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JPS Health Network names new chief executive

Karen Duncan has been named president and CEO for JPS Health Network in Fort Worth, Texas. She’ll assume the new role Jan. 1.

Duncan succeeds Robert Earley, the outgoing president and CEO. Earley, who has held his post since 2009, announced his plans to retire earlier this month. Duncan currently serves as the network’s chief operating officer and has been with JPS for five years. She oversaw the transformation of the network’s medical homes and clinics.

“Dr. Duncan has been a steadfast champion of providing our community with the care they need and deserve, and I look forward to her leadership,” said Dr. Charles Webber, chairman of the JPS Board of Managers.

The JPS network serves Tarrant County, home to more than 2 million residents. Duncan said she was humbled and honored to take the post.

“JPS is well positioned to lead the transformation of healthcare delivery in Tarrant County and to improve lives within the many communities we serve,” Duncan said in a statement.

Abrazo Health in Arizona has recently named two new CEOs at its facilities.

Omar Pineda has been named CEO for Abrazo Central Campus in Phoenix and Abrazo Mesa Hospital. Pineda previously was chief operating officer at Abrazo Arrowhead Campus in Glendale.

As COO at Abrazo Arrowhead Campus, Pineda developed hospital programs and guided the development of Abrazo’s Surprise and Cave Creek micro-hospitals, the system said in a news release. He also provided leadership during COVID-19 pandemic surges.

Previously, Pineda served as national senior director of patient experience and service for Abrazo’s parent organization, Tenet Healthcare. Pineda is a former emergency department nurse and has also been a hospital nursing executive leader and organ transplant program leader.

Hans Driessnack is the new CEO of the Abrazo West Campus in Goodyear, Ariz. He took the post on Nov. 1.

Driessnack had previously served as CEO of Northwest Medical Center, a 222-bed regional trauma center in Springdale, Ark. At Northwest, he was credited with expanding hospital services and improving patient experience, clinical service and employee engagement.

He previously served as chief operations officer at Heartland Medical Center in Marion, Ill., and as COO at Galesburg Cottage Hospital in Galesburg, Ill. He also held other administrative positions with Lovelace Medical Center and Lovelace Westside Hospital in Albuquerque, N.M.

Beth Steele has been named the new chief operating officer of Owensboro Health Regional Hospital. She’ll assume her new role at the 477-bed hospital on Jan. 10.

Steele is currently vice president of operations and chief nursing officer for Grant Medical Center in Columbus, Ohio, which is part of the OhioHealth system. She has held executive positions at OhioHealth since 2014. Steele has also been the hospital’s lead executive throughout the COVID-19 pandemic and was credited with achieving financial stability and avoiding layoffs.

Before joining OhioHealth, Steele worked for 16 years with Premier Health, based in Dayton, Ohio.

Carilion Clinic names first VP for philanthropy

Ralph Alee was recently named the inaugural vice president for philanthropy at the Carilion Clinic in Roanoke, Va.

Alee, who has 30 years in philanthropy management, will take a lead role in Carilion’s $100 million campaign to build a new cancer center. He’ll also oversee fundraising efforts throughout Carilion’s system, according to a news release. Alee will direct day-to-day operations of the Carilion Clinic Foundation.

Before joining Carilion in October, he served as executive director of philanthropy in medicine for the Medical College of Georgia at Augusta University. He previously held development positions at the University of Florida Health and UF Health Shands Children’s Hospital, St. John Hospital and Medical Center and Henry Ford Health System.

Articles

Owensboro Health Regional Hospital gets new COO, Carilion Clinic names first VP of philanthropy



MED MOVES: JPS Health Network selects new CEO, Abrazo Health names two new leaders, and more

Prior to the pandemic, physician burnout was a top concern of healthcare organizations, but it has been exacerbated by the pandemic. A new 

 found tracking physician productivity and electronic health record (EHR) metrics may help identify which physicians are at a high risk of departing.

Physician replacement costs (including recruitment, lost revenue, onboarding, and time onboard new hires) have been calculated to cost as much as $1 million to the health care organization per physician departure. At the national level, this equates to about $4.6 billion annually.

Prior studies have uncovered associations between professional physician satisfaction, burnout, intention to leave, and actual reduction in professional effort. Given the amount of physician hours spent on EHR activities and its own association with professional burnout, it is understandable that physician dissatisfaction with the EHR system has been correlated with intention to reduce clinical worth in the next year.

However, the new study counterintuitively found less time on the HER was associated with physician departure. In the retrospective cohort study of ambulatory physician turnover, the authors examined physician turnover, productivity, and EHR use from March 2018 to February 2020 in a large ambulatory practice network inclusive of 141 practices sites in New England.

The study included 314 physicians with a corresponding 5728 physician-months of data. The demographics of study participants included 123 (39%) women, 100 (32%) were aged 45 to 54 years, and the turnover rate was 5.1% per year (10.2% total; 32 physicians departed their position during the study period).

The mean values for physician productivity were: demand, 77%; patient volume, 206 completed appointments/month; and intensity, 2.6 patients/ hour. Mean EHR use values were: total EHR time, 5.5 hours; note documentation, 1.9 hours; work outside scheduled clinical hours, 0.8 hours; time on inbox, 0.70 hours; and teamwork, 23%.

The authors found the factors associated with physician departure were less time on EHR and inbox and lower rates of teamwork on order entry.

This first finding was counterintuitive: spending less time on the inbox management of the EHR was associated with physician departure. The authors have noted that it warrants further investigation in future studies.

Of note, physician age, gender, and specialty were not associated with departure.

Overall, this study identified physician demand, inbox time, and teamwork on orders as key variables associated with physician departure, and potential areas where hospital system can implement change to directly address and reduce physician departure.

“Taken together, these findings suggest that a refined, prospective model of vendor-derived EHR data could help to identify physicians at high risk of departure who might benefit from targeted team-based care interventions,” the authors wrote. “Indeed, low demand for a physician’s service, time on the EHR and inbox, and rates of teamwork on orders may very well be lead indicators for physicians preparing to leave practice.”

Exacerbated most recently by the pandemic, physician burnout has been particularly pervasive. Prospectively tracking metrics in the electronic health record (EHR) may identify physicians at high risk of departure.

Analysis of EHR record use identified physicians at high risk of departure

 conducted by Pearson Institute for the Study and Resolution of Global Conflicts at the University of Chicago/AP-NORC Center for Public Affairs Research, there is widespread concern among the American public about cyberattacks on U.S. institutions.

The poll included 1071 adults, aged 18 and older, representing the 50 states and the District of Columbia between September 9 and September 13, 2021. Notably, 90% of Americans reported being at least somewhat concerned about attacks on personal information, identity, finances or health records, including 62% who reported being very concerned. Only 9% said they were not very/not at all concerned.

In fact, 90% of Americans polled cited being at least somewhat concerned about healthcare systems falling victim to cyberattacks, including 63% who responded as very concerned. Only 9% said they were not very/not at all concerned.

“The public is clearly worried about cyber-attacks, and many Americans see such attacks as a potential result of international conflict,” Sheila Kohanteb, executive director of external relations at the Pearson Institute, said in a 

. “The survey results show Americans are far more concerned about cyber-attacks from China and Russia than those from other governments, groups, or individuals.”

Almost three-quarters (73%) said the Chinese government is a big threat and a similar percentage (72%) said the same about the Russian government. The Iranian government was also considered a big threat, but to a lesser degree (55%). Only 53% and 44% said groups not affiliated with any government and individuals not affiliated with any group or government, respectively, were a big threat. However, the respondents did still view them as a small threat (39% and 47%, respectively) and few viewed them as no threat at all (7% and 8%, respectively).

The survey found that older Americans are more concerned about cybersecurity than younger Americans. While more than 75% of adults aged 60 years and older reported being very concerned about attacks on national security, government services, and healthcare systems, less than half of respondents between the ages of 18 and 29 said the same.

Similarly, older Americans were also more likely to consider foreign governments a big threat. For instance, 88% of those age 60 years and older considered the Chinese government a big threat compared with 53% of those between the ages of 18 and 29 years.

recent interview with Chief Healthcare Executive

, Jesse Fasolo, director of technology, infrastructure, and cybersecurity at St. Joseph’s Health, discussed cybersecurity threats for hospitals and health systems and noted that hackers backed by foreign governments are a growing threat.

“The study highlights significant and important generational differences in attitudes toward cybersecurity and foreign governments,” said Trevor Tompson, director of the AP-NORC Center in a press release. “These findings also provide evidence of broad potential support for policies designed to increase protection against cyber-attacks on U.S. institutions.”

There is widespread concern among the American public about cyberattacks on U.S. institutions, according to a poll, and nearly all reported being at least somewhat concerned about healthcare systems falling victim to cyberattacks.

Survey reports national concern about cyberattacks on healthcare systems

President Joe Biden’s administration has released $7.5 billion to help rural healthcare providers deal with the COVID-19 pandemic.

The U.S. Department of Health and Human Services said Tuesday it has begun distributing the American Rescue Plan rural payments. The government is sending the money to rural providers who serve Medicaid, Medicare and Children’s Health Insurance Program beneficiaries.

More than 40,000 providers in all 50 states are receiving rural payments from federal coronavirus relief funds. (Here’s a 

The average payment announced is around $170,000. Payments ranged from $500 to $43 million. 

“Health care providers in rural communities have been hit hard by the COVID-19 pandemic, and they continue to experience significant financial hardships,” Health and Human Services Secretary Xavier Becerra said in a statement. “The infusion of these funds will be critical to ensuring rural communities maintain access to high-quality health care and addressing urgent needs like workforce recruitment and retention.”

Healthcare providers were invited to apply for rural relief funds Sept. 29 and had to submit their applications by Nov. 3. The health and human services department said it has processed nearly 96% of the more than 55,000 applications for aid. 

Here’s the government’s database with 

the full list of rural payment recipients

Recipients can use the federal funds in a host of ways, the health department said. 

Providers can use the money for salaries, including recruiting and retaining workers. They can also utilize the money to buy personal protective equipment, ventilators or better filtration systems. And providers can also invest it in other ways to prepare or respond to any influx of new COVID-19 patients.

Rural healthcare organizations serve a disproportionate number of Medicaid and CHIP patients with challenging medical needs, the administration said in its announcement of the funds.

The health department touted the money as essential in helping some rural providers keep afloat. The agency said 47% of rural healthcare providers were operating in the red before the emergence of COVID-19 and some providers have said the pandemic has only exacerbated their financial woes.

Rural healthcare providers are also still eligible for financial assistance through the Provider Relief Fund, another element of the COVID-19 relief package from the Biden administration. The Biden administration said it plans to announce the first recipients of Phase 4 of that fund in the coming weeks.

Earlier this week, the Biden administration announced it is investing $1.5 billion to 

expand and diversify the ranks of America's doctors

Healthcare organizations can use the money for salaries, equipment and other costs tied to the COVID-19 pandemic. Providers in all 50 states are receiving funds.

Biden administration releases $7.5 billion for rural healthcare

America needs more doctors, and a more diverse pool of doctors, to combat inequities in health outcomes.

That’s the perspective of Michael Dill, director of workforce studies for the Association of American Medical Colleges. Earlier this month, Dill outlined the state of the nation’s physician workforce during a session of AAMC’s annual conference.

“Everything, everything, links back to shortages,” Dill said.

While there is an uptick in medical school graduates, it’s not keeping pace with America’s aging population or the number of doctors projected to retire in the next decade. Over the next decade, more than one out of three doctors are planning to retire, Dill projected.

By 2034, America should expect a shortage of between 37,800 and 124,000 physicians, he projected. Congress is considering legislation which would offer more federal aid for graduate medical education, and advocates for healthcare are hoping that wins approval.

Dill outlined several trends to watch concerning the physician workforce.

When looking at the need for more doctors, Dill framed it as an equity issue and pointed out how some underserved areas have fewer doctors. 

If all Americans were white, insured and suburban, America would need 50,000 more primary care doctors and 130,000 more specialty physicians, Dill projected.

“Not having enough physicians is, in fact, an equity issue,” he said.

Part of addressing that is developing a more diverse workforce. There is some progress, as nearly half of all recent medical school graduates come from minority groups. Here’s a snapshot of the 2019-20 medical school graduates.

Dill spoke about the need for diversity in a host of areas, including training more physicians with disabilities. While progress is being made, Dill said much can be done.

“The way we’re going is not going to get us to where we need to be,” Dill said.

“Clearly, we’ve got some work to do.”

On Monday, Vice President Kamala Harris announced the federal government is investing 

$1.5 billion to expand and diversify the nation's pool of doctors

The coronavirus pandemic took its toll on the physician workforce. Some physicians in private practice ended up shutting their doors.

Nationwide, 8% of all doctors permanently closed their practices. While that may seem like a small number, Dill said that’s about 16,000 private practices that are no longer serving patients.

“Small practices actually didn’t get hit as hard as I feared they would, but they still got hit pretty hard,” Dill said.

Even before the emergence of COVID-19, surveys showed 40% of America’s doctors said they felt burnout at least once a week.

“COVID is not making that any better,” Dill said.

Women physicians in particular are enduring the brunt of the impact and need more support at the workplace. Women doctors are more likely to be managing child care responsibilities than men.

“It’s disproportionately negatively impacted … the careers and work trajectories of women physicians,” Dill said of the pandemic.

Women account for one-third of the physician workforce. But Dill noted that 40% of women doctors go part-time or leave medicine within six years of completing their residency.

“If we want to address the shortage, we need to support women,” Dill said.

“Gender equity and the physician workforce shortage are linked.”

Since the emergence of the COVID-19 pandemic, telehealth usage has surged. In the spring of 2020, telehealth visits peaked at around 400,000. By the end of the year, the number had dropped somewhat, but there were still nearly 300,000 telehealth appointments.

Still, people continue to want to see doctors in person, Dill said.

“Telehealth has carved out a territory for itself and it doesn’t appear to be going away, but in-person still remains the dominant mode of healthcare provision,” Dill said.

The nation needs more physicians to improve health equity. Addressing the shortage requires offering more support for women and aspiring doctors from minority groups.

America is facing a shortage of doctors and it could get worse

When hospitals in Utah put out a public request for donations of crutches, Gordon Slade didn’t know what to expect.

Slade, the senior director of supply chain logistics at Intermountain Healthcare, said he hoped a groundswell of community spirit would spur donations. Intermountain,  University of Utah Health, the Utah Hospital and Steward Health all participated in a joint campaign to get used crutches, walkers and wheelchairs. The campaign, dubbed “LeanOnUtah,” drew thousands of donated items this fall.

The drive provided around 2,000 crutches, 1,000 walkers, a few hundred wheelchairs and other items.

“For us it was the right time and it did offset some shortages,” Slade said. He noted staff worked to ensure the crutches, wheelchairs and other items would be safe to use.

The “LeanOnUtah” campaign is the latest novel solution some hospitals systems have employed to deal with ongoing supply chain headaches during the COVID-19 pandemic. A Kaufman Hall survey in October found 99% of hospitals said they have had problems getting needed supplies.

Hospital supply managers will need to be creative and proactive to deal with supply chain issues. Slade discussed some lessons supply chain leaders must embrace.

Hospitals struggle with supply shortages and higher prices, and it won’t end anytime soon

Supply chain managers must plan ahead and talk with suppliers as early as possible.

“We’re constantly forecasting and working with suppliers to try and get in front of any supply disruption,” Slade said.

In other words, the days of trying to order supplies a few days before they are needed is over.

“We have to be far more proactive than setting out a purchase order,” he said. “The hope strategy is gone.”

Intermountain Healthcare and other hospitals in Utah made a joint public appeal for crutches, walkers and other items. The "LeanOnUtah" campaign generated thousands of donated items. (Photo provided by Intermountain Healthcare)

Intermountain is continuously reaching out to suppliers to see if they have continuity plans to deal with shortages of certain items. Slade said that’s a factor when looking at suppliers and is factored into contracts.

“We need to work with suppliers to ensure proactively they have a mitigation plan, a business continuity plan,” he said.

Hospital managers always want to get the best price possible, but it may be worth paying a bit more if a supplier can reliably deliver the items needed. Increasingly, Slade said, it’s worth looking for more local or domestic suppliers. In the future, Slade projected hospital supply chain leaders are going to look for more domestic suppliers of products.

With some items in short supply, Slade said sometimes it’s necessary to look for alternatives.

“Right now, we probably have more substitutions than we’ve ever had,” Slade said.

Supply managers have to be talking with various departments in healthcare systems to get their list of acceptable alternatives if some items aren’t available.

It requires being nimble and some medications can't be substituted. But having a good list of options for many items helps avoid empty shelves.

“We’re very fortunate,” Slade said. “We’ve made that investment to stay in front of it.”

It’s essential to be talking regularly with clinicians. At Intermountain, Slade said he thinks they’re talking to clinical staff more than ever before to assess needs and find substitutes when needed.

“They have been very understanding as long as we can still meet the clinical efficacy,” Slade said.

Earlier in the pandemic, Slade said there was a bit of pushback at first during some supply challenges but staff became more understanding. Complaints about the color of a gown were later replaced with gratitude for having a gown in the first place.

“We’ve probably never been tighter than we are now with our clinicians,” Slade said.

The COVID-19 pandemic illustrated the fragility of the supply chain.

“It was a wakeup call,” Slade said. “We were working off a supply chain where everything had to be perfect in order for it to work. Now we know what happens when it doesn’t work.”

Slade said it’s key to embrace new strategies and work to anticipate risk and problems.

Hospitals must invest in supply chain strategies to lower costs long-term and also improve reliability, he said.

While stressing there is still a great deal to learn, Slade said, “We’ve learned a lot about what we can do.”

The COVID-19 pandemic continues to create supply headaches for hospitals. Intermountain Healthcare’s director of supply chain logistics talks about better strategies. 

Hospitals need more than hope to deal with supply chain challenges

How do healthcare providers get patients the best treatment and reduce uncompensated care?

Providers must find out how their customers want to be engaged, said Jason Lee, vice president of product management at 

, a health technology company based in Nashville.

In a virtual session during the Becker’s Hospital Review 9th Annual CEO + CFO Roundtable, Lee talked about directing patients to the best care, engaging them in different ways, and how artificial intelligence and behavioral science can help providers connect with their patients.

“It’s an important thing to understand the patient, which impacts how you outreach, engage and work with them,” Lee said.

Here are some highlights from his session Nov. 18.

Consumers increasingly expect healthcare providers to direct them to the type of care they should get. Without direction, “patients will go to the easiest place they can find care,” Lee said. Often, patients end up in the emergency department or urgent care.

“The most convenient one isn’t always the most effective or most appropriate for the patient,” Lee noted.

Healthcare providers need to get them in the best venue for care. It keeps patients in the provider’s system, improves patient satisfaction, cuts costs and reduces unnecessary emergency department visits. 

“At the end of the day, it’s good for the patient, too,” Lee said.

But Lee said that requires understanding how patients are thinking.

With the COVID-19 pandemic and the accompanying stress, many people are simply overwhelmed. When people are stressed, they don’t always make the best decisions. So healthcare providers must help patients make better decisions.

Some patients want to be contacted in different ways. Some prefer emails or texting. Others need a phone call because they have limited access to technology. Some may want a letter via traditional mail.

Healthcare providers also need to understand people may want different types of communication at different times, Lee said. A patient may prefer most interactions over email, but may be confused reading test results in an email. Such a patient may prefer a live call from a doctor or a nurse to understand the test results.

“Certain types of engagement require different methods of communication,” Lee said.

Increasingly, reaching out to patients to encourage them to avoid a loss is more effective than hyping a potential gain, Lee said. 

For example, it may be better to tell patients, “Don’t lose the opportunity to have your medical bill paid,” as opposed to “Try and get your bill paid today,” Lee said.

Don’t underestimate the call to action, by asking patients if they have five free minutes. Express sentiments of support (“we’re here for you”).

Providers must offer different ways for customers to engage, particularly during the COVID-19 pandemic.

“Enabling a touch-less experience is more critical now than ever,” Lee said.

Providers should offer options such as remote check-in from the parking lot, Lee said. Let patients wait outside until it’s time for their appointment and text them when they can come inside. Allow patients to complete forms on their own device as opposed to a kiosk in the office.

Artificial intelligence and behavioral science can enable providers to connect with patients and reduce costs, Lee said.

He said AI can help identify patients that are more likely to qualify for eligibility of benefits programs, and work queues could be prioritized through patient eligibility.

Plus, AI can help predict patients that may likely miss appointments. AI algorithms can detect patterns of those who don’t show up.

Healthcare providers can use that data to potentially book additional appointments in areas where there are higher chances of no-shows. Providers could also send more reminders to patients to help increase the chances they keep their appointments.

Healthcare providers must use different methods to communicate with patients. And providers need to understand how their patients are thinking. 

Engaging patients and cutting costs in uncompensated care

Vice President Kamala Harris has announced a federal investment of $1.5 billion to help increase the number and diversity of the nation’s doctors and nurses.

The infusion of money from the coronavirus relief package will support the National Health Service Corps, Nurse Corps, and Substance Use Disorder Treatment and Recovery programs, the White House said Monday. The programs offer scholarship and loan assistance to aspiring doctors and nurses. In return, recipients commit to working in underserved areas for a certain amount of time.

The money will support more than 22,700 providers in those federal programs, the largest number ever.

The White House projects a shortage of 60,000 doctors, dentists and psychiatrists over the next decade. The hope is that more people will pursue careers as doctors and nurses if they don’t have to take on crippling debt.

President Joe Biden’s administration also announced plans to invest $330 million in graduate medical education, utilizing American Rescue Plan money. The White House said the money would bolster the number of primary care physicians and dentists in under-served communities through residency programs in family medicine, internal medicine, pediatrics, obstetrics and gynecology, and other areas.

The White House said developing a more diverse pool of doctors and nurses is a key step in addressing inequities in healthcare. Currently, 7% of the nation’s doctors or nurses identify as Black or Latino, even though 31% of all Americans identify as Black or Latino, the White House said in a release.

The White House said the investment announced Monday comes following the recommendation of the Presidential COVID-19 Health Equity Task Force. More than 23.6 million Americans receive care from National Health Service Corps and Nurse Corps clinicians.

The administration is also urging Congress to approve Biden’s $2 trillion social safety net package, which includes 

. The House of Representatives approved the package Friday, sending the measure to the Senate.

Senate Majority Leader Chuck Schumer, D-N.Y., is hoping the Senate will pass Biden’s “Build Back Better” package before Christmas, 

. If the Senate makes changes to the package, which is highly likely, the legislation would have to return to the House for approval.

The legislation would offer more money for graduate medical education, funding for medical schools and expanded Medicare coverage. The bill would allow Medicare to negotiate with pharmaceutical companies on prices for a limited number of drugs.

The money will support the National Health Service Corps and Nurse Corps. The White House is also investing money in graduate medical education.

Vice President Harris announces $1.5 billion to expand, diversify pool of doctors, nurses

When hospitals are asking the public to donate crutches, it's clear there are problems with the supply chain.

Last month, the Utah Hospital Association, Intermountain Health and other healthcare organizations made a request for crutches, canes, walkers and wheelchairs. They received thousands of donations. Hospitals in Georgia and West Virginia have sought donations of crutches and other items.

Throughout the COVID-19 pandemic, healthcare organizations have battled supply issues. Early in the pandemic, some hospitals scrambled to obtain personal protective equipment, including masks.

Kaufman Hall, the healthcare consulting company, surveyed hospital leaders in October and found 99% said they have had trouble getting supplies.

“I don’t speak with any client these days that still doesn’t have a significant challenge with sourcing material for patient care,” said Gregg Lambert, senior vice president of Kaufman Hall.

Some hospitals are struggling to find enough masks, gowns and syringes, he said.

This year, even obtaining basic commodities such as toothpaste has been an issue, said Gordon Slade, senior director of supply chain logistics at Intermountain Healthcare. “The breadth of the shortages is staggering,” he said.

Like most hospitals, Intermountain has battled supply challenges. The supply team is working more closely with clinical staff than ever and is finding substitutes whenever possible. However, some items can’t be substituted.

“It’s not like you have a box of Cheerios and you go to the generic brand or buy Fruit Loops,” Slade said. “In healthcare, when certain items are out, you’re out.”

Some drugs continue to be in short supply. In mid-November, the American Society of Health System Pharmacists reported a shortage of 198 different medications.

Hospitals aren’t just dealing with a lack of supplies. They’re also paying more to get them. The Kaufman Hall survey said 86% had seen significant price increases on supplies.

Gregg Lambert, senior vice president of Kaufman Hall

Hospital supplies may be challenging for a while, at least as long as hospitals deal with a high volume of patients due to COVID-19. Hospitals may also be facing higher prices for some time until there’s a sustained drop in COVID-19 cases and the virus is more contained, Lambert said.

Until then, “I don’t think we see a lot of relief,” he said.

Looking ahead, hospital supply managers will need to be nimble and in contact with all facets of their organizations to gauge inventory needs. Experts say hospital leaders are going to have to view their supply chain managers as key partners in controlling costs.

Like so much else in the pandemic, hospitals have had to rethink how they order supplies and manage inventory. Supply chain experts say there are steps hospitals can take to bolster their chances of getting the supplies they need.

Dealing with a shortage of crutches, Intermountain Healthcare, University of Utah Health, Steward Health and the Utah Hospital Association appealed to the public for donations. (Photo courtesy of Intermountain Healthcare)

The supply chain crunch isn’t due to a lack of planning. Simply, manufacturers are facing overwhelming demand. Supply challenges are likely to continue, Lambert and others said.

“It’s just the demand, the unprecedented demand and the system wasn’t set up for it,” Lambert said.

More businesses are dealing with higher inventory and Americans are doing more shopping online. It's why Amazon and UPS trucks are constant sights in so many neighborhoods. 

Omar Agado, vice president of  3PL business strategy and services for BioCare, Inc., said a host of factors are playing into the supply chain challenges.

“You’ve got labor shortages, the pandemic, all of these things are putting stress on a finite number of shipping channels,” Agado said.

Businesses, including hospitals, are also struggling to get goods from the ports to their facilities. A recent 

 piece shed light on the backlog at the ports of California, which handles 40% of America’s imported goods.

Some companies have had trouble getting their goods out of the port. “They’re having trouble getting trucks,” Agado said.

With shortages of supplies, larger vendors had to figure out some way of allocating the available supplies, Lambert said. They typically distributed supplies based on historic usage, and larger health systems got larger supplies. But the pandemic prompted some hospitals to need far more supplies than they’d ever imagined.

Healthcare organizations have scrambled to find items such as crutches and syringes. Managers must work smarter to get what their hospitals need. 