Marlene Bober, RN, MHA, ACM-RN, CMAC
Principal Consultant
Marlene Bober (RN, MHA, ACM-RN, CMAC), principal consultant of ACUOCARE, has risen through the ranks of our nation’s healthcare system, excelling at every level from bedside nurse to nursing executive to become a transformational leader in case management and quality.
As the Senior Vice President of Client Services and Professional Practice at the American Case Management Association (ACMA), she now uses this experience to help shape the U.S. health care delivery systems and processes through. Through her work with the ACMA, her national publication and presentation schedule, and her work with ACUOCARE, she is leaving an enduring legacy on American healthcare.
Here is Marlene’s approach in her own words.
“Every hospital and every system is different. There is no one-size-fits-all answer. When it comes to finding the best way forward, I’ve found there’s no substitute for first gaining a full multi-faceted view from every angle.”
A HOLISTIC VIEW
My experience spans many aspects of the patient care experience, from quality improvement to nursing leadership to systemwide administration. This wide range of experiences informs every facet of my approach to process improvement and consulting.
Finding the right path forward in the modern healthcare sector requires a holistic approach. Every stakeholder has their own needs, wants, and priorities, and efficient process improvement requires an understanding of each role, their unique viewpoint, and how each role meshes with other roles.
Every hospital and every system is different. There is no one-size-fits-all answer. When it comes to finding the best way forward, I’ve found there’s no substitute for first gaining a full multi-faceted view from every angle.
My process starts with conversations and assessments with every key stakeholder. For one 15-hospital organization, I went through a discovery process with over 300 different key stakeholders including staff members and leaders of all levels. I build rapport through sharing my experiences and background and having honest and open discussions about the state of healthcare today. This process leads into discussions about the specific challenges of the hospital or hospital system I’m working with.
Some questions I like to ask:
• What are your current pain points?
• How do you feel about your hospital or facility’s administration?
• What challenges do you and your department face?
These questions allow me to quickly drill down through these conversations and identify consistent elements across touchpoints. Through this, my team focuses on key challenges, and identifying the contributing factors to those challenges. Our multifaceted approach leads to the discovery of similarities and differences between stakeholders in different roles or departments.
Interviewing leaders and stakeholders across the organization, not only in the case management function but in all the areas impacted by case management, is a huge competitive advantage for ACUOCARE. The difference between leadership perceptions of challenges and staff perceptions can add enormous insight to process improvement. I’ve found this approach is one where we excel and can build enormous value for our clients.
ACCENTUATING THE POSITIVE
Another ACUOCARE hallmark is our focus on both the positives and opportunities for improvement. Many stakeholders are–understandably–nervous about outside consultants coming in and pointing out bad things about their processes, but we have found that accentuating the positive leads to opportunities. We look at the hospital’s current practices, how they align with current best practices and the needs of the system, and most importantly, whether those best practices are being implemented properly and consistently. Acknowledging the practices that do strengthen their delivery of care builds a framework for when major changes are required.
This applies on a system-wide level as well as within a single hospital. I often work to identify the strongest facilities within a system in key areas and recommend standardization of those practices throughout the system. The economies of scale enabled by this approach have a strong impact on the bottom line.
SUBJECT MATTER EXPERTS
Other consulting firms understand efficiency. ACUOCARE understands healthcare. The ACUOCARE team and I provide both the business acumen needed to increase efficiency and the deep knowledge of experienced, seasoned subject matter experts.
When working with a consultant that lacks this deep understanding, it falls on the hospital to translate high-level recommendations into an implementation plan, and to ensure recommendations comply with state and federal standards. ACUOCARE has the knowledge to guide this process and ensure compliance in ways traditional consulting firms can’t match.
THE ACUOCARE IMPACT
Your patients, your stakeholders, and your staff are counting on you to improve your operations and build a strong, efficient organization. The right partner is crucial to your success. ACUOCARE gets results, minimizes your risk, and keeps your stakeholders engaged.