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Hi, everyone. You are listening to the Becker's

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Healthcare Podcast.

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I'm Erica Carbajal, and thank you so much

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for tuning into this episode where we're joined

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by doctor William Scharf, executive clinical director of

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quality and safety

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for AdventHealth.

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Doctor Scharf, thanks in advance for taking the

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time.

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Thanks so much, Erica.

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Glad to be

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joining today. Yeah. We're excited to have you.

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Welcome. Welcome.

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Well, doctor Scharf, to start us off, do

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you mind sharing a little bit about your

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background in health care and your current role

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at AdventHealth with our audience?

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Sure. I'm a a surgeon by training.

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I, went to the University of Illinois,

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and for medical school and started there for

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residency and completed surgical studies at the Ohio

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State University

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before being in practice,

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in,

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Downstate Illinois for a number of years.

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My life, significantly changed. In 1999,

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to Air was Human, came out.

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The imagery at that time was just that

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there were roughly forty five thousand to one

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hundred thousand

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lives being lost each year from a medical

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error.

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But the real thing that impacted me is

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just that there were a couple of visionaries

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at the organization that I was at that

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started a patient safety collaborative.

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And the thing that resonated with me was

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just that most air is not caused by

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bad people. It's caused by bad systems.

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And so, I immersed myself in just almost

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everything that I could with patient safety

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and,

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you know, that sometimes,

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life throws you curveballs and, I'm here at

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AdventHealth,

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with,

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just an absolutely wonderful organization with a sense

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of purpose.

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Yeah. Absolutely. And I know AdventHealth is doing

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a ton in terms of just creating those

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systems that you mentioned and those processes that

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really focus on prevention and and fostering that

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culture of safety. So excited to hear about

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that.

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Doctor Scharf, what is one major patient safety

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goal that your team at AdventHealth is focused

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on for 2026?

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And maybe what operational changes

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are you working toward to achieve some real

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progress?

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Well, I can just say is is that

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historically when I came, I inherited a newly

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found patient safety academy.

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I don't really think that many healthcare organizations

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have their own patient safety academy or something

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therein.

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And, since that time, well, let me just,

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unpack this a little bit. This is that

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our Patient Safety Academy, we bring in our

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clinical and operational leaders,

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across all of, Annette Health for a three

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day course, because you really need to understand

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what are the fundamental

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parts of patient safety science.

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We cannot have, our good leaders

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just finessing and doing what they think is

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best. They need to have a good foundation

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in science.

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And what's happened over the course of years

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is is is that, there was so much

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success out of the Patient Safety Academy is

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is that others have said, this is that

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doctor Scharf and, some of my other members

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of my team, what can we do to

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bring you to our places so that perhaps

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we could have a condensed version so that

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you could talk to our managers

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and, unit, leaders?

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And to that end, we have created what

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we call the signature safety seminar.

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And,

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what we will do is,

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our team will jump on a plane or

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drive to one of our hospitals,

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and we'll have a condensed version

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that teaches learning, knowledge,

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leadership,

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and, data

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management.

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So, it's a great experience.

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It's actually been an overwhelming success. And, just

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as a side note is that later today,

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I'm gonna hop on a plane and and,

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go to, some of our hospitals in North

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Georgia

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to speak, tomorrow

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at our signature safety seminar.

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Wow. Yeah. No. Talk about getting on the

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ground and really and really teaching this and

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driving this forward. That's great. What a great

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initiative.

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Doctor Sharp, one of the things that comes

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through often, a theme, if you will, that

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we hear a lot from quality and safety

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leaders

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is that a lot of teams

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can and are good at initiatives. They can

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follow initiative, make progress

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in terms of quality and safety, but what

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really the differentiator is really

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the organizations

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that

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can drive continuous quality improvement. That differentiator comes

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down to culture.

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So from your perspective,

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what leadership behaviors or operational practices

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actually do build that kind of safety culture

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daily that's needed across frontline teams?

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Excellent question. And, Erica, if you don't mind,

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I'd like to unpack this just a little

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bit. I'd like to first say is is

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that,

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AdventHealth, we aspire to be the safest healthcare

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organization in the country. That's our North Star

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goal,

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plain and simple. That's where we wanna be.

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To that end, we recognize is that culture

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just outweighs policies, technology, and protocols.

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And here's where it becomes challenging. First of

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all, changing culture takes a very long time.

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And secondly, it is hard, hard, hard.

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And so leaders really need to be asking

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themselves some questions.

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Do your staff feel safe to report errors

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without fear of punishment?

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Are leaders responding constructively

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or defensively?

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Are your frontline leaders

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trust that

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their concerns are being addressed or does it

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go into some black box? And do your

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teams collaborate or do they operate in silos?

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That's where we have invested really heavily in

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what we call high reliability

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organization

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unit culture.

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It's where,

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we have a team that goes to each

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of our hospitals,

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and addresses,

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create Actually, let me just step back. They'll

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go to our hospitals, create a They have

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a 55 inches

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plasma

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monitor

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that connects electronically

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across the hospital, across the system.

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And what we do is

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is that

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that creates a complete data source, but that's

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not the whole purpose. The whole purpose is

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creating a sense of community

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and having frontline,

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debriefings,

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every day,

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for, each of those units because at the

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end of the day, that's where, like,

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care is delivered is at the unit.

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Yeah. That's interesting.

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And the point you raised too

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about, you know, when concerns are addressed

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or brought up, not having them go into

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a black box, but really important for staff

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to feel like the loop was closed, if

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you will. So can you share can you

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expand on that a little bit and maybe

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share an example of what those processes

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look like in terms of being able to

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follow-up on on concerns that are raised, you

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know, at scale across such a large organization?

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Well, yes. First and foremost, it begins with

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what we call whole person care. It's our

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brand promise,

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that we deliver, to our staff and to

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our our patients.

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And, it begins with,

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a faith based culture.

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It, we have a set of service standards,

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one of them, which is keep me safe.

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And,

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the recognition is is that we have to

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to drive down the fundamentals

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of, psychologic safety and creating a just culture.

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Yeah. Absolutely. Thanks, doctor Sharp.

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I wanted to ask too just around a

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recent press gaining report that we covered, and

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it had found that nearly half of health

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care workers, I believe it was about 47%,

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reported low perceptions of safety culture even though

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overall scores had improved post pandemic. So what's

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your reaction to those findings, and where do

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you think perhaps the biggest disconnect still exists

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between

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leadership's intentions and then frontline staff's actual experience

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of safety culture?

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Well, I would say, first and foremost, when

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I hear this, it it does make me

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sad.

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It does not have to be that way

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at, most of our places. I say most

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of our places because,

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there are some of our AdventHealth hospitals that

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we have acquired and that are on a

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pathway, which we call,

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acquisition to excellence. Nonetheless, is is is that,

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we have an annual

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safety culture survey that we look at, really

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closely

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and create,

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strategies and tactics around how to enhance our

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culture.

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Now,

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what I'm getting towards, and that is, is

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that when we look at each of our

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hospitals, is that there is always a gap.

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A gap between leadership and what the frontline

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staff is

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perceiving.

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And, now that's normal. I mean, that's a

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recognition that there will always be a gap,

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but what we don't wanna see is a

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really large gap.

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And if we have a particular unit or,

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particular areas that,

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start to have a gap, then we're gonna

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intervene or we're gonna try to provide these

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hospitals,

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with, tactics that they can,

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that are actionable,

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that, they can use, to help,

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with their teams and so that that gap

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does not exist.

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Yeah. Definitely. Sounds like it's really critical to

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continue to check-in on that annually and and

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even more often to be able to identify

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where the gaps are and where they might

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be growing.

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Doctor Scharf, I know that you've spoken a

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lot about the importance of safety as everyone's

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responsibility

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as well, not just clinicians, but also ranging

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from teams like environmental services,

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HR, spiritual

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care. So can you share an example

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where from the bedside maybe, where that cross

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functional approach has actually made a difference in

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safety or quality outcomes?

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Before

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I dwell into to that answer,

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Erica, I just wanna say is is that

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one of the things that we recognized,

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very early on, and that is is that,

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HR has to have a seat at the

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table. And so when we do our signature

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safety seminar and our Patient Safety Academies, we

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actually invite HR because they're critical

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in helping support our work towards a psychologic

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safety.

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Now, to answer your question a little bit

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more fully,

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and that is, is that it's always been

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fascinating to me is that when we see

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comments that patients,

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have reported about some of the best experiences

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that they have had, some of the areas,

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they will call out

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environmental service individuals who come in and clean

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their room daily, or the transporters.

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And there's an old proverb or saying that,

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is that, you don't have to be Monet

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to make an impression.

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And so

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one of the things that we will do

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is just that we'll look at the results

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from our safety culture.

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And if we see that there's a gap,

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you know, the transporters do not feel whole

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or valued,

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it's just that we're gonna try to,

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intervene

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such that they can be part of the

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daily huddles,

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that,

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are, at the high reliability,

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unit of cultures.

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Yeah. That's great. And I think that's a

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really standout example of including,

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you know, transporters in those daily huddles and

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also what you mentioned about HR and kind

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of threading that needle of how they actually

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do fit in in terms of the psychological

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safety and cultivating that across the teams.

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Well, doctor Scharf, thank you so much for

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joining us on the podcast today, taking time

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out of away from the high stakes work

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that I know you're leading to share your

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insights with our audience.

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Thank you so much, Erica. It's been a

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pleasure,

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and thank you, for all the work that

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you're doing with Pechers. Have a great day.

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You too. Take care. We'll stay in touch.