Inspired at Inspira Health with its newly appointed president and COO

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As of Jan. 20, New Jersey-based Inspira Health’s Warren Moore moved into a new role as president and COO from EVP and COO.

With four hospitals, 11 comprehensive care units, and 100+ other facilities to oversee, Warren says there’s plenty of work to be done. “In simple terms, my job is about turning strategy into action,” he said.

Healthcare Brew spoke with him about his priorities in the role and his thoughts on the overall healthcare landscape for hospitals.

This interview has been lightly edited for length and clarity.

How would you describe your specific job to someone who doesn’t work in healthcare?

I take great pride and responsibility in ensuring every part of our health system works seamlessly together so patients get the safest, highest-quality care possible, no matter where they enter our system.

That means expanding access to care in the communities we serve and optimizing operations, so providers can focus on what matters most: their patients.

Another critical element of my role is connecting with our staff, physicians, and community partners to understand their needs and challenges, then finding solutions that meet those needs.

What’s the best change you’ve made or seen at a place you’ve worked?

Expanding the scope of our high-reliability work. Eliminating preventable harm has always been a top priority, and the tools and behaviors we employ to prevent medication errors, falls, and hospital-associated infections can also enhance virtually all the work we do, clinical and nonclinical.

What’s the most fulfilling aspect of your job?

Our mission of improving the lives of all we serve isn’t just words on a wall; it’s the foundation for every decision we make. In my role, I see it as my responsibility to ensure that everyone across our system—from nurses and physicians to support staff and administrators—is aligned around that shared purpose.

What healthcare trend are you least optimistic about?

Shrinking reimbursement continues to put a financial squeeze on health systems in our region and throughout our country. There is no question we are navigating a period of unprecedented financial pressure and that we need to operate as efficiently as possible. But our mission doesn’t change just because the landscape is difficult.

About four years ago, we instituted annual “waste walks” that give every department and every employee an opportunity to suggest ways we can reduce our costs. This has been very successful, helping us save millions of dollars each year.

Trying to fix the healthcare reimbursement system is like trying to rewire a jet while it’s flying. And every stakeholder wants change, but reaching a consensus has proven difficult. There are no quick fixes or silver bullets.