2022 Advisory Board Provider Seat Candidate

Dr. Lobel Lurie, DNP, RN, NPD-BC, CVAHP

Clinical Value Analysis Manager
Cone Health
Greensboro, NC

View Candidate Flyer

 

Describe the reasons why you would like to run for the Advisory Board.

My desire in becoming part of the AHRMM Advisory Board is deeply rooted in appreciating the influences our industry plays in the lives of the people we serve. The changing tide in healthcare delivery models, regulations, and reimbursements directly impacts the quality of care and healthcare supply chain’s ability to navigate the challenges to timely meet the demands of the changing landscape. Natural disasters such as Hurricane Maria in 2017 catapulted me and my leadership team to think differently and to be the advocate for others in a larger stage. I am ready to serve AHRMM in this capacity.

Describe why you are a good candidate for this leadership role.

As a supply chain leader, I have invested in my professional growth in strengthening my understanding of the healthcare delivery system, population health, and the meaning of quality care. I completed my Doctorate in Nursing Practice in Executive Leadership in 2016, the terminal degree in nursing to accomplish the educational component. To nurture the advancing leadership skills, I joined Strategic Sourcing in supply chain as the manager for clinical value analysis in 2017. That same year, I was blessed to be baptized by Hurricanes Harvey, Irma, and Maria. Maria went through Puerto Rico and created a major product disruption to the manufacturers that typically supplies the East Coast U.S. That event prompted me and my leadership to develop a product disruption tracking mechanism that is reflective of issues, actions, resolution, and an intentional way of communication to our clinical areas. The overall goal is to keep the patient at the center of our decisions. The product disruption process had a humble beginning of using a white board and moving sticky notes to the varying stages of complexity. The stakeholders met inside a war room every Wednesday. I invited our distributor partner, MMIS, Materials Management, Distribution Center, Contracts, Purchasing, Value Analysis, and Logistics to the table. Having the internal dialogue cemented stronger understanding of everyone’s role in Supply Chain Management, created a platform for unified discussion on the same issues, and strengthened the engagement of our vendors and clinicians for product validation. Key Performance indicators for managing product disruptions exceeded expectations. Organizational goal of fiscal responsibility was met with validation of “A” grade from Leapfrog Hospital Safety, CMS 5-star rating, and Magnet Redesignation, just to name a few.

Having a strong, well-thought product disruption process prepared the team in managing the COVID-19 product disruptions. We were able to outfit an empty hospital building that became the COVID hospital dedicated to the needs of the community. We partnered with our executive leadership in escalating decisions such as N95 reprocessing and bulk PPE purchases. Collaborative work brings in great result. The International Hospital Federation from Geneva, Switzerland, recognized Cone Health as going Beyond the Call of Duty among 103 hospital worldwide from 28 countries. GHX recognized my department as Healthcare Heroes 2020. In 2021, Cone Health Supply Chain became Top Ten Elite Supply Chain Operation Worth Watching by Healthcare Purchasing News. Most recently, Nursing recognized all Clinical Value Analysis Administrators as 2022 Nursing Excellence winners for the prevention of disruptions in patient care.

Noted in Dr. Robert Trent’s Strategic Supply Management, the success within supply chain relies on one strong variable. It is the relationship between the leader effectiveness and team effectiveness. I am hoping from my narrative that I was able to provide examples of leadership qualities, clinical impact, teamwork, project management, and strategic thinking in becoming an excellent candidate for this leadership role.

Describe where you see health care evolving, and what you see supply chain’s role being in those future models.

With the evolving models of care delivery, supply chain leaders must ask what we are purchasing with each health care dollar and how that investment contributes to improved health for individuals and populations. Various models such as Medicare’s Accountable Care Organizations’ (ACOs) success relies on coordinated high-quality care and wise spending of health care dollars to achieve savings. My organization is currently exploring the possibility of the Johns Hopkins’ Hospital at Home program for decrease readmission rate, positive HCHAPPS score, and lower cost of care. Technology - driven care models were pushed to the forefront and became mainstream modifications to care models brought by COVID-19. This includes remote virtual patient monitoring and at home care. Healthcare experience surveys indicate that telehealth is much utilized and preferred as part of growing care delivery model by Millennials, the upcoming family decision-makers.

The role of supply chain in the evolving models of care, correlates with redefined care delivery with aims to achieve better patient experience, smarter spending, and healthier communities. Supply chain will be largely impacted by health crises brought by climate change in terms of health outcomes, and meeting the health systems need to meet their quality outcomes. We will be closely monitoring KPIs for Supply Chain as noted in AHRMM Keys, such as Environmentally Preferable Purchasing (EPP), reprocessing, use of recycled products for printing, and waste pounds per adjusted patient days. The GNYHA (2018), The Healthcare Supply Chain, Best Practices for Operating at the Intersection of Cost, Quality, and Outcomes (CQO), indicated that supply chain is positioned “to make a positive impact on healthcare and patients’ lives.” We, as supply chain leaders has the expertise guide the transformation as care delivery models evolve with purchasing decisions. It is our role to translate and ingrain CQO, as the decision-making framework within our organizations. We have a unifying support available through AHA AHRMM and each other.

How will your leadership and vision strengthen AHRMM?

It was an ultimate honor to be inducted to the Issues & Legislation (I&L) Committee in 2021. I experienced firsthand the significance of supporting AHRMM’s mission in the advancement of health, “through supply chain excellence by providing education, leadership, and advocacy to professionals in health care and related organizations that are accountable to the community and committed to health improvement.” It was eye-opening to witness the expertise of healthcare leaders within the committee particularly on advocacy. The topic I presented was President Biden’s Executive Order to Review Global Supply Chain affecting Healthcare and 3 other industries (Executive Order on America’s Supply Chains, E.O. 14017). With the Mike Schiller’s guidance, we fine-tuned the topic to review strategies in product disruptions. I have honed the capability in developing strategic alliances with other organizations to be informed as a Voice, AHRMM number 2 strategy, to advocacy through the I&L. I felt empowered to impact and influence the advancement of membership development through knowledge-sharing, and education.

As part of building my leadership acumen in healthcare supply chain, I volunteered to be part of the upcoming FDA Virtual Public Workshop - Building Medical Device Supply Chain Resilience: A Healthcare and Public Health Ecosystem-Wide Collaboration with goals to discuss ways to foster resiliency in the medical device supply chain and to seek input on the new Resilient Supply Chain Program (RSCP) through proactive communication, collaboration, and engagement with patient advocates, health care providers, distributors, group purchasing organizations, manufacturers, as well as key component and material suppliers. This is scheduled in June. With continuous learning, I will be supporting AHRMM’s Strategy Map on Development and Impact.

As a healthcare leader with experiences in direct and indirect patient care, professional development, talent acquisition, and supply chain, I will take the opportunity to take a more strategic approach in strengthening the future of AHRMM. In Listening to Dr. Jimmy Chung at the regional NCAHRMM on May 5, 2022, he shared how AHRMM’s Vision was changed from Advancing healthcare to Advancing health, since supply chain is a major element in population health through the CQO movement. I would be so honored to serve AHRMM as an Advisory Board member. Thank you for the opportunity.

 

Background

Active member of AHRMM for 4 year(s) (Total number of years as AHRMM member 4)

Years in healthcare: 34

Years worked in the healthcare supply chain profession: 6

Years worked in current position: 6

Number of direct reports: 5

Number of employees in your department: 22

 

Describe your current position and responsibilities:

Leads the Clinical Value Analysis systemwide. We have 9 VAT Team that shares accountability among the clinicians, supply chain, executive leaders, and vendors. Supports my team on their input to strengthen the value analysis process. At the height of pandemic, 2019 to the present, I led the product disruption team in preventing patient care delays. Tracking KPIs and upholding the best practices in value analysis. I help communicate the supply chain’s success stories within the organization, regional, and national audience. Sharing expertise is reflective of our philosophy of taking care of ourselves, our patients, and our communities.

Service

List service to local chapter and to AHRMM national, including all committee/task force involvement, and whether you served as a member or as chair, within the past 5 years.

  • National AHRMM - Issues and Legislation Committee Member. I cover strategies on Product Disruptions.
  • National AHRMM - Supply Chain Response Council 2022 member.
  • NCAHRMM - Speaker during NCAHRMM Conference on May 5-6, 2022.

Service to professional associations or community organizations to which you belong, including all committees, whether you served as a member or as chair, the year(s) of service, any elected offices held and the year(s) held:

Volunteer - Professional

  • Association for Health Care & Materials Management Issues and legislative Committee, 2021, 2022, 2023
  • Association for Health Care & Materials Management Supply Chain Response Council, 2022
  • Institute for Supply Management ISM Report on Business, 2021, 2022
  • American Nurses Credentialing Center (ANCC) Magment Conference Abstract Review Committee, 2019, 2020, 2021, 2022
  • North Carolina Nurses Association (NCNA) NCFN Scholarship Review Committee, 2017, 2018, 2019, 2020
  • North Carolina Nurses Association (NCNA) Finance Committee Member, 2018, 2019, 2020, 2021, 2022
  • Association for Nursing Professional Development (ANPD) Public Policy Committee 2014-2015
  • National Nursing Staff Development Organization (NNSDO) Research Committee, 2007, 2008, 2009
  • National Nursing Staff Development Organization (NNSDO) Governance Committee, 2011, 2012, 2013

Volunteer - Community

Currently working on making bedrolls out of 500-700 recycled grocery bags, thereby reducing the amount of plastic in the landfill. The goal of the program is to produce bedrolls to be distributed to the Greensboro homeless population in the winter.

Provide homeless women at YWCA with immediate relief from the elements through temporary shelter at our area winter emergency shelter sites from December 1 through March 31.

Guilford County School- Donation of School Supplies, Special Olympics, Cardiac Walk, Health Fairs at churches, Santa Link- Toy Donation, North Carolina Great 100- Scholarship Fund, Worlds Apart One Heart Inc- Mission to the Philippines, United Way, Hot Dish and Hope- First Presbyterian Church, Handy Capable (computer for the disabled), Out of the Garden Project, Jewish Federation- Mitzvah Day, United Way, and Cone Health Philanthropy for employees in need.