Dhanorker, Sarah R.

The novel severe acute respiratory syndrome coronavirus 2, which causes coronavirus disease 2019 (COVID-19), has presented healthcare delivery challenges the world has never encountered before. Healthcare and its practitioners, while finding themselves in difficult situations, must still care for patients with emergent needs and ensure the safety and well-being of all patients and staff. At Mayo Clinic, effective navigation of the dynamic and complex situation created by COVID-19 required unique multidisciplinary collaborations to design and implement solutions quickly. Frontline care providers and staff of ancillary services and other critical healthcare functions partnered with the Department of Management Engineering and Consulting (ME&C) team to organise and re-engineer operations to iteratively adapt to the dynamic ‘new normal’. Health systems engineers (HSEs) and project managers (PMs) accelerated the implementation of innovative interventions by leveraging advanced engineering and consulting frameworks, models and methods. Utilising a patient and staff-centric systems approach to align electronic systems, operational processes, staffing resources and organisational infrastructure has been invaluable for speed and effectiveness. Harnessing the promise of digital technology and advanced analytics was imperative and set the stage for a broader set of possibilities to transform healthcare. These possibilities include scaling of consumerfocused virtual services in multiple and unfamiliar settings, new assets that could be reused for future emergencies, accelerating the implementation of time-sensitive solutions, applied analytics and modelling to predict clinical, financial and community impacts and reimaging the healthcare supply chain. As more has been learned about the trajectory and management of COVID-19, the need to rapidly evolve and pivot interventions for short-, medium-, and long-term applications continues. This article addresses the unique contributions of ME&C during the COVID-19 crisis and the results-oriented collaborations with staff in critical business functions. We believe that the experiences, outcomes and lessons learned through this journey are broadly transferable to other healthcare and nonhealthcare organisations.

Mayo Clinic is committed to reskilling and upskilling its workforce and to creating a strong, diverse leadership pipeline to advance its ‘Bold. Forward.’ strategy. In alignment with this commitment, the Mayo Clinic Shared Services Organization (MCSSO) launched a pilot offering staff the opportunity to work in a hybrid role and build new skills and connections. Pilot participants split their time equally between job roles in which the professional skill sets required were approximately the same. The pilot involved six MCSSO departments and six candidates (three pairs) from the participating departments. Staff were recruited for three roles: senior project manager, senior business analyst and call centre representative. Each of the three pairs worked in a hybrid assignment for six months. Candidates were offered opportunities to network with each other, MCSSO senior leaders and other diverse colleagues. Pilot evaluations were conducted at 0, 3 and 6 months with candidates and their supervisors. Additionally, benchmarking with external organisations allowed learning from advanced talent mobility and leadership diversity programmes. The evaluations highlighted that 50 per cent of the candidates were promoted by the end of their hybrid assignment. Most of them engaged in new projects, cross-trained and gained valuable insights, skills and expertise. Candidates and supervisors valued the opportunity to network with senior leaders and cross-functional colleagues. The pilot and external benchmarks emphasised the importance of a formal ‘talent mobility programme’ to build and sustain a diverse leadership pipeline. It is crucial to be intentional and bold with hybrid and mobility opportunities for intersectional candidates, under-represented groups and staff committed to equity, inclusion and diversity. All candidates and supervisors wanted the pilot to be expanded and operationalised. We believe that these early experiences, results and lessons on preparing diverse talent for leadership levels in the organisation are broadly transferable to other healthcare and non-healthcare organisations.

Background The national waste rate for hospital‐issued blood products ranges from 0% to 6%, with operating room–responsible waste representing up to 70% of total hospital waste. A common reason for blood product waste is inadequate intraoperative storage. Study Design and Methods Our transfusion service database was used to quantify and categorize red blood cell ( RBC ) and fresh‐frozen plasma ( FFP ) units issued for intraoperative transfusion that were wasted over a 27‐month period. Two cohorts were created: 1) before implementation of a blood transport and storage initiative ( BTSI )— RBC and plasma waste J anuary 1, 2011‐ M ay 31, 2012; 2) after implementation of BTSI — RBC and plasma waste J une 1, 2012, to M arch 31, 2013. The BTSI replaced existing storage coolers (8‐hr coolant life span with temperature range of 1‐10°C) with a cooler that had a coolant life span of 18 hours and a temperature range of 1 to 6°C and included an improved educational cooler placard and an alert mechanism in the electronic health record. Monthly median RBC and plasma waste and its associated cost were the primary outcomes. Results An intraoperative BTSI significantly reduced median monthly RBC (1.3% vs. 0.07%) and FFP (0.4% vs. 0%) waste and its associated institutional cost. The majority of blood product waste was due to an unacceptable temperature of unused returned blood products. Conclusion An intraoperative BTSI significantly reduced median monthly RBC and FFP waste. The cost to implement this initiative was small, resulting in a significant estimated return on investment that may be reproducible in institutions other than ours.