Malvern Treatment Centers’ Post

We asked our fellows, "Considering our rapidly changing work environments, what skills, attributes and abilities do graduate and post graduate students today need to focus on to become the health and care leaders of tomorrow?" Here is what they said! Thanks for the insights Luisa Whitelaw, RN, CPC, MSHI, FACHDM #HealthDataManagement #PatientCenteredCare #GlobalHealthInfluences #HolisticHealthcareUnderstanding

Are you prepared to soar to new heights in your NP education this year? 🌐 NP students, we acknowledge the challenges you face, especially in the dynamic landscape of 2024. With heightened demands, there's a critical need for education that directly addresses your pain points. That's where my courses come in, meticulously designed to deliver innovation, interactivity, and accessibility—custom solutions crafted for the unique challenges you encounter. In a world where traditional approaches may fall short, my courses offer a dynamic response to the evolving needs of nursing students. From navigating intricate digital healthcare environments to fostering transformative leadership skills, this is the education you need to not just survive but thrive in the fast-paced world of healthcare. Let's navigate and conquer the challenges of 2024 together! 🚀 #NPeducation #DigitalNurse #NursesOfTomorrow

Compassion, care, and empathy are crucial to a positive patient experience. Don’t miss Corey L. Kennard, MACM, CPXP, Pastor at Amplify Christian Church and Director of Patient Experience at Ascension St. John Hospital, keynote ‘Human Experience Required – Without It, No Need to Apply’ at the C-TAC-CAPC Leadership Summit on October 23-24 in Washington, DC. When dealing with diverse patient populations, getting to know patients beyond their immediate physical or social needs is necessary to build trust. Knowing as much as possible about a patient’s life, such as family cultural traditions or spiritual beliefs, can help uncover creative ways to respectfully assist patients in reaching their goals or desired outcomes. Explore the full agenda on The Coalition to Transform Advanced Care (C-TAC) website, and register fast as capacity is limited. 🔗 https://ow.ly/Salz50PHXee #hpm #hapc

As I expand my time horizon to a longer deanship, one of the choices on my mind is the leadership team composition and distribution of responsibilities. In the weeks prior to my appointment as the Dana and David Dornsife Dean, faculty and staff engaged in a two-part virtual event featuring flashtalks from leaders throughout our school. We heard from 6 associate deans about the activities, and in some cases offices, which they lead on behalf of our school. We also heard from 4 department chairs; about a dozen centers, programs and initiatives that elevate our research and practice mission; and a sampling of the committees representing constituencies as part of school governance. After each set of flashtalks, there was an opportunity to reflect. For most, we were able to allot time for breakout group discussions, from which we assembled notes. I have found these valuable for my own thinking, particularly in preparation for next stages of a forthcoming strategic planning process. One of the charges emerging from this, was the ask that we externally benchmark numbers prior to making a determination about the number of associate deans or similar roles to appoint. My methods to meet this charge were to use the list of Association of Schools and Programs of Public Health (ASPPH) members with a US News and World Report Ranking below 30 (which included 37 because of many tied at 29th), and explore the websites looking for leadership listings, to identify titles that include the word dean. Variations observed across the 37 included schools or programs were Assistant Dean (used by 26/37 institutions, 70%), Associate Dean (86%), and Vice Dean (24%), sometimes in combination with the modifiers Senior (41%) or Executive (16%). Some combinations I had not expected, such as Senior Assistant Dean (intermediate between assistant and associate?), and I'm still not sure I understand the connotations of the Executive modifier (which seemed more commonly used in finance, perhaps for staff leaders?). The count of leaders below the primary representative (usually dean, but occasionally holding instead a director title) who had dean in their title ranged from 0 to 24, but interestingly the mean, median, and mode were all 7. I'm curious if others think 7 is around the right number of such leaders for schools of public health.

I saw some long-time friends at the AORN Leadership meeting.... and made a new one (Melanie Perry) or two. My takeaways from the meeting? ✔️OR nursing leadership recognizes change is needed. ✔️Lots of burnout among staff. ✔️Losing staff to the "Silver Tsunami" (Good Company Consulting thanks for the term!) ✔️Enormous caseload (my "Surgical Tsunami") ✔️✔️✔️✔️Increasingly burdened with administrative and training duties (of all the new staff) One leader told me: "I don't have 5 minutes to myself without some surgeon knocking on my door or 1000 emails" Good news? ✅Lots of openness to new ways of looking at Leadership, AI, technology etc.... All of which, hopefully, leads to nurses working at the top of their license. 🤞Because the old way of thinking (hire more people, take on more work selflessly, just hire travelers, stay late, "we'll make it work")... Doesn't work anymore. Hank Balch Alex VanOeveren Francis Iula Maya Ber Lerner Rebecca Urban M.Ed #sterileprocessing #medicaldevices #aorn #aorn2024

Building Together a Stronger Community: Engaging Conversations with Harvard Chan School Leadership As student government leaders at Harvard T.H. Chan School of Public Health for the 2023-2024 academic year, we recently had the pleasure of sharing a lunch and engaging in fantastic conversations with the Deans of the School Jane Kim Maritza Hernandez Nancy Turnbull Erin Driver-Linn and welcome Dean Andrea Baccarelli  This gathering was not only a delightful opportunity to connect but also a promising start to a collaborative journey aimed at enhancing our community's educational and professional development. The majority of us who are part of the Harvard Chan School community were drawn to the field of public health because it resonated with our shared aspiration: to improve the health of entire populations. For many, this field is more than a career; it is a personal calling. Our commitment is fueled by the school's legacy of leadership, excellence in research and education, and its globally respected reputation. As we look forward to the upcoming academic year, we are excited about the potential of working closely with the School's leadership on new initiatives that will further empower our community to make significant impacts in public health. Together, we are committed to building a stronger, more inclusive, and more dynamic community that can rise to the challenges of our time and advance the well-being of people around the world. Stay tuned for more updates on our journey and the exciting developments ahead! #HarvardChanSchool #PublicHealth #Leadership #CommunityBuilding #ProfessionalDevelopment

Today, we are thrilled to announce the winners of the Profiles in Collective Leadership initiative. 🎉 At a time of intense polarization and widespread anxiety about what the future holds for America's young people, Profiles in Collective Leadership supports local leaders who are forging ambitious partnerships in their communities, helping students pursue meaningful education, fulfilling work, and engagement in civic life. Through the Profiles initiative, Carnegie Corporation of New York is awarding $200,000 grants to 10 communities where leaders from different fields – such as medicine, business, technology, and public schooling – are joining forces to help low-income students thrive and participate in their communities. The 10 recognized partnerships in 8 states will act as exemplars, sharing what they have learned with each other and more broadly. The Corporation, in partnership with the education nonprofit Transcend, identified candidates through a competitive national process. The winners were selected by a panel of jurors comprised of a broad range of leaders in business, higher education, and philanthropy, including Corporation board member Kurt L. Schmoke, president of the University of Baltimore and the former mayor of Baltimore. The projects span California’s Coachella Valley, where teams are building a talent pipeline to health care jobs, to Tennessee, where a major insurer works with a state university to offer students a 27-month bachelor’s degree in computer science and a position at the company. Nonpartisan collaborations in Alabama, Indiana, Massachusetts, Maryland, New Mexico, and Texas serve students from a mix of rural, suburban, and urban areas. Meet the exemplars: Anaheim Collaborative Baltimore's Promise & Grads2Careers BlueSky Tennessee Institute CareerWise Elkhart County Collegiate Edu-Nation Rural HOPE Future Focused Education/X3 IU Health High School Fellowship with Indianapolis Public Schools Latine College and Career Access Network OneFuture Coachella Valley West AlabamaWorks! Learn more, and stay tuned for profiles on the work and stories of one of these local partnerships and the impact they are having in their communities: https://lnkd.in/e-8m8ynG #CollectiveLeadership #Education #CareerReadiness

Redefine what’s possible after academia. Start with a simple call: https://lnkd.in/dcw952Je #AcademicJourney #ResearchImpact #ThoughtLeadership #AcademicCareer #HigherEd #CareerDevelopment #AcademicExcellence

New and tenured leaders! Looking to hone your skills? McMaster University Continuing Education is now accepting applications for the Bridging Leaders Program '23, Fall Cohort, running Nov 10, 2023, to Jan 19, 2024. Applications are due Oct 16! The ability to bridge between worlds as a leader is a must-have skill, but one that is rarely operationalized. For example, leaders in Canadian academic health sciences centres (AHSCs) are often invested in one of two sides: the university or hospital/health systems side. Rarely are the two worlds well bridged, and as a result, there is a growing divide between the academics and the hospital administrators of our AHSCs. The solutions for most problems, however, often require both parties within the leadership of the AHSCs to have deep empathy and understanding of each others’ priorities and interests. We hope that this program can allow leaders who hold dual citizenship roles (e.g. teacher and researcher, hospital leader and academic faculty, clinician and scientist, or others) to work on reconciling their two sides and to find ways to collaboratively seek solutions that are win-win for all involved. By participating in this program, we hope to help participants set the foundation to effectively lead in their academic, research, and clinical leadership roles This program has been co-developed by the  McMaster Program for Faculty Development & McMaster Department of Medicine. https://lnkd.in/gvYYivHF