Literature Review

Hodges remembered as hospice founder The News-Gazette, Lexington, VA; by Scotty Dransfield; 2/12/25Helen Hodges, the last living founder of what is now Connections Plus Hospice + Healthcare, died on Feb. 1, leaving behind a legacy of compassion and dedication, and a lasting impact on health care in Rockbridge County. Her work helped shape end-of-life care in the area, ensuring that those facing their final days could do so with dignity and comfort. Hodges was one of the four women ... who set out in the late 1970s to bring hospice care to the community. They were a grassroots team with no paid staff and no established structure — just a vision of providing comfort and support for terminally ill patients and their families. By 1983, their efforts had formalized into an official organization, and in 1984, Rockbridge Area Hospice was officially chartered. ... A stone plaque in the hospice gardens now bears her name, a quiet but permanent reminder of the foundation she built. ...

Teleios announces completion of Boomer End-of-Life Care Survey Teleios Collaborative Network (TCN), Hendersonville, NC; by Tina Gentry; 2/12/25 Teleios Collaborative Network (TCN) announced the completion of its survey titled “What Baby Boomers Want in End-of-Life Care.” This survey aimed to gain insights into the healthcare preferences and needs of the Baby Boomer generation as they age, transition into retirement and seek end-of-life care. On February 5th, TCN’s Visioneering Council, which comprises member CEOs, C-Suite staff, and marketing managers, gathered to discuss the survey results and explore the best ways to utilize this information to enhance patient care. Before reviewing TCN’s survey findings, Matthew Wilkinson from NPHI and Bill Keane from Emergence presented results from NPHI’s “Aging and End of Life Care Survey.” Additionally, Dr. Terry Fulmer provided insights from the John A. Hartford Foundation’s survey titled “What Older Adults Want from Health Care.” TCN President and CEO Chris Comeaux said, “Over my career, we have been honored to care for the greatest generation. Now that we are at the dawn of the baby boomers being the majority of those we will be honored to care for as they enter their twilight years. Knowing what they expect, what they care about, what they do not want to worry about, all of this is such important data to ensure hospice over the next 30 years is providing an even greater service to patients and families. That’s what this study was looking to accomplish. It’s a great start in that direction.” 

At-home care providers focus on unlocking worker potential, learn from failed initiatives Home Health Care News; by Audrie Martin; 2/11/25 With ongoing caregiver staffing and retention challenges, at-home care organizations are looking to leverage the employees already on the payroll, maximizing their potential in order to benefit from the full range of their skills. ... “At the end of the pandemic, we were experiencing high levels of burnout,” John Gochnour, president and COO of Pennant, said ... “We asked employees what we needed to focus on as an organization, and our focus became how we develop C-suite level leaders. We started the tagline 100 CEOs. We’ve expanded that now to include chief clinical officers (CCO) and chief business development officers.” ... “We looked at our clinical workforce,” he said. “It’s filled with people who go out every day and change the lives of their patients. And the question we asked was, how do you ensure those people are led by leaders who inspire them, motivate them and help them live up to their potential?” ...

A CEO’s strategic guide to leading people facing cancer CEO World Magazine; by Joelle Kaufman; 2/10/25 Cancer doesn’t just affect individuals – it impacts entire organizations. As leaders, we must anticipate and prepare for the moment when cancer touches our teams. With over 18 million cancer survivors currently in the U.S. workforce and over 2 million new diagnoses annually, the question isn’t if cancer will affect your organization but when and how you’ll respond. ... The first step will be how you respond when an employee shares that cancer is impacting their life. The second step is how you will manage while cancer is having its impact. ... When we get this right, we build more than just protocols – we build resilient organizations that demonstrate our values through action. In doing so, we create the kind of workplace where people can bring their whole selves, face life’s challenges with dignity, and continue contributing meaningfully to our shared mission. Editor's note: Getting this "right" matters especially for hospice and palliative care organizations. Read this article for both strategic professional guidelines and a personal story from a CMO/business owner.

AdventHealth's AI chief aims to cut through the 'uncertainty' of AI in healthcare Becker's Hospital Review; by Naomi Diaz; 2/5/25 AdventHealth, based in Altamonte Springs, Fla., has appointed Rob Purinton as its first chief artificial intelligence officer, a newly created role aimed at reducing uncertainty around AI while guiding the health system's overall strategy for using the technology. "We think there's some uncertainty in the future with AI and healthcare, and so my job is to take some of that uncertainty out," Mr. Purinton told Becker's. "The future could be bright and productive and rosy and a really great experience for consumers and clinicians, or it could be the opposite of that. ..."

After Eaton fire response, a search and rescue team gears up for a future of wildfire DirectRelief; by Talya Meyers; 2/10/25 Like many California volunteer rescuers, Sierra Madre Search and Rescue Team members got their start doing wilderness missions. Now, they’re preparing for a bigger role in an era of more frequent, severe wildfires. When the volunteers on the Sierra Madre Search and Rescue Team look back on the first night’s response to the Eaton Fire, what they remember most is problem-solving, and quickly. ...  “We were building an airplane while we were flying it,” is how operations leader Carolyn Grumm described it. ... For [Rob Klusman, senior paramedic team member], the vast and urgent need came into focus early that evening, when his team went to check on a medically complex patient receiving end-of-life care. ... [Immediately after countless evacuations,] he and his teammates moved into their second, grimmer assignment: Moving through devastated, burned-out neighborhoods, ... to find human remains. ... [Now, on] a larger scale, Klusamn explained, California search and rescue teams are thinking about the escalating severity and frequency of wildfires — and how they can be there to respond.

Learning from death: New memoir If We Never Meet Again imparts lessons from working with hospice patientsThe MarCom Journal, Charleston, SC; by Globe Newswire; 2/6/25While the topic of death is generally considered taboo, English teacher turned hospice administrator Matthew Cornett believes there is much to be learned from death. After becoming an empty nester, Cornett left the classroom behind and began a second career in hospice care. And the more time he spent with people as they approached the end of their life, the more he realized that their deaths had meaning. And what emerged from those final moments was something profound. Hoping to make others feel more comfortable when it comes to preparing for and talking about death, he presents a memoir of his journey into the world of hospice care. In If We Never Meet Again, Cornett chronicles his experiences providing compassion and support to hospice patients while adjusting to his new role. Finding inspiration in his patient’s “death stories,” he found himself on an unexpected path of self-discovery. Cornett’s personal reflections on these intimate and emotional interactions encourage readers to reconsider how they view death and dying.

Arkansas Hospice names Brian Bell new President and CEO Arkansas Money & Politics (AMP); by AMP Staff; 2/7/25 Arkansas Hospice announced Thursday that Dr. Brian W. Bell, M.D., FAAHPM, will take over as president and CEO for Arkansas Hospice’s Family of Care on March 10.  He joined the company in 2016 and is currently the chief medical officer. He will replace Judith Wooten, who announced her retirement last year. Wooten will stay on through April to ensure a smooth transition. Bell has worked in hospice care since 2006 and is board-certified in family medicine and hospice and palliative medicine. He is one of only people in the state with the designation fellow of the Academy of Hospice and Palliative Medicine. 

CareFirstNY announces the loss of beloved CEO, Tali Sutton CareFirstNY, Painted Post, NY; 2/5/26 It is with tremendous sadness that we announce that Tali Sutton, CEO of CareFirstNY, experienced a sudden and unexpected medical emergency on Monday, February 3. True to her giving spirit, she is an organ donor and will pass along her final gift of life to others in need. Tali’s belief in CareFirstNY, her authenticity, and her friendship created a bright light that united many people across our region. As a leader, Tali instilled a passionate culture of understanding, positivity, and trust that will be deeply missed. ... CareFirstNY’s patient care services will remain uninterrupted at this time; we will share additional information as available and appropriate. For those who would like to make a contribution to Tali’s memory, please visit our Donation Page for more information.

How can we cultivate happiness in medicine? The Hospitalist; by Nikhil Sood, MD and Marjorie Bessel, MD; 2/3/25 Burnout has led to early physician retirements and clinicians leaving the profession, resulting in an unprecedented physician shortage and access challenges. This jeopardizes our ability to meet the community’s needs and fulfill our mission of making healthcare more accessible to improve quality of life. The question is, how can we, as a healthcare system, tackle this issue head-on? ... The CHIM strategy is a comprehensive, evidence-based approach, driven by clinicians, that supports wellness from an individual and organizational perspective. ... The six dimensions of the strategy include the following:

'It's not about technology or dashboards': What health systems need from IT execs next Becker's Health IT; by Laura Dyrda; 2/4/25 Health system IT leaders are entering a new era of leadership amid transformational technology platform purchases, artificial intelligence integration and cybersecurity advancements. But being the most technically proficient no longer guarantees leaders the top role. ... Healthcare IT leaders can become distracted by the bells and whistles of new technology and move forward without considering the patient experience. ... Staying close to the health system's mission is critical for IT leaders, and [Christopher Hutchins, senior vice president and chief data and analytics officer at Lifepoint Health] ties the technology back to patient care. He prioritizes his teammates and colleagues, listening carefully to what they need. Notable mentions: James Forrester, Chief Technology Officer at University of Rochester (NY) Medical Center; Donna Roach, CIO of University of Utah Health; and Christopher Hutchins, senior vice president and chief data and analytics officer at Lifepoint Health 

4 critical mistakes to avoid during your workday project Becker's Hospital Review; In collaboration with Healthcare IT Leaders; 2/3/25 The success of a Workday implementation doesn’t just hinge on technology but on people. According to recent research, up to 80% of digital transformation initiatives fail. ... For organizations looking to avoid these pitfalls, here are four critical staffing mistakes to avoid as outlined in our Workday Resource Planning & Staffing Guide:

Too much, too fast: Constant change creating corporate burnout Global Finance; by Bill HInchberger; 2/4/25 Change fatigue can strain employees and organizations, and it is getting worse. To reduce the harm, companies are turning to more thoughtful, gradual strategies. ... Hardly a fad pushed by human resources, the phenomenon known as “change fatigue” can affect the bottom line through workforce churn, reduced ability of workers to adapt to further change, and lower productivity. ... Whether adopting new technologies or reacting to external change, many if not most companies appear to be in a constant state of flux. Over 75% of corporations revamp their business model every two to five years, according to a study by WalkMe, a San Franciso-based software-as-a-service firm... Major initiatives tend to favor faster speed and larger scope. Yet there are signs that more gradual solutions might be more effective and less traumatic.