Forthcoming content

A selection of the peer-reviewed articles and real-world case studies scheduled for Volume 9 of  Management in Healthcare includes:

• Empowering physician leaders: UPMC’s breakthrough leadership development programme
  Martina Bison-Huckaby, Manager, Ashley Southworth, Senior Learning Coordinator, Alexandra Kortz, Learning Associate, Physician Learning and Development, UPMC Corprorate Services
• A strategy and approach for implementing and operating AI in healthcare
  Matthew Davis, Enterprise Architect, Strategic Healthcare, Broadcom
• The University of Chicago Medicine’s ‘Frontline First’ quality improvement framework
  Thomas Speigel, VP and UCM System Chief Quality Officer, University of Chicago, et al
• Leveraging strategy, operations, and financial acumen to drive growth
  Anna E. Schoenbaum, Vice President, Applications and Digital Health, Penn Medicine
• The hospital leadership model of the future: How one organisation is using the triad/dyad model to drive performance excellence and culture transformation
  Dennis Delisle, Executive Director, University Hospital, Brain & Spine Hospital, Richard M. Ross Heart Hospital, Naeem Ali, Medical Director, Deana Sievert, Chief Nursing Officer, and J.J. Kuczynski, Senior Consultant, Team Performance and Execution, The Ohio State University Wexner Medical Center
• Essential components for implementing care coordination and discharge procedures to optimise patient flow management
  Ashley Daly, Medical Director, Patient Progression Hub; Medical Director, Adele Hall Inpatient Unit, Children’s Mercy Kansas City
• Using AI in clinical operations at Tampa General Hospital
  Pete Chang, VP of Healthcare Design, Tampa General Hospital, and Jennifer Naylor, Managing Director, GE HealthCare Command Centers
• UCLA’s strategy in increasing tertiary/quaternary transfer volume through AI, predictive analytics, and organisational structure/alignment
  Scott Jahnke, Director, Patient Flow Command Center, UCLA Health
• New research on how healthcare leaders can work effectively to accelerate transformation
  Janet Guptill, President & CEO, Scottsdale Institute
• Leading with kindness: A systems approach to subjective well-being and healthspan
  Stephen J. Swensen, MD, Emeritus member, Department of Radiology, Mayo Clinic
• A high-performance framework to integrate primary care and behavioural health
  Roshini Moodley Naidoo, Professor of Practice, Kailey Love, Senior Project Manager, George Runger, Professor, Arizona State University, Cameron Adams, Program Administrator, Targeted Investment Program, Arizona Health Care Cost Containment System, Michael Franczak, Director of Population Health, Copa Health, and William Riley, Professor, College of Health Solutions, Arizona State University
• Navigating complex healthcare transactions in a challenging deal environment: A health system perspective
  Feby Abraham, Executive Vice President, Chief Strategy and Innovations Officer, Ross Clements, Vice President, Strategy, and W. Christopher Shea, Vice President and Deputy General Counsel, Memorial Hermann Health System
• Exploring innovative revenue-enhancing and cost-saving initiatives for medical practices
  Michael O’Connell, Principal Consultant, Healthcare Solutions
• CDI 2.0: Optimising CMI and risk adjustment value through data analytics and provider education
  Kalee Vincent, Enterprise System CDI Educator, Clinical Documentation Improvement, West Virginia University Medicine, and Terrance Govender, Vice President of Medical Affairs, ClinIntell
• Leveraging RTLS to assess clinical space utilisation
  Laura Younan, Instructor of Health Care Systems Engineering and Health Systems Engineer, Mayo Clinic Strategy Department, Adam Resnick, Instructor of Health Care Systems Engineering and Technical Success Manager, and Chris Schieffer, Assistant Professor of Health Care Systems Engineering, Mayo Clinic College of Medicine and Science
• Finding harmony between innovation and security in healthcare
  Michael Ruehmkorff, System Chief Information Security Officer, City of Hope
• Using simulations to prepare healthcare leaders for an environmentally sustainable future
  Andrew N. Garman, Professor, Department of Health Systems Management, College of Health Sciences, Rush University, Carmen Menendez Calzada, Senior Project Officer, IHF Geneva Sustainability Centre, Aoife Kirk, Irish Doctors for Environment, Tim Rogmans, Managing Director, Sim Institute, and Sonia Roschnik, Executive Director, IHF Geneva Sustainability Centre
• Strategies for a successful collaboration between a rural hospital and an academic medical center
  Erik Thorsen, CEO, Columbia Memorial Hospital, and James Heilman, Vice President for Strategic Outreach, Oregon Health and Science University
• Managing across generations: Strategies for success and balance
  Colleen Gianatasio, Director, Clinical Documentation Integrity and Coding Compliance, CDPHP
• Advocate, influence, and transform: Lead the path to change
  Julianne Eckert, Senior Director, Clinical Quality Programs, Clover Health
• Influential leadership and affinity bias in managing large scale conflicts of interest and barriers to excellent teamwork
  Marzena Buzanowska, Medical Director, River City Sports and Spine Specialists
• Virtually integrated nursing care: A case study in diffusion of innovations
  Kathleen Huun, School of Nursing, Indiana State University, and Rachel Spalding, former Chief Nursing Officer, Good Samaritan
• Charting a new course for nurse education: Adapting to the evolving demands of healthcare
  Kitty Kautzer, Chief Academic Officer, Herzing University
• The role of informaticists in payment models and clinical metrics
  Margaret Lozovatsky, VP, Digital Health Innovations, American Medical Association et al