INNOVATIVE HEALTH CARE MODELS
The future is here. We hear a lot about innovation these days, and new care delivery models are needed as we navigate the storm we are (hopefully) recovering from. As Einstein said, "In the midst of every crisis lies an opportunity." Hospitals and health systems around the country are becoming more innovative and, at times, been forced to be a bit disruptive to respond to the rapidly changing environment. At a recent Healthcare Finance Management Association (HFMA) conference, keynote speaker Zeev Neuwirth, MD, reflected on interviews with health care innovators and reminded us of the broken nature of our delivery model with unsustainable economics. He said there are 3 "tsunamis" that our current model will not withstand: senior care and the increased chronic care required with our aging population; health inequity driven by the social determinants of health; and global warming. Neuwirth also reminded us that we cannot solve tomorrow's problems with yesterday's solutions. He said we must reframe the issues and problems; we need to look at things differently.1 According to the Huron Group, ambulatory care expansion, virtual care, telehealth, and remote patient monitoring are some of the top trends in health care today.2 With this movement, we continue to need nursing leadership to lead this population of patients and teams of interprofessionals. This issue of Nursing Administration Quarterly focuses on innovative programs in health care. Guest Editors Dan Weberg and Sandra Davidson secured excellent articles in which innovation is evident along the continuum and in other aspects of health care.
With a multigenerational workforce in place, innovative strategies need to be adopted to work with all levels of these professionals. Betty Jo Rocchio's article talks about designing an innovative, flexible workforce framework, aimed to meet the needs of this workforce. These resulted in increased fill rates and decreased cost of labor. In Giancarlo Lyle-Edrosolo's article for our Finance Matters Column, he describes "The Business Case for Addressing Burnout in Frontline Leaders: A Toolkit of Interventions From Nurse Executives Around the United States." Giancarlo's column talks about the cost of turnover and how important it is to design programs to prevent burnout and turnover. These are just a sample of the articles in this Innovations issue.
Enjoy the issue and, thank you for all you do for nursing, our patients, and our communities.
-KT Waxman, DNP, MBA, RN, CNL, CHSE, CENP, FSSH, FAONL, FAAN
Editor-in-Chief
Nursing Administration Quarterly
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