A. Tonya Odom will oversee the organization's DEI efforts in the workforce.
CareFirst BlueCross BlueShield has appointed A. Tonya Odom as director of diversity, equity, and inclusion, the nonprofit healthcare organization announced on Thursday.
In her new role, Odom will lead the organization's commitment to recruiting, developing, and retaining a diverse and inclusive workforce.
"Tonya knows how teams grow stronger and more effective when they embrace diversity and inclusion as a core value; helping organizations and agencies incorporate this value has been a cornerstone of her career," Angela Celestin, executive vice president and chief human resource officer for CareFirst, said in a statement. "Tonya's background and vision of diversity – that diversity is everyone's responsibility – will help us continue to create a team that truly represents the people we serve in order to deliver meaningful and significant impacts on their health and healthcare experience."
Odom has 25 years of experience in strategic diversity planning and leadership, including a 13-year tenure with the Federal Bureau of Investigation. Prior to joining CareFirst, she served as the FBI's first chief diversity officer where she advocated for diversity and inclusion; expanding views regarding diversity and how it goes beyond ethnicity and race.
"A lot of work must be done in the healthcare field to reach equity for all, and this work begins in-house,” Odom said in a statement. “I was impressed with CareFirst’s clear prioritization of DEI and know that with the company’s values and goals guiding and pushing us, we can make even larger strides in this area of the healthcare industry."
With her father serving in the military, Odom had an international upbringing that she credits for allowing her to appreciate different cultures and perspectives.
"Change can seem like it's happening slowly but when you look at the whole journey, you can see it is happening, and the results are beneficial for everyone," Odom said in a statement. "The organization's that are succeeding are the ones doing a great job building diversity into the fabric of their cultures. It's not a coincidence: actively embracing inclusion and diversity is a smart and effective way to do business."
Healthcare's essential workers' pay increased just 1.5% in 2021, as compared to 6.9% nationally.
Despite shouldering many of the responsibilities of the COVID-19 pandemic, the average wage for healthcare workers in the U.S. is behind those in other industries, research out of the University of Indiana shows.
Compared to 2019, healthcare wages increased by 5% versus the national average of 6.7% in 2020. In 2021, the increase was 1.5% versus 6.9% nationally.
Results of the study found that healthcare employment declined in mid-2020 to 21.1 million jobs, with variations across different organizations during the first year of the pandemic. Those that saw the largest decline were dental offices (10%) and skilled nursing facilities (8.4%).
Thuy Nguyen, senior author of the study, noted that there were "substantial" employment declines at nursing homes—which she said were expected, considering those employees may experience higher levels of frustration and burnout due to the pandemic.
"While there has been extensive media coverage of the considerable employment declines in the healthcare sector, evidence from complete national employment and wages was scarce," Kosali Simon, co-author of the study and professor at IU Bloomington's O'Neill School of Public and Environmental Affairs, said. "These findings provide a data-driven picture of employment levels by various healthcare settings and can help guide decision-making not only around the current healthcare shortage but also during a future crisis."
Looking at both industry- and county-level data from the U.S. Bureau of Labor Statistics, the research team reviewed healthcare industry jobs statistics from 2020 through the first six months of 2021. The team then examined whether the number of healthcare jobs in a county is reflected in how hard that county was hit by COVID-19 cases.
Research also considered how much of a worker shortage the counties faced before the pandemic.
"While federal programs provided financial assistance to hospitals and institutions, it is important to focus on the effect of the pandemic on healthcare employment levels and wages," Christopher Whaley, another co-author of the study, said in a statement. "Especially if we want to prevent such shortages in the future."
13 groups have signed on as founding collaborators.
People of color and women, who comprise about 70% of the U.S. population yet are underrepresented in health solution investment and development, will now be included through a new initiative of the American Medical Association (AMA).
The "In Full Health" initiative will provide a framework that organizations can work from as they begin to change long-standing, industrywide inequities by prioritizing investment in health innovations developed by, with, and for Black, Latinx, Indigenous and other communities of color; women; LGBTQ+ communities; communities with disabilities; communities with low income; rural communities; and other marginalized communities.
"It is crucial that we invest in solutions that are created for, with, and by communities that have traditionally been sidelined from health innovation resources," Jack Resneck Jr., MD, and AMA president-elect said in a statement.
"As a component of the AMA's broader work to advance racial justice and equality in healthcare, this new initiative will help us continue to drive the future of digital medicine while ensuring health innovation addresses that need and improves the health of all patients—particularly those who have been most marginalized," he said.
Organizations interested in ensuring that health innovation, products, and services engage marginalized groups going forward can visit InFullHealth.org for additional resources, to connect with experts, and share content and tools.
"In Full Health provides the collective power and capability to bring about change," said Aletha Maybank, MD, MPH, and AMA's chief health equity officer.
Organizations that have signed on as founding collaborators for the initiative include the Advanced Medical Technology Association, HealthTech4Medicaid, National Health IT Collaborative for the Underserved, and NODE Health.
Training has helped patient-facing healthcare workers address vaccine concerns.
When COVID-19 vaccines were developed by Pfizer, Moderna, and Johnson & Johnson, initial reception was mixed, with many individuals concerned about their safety, in light of their quick development.
Now that the vaccines have been out for more than a year and 81% of U.S. citizens over the age of 5 have at least one dose, Lisa Doggett, senior medical director for HGS AxisPoint Health, notes that speed of development isn't as much a hindrance for individuals considering the vaccine. Rather, it's concerns about the safety of the vaccine stemming from misinformation and confirmation bias, which is defined as the tendency to interpret new evidence that confirms what someone already believes to be true.
Doggett has led special training sessions for patient-facing healthcare workers to help them feel confident when addressing patients who are hesitant about getting vaccinated.
"We aren't good at changing minds, and unfortunately, people that are fearful of vaccines will often latch onto stories that are outliers," she said. "Sometimes stories are so far-fetched they can't be true, but they seem true to someone who's trying to believe the vaccines are unsafe."
Reception of the training has been positive, and Doggett said that the health system has rolled it out to others across the country. While they have factual information to provide, those who participate in the training also know how to respond to someone resistant to getting vaccinated.
"We really focus on engaging conversations with patients so [we're] asking them questions with respect to curiosity to understand what's driving their decisions around vaccines," Doggett explained. "We don't launch into a lecture; we ask permission to share information, we check in, we ask for feedback."
For conversations like these, the patient-physician relationship can have a significant impact, she said. However, she does encourage healthcare workers to have reasonable expectations and understand that not all patients will change their mind.
With current vaccination efforts, the biggest concern should be getting individuals boosted and ensuring that children are getting the initial vaccinations, she said.
"At this point, only about a third of kids in the 5 to 11 age group have received one dose of the vaccine," she said. "Their parents may be vaccinated, but I think this is a crowd where they can be supported to make the healthy choice and get their kids vaccinated."
"We Listen. We Heal." emphasizes the practice of listening to hear, comprehend, and remember.
The Franciscan Missionaries of Our Lady Health System are striving to improve the patient-physician relationship and promote empathy with a new systemwide active listening initiative.
"We Listen. We Heal." is a call to action encouraging healthcare workers and caregivers to practice active listening—another person undivided attention to better hear, comprehend, and remember what they're saying.
"Feeling like you're truly engaged in conversation and paying attention--you would think that's just a natural thing that we should be doing," Hunter Richardson, CPB, chief human resources officer for the health system, said. "But time after time, evidence from focus groups tells us those particular individuals don't necessarily feel like they're always receiving that response from providers, from caregivers, even from our team members over time."
The system's leaders, providers, and team members have all done training on active listening and how it ties into the system's core behaviors, which include service and humility, Richardson said.
"We really wanted to put a focus on making sure that who we are as a Catholic ministry and what our identity in and of itself should mean is the care in which we provide to those patients or even to our own team members or leaders," he said.
For the duration of the pandemic, active listening has grown in importance not only for patients, but for team members as well, Richardson said. If team members feel heard, in addition to practicing active listening themselves, they will replicate that behavior with patients, he said.
James Craven, MD, president of the system's employed provider group, sees "We Listen. We Heal." as a chance to renew their commitment to their patients. A surgeon himself, he said it's important to hear a patient's story because it can influence the decisions he makes regarding their care.
The system's research into what patients look for in healthcare or provider relationships found that the main requests were good outcomes, timely and efficient care, and someone who would listen to them.
"It's really about that sacred encounter, that physician-patient relationship," Craven said. "If you go back to most of all our training, no one really told us or sat down with us and taught us how to interview patients. It's something providers learn on their own."
The goal is for active listening to become a normal practice and not just something that's taught, Richardson said. This will be an important part of the system's selection and onboarding process going forward, he added, emphasizing the need to make sure team members are individuals who believe in the system's mission and practice its behaviors.
"With any initiative, I always break it down to what are we trying to do?" Craven said. "What we're trying to do is improve the patient experience and for that we're trying to do exactly what the consumer or patient wants in healthcare. They want good outcomes, the want timely and efficient care, and to do that, we have to refocus on listening to the patient."
Mark Manigan will step into the role of CEO after Ostrowsky retires at the end of 2022.
RWJBarnabas Health announced Tuesday that chief strategy and business development officer, Mark E. Manigan, has been appointed as president of the New Jersey Health System. The promotion, effective immediately, came after a unanimous vote by the organization's board of trustees.
"I am humbled and honored to have been given the opportunity to lead this incredible health system," Manigan said in a statement. "I have been proud to work with Barry Ostrowsky, a true luminary in the field, whom I consider a friend and mentor. I am deeply moved by the commitment my 38,000 outstanding colleagues have to our mission and the communities we serve, particularly in response to the challenges presented by the pandemic."
Previous RWJBarnabas president, Barry H. Ostrowsky, has long had plans to retire at the end of 2022. Ostrowsky will hold the title of CEO until his retirement, with Manigan reporting directly to him and assuming the CEO role on January 1, 2023.
"Mark Manigan is a formidable strategist who has driven remarkable growth and expansion for the health system since joining in 2019," Ostrowsky said in a statement. "In defining those attributes for success needed in our next leader, the Board sought an individual with a broad portfolio of experiences, plus a bold vision for the future. I am confident that Mark brings all these skills and much more to this position."
Marc E. Berson, chair of the organization's board of trustees, said in a statement that Ostrowsky will be remembered as an inspirational leader.
"He has been the key driver of many critical advancements for the system including the formation of the RWJBarnabas Health system in 2016, the academic partnership with Rutgers University and the system's pivotal mission shift in creating healthier communities, driving health equity, and ending racism," Berson said. "We will be forever grateful for Barry for his tremendous service and leadership."
50 healthcare organizations coordinated with the Federation of American Hospitals to send the letter to Congress.
Federation of American Hospitals (FAH) is calling on Congressional leaders to extend the moratorium on Medicare sequester cuts until the end of the COVID-19 public health emergency (PHE).
In a letter signed by 50 healthcare organizations coordinating with FAH, signees explained the need for the extension.
"Since the beginning of the COVID-19 pandemic, Congress has ensured that frontline healthcare providers have the resources necessary to keep our doors open to care for both COVID and non-COVID patients alike," the letter said. "While we are encouraged that the worst days of the Omicron variant are hopefully behind us, it is also abundantly clear that daily COVID infection rates, hospitalizations, and deaths remain exceedingly high."
The Protecting Medicare and American Farmers from Sequester Cuts Act was enacted in December 2021, authorizing a three-month delay of 2% Medicare sequester payment reductions beginning January 1, 2022 and ending March 31, 2022. This will be followed by a three-month delay of 1% Medicare sequester payment reductions beginning April 1, 2022 and ending June 30, 2022.
"The resumption of the Medicare sequester before the end of the PHE would unnecessarily hinder our caregiving abilities, especially when the emergence of a new, potentially more dangerous and/or contagious variant continues to loom," the letter stated.
The conference agenda centered five areas of concern and proposals for how they should be addressed.
Early last month the American Hospital Association released their Rural Advocacy Agenda, which was discussed during its leadership conference on February 8.
According to the organization, this year's Rural Health Care Leadership Conference had a strong focus on "broader, forward-looking legislative and regulatory priorities."
"The AHA is working to ensure federal policies and regulations are update to reflect the urgent needs of hospitals and health systems during these challenging times," according to the agenda. "We continue to prioritize advancing innovation, making strides in care delivery and investing new resources to protect access to care for Americans living in rural communities."
The Rural Advocacy Agenda focuses on five areas of concern and puts forth proposals for how they should be addressed.
Support Flexible Payment Options
As the industry continues to change, flexible payment options are a necessity, especially in rural areas. AHA proposed that existing flexible payment options in rural communities should be strengthened to ensure patient's access to care. To support local access care in rural areas, it wants Congress to reopen the necessary provider designation for critical access hospitals (CAH) program.
To further assist rural hospitals, the Medicare-dependent hospital (MDH) program should become permanent and add an additional base year that hospitals may choose for calculating payments. Similarly, sole community hospitals (SCH) should also have an additional base year to calculate payments.
Ensure Fair and Adequate Reimbursement
The current rural healthcare crisis is a testament to the difficulties of providing care in rural areas. To combat this, the AHA suggested updating the reimbursement rates across payers to cover the cost of providing care.
One item emphasizes price transparency for patients and regulations to prevent "surprise billing" from restricting their access to the care they need. Some solutions, like repealing the payment caps on provider-based Reverse Rural Health Clinics and eliminating Medicare sequester cuts, will require legislative action; which the organization is urging Congress to do.
Additional items that would require legislative action include those that would improve prior authorization process to enable providers to spend more time treating patients rather than on paperwork.
Support Connected Care
The use of telehealth skyrocketed during the pandemic and is steadily becoming commonplace. With this and understanding the technical risks that come with sharing sensitive information online, AHA is calling for the government to increase their cybersecurity assistance efforts. Having the federal government invest in broadband connectivity, so that it may be more easily affordable, was also named as a priority.
The agenda also suggested that Congress make permanent expanded telehealth coverage during public health emergencies, and that Medicare policies should be updated to cover telehealth delivery. Hospitals and health systems with maintaining telehealth infrastructure should also be reimbursed for the maintenance costs.
Bolster the Workforce
The shortage of healthcare workers has impacted rural communities the most, with about 70% of primary care health professional shortage areas being in rural communities. To address this issue, the AHA suggests developing targeted programs to build and sustain the workforce.
One method suggested would involve Congress passing legislation to increase the number of Medicare-funded residency slots, which would allow training to be expanded to rural areas. Additionally, it encourages the passing of the Pathway to Practice program, which promotes diversity among physicians and make them more accessible in "communities dealing with sustained hardship."
Rein in Prescription Drug Prices
The price of prescription drugs going up can prevent patients from getting the medications that they need. Currently, the 340B Drug Pricing Program helps hospitals get the most out of their resources, and the AHA emphasized that it must be protected.
To further address the rise in prescription drug prices, the organization suggests increasing the competition among drug manufacturers, price transparency, implementing an advance value-based payment model, and making drug therapies and supplies more accessible.
The toolkit offers five actionable steps for health systems to take.
The American Medical Association has released a toolkit of five steps to help health systems improve equity in the care they provide.
The toolkit, Racial and Health Equity: Concrete STEPS for Health Systems, was developed to guide health systems in improving racial and health equity. According to a release from the organization, the steps are part of a larger effort to encourage continuous learning, improvement, and accountability.
"The AMA is committed to embedding racial justice, advancing health equity and partnering with others to identify, prevent and eliminate racism in our health system," Gerald Harmon, MD, president of AMA said in the release. "The AMA's newest toolkit will help guide health systems in efforts that promote positive cultural transformation and address the root cause of racial health inequities."
Meaningful action is required to advance racial and health equity. There is a two-phase plan included in the toolkit to help health systems commit to organizational transformation.
Starting to shift organizational norms through learning
The toolkit provides additional tips for individual and group learning centered on the gaps in what is known about health and racial equity, racism, and anti-racism.
Improving system-wide data
A data framework provided in the toolkit can be used to improve the quality of system-wide data, which can be useful in furthering racial and health equity efforts.
Developing shared, clear, compelling visions and goals
The toolkit will demonstrate how to define a project charter with SMART goals: specific, measurable, achievable, relevant, and time-bound.
Launching targeted improvement efforts across the system
Using the initiative examples provided in toolkit, health systems should be able to develop improvement campaigns that will specifically work to advance racial justice and health equity.
Applications for the Emergency Nursing Diverse Voices Research Fellowship will be accepted through March 3.
The Emergency Nurses Association (ENA) has announced a new research fellowship, with hopes that it will help diversify nursing research.
Applications for the Emergency Nursing Diverse Voices Research (ENDVR) Fellowship will be accepted through March 3. The ENA's research advisory council and diversity, inclusion, and equity (DEI) committee will assist with the application process.
"The ENDVR Fellowship embodies two important foci for ENA including the important work of the DEI committee that began in 2019 and is in line with the foundation's efforts to increase the visibility of research grants," Jeff Solheim, ENA chairperson, said in a statement.
The hope for the ENDVR Fellowship is that nurses from underrepresented communities will be encouraged to conduct research that reflects and addresses important issues in their respective communities, Solheim added.
Applicants selected for the fellowship will attend Emergency Nursing 2022 in Denver where they will be able to participate in research activities, be partnered with a mentor from ENA's research advisory council, and develop a research project to be conducted locally.
With further guidance from the research advisory council, they will present the results and findings of their research at Emergency Nursing 2023 or 2024. If necessary, the fellowship may be extended up to two years.
"The Emergency Nursing Diverse Voices Research Fellowship is important because underrepresented nurses have been systematically excluded from research opportunities in nursing. This exclusion often means that critical perspectives are missing from the research that guides our practice," Anna Valdez, chairperson for the ENA's DEI committee said in a statement.
"We are excited about this opportunity to work with and support diverse nurses who have an interest in emergency nursing research," she said.
Valdez encouraged nurses from diverse backgrounds to apply, emphasizing that their voices and contributions would be welcome and valued.
