Leadership: Meeting the Demands of the Times

Abstract

LEADERSHIP IN HEALTHCARE ADMINISTRATION continuously evolves meet the demands of the times. From a cottage industry at the start of the last century, hospitals and health systems have grown response remarkable advances medicine and technology, and payment and regulatory changes ranging from Hill-Burton, Medicare and Medicaid, managed As the nation's healthcare delivery system has grown more complex, so too have the demands on hospital and health system leaders. Debra Sukin and Stephanie McCutcheon present their views on leading change the feature articles. Both views reflect the new and diverse challenges hospital and health system CEOs must manage. The communities we serve depend on us generate new value and invest more resources advance the state of healthcare. Organizations must bring together physicians, nurses, and supporting staff whose talent and energy drive a sustainable health system. Ms. Sukin outlines eight critical factors necessary for success in an industry destined for continuous change. Ms. McCutcheoris case study provides a complimentary look at what she describes as a strategy meet an uncertain future. THE UNIFIED ENTERPRISE MINISTRY The Unified Enterprise Ministry® model is Trinity Health's response the challenging times the feature articles address. By leveraging this model, Trinity Health has become one of the strongest and most respected networks of community hospitals the country. Our culture and operating model are focused on creating a superior patient care experience supported by operational and service excellence. Trinity Health aims for the transformational change Ms. McCutcheon emphasized as we seek exceed national performance benchmarks. The Unified Enterprise Ministry model allows us accelerate transformational change by * being unified our desire provide high quality care within an affordable cost structure, * being willing accept business risk give our patients the best care experience anywhere, and * serving as a healing ministry, providing care everyone, especially those who are less fortunate and more vulnerable. TRINITY HEALTH'S FOUNDING PRINCIPLES Trinity Health was created from the combined heritage of the Sisters of Mercy and the Sisters of the Holy Cross and their Catholic healthcare ministries. As part ofthat legacy, the sponsors established principles guide the organization's mission and development. Ms. McCutcheon refers the of the Future of Hospital Sisters Health System delineated by the Sponsors. Trinity Health's 15 Founding Principles are the foundation on which our health system was built. The principles direct the organization's mission, operating model, and future development. They continually inspire us two elements Ms. Sukin calls out as critical future success: adaptability and ongoing learning. For example, our eleventh Founding Principle calls on us leverage [our] strengths and geography order facilitate the sharing and adoption of best practices and learnings across the System as well as assure its financial stability. Ms. McCutcheon's emphasis on physician involvement is reflected Trinity Health's eighth Founding Principle, which emphasizes a commitment to partnering with physicians assure quality outcomes and cost effective, compassionate, and accessible care. DIVERSE ORGANIZATIONS JOINED BY A SINGLE MISSION Ms. McCutcheon cites people as an asset leading change initiatives. Trinity Health's culture starts with a peoplefocused philosophy where associates rely on one another deliver great care our patients - body, mind, and spirit. Similarly, Trinity Health builds on the collective strengths of its human resources toward the creation of a superior patient care experience, especially for those seeking affordable healthcare services. …