did you do this? 174 00:06:14,930 --> 00:06:16,230 What is the methodology 175 00:06:16,530 --> 00:06:17,430 that you used 176 00:06:17,889 --> 00:06:21,090 to improve quality and safety and finance on 177 00:06:21,090 --> 00:06:21,910 this scale? 178 00:06:22,694 --> 00:06:25,495 They're saying things like, we don't wanna play 179 00:06:25,495 --> 00:06:28,854 whack a mole anymore. And we can we're 180 00:06:28,935 --> 00:06:30,854 we have an untold amount of quality and 181 00:06:30,854 --> 00:06:33,014 safety projects going on. I mean, I was 182 00:06:33,014 --> 00:06:34,294 at a system the other day, and they 183 00:06:34,294 --> 00:06:36,875 had a 150 quality projects going on. 184 00:06:37,180 --> 00:06:39,019 Not to say that we don't need to 185 00:06:39,019 --> 00:06:40,560 improve a 150, 186 00:06:40,620 --> 00:06:42,240 you know, things, but 187 00:06:43,180 --> 00:06:45,899 everybody is ready to scale. Right? They're ready 188 00:06:45,899 --> 00:06:47,979 to stop playing whack a mole and to 189 00:06:47,979 --> 00:06:50,720 come at this in an over the top, 190 00:06:51,339 --> 00:06:52,319 sort of way. 191 00:06:52,894 --> 00:06:56,035 And so the response has been absolutely overwhelming. 192 00:06:56,814 --> 00:06:58,254 And and and and and and to the 193 00:06:58,254 --> 00:07:00,254 point on the methodology, and they're asking, well, 194 00:07:00,254 --> 00:07:02,435 what what's the how did you do this? 195 00:07:03,535 --> 00:07:05,615 Like, tell us more. What's the one thing? 196 00:07:05,615 --> 00:07:08,589 Right? Because our our ROI queue report actually 197 00:07:08,589 --> 00:07:09,889 outlines five strategies. 198 00:07:10,350 --> 00:07:12,750 But, in speaking, you know, with leaders at 199 00:07:12,750 --> 00:07:14,669 CMS, they're like, but what's the one thing 200 00:07:14,669 --> 00:07:17,149 that you did? And I said, the one 201 00:07:17,149 --> 00:07:19,089 thing is is we developed 202 00:07:19,584 --> 00:07:20,404 a methodology 203 00:07:21,345 --> 00:07:24,164 to define what quality and safety is, 204 00:07:24,625 --> 00:07:27,444 how to get your workforce aligned to that, 205 00:07:27,584 --> 00:07:29,985 how to get them doing the right roles, 206 00:07:29,985 --> 00:07:32,464 the right functions with the right skills at 207 00:07:32,464 --> 00:07:33,284 the right time. 208 00:07:33,589 --> 00:07:35,350 And we figured out a way to then 209 00:07:35,350 --> 00:07:37,210 pull that through and measure it on quality 210 00:07:37,509 --> 00:07:40,550 and safety and finance outcomes. So so the 211 00:07:40,550 --> 00:07:41,689 the that methodology 212 00:07:42,069 --> 00:07:44,150 that we have through our workforce accelerator program 213 00:07:44,150 --> 00:07:46,384 is, like, the one thing. So the industry 214 00:07:46,384 --> 00:07:47,745 has been excited, and I could just tell 215 00:07:47,745 --> 00:07:48,245 you, 216 00:07:48,865 --> 00:07:51,365 NAICU's board is excited about this. Our headquarters 217 00:07:51,425 --> 00:07:52,324 staff is excited. 218 00:07:52,865 --> 00:07:54,625 This is this is big news for the 219 00:07:54,625 --> 00:07:56,545 industry, and we're so excited to be a 220 00:07:56,545 --> 00:07:57,365 part of it. 221 00:07:57,824 --> 00:07:59,745 Yeah. It's it's such an interesting report. Again, 222 00:07:59,745 --> 00:08:01,345 I recommend everybody take a look at it 223 00:08:01,345 --> 00:08:03,750 because it's it's fascinating to see that scalability 224 00:08:03,810 --> 00:08:05,829 and to see that connection, which is important. 225 00:08:05,889 --> 00:08:07,970 You've mentioned something, that is also very important, 226 00:08:07,970 --> 00:08:09,810 which is the fact that it starts with 227 00:08:09,810 --> 00:08:12,209 specializing folks, it starts with people, it starts 228 00:08:12,209 --> 00:08:14,949 with with training, etcetera. And, again, the workforce 229 00:08:15,009 --> 00:08:17,995 accelerator program emphasizes that up upscaling piece of 230 00:08:17,995 --> 00:08:20,735 of teams and reducing variability across the board. 231 00:08:20,875 --> 00:08:22,314 Can you touch a little bit on what 232 00:08:22,314 --> 00:08:23,694 that looks like in practice 233 00:08:24,074 --> 00:08:26,175 and how it then in turn really influences 234 00:08:26,314 --> 00:08:26,814 outcomes? 235 00:08:27,995 --> 00:08:29,595 Yeah. I sure can. And I I will 236 00:08:29,595 --> 00:08:31,514 tell you, a couple things. So I'll tell 237 00:08:31,514 --> 00:08:34,309 you broadly and then, or maybe, yeah, broadly, 238 00:08:34,309 --> 00:08:35,850 and then I'll go a little deeper. So, 239 00:08:36,230 --> 00:08:38,870 first of all, it is a somewhat complex 240 00:08:38,870 --> 00:08:39,370 methodology 241 00:08:39,909 --> 00:08:43,829 that we make simple. Right? Mhmm. So, there 242 00:08:43,829 --> 00:08:46,894 is a whole sort of, twelve month process 243 00:08:46,894 --> 00:08:48,035 that gets an organization 244 00:08:48,894 --> 00:08:49,394 ready, 245 00:08:50,254 --> 00:08:53,215 for this type of focus on quality and 246 00:08:53,215 --> 00:08:54,835 safety. And then also, 247 00:08:55,215 --> 00:08:56,754 prepares leaders to lead, 248 00:08:57,134 --> 00:09:00,159 this initiative within their organization so that you 249 00:09:00,159 --> 00:09:02,159 can come in and be an enabling force 250 00:09:02,159 --> 00:09:03,620 for them. And, 251 00:09:04,159 --> 00:09:06,639 also, that then guides them through our method, 252 00:09:06,639 --> 00:09:10,179 which includes assessments and trainings and development and 253 00:09:10,320 --> 00:09:13,274 coaching programs and communities of practice, like the 254 00:09:13,414 --> 00:09:16,294 guided by a NICU navigator, which is a 255 00:09:16,294 --> 00:09:19,014 a person who's who's sort of like, a 256 00:09:19,014 --> 00:09:19,654 a coach, 257 00:09:20,054 --> 00:09:22,934 for the systems to help get them set 258 00:09:22,934 --> 00:09:24,554 up and situated for success. 259 00:09:24,934 --> 00:09:26,554 But but what I will say, 260 00:09:27,549 --> 00:09:29,950 outside of that sort of broad representation that 261 00:09:29,950 --> 00:09:31,950 there is a program, it is robust, it 262 00:09:31,950 --> 00:09:32,690 is effective, 263 00:09:33,149 --> 00:09:34,590 I will tell you a couple things that 264 00:09:34,590 --> 00:09:35,730 this program does. 265 00:09:36,110 --> 00:09:37,889 So very practically, 266 00:09:38,429 --> 00:09:40,750 I know everybody who's listening to this podcast 267 00:09:40,750 --> 00:09:41,730 can relate to 268 00:09:42,315 --> 00:09:45,294 this statement, which is quality is everyone's job. 269 00:09:45,595 --> 00:09:49,294 Mhmm. And that is true. I believe that 270 00:09:49,915 --> 00:09:50,415 wholeheartedly. 271 00:09:51,274 --> 00:09:55,134 But before this workforce accelerator program was developed, 272 00:09:55,570 --> 00:09:57,649 the industry had did not define what that 273 00:09:57,649 --> 00:09:58,149 meant. 274 00:09:58,850 --> 00:10:01,509 And so we were left with the ambition 275 00:10:01,730 --> 00:10:04,529 to advance quality as everyone's role, but we 276 00:10:04,529 --> 00:10:07,110 didn't actually have a way to do that. 277 00:10:07,654 --> 00:10:09,815 And what I've observed too again, like I 278 00:10:09,815 --> 00:10:11,175 said, I spent a better part of a 279 00:10:11,175 --> 00:10:12,774 decade trying to figure out what we haven't 280 00:10:12,774 --> 00:10:14,774 figured out and figured out how to solve 281 00:10:14,774 --> 00:10:16,455 this problem yet. And and one of the 282 00:10:16,455 --> 00:10:18,554 things that I've realized is that 283 00:10:18,934 --> 00:10:21,894 health care as an industry has invested millions 284 00:10:21,894 --> 00:10:22,634 of dollars, 285 00:10:23,159 --> 00:10:23,659 probably 286 00:10:24,039 --> 00:10:26,139 billions and billions of dollars 287 00:10:26,679 --> 00:10:29,639 as an industry in training and development for 288 00:10:29,639 --> 00:10:30,139 quality. 289 00:10:30,919 --> 00:10:31,419 But 290 00:10:31,799 --> 00:10:33,579 here's the here's the the punchline. 291 00:10:34,279 --> 00:10:35,339 We've let learners 292 00:10:35,720 --> 00:10:37,980 choose their own adventure in learning. 293 00:10:38,524 --> 00:10:40,845 They choose how they're trained. They they decide 294 00:10:40,845 --> 00:10:42,764 what courses to go to on their own 295 00:10:42,764 --> 00:10:44,544 without any guidance, support, 296 00:10:44,845 --> 00:10:45,664 or precisely 297 00:10:46,605 --> 00:10:47,105 targeted 298 00:10:47,404 --> 00:10:47,904 learning. 299 00:10:48,524 --> 00:10:49,745 Or worse, 300 00:10:50,151 --> 00:10:52,384 they they maybe are trained by a predecessor 301 00:10:52,684 --> 00:10:53,659 who also also 302 00:10:54,360 --> 00:10:55,419 learned their job 303 00:10:55,799 --> 00:10:56,299 on 304 00:10:56,759 --> 00:10:57,980 the job. And and and also, 305 00:10:58,679 --> 00:11:01,100 we the as we've learned the the quality 306 00:11:01,319 --> 00:11:03,720 competencies and skills through training and and, you 307 00:11:03,720 --> 00:11:04,620 know, peer support, 308 00:11:05,480 --> 00:11:07,904 we have focused so much and rightfully so 309 00:11:07,904 --> 00:11:09,605 on quality and on safety. 310 00:11:10,065 --> 00:11:12,565 But what we haven't done well enough 311 00:11:13,184 --> 00:11:15,764 is communicate the financial return on investment, 312 00:11:16,144 --> 00:11:18,965 which is particularly important right now when efficiency 313 00:11:19,424 --> 00:11:20,164 is critical. 314 00:11:21,019 --> 00:11:23,340 Not only because that is a priority of 315 00:11:23,340 --> 00:11:24,320 the Trump administration, 316 00:11:24,779 --> 00:11:27,820 but because it's the pathway for sustainable health 317 00:11:27,820 --> 00:11:29,200 care. And so, 318 00:11:29,740 --> 00:11:32,320 you know, I think this defining the roles, 319 00:11:32,804 --> 00:11:35,605 targeting the learning, making sure that we connect 320 00:11:35,605 --> 00:11:37,865 it to an ROI so that people understand 321 00:11:37,924 --> 00:11:40,264 this is a worthy investment that pays 322 00:11:41,524 --> 00:11:42,664 untold dividends, 323 00:11:43,605 --> 00:11:44,424 for their organization, 324 00:11:45,044 --> 00:11:45,809 I think is 325 00:11:46,210 --> 00:11:47,429 really, really important, 326 00:11:47,889 --> 00:11:50,049 and that there and most important is there's 327 00:11:50,049 --> 00:11:51,649 a way to do it now. And and, 328 00:11:51,970 --> 00:11:53,429 it's it's it's effective. 329 00:11:54,049 --> 00:11:55,570 There's a pathway to it. I think that 330 00:11:55,570 --> 00:11:57,490 that's really the one of the big keys 331 00:11:57,490 --> 00:11:59,284 to it as well. And, again, the the 332 00:11:59,284 --> 00:12:01,524 ROI piece you mentioned is so important, especially 333 00:12:01,524 --> 00:12:03,524 from a leadership perspective, and you touched on 334 00:12:03,524 --> 00:12:04,964 sort of the the programs that you have 335 00:12:04,964 --> 00:12:06,725 in place for leaders to be able to 336 00:12:06,725 --> 00:12:09,284 to fully take advantage of this too. Can 337 00:12:09,284 --> 00:12:11,125 you touch a little bit more specifically on 338 00:12:11,125 --> 00:12:12,825 that too in terms of how the workforce 339 00:12:12,964 --> 00:12:13,464 accelerator 340 00:12:14,149 --> 00:12:16,549 really benefits c suite leaders and and some 341 00:12:16,549 --> 00:12:18,070 of the examples that you could share to 342 00:12:18,230 --> 00:12:20,410 that really show that value for executives? 343 00:12:21,429 --> 00:12:23,830 Yeah. Sure. And I'll, take us back as 344 00:12:23,830 --> 00:12:25,129 a quick reminder too. 345 00:12:25,670 --> 00:12:28,584 Quality is everyone's job. You know? That is 346 00:12:28,584 --> 00:12:31,225 something so c suite is responsible for leading 347 00:12:31,225 --> 00:12:31,964 the entire 348 00:12:32,424 --> 00:12:32,924 operation 349 00:12:34,105 --> 00:12:36,824 of health care where they work. And to 350 00:12:36,824 --> 00:12:39,464 say quality is everyone's job, before and and 351 00:12:39,464 --> 00:12:42,449 I think everyone everyone everyone believes that, But 352 00:12:42,449 --> 00:12:44,149 that has been, elusive. 353 00:12:44,769 --> 00:12:48,149 And now c suite have a concrete way 354 00:12:48,449 --> 00:12:51,089 to make that actionable. Right? That's what the 355 00:12:51,089 --> 00:12:54,209 workforce accelerator does. It takes the the guesswork 356 00:12:54,209 --> 00:12:57,245 out of figuring out how to get their 357 00:12:57,245 --> 00:12:58,144 teams ready 358 00:12:58,524 --> 00:13:01,024 to be more high functioning. 359 00:13:01,884 --> 00:13:02,384 Also, 360 00:13:02,684 --> 00:13:04,524 we have made a lot of gains with 361 00:13:04,524 --> 00:13:06,924 c suite, by helping them to understand how 362 00:13:06,924 --> 00:13:08,304 to organize their workforce, 363 00:13:08,850 --> 00:13:10,549 how to activate their workforce, 364 00:13:11,169 --> 00:13:13,809 in ways that were previously complex. Like, we 365 00:13:13,809 --> 00:13:16,629 have broken that down into a consistent, 366 00:13:17,089 --> 00:13:20,049 reliable method, and we have made something that 367 00:13:20,049 --> 00:13:20,870 is complex 368 00:13:21,330 --> 00:13:23,384 simple. And we've done that with the Veterans 369 00:13:23,384 --> 00:13:25,725 Health Administration. We've done that with Kaiser Permanente. 370 00:13:25,865 --> 00:13:27,945 We've done that with CHRISTUS. All sorts of 371 00:13:27,945 --> 00:13:28,445 organizations 372 00:13:29,065 --> 00:13:29,565 who, 373 00:13:30,184 --> 00:13:31,965 have followed the the workforce, 374 00:13:32,664 --> 00:13:33,164 accelerator 375 00:13:33,465 --> 00:13:33,965 methodology, 376 00:13:34,759 --> 00:13:36,840 and we've proven that it works. And so 377 00:13:36,840 --> 00:13:38,679 I think c suite right now, another thing 378 00:13:38,679 --> 00:13:40,779 is they're looking for solutions, 379 00:13:41,240 --> 00:13:44,360 and they they know that they need to, 380 00:13:44,360 --> 00:13:46,519 you know, kind of, break the mold, be 381 00:13:46,519 --> 00:13:47,019 creative, 382 00:13:47,384 --> 00:13:48,125 try new 383 00:13:48,504 --> 00:13:51,065 things. But the the challenge is is that 384 00:13:51,065 --> 00:13:53,625 there's not a lot of tolerance for, risk 385 00:13:53,625 --> 00:13:55,785 and failure. Right? Like, a lot of people 386 00:13:55,785 --> 00:13:57,304 don't wanna put their neck out on the 387 00:13:57,304 --> 00:13:58,985 line and say, you know, I have an 388 00:13:58,985 --> 00:13:59,485 idea, 389 00:14:00,105 --> 00:14:01,705 and then to not have it work out. 390 00:14:01,705 --> 00:14:02,205 Nobody, 391 00:14:02,539 --> 00:14:04,299 we don't have the time kind of, 392 00:14:05,179 --> 00:14:07,579 luxury of time and money, that maybe we 393 00:14:07,579 --> 00:14:10,399 thought we had before, to to, quote, unquote, 394 00:14:10,459 --> 00:14:12,379 you know, waste on something that that may 395 00:14:12,379 --> 00:14:13,980 or may not work. And so I think 396 00:14:13,980 --> 00:14:17,264 for c suite, not only is the program 397 00:14:17,325 --> 00:14:19,764 really focused on ROI, which brings a ton 398 00:14:19,764 --> 00:14:21,725 of value to them as individuals to be 399 00:14:21,725 --> 00:14:23,664 able to bring that forward to their organization, 400 00:14:24,284 --> 00:14:27,084 but we've eliminated the risk associated with trying 401 00:14:27,084 --> 00:14:27,904 a new program. 402 00:14:28,284 --> 00:14:30,605 The not only we have NAICU, but so 403 00:14:30,605 --> 00:14:33,059 did all the other leaders who implemented the 404 00:14:33,059 --> 00:14:34,200 program, VHA, 405 00:14:34,740 --> 00:14:35,240 Kaiser, 406 00:14:35,779 --> 00:14:36,279 CHRISTUS. 407 00:14:36,980 --> 00:14:39,300 All all sorts of organizations are listed in 408 00:14:39,300 --> 00:14:41,960 our ROIQ report, and on our website. 409 00:14:42,420 --> 00:14:44,660 They they've proven this out. They took the 410 00:14:44,660 --> 00:14:48,274 risk, and, they've proven that NICU as an 411 00:14:48,274 --> 00:14:50,294 enabling force with the workforce accelerator, 412 00:14:50,914 --> 00:14:52,274 it it works. And so I think that 413 00:14:52,274 --> 00:14:54,995 C suite can take comfort in knowing that, 414 00:14:55,394 --> 00:14:57,955 there is a safe solution out there, for 415 00:14:57,955 --> 00:15:00,294 workforce readiness and quality and safety. 416 00:15:00,809 --> 00:15:02,889 Yeah. I love that you mentioned, again, that 417 00:15:02,889 --> 00:15:04,410 risk factor. And and, again, like, time, we 418 00:15:04,410 --> 00:15:06,330 don't have we don't have time. Right? It's 419 00:15:06,490 --> 00:15:09,370 everything is about funding and ROI and and 420 00:15:09,370 --> 00:15:11,289 risk. Right? What risks are we taking? What 421 00:15:11,289 --> 00:15:13,049 risks are we not taking, etcetera? I think 422 00:15:13,049 --> 00:15:15,705 this becomes especially important when you're looking at 423 00:15:15,705 --> 00:15:17,705 organizations that might not have the resources. Right? 424 00:15:17,705 --> 00:15:19,945 They're becoming even more concerned about where are 425 00:15:19,945 --> 00:15:21,325 my investments going. 426 00:15:21,705 --> 00:15:23,304 Can you touch a little bit on on 427 00:15:23,304 --> 00:15:26,345 what programs or solutions are are particularly valuable 428 00:15:26,345 --> 00:15:28,424 for some of those organizations that might struggle 429 00:15:28,424 --> 00:15:30,929 with either smaller teams, right, smaller workforce, but 430 00:15:30,929 --> 00:15:32,309 then especially also 431 00:15:32,690 --> 00:15:33,750 limited resources? 432 00:15:34,769 --> 00:15:37,830 Yes. A 100%. So we work with organizations 433 00:15:38,210 --> 00:15:41,009 large and small, and I will tell you, 434 00:15:41,410 --> 00:15:43,190 with a 100% confidence, 435 00:15:43,654 --> 00:15:45,975 every single one of them, the biggest of 436 00:15:45,975 --> 00:15:48,215 the biggest, the smallest of the smallest, the 437 00:15:48,215 --> 00:15:50,855 the most immature organizations, and and the most 438 00:15:50,855 --> 00:15:51,754 mature organizations 439 00:15:52,455 --> 00:15:54,774 all struggle to some degree with, 440 00:15:55,175 --> 00:15:57,750 activating quality and safety and finance. And and 441 00:15:57,750 --> 00:16:00,070 it's real. You know? Each organization has a 442 00:16:00,070 --> 00:16:02,889 different amount of resources. So a couple thoughts. 443 00:16:03,029 --> 00:16:05,110 So one is, you know, we work with 444 00:16:05,110 --> 00:16:06,009 smaller organizations. 445 00:16:06,389 --> 00:16:07,690 We have worked with, 446 00:16:08,149 --> 00:16:10,730 King's Daughter. We have worked with 447 00:16:11,029 --> 00:16:12,465 El Paso Medical 448 00:16:13,024 --> 00:16:16,065 Center. We have worked with Columbus Regional. These 449 00:16:16,065 --> 00:16:18,565 are organizations on the smaller side, 450 00:16:19,504 --> 00:16:22,565 of of system size. Right? Some single sites. 451 00:16:23,024 --> 00:16:23,504 And, 452 00:16:24,144 --> 00:16:26,225 we've worked with organizations I mentioned as big 453 00:16:26,225 --> 00:16:28,990 as the Veterans Health Administration. So on this 454 00:16:28,990 --> 00:16:30,529 on the small side, 455 00:16:31,230 --> 00:16:34,529 the one huge thing that organizations could do 456 00:16:34,589 --> 00:16:38,209 would be to help their, teams become CPHQ 457 00:16:39,149 --> 00:16:39,649 certified. 458 00:16:40,190 --> 00:16:42,769 So the CPHQ is the only 459 00:16:43,154 --> 00:16:46,054 accredited certification in health care quality. It's NAICU's 460 00:16:46,274 --> 00:16:46,774 certification 461 00:16:47,394 --> 00:16:48,454 held by more than 462 00:16:48,834 --> 00:16:49,894 15,000 463 00:16:50,115 --> 00:16:52,454 individuals today and growing rapidly, 464 00:16:52,754 --> 00:16:54,674 not only in The US, but around the 465 00:16:54,674 --> 00:16:55,174 world. 466 00:16:55,549 --> 00:16:56,049 And, 467 00:16:56,429 --> 00:16:59,409 it's a wonderful program. In fact, the CPHQ 468 00:16:59,789 --> 00:17:00,529 was endorsed 469 00:17:01,070 --> 00:17:03,649 by the joint commission just this past November. 470 00:17:03,949 --> 00:17:06,369 In fact, the joint commission has endorsed endorsed 471 00:17:06,429 --> 00:17:09,805 NAICU's entire competency framework and is wildly supportive 472 00:17:09,805 --> 00:17:12,444 of the ROIQ report and all of the 473 00:17:12,444 --> 00:17:14,765 efforts we're doing to drive quality and safety 474 00:17:14,765 --> 00:17:15,585 in health care. 475 00:17:16,204 --> 00:17:18,065 So CPHQ is a great opportunity. 476 00:17:18,845 --> 00:17:20,845 We also have a lot of other learning 477 00:17:20,845 --> 00:17:21,345 resources, 478 00:17:22,125 --> 00:17:23,820 available to people including, 479 00:17:24,519 --> 00:17:26,920 a huge, event that both sort of, 480 00:17:27,320 --> 00:17:27,820 rallies, 481 00:17:29,080 --> 00:17:31,559 the the health care quality workforce and and 482 00:17:31,559 --> 00:17:34,359 prepares them for what's next. It's called NAICU 483 00:17:34,359 --> 00:17:35,580 next. So 484 00:17:36,115 --> 00:17:39,154 that event is virtual. It's, very affordable, very 485 00:17:39,154 --> 00:17:42,115 accessible. A few $100 per person instead of 486 00:17:42,115 --> 00:17:44,674 hundreds or thousands for registration and travel and 487 00:17:44,674 --> 00:17:46,835 flights and all the things. So we get 488 00:17:46,835 --> 00:17:48,994 about 5,000 people a year to attend that 489 00:17:48,994 --> 00:17:50,054 event in September. 490 00:17:50,355 --> 00:17:52,119 And then, of course, you know, there's the 491 00:17:52,119 --> 00:17:54,460 workforce accelerator program, which is, 492 00:17:54,759 --> 00:17:57,000 you know, a a bigger commitment from an 493 00:17:57,000 --> 00:17:57,500 organization, 494 00:17:58,039 --> 00:17:58,779 but effective. 495 00:17:59,240 --> 00:18:00,599 And and I I would say one more 496 00:18:00,599 --> 00:18:02,519 thing, can I, which I I think this 497 00:18:02,519 --> 00:18:04,759 is I think it's super important and worth 498 00:18:04,759 --> 00:18:07,835 mentioning is, you know, we hear a lot, 499 00:18:07,835 --> 00:18:11,115 especially from people working in quality departments, that 500 00:18:11,115 --> 00:18:12,255 budgets were cut? 501 00:18:12,634 --> 00:18:14,494 We're not doing discretionary spending. 502 00:18:14,875 --> 00:18:15,934 Training is 503 00:18:16,235 --> 00:18:18,095 on hold sort of thing. 504 00:18:18,555 --> 00:18:20,475 And what I would say to that is 505 00:18:20,475 --> 00:18:21,134 two things. 506 00:18:21,990 --> 00:18:24,309 Number one, there's a ton of spending going 507 00:18:24,309 --> 00:18:26,710 on in health care. Millions and billions and 508 00:18:26,710 --> 00:18:28,789 trillions of dollars are being spent on health 509 00:18:28,789 --> 00:18:31,450 care. So while there are cost pressures 510 00:18:32,470 --> 00:18:35,509 that are absolutely real, and and I understand 511 00:18:35,509 --> 00:18:36,970 them and I appreciate them, 512 00:18:37,325 --> 00:18:39,404 People are choosing what to spend money on. 513 00:18:39,404 --> 00:18:41,484 And and I think that it's important that 514 00:18:41,484 --> 00:18:43,325 they choose to spend money on developing their 515 00:18:43,325 --> 00:18:43,825 workforce 516 00:18:44,204 --> 00:18:46,765 and having sustainable systems to not have this 517 00:18:46,765 --> 00:18:48,065 whack a mole situation, 518 00:18:49,005 --> 00:18:51,884 you know, going on in quality and safety 519 00:18:51,884 --> 00:18:52,650 and health care, 520 00:18:53,849 --> 00:18:56,509 for you know, as it is, oftentimes. 521 00:18:57,210 --> 00:18:58,830 And I would also say too, 522 00:18:59,369 --> 00:19:01,529 there is a return on this investment. So 523 00:19:01,529 --> 00:19:02,670 it used to be 524 00:19:03,049 --> 00:19:04,650 reasonable to sort of say, like, we don't 525 00:19:04,650 --> 00:19:06,345 have money to spend on things like this 526 00:19:06,744 --> 00:19:09,244 because, you know, there wasn't a an ROI 527 00:19:09,464 --> 00:19:11,544 established, but now there is. And now it's 528 00:19:11,544 --> 00:19:14,365 six and ten and twenty times the investment. 529 00:19:14,505 --> 00:19:15,625 So I think that what we need to 530 00:19:15,625 --> 00:19:17,384 get health care leaders to be doing and 531 00:19:17,384 --> 00:19:18,605 people working in quality 532 00:19:18,904 --> 00:19:22,119 is to get innovative and and brave and 533 00:19:22,119 --> 00:19:23,340 bold and say, yeah. 534 00:19:23,720 --> 00:19:25,720 Everything costs money in health care, but we 535 00:19:25,720 --> 00:19:28,140 should be spending on the things and investing 536 00:19:28,200 --> 00:19:30,039 on the things that are gonna return for 537 00:19:30,039 --> 00:19:30,779 this organization, 538 00:19:31,400 --> 00:19:33,720 return for our patients, and return for their 539 00:19:33,720 --> 00:19:35,954 families. So large and small, 540 00:19:36,414 --> 00:19:39,855 you know, mature and immature, there's all sorts 541 00:19:39,855 --> 00:19:42,414 of organizations needing support, and all of them, 542 00:19:42,414 --> 00:19:44,734 I think, you know, really need to commit, 543 00:19:44,974 --> 00:19:47,054 to their workforce and to the outcomes and 544 00:19:47,054 --> 00:19:48,974 to our patients. And this is a great 545 00:19:48,974 --> 00:19:50,820 way to demonstrate that commitment. 546 00:19:51,359 --> 00:19:54,480 Yeah. Absolutely. Again, proving the ROI, making that 547 00:19:54,480 --> 00:19:56,559 financial connection, I think, is a great starting 548 00:19:56,559 --> 00:19:58,240 point. Thank you so much for your time 549 00:19:58,240 --> 00:20:00,400 and insights today. This was a fantastic conversation. 550 00:20:00,400 --> 00:20:01,539 Thanks for being here. 551 00:20:02,000 --> 00:20:03,680 Of course. I loved it. Thanks for the 552 00:20:03,680 --> 00:20:05,595 opportunity. Yeah. It's great to have you. And 553 00:20:05,595 --> 00:20:07,275 we also want to thank our podcast sponsor, 554 00:20:07,275 --> 00:20:09,035 NAQ. You can tune in to more podcasts 555 00:20:09,035 --> 00:20:11,595 from Becker's Healthcare by visiting our podcast page 556 00:20:11,595 --> 00:20:14,494 at beckershospitalreview.com.