Jack Hughston Memorial Hospital in Phenix City, Alabama, is proving that healthcare excellence and sustainability go hand in hand. A new case study describes how the hospital pursued The Joint Commission’s Sustainable Healthcare Certification to identify areas for improvement and drive change.
Recognizing its environmental impact, the community-based rural hospital tackled waste reduction, optimized energy use, and found innovative ways to repurpose materials. One breakthrough came from rethinking construction waste, leading to cost savings and improved efficiency.
When it came time for the certification review, Dennis Davis, the hospital’s director of quality, admitted feeling nervous about how a virtual survey would go. But he found the process not only interactive but also easy to navigate. It also was beneficial from a learning perspective. “Throughout the process, as I was letting the surveyor know what our plan was, he also had suggestions and feedback for me,” Davis said. “That was great for us, because it helped us develop those next steps in our program. The process really aided us in developing the next blueprint for our plan.”
Looking ahead, the hospital plans to expand green building practices, integrate sustainable technology, and enhance community outreach. "That's why this certification was a real big achievement for us,” Davis said. “It shows the community our commitment and how we want to contribute to cleaner air and water within the environment.”
Despite the widespread focus on patient trust, little attention has been paid to the trust, or lack thereof, healthcare workers (HCWs) have in the leaders of their organizations.
In a study featured in the February issue of The Joint Commission Journal on Quality and Patient Safety, the authors surveyed 353 HCWs to explore the professional impact on HCWs of trusting the leaders of the healthcare delivery organizations where they work and the leadership actions that build HCWs’ trust.
Study findings include:
- 20.2% of HCWs trusted leadership “very much,” 36.9% trusted “somewhat,” and 42.9% had lower levels of trust.
- 97.7% reported that the degree of trust they had in their organization's leadership affected them professionally.
- Among HCWs who trusted their organization's leadership, the most common impact was feeling professional satisfaction, followed by providing higher-quality work.
- HCWs described three main ways healthcare organization leaders earned their trust: communicating effectively (being transparent and soliciting HCWs’ input), treating HCWs well (with respect and kindness and providing good compensation), and prioritizing patient care.
The findings suggest healthcare organizations would benefit from leaders seeking to earn HCWs’ trust. With trust in leadership, HCWs report higher work quality and greater professional satisfaction.
Visit The Joint Commission’s Workforce Safety and Well-Being Resource Center