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Abstract
As health systems across the United States consolidate, tremendous potential exists to expand and optimise their breadth and depth by integrating services so that patient care is coordinated, supportive and equitable. The financial pressures and workforce crisis resulting from the COVID-19 pandemic have further exacerbated the need for fiscal discipline and operational efficiencies that can come from effective, system-wide integration. Yet many health systems continue to fall short of achieving the promise of post-merger integration and the value it can create for the diverse communities they serve. This paper explores one health system’s journey from ‘operational synergies’ to full ‘systemness’ enabled by a shared vision laser focused on a commitment to frictionless, patient-centred care through enabling care teams to do their best work, accelerating integrated operations and building an inclusive culture. It will explore the journey of a system in name only (Wellforce) to a unified team with a single brand (Tufts Medicine) and a shared commitment to the future with a mission to empower people to live their best lives. This case study will describe how the system evolved, starting from the development of a transformational Strategic Vision, through the shared trials of the COVID-19 pandemic and its effect on patients and providers. Having a shared vision is an essential first step to building systemness. Bringing that vision to life requires significant discipline and culture change. It requires a systemic approach and unwavering leadership, rooted in a shared philosophy, deep commitment and aligned behaviour. The case study will continue with an exploration of the path system and entity leaders took to identify shared priorities, adapt organisational and governance structures, and engage more than 14,000 clinical and administrative staff and physicians in building an inclusive culture with a clear and actionable commitment to anti-racism. It is a story about moving from words and ideas to action and removing the barriers that impeded progress.
The full article is available to subscribers to the journal.
Author's Biography
Jennifer Tomasik , SM, FACHE, Vice President and Principal, is a second-generation owner of CFAR, a consulting firm where she leads the healthcare practice and serves as a member of the firm’s Executive Committee and Board of Directors. Jennifer works closely with leaders in academic medicine, health systems, professional societies and certifying boards, as well as other health-related foundations and not-for-profits. She is skilled at creating and directing processes that clarify strategy, solve complex organisational challenges, ensure sustainable implementation and build effective leaders and teams. Jennifer believes in the power of systems thinking and the role of active engagement of people across all levels of an organisation to shape, own and contribute to their strategic future. She helps clients move from ideas to action, through strategic alignment, organisational and cultural change, governance and leadership. Jennifer is an experienced speaker and author. She is a Fellow of the American College of Healthcare Executives (ACHE). She was elected to ACHE’s Board of Regents and serves on the Board of ACHE in Rhode Island. She is a Trustee of the Rhode Island Public Health Institute, the Immediate-Past President of the Board of Trustees of the French American School of Rhode Island, and a member of the Omicron II class of Leadership Rhode Island. Jennifer earned a BA in American Studies from Tufts University and an MS in Health Policy and Management from the Harvard T.H. Chan School of Public Health.
Brooke Tyson Hynes has nearly 30 years’ experience helping organisations tell their stories. She is passionate about the connection between communications, organisational development and learning. Her career includes work for health systems, hospitals, health plans, advertising and public relations agencies, non-profits, assisted living communities and others. Prior to beginning her consulting business, Brooke served as VP of Marketing and Communications at Tufts Medical Center and Floating Hospital for Children in Boston and Senior Vice President of Marketing Communications for Tufts Medical Center’s parent organisation, Wellforce (recently rebranded by Brooke as Tufts Medicine). She led the organisation through a strategic review to define its unique market opportunity and developed a programme to educate and align its leaders and employees around the organisation’s brand promise. At the health system parent, she led communications around the formation of the system and its early development. Brooke continues to work with Tufts Medicine today as a consultant, helping the new CEO communicate his Strategic Vision, gain buy-in and implement significant change. She also helped coordinate the system’s communications efforts during the COVID-19 pandemic and spearheaded the organisation’s recent rebranding. Brooke also worked for O’Neill and Associates, one of Boston’s top public relations firms. She earned her bachelor’s degree from UNC-Chapel Hill. In addition, she holds a Strategic Change Management Certificate from the Kellogg School of Management at Northwestern University and a Master’s in Organisational Learning and Leadership at George Washington University. She has been named to Boston Business Journal’s 40 under 40 list.
Rosa M. Colon-Kolacko , PhD, MBA, CDM, SHRM-SCP, is the System Vice President, Chief DEI Officer for Wellforce Tufts Medicine, reporting directly to the CEO and is responsible for advancing diversity, equity and inclusion (DEI), Community Partnerships and Health Equity and managing all aspects of the strategy. She is the former Chief People Officer of NYC Health + Hospitals and currently serves as an Executive Committee member of Massachusetts Health Equity Compact Rosa founded Global Learning and Diversity Partners, LLC, a consulting practice that designs and implements strategies to build inclusive and learning organisations. For most of the past decade, she served at Christiana Care Health System as Senior VP of its Learning Institute and Chief Diversity Officer. Rosa is very involved in many national and state-level boards and commissions, including AAAED; LEAD Fund for Leadership, Equity, Access and Diversity; DE AARP Executive Council; the DE Governor’s Hispanic Commission and the DE Healthy Communities. She received her PhD from Benedictine University, her MBA from Henley Business School and is SHRM-SCP certified. Rosa has held positions at Bowling Green State University, Georgetown University, the University of Delaware and Thomas Jefferson University.
Citation
Tomasik, Jennifer, Hynes, Brooke Tyson and Colon-Kolacko, Rosa M. (2023, September 1). Accelerating systemness through shared vision and culture. In the Management in Healthcare: A Peer-Reviewed Journal, Volume 8, Issue 1. https://doi.org/10.69554/ELVC8971.Publications LLP