Timothy Farrell, MD
2016-2017 Scholar | University of Utah
As Interim and Director of Interprofessional Education (IPE), develop 5-year strategic plan to achieve new partnerships, develop curricula and achieve financial sustainability.
“The Tideswell Emerging Leaders program was transformative and arrived at exactly the right time in my career…It seemed as though each monthly videoconference…helped me adapt (in real time) to a turbulent period of transition within our institution while also advancing our IPE program…I also learned skills in self-care and delegation that made what could be an overwhelming position, dealing with senior leadership plus 1600 Health Sciences students per year, quite manageable and rewarding.”
Six months prior to becoming a leadership scholar, Dr. Farrell accepted the somewhat risky challenge to lead a program with precarious funding, limited integration with clinical activities and a lack of visibility on campus. He immediately applied the skills he was acquiring in the Emerging Leaders program as he grappled with a rapid immersion in the administrative challenges of an academic medical center to advance the goals of IPE at the University of Utah. Core goals crucial to his 5-year strategic plan include achieving financial sustainability and developing extensive new partnerships at the local, regional and national level.
Since starting the Emerging Leaders program, Dr. Farrell has obtained Health Sciences matching funds, new support from the university’s main campus, and a major accomplishment of obtaining participation from the College of Social Work. He is also working closely with the campus development office and was recently awarded a foundation grant of $265,000. For the first time, IPE teams are now embedded in various outpatient clinics and with the surgical transitions navigator program. A new, required online course has been launched for all Health Sciences trainees.
Dr. Farrell has already had two publications and five national presentations on the IPE program, and is collaborating with three former scholars on a manuscript about their participation in the Emerging Leaders program. According to Dr. Farrell, being an Emerging Leader enabled him to apply core geriatrics principles of team-based care more broadly to influence the direction of health professions education and patient care.
Ilona Kopits, MD, MPH
2016-2017 Scholar | Boston University & Uphams Elder Service Plan
Develop a national model for collaboration between PACE and local public housing to enable low-income, frail seniors to reside in community-based supportive housing instead of a nursing home.
“This [program] conference was the best I ever attended and far surpassed my expectations… As a result, I feel motivated and confident to really advocate (for) and develop supportive housing efforts around the country. The program allowed for introspection as well as practical skills. My leadership training at Tideswell has been key in the structure of my project – creating a definition of what I want to find, creating a survey, learning how to present it in a meaningful, concise way – all skills that I was not using in my everyday clinical work. I believe that supportive housing for older poor adults is going to be key in the future of both quality care, quality of life, and cost effectiveness. I am hoping to create a network within the national PACE community to develop this further across states.”
Stephanie Rogers, MD, MPH
2017-2018 Scholar | University of California, San Francisco
Implement a delirium reduction campaign at UCSF Medical Center.
“By striving to prevent delirium we can change people’s lives!” Dr. Roger’s passion was sparked by the hospital experience of her grandmother, who was admitted for a one-day minor procedure that resulted in a week of confusion, hallucinations and a fall. After the use of restraints and sedation her grandmother, who previously lived in the community, could not return home and lived the rest of her life in a nursing home.”
Dr. Stephanie Rogers is a relentless advocate dedicated to creating a safer hospital environment for older adults. The skills Dr. Rogers learned in the Emerging Leaders in Aging leadership program have been instrumental to her success as she leads the first steps of a multi-year proposal at UCSF to become an “Age-Friendly Health System” that aligns with the organization’s overall strategic priorities.
Affecting one in four hospitalized older adults, Dr. Rogers learned that 30-40% of delirium cases are preventable. Based on her success in organizing a Delirium Task Force at UCSF, she received funding from the Clinical Innovation Center for two years to develop and implement the Delirium Prevention and Treatment Pathway at two separate hospitals with the aim of changing the culture of the health system to promote multidisciplinary team care for patients at risk of or with delirium.
Outcomes of the team’s work include reducing delirium duration, incidence, hospital length of stay, and complications like falls. The protocol combines risk assessment, early detection, and non-pharmacological interventions with educational and motivational strategies to promote staff compliance and enthusiasm. In the first year, compliance with delirium order sets increased from 61% to 88%, for 300 patients identified at risk of or with delirium. Dr. Roger’s attributes success of changing the culture hospitals to better engaging stakeholder support, something she learned as part of the Emerging Leaders in Aging curriculum.