Full Text The Issue in Focus The discussion about integrating an organization's risk and quality activities is not new.
Traditionally, these efforts have focused on students and targeted specific subject areas, such as alcohol use and sexual health.
Our efforts engage the entire campus population of students, staff, and faculty in building health and wellbeing into university culture. What unites these healthy campus efforts is the recognition that universities have the capacity and responsibility not only to conduct education, research, and service, but also to infuse health and wellbeing into campus culture.
Of course, this comes with challenges. Senior administrators and faculty at many campuses think devoting scarce academic resources to wellbeing activities is a form of mission drift.
Moreover, health and wellbeing initiatives often exist in silos, and programmatic, opt-in types of activities often have difficulty engaging stakeholders and reaching intended audiences. To combat these and other challenges, some large organizations are beginning to prioritize broader, more collective efforts.
This shift provides an opportunity to rethink traditional health promotion strategies and consider newer, cross-sector, collaborative approaches such as collective impact.
We believe HCI, the program we are leading at UCLA, offers insights for leaders working to launch or sustain their own wellbeing movements in universities, worksites, pre-K to 12 schools, and city communities.
Indeed we continue to glean inspiration from other successful initiatives that have utilized the collective impact approach, including the Los Angeles Food Policy Councilthe Greater Cincinnati Foundationand Menus of Changean academic-industry collaborative to advance healthy, sustainable, socially responsible food.
To guide this culture change, HCI embraced a social movement that follows community-organizing principles and uses the five conditions for collective impact. Share a common agenda. Health is often considered solely the domain of health professionals. High-level initiatives can be overly prescriptive.
Faculty may be resistant to top-down initiatives. The first step to uniting the campus was to define health in a way that would be useful for all the individuals and units that make up our diverse community.
We started at the heart of our institution: We also made sure that HCI would be supported at the highest institutional level. For instance, promoting HCI is now a line item on job descriptions for some senior administrators. In addition, HCI has been successful in engaging faculty around the idea of implementing evidence-based solutions in our own backyard and linking a healthy campus to academic excellence.
This means not only attracting the best students through perks like healthy dining optionsbut also providing opportunities for students to develop mindfulness and other healthy habits for success.
A survey conducted by the Partnership for a Healthier America found that nearly one in four students prioritize access to wellness opportunities when deciding where to apply for college. We have also worked to create and support academic courses and degree programs that complement HCI themes, such as an interdisciplinary undergraduate food studies minor.
Provide a coordinating structure.
Broad initiatives may lack stable funding. Getting buy-in from the university community can be slow, often comes in waves, and requires a variety of strategies. The roles and expectations of participating groups can be unclear.
HCI benefits from the funding, support, participation, and long-term vision of philanthropists Jane and Terry Semel, who provide flexible, ongoing support and creative insights as the initiative matures.In this paper, we discuss clinical leadership in contemporary health care, definitional issues in clinical leadership, roles of hospitals in contemporary health care, preparation for clinical leadership roles, and the facilitators and barriers to effective clinical leadership in the hospital sector.
HCA Week 4 Governance and Leadership in Long-Term Care Health Care - General Health Care Governance and Leadership in Long-Term Care. Research and select at least two scholarly, full-text articles from the Ashford University Library that discuss the impact of governance and/or leadership in long-term care quality.
Governance and Leadership in Long-Term Care. Research and select at least two scholarly, full-text articles from the Ashford University Library that discuss the impact of governance and/or leadership in long-term care quality.
The need to balance quality, cost effectiveness, and patient experience are driving us to think differently and to collaborate in new ways in order to improve access, coordinate care, and make our health care system more sustainable. concerns about the quality of long-term care, the Robert Wood Johnson Foundation requested that the IOM examine the quality of long-term care provided in nursing homes and other long-term-care settings.
the vital need for effective leadership to deliver quality LTC services; (2) to identify the system others, and how the situation and context impact leadership effectiveness. The only common link Effective Leadership in Long Term Care z Page 4 In Leadership in Organizations, Yukl ().