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22 August 2016

How Video Laryngoscopy Is Shaping the Future of Anesthesiology

In the new Difficult Airway Management issue of Anesthesiology News, three Sheridan physician leaders who are also prominent anesthesiologists discuss the inexorable shift from fiberoptic intubation and direct laryngoscopy toward video laryngoscopy and how that trend is shaping the future of patient care and the practice of anesthesiology.

Sheridan’s Regional Medical Director Dr. Joseph Loskove, Chief Quality Officer Dr. Gerald Maccioli and National Education Director, Anesthesiology Division Dr. Adam Blomberg say that, although direct fiberoptic intubation has widely been considered a gold standard for anticipated difficult-to-intubate (DTI) patients, a lack of consensus among national anesthesia societies on what constitutes best practice in specific situations brings into question whether a universally applicable gold standard for difficult airway management can, or should, exist.

This lack of agreement on clinical best practices makes the inherently difficult job of intubating DTI patients even harder. Further complicating clinical decisions about difficult airway management practices is that as video laryngoscopy becomes the primarily modality of choice, clinicians who intubate patients only occasionally or who have less experience with fiberoptic intubation and direct laryngoscopy become less comfortable using them.

Drs. Loskove, Maccioli and Blomberg emphasize the need to provide anesthesiologists and other clinicians who might need to intubate DTI patients with better and more consistent guidance that helps them make good judgment calls about the optimal modality for a specific application or case, as well as more helpful guidance on when it might be advisable to change to an alternative modality in the event of complications. The authors also stress the importance of helping anesthesiologists maintain or develop their level of comfort using conventional laryngoscopes, so that they maintain a complete and comprehensive set of laryngoscopy modalities in their DTI tool kits and are comfortable switching from video laryngoscopy to fiberoptic intubation or direct laryngoscopy if the technology fails them.

The article concludes with a discussion of the importance of optimizing and implementing system-wide protocols, such as the extremely successful difficult-to-intubate protocol that Dr. Loskove installed throughout the Memorial Healthcare System (MHS).

Read more about the perspectives of these renowned anesthesiologists and physician leaders in their Anesthesiology News article, The Shift Toward Video Laryngoscopy: The Good, the Bad, and the Future.

15 August 2016

Six Physician Communication Strategies to Increase Patient Engagement and Improve Outcomes

Effective physician-patient communication that builds trust and a shared sense of responsibility for the patient’s care is an increasingly important skill for physicians. Doctors whose communication fosters patient engagement has been linked to a wide range of benefits, from increased patient satisfaction, trust and higher quality of care to better patient adherence to treatment and improved physical outcomes. Communication skills are especially important in a hospital setting, which patients often perceive as more impersonal than a visit to their primary care physician’s office.

The challenge is that while the need to involve patients in decisions about their own care continues to grow in importance, the current health care environment – including shorter hospital stays, more complex medical care and a drive for efficiency – makes it harder to achieved good communication among providers, patients and family members.

The Negative Effects of Poor Physician Communication on Patient Experiences … and Outcomes

A 2015 study published in PLOS ONE synthesized qualitative studies exploring patients’ experiences in communicating with a primary care physician to identify the determinants of positive and negative experiences in physician-patient communication and their subsequent outcomes. It found that, overall, primary care physicians’ communications create more negative than positive patient experiences. Patients report that physicians usually lead consultations and sometimes in a paternalistic manner – deciding on the treatment plan without engaging the patient in a conversation about care decisions, asking too few questions or too many closed-ended question, and rushing through explanations of the patients’ illnesses while using complicated, unfamiliar medical jargon. Doctors often orient conversations toward physical symptoms without leaving room to discuss psychosocial aspects related to the condition. As a result, patients say they feel powerless, vulnerable and intimidated and, therefore, less likely to engage in their own care decisions by asking questions or volunteering psychosocial or other information that might affect their diagnosis or treatment. Those who attempt to address psychosocial issues proactively report being dismissed.

Patients say these negative experiences leave them feeling not only helpless, frustrated, unheard and unrecognized but also unmotivated to comply with their treatment plans.

While this study focused specifically on primary care doctors, these problems can be exacerbated in a hospital setting, where a physician-patient relationship may not have been established.

Communication Skills That Promote Patient Engagement

Patients also shared the communication-related skills they value most in physicians:

  • Empathy.
  • Careful listening.
  • An open mind.
  • Friendliness.
  • Compassion.
  • A genuine interest in the patient.
  • Attentiveness.
  • Willingness to ask questions and initiate conversations.
  • Investing time and effort to educate patients and make sure they understand the illness.

These skills are key to fostering collaborative, two-way communication and building trust and mutual respect – things that can provide important contextual information and enable doctors to do a better job of tailoring care and fostering patient engagement.

Cultural Barriers to Effective Communication

Ultimately, whether patients experience a physician’s communication with them as positive or negative is heavily influenced by the context of a patient’s individual background and values. Some of the ethnic minority patients report experiencing additional communication difficulties resulting from language barriers, discrimination, differences in values and beliefs, and acculturation-related issues.

The study offers several examples of how acculturation affects physician-patient communication. One such example is that Hispanic migrants to the U.S. say they need to develop a warm relationship with their physicians before they feel safe sharing private information, while U.S.-born Hispanics attach less importance to developing warm relationships with their doctors because they appear to understand that the physician’s primary role in this country is to heal.

Interestingly, patients who need to consult with informal interpreters during medical visits say those consultations make them feel embarrassed, guilty and uncomfortable. And, not surprisingly, the presence of an informal interpreter not only inhibits patients from discussing sensitive or mental health topics but also makes disclosing intimate information difficult or impossible.

Six Ways to Improve Physician-Patient Communication and Engagement

Solicit Relevant Psychosocial Contexts

Encourage patients to talk about psychosocial factors that might be related to their condition. Try to provide a nonjudgmental atmosphere to help make them comfortable talking about difficult personal issues.

Tailor Communications to Cultural Contexts

Develop a cultural awareness and understanding of the populations you serve and tailor communications appropriately to each patient’s cultural, values- and beliefs-based context to avoid inadvertently giving offense or causing mistrust.

Educate Patients on Care Best Practices

In a recent article in MedPage Today, Dr. Catherine Polera, chief medical officer for Sheridan’s Emergency Medicine division, describes how she uses effective communicate to bridge gaps in patient expectations. For example, patients who are diagnosed with bronchitis often expect a prescription for antibiotics, yet acute bronchitis is usually viral and, therefore, usually should not be treated with antibiotics. She finds that explaining the reason for her decision not to prescribe an antibiotic in that situation, using easy to understand language and showing patients evidence that supports her decision – using online sources they trust – helps educate patients and increase their satisfaction with the care she provides.

Educate Patients About Responsible Antibiotic Stewardship

This is also an opportunity to educate patients not only on their diagnosis but also on the evolution of antibiotic-resistant superbugs and the importance of responsible antibiotic stewardship on the part of both doctors and patients to slow that evolution.

Provide Compassionate, Personalized Care and Reassurance

A great example is radiologists Dr. Lynda Frye and Dr. Orna Hadar at the Jupiter Medical Center’s Margaret W. Niedland Breast Center, who understand that breast cancer screening is often an intimate, stressful experience for patients. To engage patients in their own care, both these physicians build patient relationships based on honest communication and trust, providing timely information and reassurance during what can be a frightening time. They read mammogram imaging immediately and discuss the results with patients. They thereby connect directly with patients and eliminate the dreaded callback to inform patients that they need to take more images. If more images or biopsies are necessary, Dr. Frye and Dr. Hadar will order them at that appointment. Additionally, they insist on delivering news to patients themselves to demonstrate their total commitment to the patient. Their compassionate, personalized care builds trust and encourages their patients to return for annual breast cancer screenings.

Provide Online Information Resources to Educate Patients and Set Expectations

Providing easily accessible, curated, topic-specific information can help reduce patients’ anxiety and properly set their expectations about medical conditions, recommended treatments and upcoming procedures. A good example of the latter is Sheridan’s Anesthesia Patient Education Portal, which not only explains the different types of anesthesia, the roles of anesthesia care team members, and what patients should expect before, during and after surgery, but also provides guidance on the types of questions patients may want to ask the anesthesiologist during the preoperative evaluation. Setting expectations, particularly around pain management, also can have a positive impact on patient experience and satisfaction

9 August 2016

Technology Innovations That Will Transform the Future of Radiology

Advances in technology over the past two decades, from PACS systems to voice recognition software, have enabled significant improvements to efficiency and, in turn, patient care in the field of radiology. New technology promises to fundamentally change the practice of radiology, thanks in part to IBM’s recently formed Watson Health medical imaging collaborative. In a new article in Healthcare Tech Outlook, Dr. Glenn Kaplan, Sheridan Healthcare’s VP of Offsite Radiology Services, talks about how Sheridan and other members of this collaborative are working to leverage Watson’s sophisticated cognitive computing and cognitive imaging capabilities to help make radiologists better diagnosticians and physicians.

It’s common for referring physicians to provide radiologists with very minimal patient information on the order sheets, which often are missing relevant information that can affect the accuracy of the readings. This problem is frequently exacerbated by a lack access to that information because of system interoperability issues. But those issues could become irrelevant in the foreseeable future, thanks to the work of the new IBM Watson medical imaging collaborative. Watson is “a technology platform that uses natural language processing and machine learning to reveal insights from large amounts of unstructured data.” Members in the collaborative plan to make the most of its unparalleled cognitive computing capabilities, training it to help doctors provide more patient-specific care as it creates a continually growing knowledge base that can be used to improve care for broader patient populations as well as individuals.

One of the initiatives will be training Watson to detect abnormalities in radiology images, including things like subtle fractures that even a very experienced radiologist might easily miss and that could have major implications for the patient’s health, quality of life, and even life expectancy. Another is teaching Watson to prioritize cases that require emergent care. Ultimately, the partners hope to help Watson learn to understand and extract insights from X-rays, CT scans, MRIs and a variety of other unstructured imaging data, combine those insights with patient and clinical data from a broad range of other sources, and pull together the most relevant information for each case to help doctors make more effective and more individualized care decisions for their patients.

Learn more about the exciting work of the IBM Watson Health medical imaging collaborative that will pave the way for a new era of personalized patient care in Dr. Kaplan’s article “Technology Innovations That Will Transform Radiology and Patient Care.”

2 August 2016

Better Pain Control Halves Length of Stay for Westside Regional’s Joint Replacement Surgery Patients

Jonathan Katz MD, a Sheridan Regional Medical Director and Chief of Anesthesiology at Westside Regional Medical Center in Broward County, Florida, and Eric Schiffman, MD, a board-certified orthopedic surgeon and fellowship-trained hip and knee replacement specialist, are the featured guests on a new episode of Dateline Health, a television show produced by Nova Southeastern University (NSU). Drs. Katz and Schiffman spoke with Fred Lippman, R.PH., Ed.D., NSU’s Chancellor of the Health Professions Division and the host of the show, about their extremely successful rapid recovery pathway at Westside Regional, which has significantly improved post-operative pain management and cut the average hospital stay for orthopedic surgery patients in half.

When Dr. Katz first arrived at Westside Regional about eight years ago, he identified opportunities to further improve the hospital’s already robust orthopedic joint replacement program. Back then, “total joint replacement was a tough operation. Patients would be in the hospital for five to seven days,” explains Dr. Katz. “Pain management was one of the major issues,” he says, because the pain medications used at the time had a number of side effects including nausea, vomiting and delirium that prevented patients from going home.

Dr. Schiffman made some recommendations that Dr. Katz discussed with the hospital’s team of orthopedic surgeons, whose collaboration was an important part of the new pathway’s success. Adaptations to the practice were made based on the best available evidence in the relevant medical literature. Then, they looked at ways to improve the experience of patients undergoing joint replacement surgery. Instead of looking at how patients were doing immediately following the operation, the doctors took a more comprehensive look at the entire patient experience and how it could be improved.

Together, they developed a start-to-finish pathway that begins three to four weeks prior to the scheduled surgery, when there is a discussion with the patient to set appropriate expectations and explain his or her role and responsibilities (with regard to pain management, physical therapy, rehab, etc.) in making their overall experience, recovery and outcome as positive as possible. The pathway includes the use of a multi-modal technique throughout the process, beginning with preemptive analgesia that includes medications given to patients in a preoperative holding area as well as nerve blocks administered by an anesthesiologist. At the time of surgery, Dr. Schiffman administers a non-narcotic, anesthetic “cocktail” around the surgical site that combines different medications to help control the pain, reduce blood loss and decrease inflammation.” Post-operative pain is managed effectively with minimal amounts of narcotics.

Dr. Schiffman, who hasn’t used a pain pump in five years, says improvements to the pain management process have dramatically enhanced recovery times and patient’s overall experiences with joint replacement surgery. Patients who had previous joint replacement surgeries are “shocked” by how little pain they have the next day and how quickly they are able to leave the hospital and return home.

Standardization and consistency are key aspects of the process at Westside Regional Medical Center, where joint replacement surgery patients now typically go home in three days or less. And bilateral hip surgeries are now an option, thanks to the hospital’s approach that makes it easier for patients to get around independently immediately after the surgery.

To learn more about these and other innovations in joint replacement surgery at Westside Regional, watch the entire interview with Drs. Katz and Schiffman.

28 July 2016

Drs. Drozdow and Sell Honored by Florida Society of Anesthesiologists

The Florida Society of Anesthesiologists selected Sheridan’s Chief Clinical Officer, Gilbert Drozdow, M.D., M.B.A., and Brence Sell, M.D., a Sheridan anesthesiologist who sits on the FSA’s board, to receive awards at the FSA’s 2016 annual meeting at The Breakers in Palm Beach, Florida, that took place June 10–12.

Dr. Drozdow was honored with the Florida Society of Anesthesiologists’ highest award, the Distinguished Service Award. This award is the highest tribute the Society can pay to an FSA member for outstanding clinical, educational or scientific achievement, contribution to the specialty and exemplary service to the Society.

Dr. Drozdow joined Sheridan in 1987 as an associate clinical anesthesiologist and has been a director since 1991. After the company’s major reorganization in 1994, he served as Senior Vice President, President of the Anesthesiology Division and then Executive Vice President for the company. Dr. Drozdow holds a Bachelor of Arts degree in Biology from Brandeis University and received his medical degree from the New York University School of Medicine in 1983. Before completing his residency in anesthesiology and fellowship in cardiovascular anesthesiology at New York University Medical Center/Bellevue Hospital in 1987, he also completed a fellowship in pain management at the University of California Los Angeles Medical Center in 1986. Dr. Drozdow continued his education at the University of Miami School of Business Administration, earning a Master of Business Administration (MBA) degree in 1996. He continues to maintain his Board Certification in Anesthesiology.

Dr. Sell was the first recipient of the society’s new Presidential Engagement Award, created to recognize a physician anesthesiologist who is an “unsung hero,” making a tirelessly commitment to the profession without asking for anything in return.

Dr. Sell, who is also a clinical assistant professor at Florida State University College of Medicine, is the only anesthesiologist in North America who is Board Certified by the American Board of Anesthesiology, the National Board of Echocardiography and the American Board of Neurophysiologic Monitoring. He graduated from the Emory University School of Medicine and completed his residency training in Anesthesiology at Water Reed Army Medical Center. He subsequently completed a fellowship in Neurosurgical Anesthesia at Johns Hopkins Hospital and then served on active duty in the U.S. Army. Following his military service, Dr. Sell has been in private practice as an anesthesiologist in Florida.

Please join us in congratulating Drs. Drozdow and Sell on being chosen by the FSA to receive these prestigious awards!

27 July 2016

The Challenges of Staffing a Rural Hospital Successfully

Population health management is a challenging proposition in any location, but especially so in rural areas, which comprise nearly 20 percent of the U.S. population and more than 95 percent of the country’s land. Health care resources are more limited and the population is more spread out than in urban settings. The patient base at rural and nonurban hospitals also tends to be smaller, older, poorer, and less healthy than that of urban hospitals, which means there is little opportunity to mitigate financial risk. The inability to take advantage of the economies of scale enjoyed by urban healthcare systems affords little opportunity for cost reduction. Add in shrinking Medicare reimbursements, and it becomes hard for a rural hospital to keep its head above water.

Financial constraints often require rural clinicians to provide specialty care outside their primary areas of expertise. Obstetrics, for example, is an expensive and usually money-losing proposition for rural hospitals. According to a study in the Journal of Rural Health, hospitals with fewer than 240 births per year were more likely to have family physicians and general surgeons (rather than obstetricians or midwives) attending deliveries. Having physicians flex like this can result in trade-offs in quality and safety.

Insufficient staffing scenarios that broaden and increase rural physician’s responsibilities make their jobs even more demanding and stressful. Hospitals that don’t give their physicians ongoing appreciation and recognition risk losing these crucial resources.

If these challenges sound familiar, here are some strategies to consider:

  • Provide education on chronic disease prevention and self-management. This can help improve population health and smooth out demand for its limited resources. Consider participating in the National Council on Aging’s Better Choices, Better Health® programs, which are available to participating organizations both as workshops and online.
  • Join forces with other hospitals. Jane Bolin, BSN, JD, PhD, senior editor of Rural Healthy People 2020 and director of the Southwest Rural Health Research Center at Texas A&M University, said in an article in HealthLeaders magazine that “Dire financial straits have prompted many rural and nonurban hospitals to surrender some of their cherished independence in exchange for affiliations that provide economies of scale and access to capital and services.” Many rural hospitals find it more efficient to collaborate with external organizations to provide a broader range of services via referral. The partner hospitals can then distribute Medicare reimbursements to everyone who participates.
  • Use LEAN principles to improve physician alignment and engagement and streamline business processes. The Kaizen business process improvement methodology is a core aspect of Sheridan’s management philosophy. Our partner hospitals have seen dramatic improvements in physician engagement, quality of care, speed and productivity after holding Kaizen events to collaboratively identify and implement successful solutions to challenges such as high cancellation rates for anesthesiology, excessive admittance delays and long IV-tPA cycle times.
  • Engage a performance-driven physician services provider to achieve economies of scale and deliver more effective and cost-efficient care. A professional physician services provider can help you reduce waste and overutilization, improve the quality of care and efficiency of its delivery, and help bring physicians into alignment with your value-based health care strategy. Sheridan provides staffing, performance-driven management and best-practice processes for our partner hospitals' key departments and practices, including Emergency Medicine and Critical Care, Anesthesiology, Radiology, OBGYN, Neonatology, Perinatology and Pain Management.

If you’re interested in finding out how Sheridan can help you overcome the staffing challenges at your hospital, learn more about our cost-effective, industry-leading health care solutions that include physician staffing, LEAN-based process improvement and infrastructure support. 

21 July 2016

Key Considerations for Performing Outpatient Total Joint Replacements at Ambulatory Surgery Centers

According to a recent article in Becker’s ASC Review, orthopedic procedures, especially, total knee and hip replacement surgeries, are among the most popular surgical services performed at ambulatory surgery centers (ASCs). The publication interviewed Sheridan anesthesiologist Cameron Howard, M.D., who described some of the key considerations in doing these types of procedures as outpatient surgeries successfully.

Dr. Howard explained that although it is much more cost-effective to do these procedures on an outpatient basis, it is desirable for some patients – e.g., middle aged, non-obese, with no significant medical problems – but not for all. For example, an inpatient setting may be preferable for patients who are morbidly obese, brittle diabetics and patients with cognitive decline.

The other key consideration is whether the family has a support system in place, “with family or friends to help them with ambulating, transferring and transporting them to outpatient rehab,” Dr. Howard said. Inpatient surgery may also be a better option for patients who don’t have that type of support system.

Dr. Howard also said that a comprehensive program that includes extensive preoperative training is required for successful outpatient total joint surgeries. Patients need understand that they will have some pain, and must be educated about the complication risks related to joint replacements.

He also discussed the role of anesthesia and pain management in outpatient joint replacement.

Read more about Dr. Howard’s views on this topic in the Becker’s ASC Review article, “Outpatient TJR rests on these 2 pillars — Sheridan's Dr. Cameron Howard weighs in.”

19 July 2016

Sheridan Helps NICU Boost Average Daily Census 600%

Penrose-St. Francis Health Services is a full-service, 522-bed acute care facility in Colorado Springs that includes Penrose Hospital and St. Francis Medical Center. Healthgrades has named Penrose-St. Francis one of “America’s 50 Best Hospitals” for nine years in a row (2008 - 2016).

About 10 years ago, Penrose-St. Francis wanted to upgrade the level II NICU at the 522-bed, not-for-profit St. Francis Medical Center facility to a higher-level unit that would provide expanded neonatal services to the Colorado Springs community. They also wanted to build their reputation among sister hospitals in the Centura Health system and also in the local market, which included two other highly respected and established hospitals. Mark Hartman, St. Francis Medical Center’s chief administrative officer, explained, “We were in a much smaller facility at the time and wanting to improve what we were doing from a NICU point of care perspective. We didn’t like seeing transfers out of our system and thought we could do more.”

Sheridan helped Penrose-St. Francis establish a successful NICU strategy based on providing high-quality, high-level neonatology services and a commitment to the local community, including relationship-building initiatives with other prominent area hospitals and local non-profits including Colorado-based Project Newborn Hope, which raises money for funding NICU projects to support at-risk mother and infant programs. Sheridan recruited two dedicated neonatologists, collaborated on program development and helped Penrose-St. Francis upgrade its NICU to Level IIIA care. St. Francis Medical Center adopted our proprietary PremiEHR™ web-based neonatal EHR system that gives physicians real-time information on neonatal patients and allows doctors to record consistent, searchable notes. Sheridan also helped St. Francis add a Maternal-Fetal Medicine (MFM) program for high-risk maternity care as well as 25 private neonatal bays.

By improving the hospital’s level of care, Sheridan expanded Penrose-St. Francis Health Services’ reputation in the community and with neighboring Centura Health facilities, and cultivated strong relationships with other area hospitals. The quality of NICU services attracted sister facilities and retained patients within the Centura Health system of hospitals.

As of mid-July this year, the NICU hadn’t had a central line infection in 486 days. The gestational age of the babies they care for has been pushed from 28 weeks and older to around 23 weeks. And the original average daily census of five babies, which more than doubled in the first four years, is now nearly 30 – six times the original ADC.

Mr. Hartman and Sheridan doctors talk more about how Sheridan Women’s and Children’s Services has worked with Penrose-St. Francis to achieve its goals. 


14 July 2016

Jupiter Medical Center Radiologists Build Patient Trust to Improve the Mammography Experience

For many physicians, radiology is an impersonal specialty. Many radiologists read diagnostic imaging but never interact with patients. Orna Hadar, M.D., a mammography specialist at the Margaret W. Niedland Breast Center at Sheridan partner hospital Jupiter Medical Center in Jupiter, Florida, and Lynda Frye., M.D., Jupiter’s Medical Director of Breast Imaging, take a very different approach. They know the screening process can be terrifying and that for many patients, “having their mammogram is a completely anonymous experience. We want to change that,” said Dr. Hadar. Both doctors find tremendous satisfaction in helping their patients through the experience. “It’s such a scary time for somebody, so to be able to offer some support even just through my guidance and diagnosing … it’s just special for me,” Frye said.

Drs. Frye and Hadar develop meaningful relationships with their patients, and each assures her patients that their well-being is her top priority. These doctors know that it is important to many women that they receive news—whether good or bad—from a physician whom they see regularly, know and trust. They also know that the uncertainty a patient feels while waiting for the results is one of the most stressful aspects of a mammogram visit. So they insist on reading images immediately and bringing in the patient to discuss them. This not only allows patients to associate a trusted face with the diagnosis, it also avoids the need for them to return for another visit if further testing is needed. If additional images or biopsies are needed based on the initial reading, the radiologist will take them during the same appointment.

Not surprisingly, these doctors have a loyal following. In fact, Dr. Hadar, who previously practiced in New York City, has many New York-based patients who routinely travel to South Florida to see her for their annual breast imaging.

By developing trusted doctor-patient relationships, reducing the stress of breast cancer screenings and removing the inconvenience of callbacks for additional images or tests, Drs. Frye and Hadar encourage their patients to have mammograms on a regular basis. They are leading by example, providing a strong model for radiologists to deliver better care, improve efficiency (by eliminating the need for callbacks) and encourage patients to get regular screenings that can identify indicators of cancer early and enable more timely treatment and better outcomes.

11 July 2016

Engaging Physicians Collaboratively to Innovate Emergency Medicine

In today’s value-based care environment, healthcare providers are feeling the urgency of finding better ways to improve their processes and communications.   The problems caused by inefficient processes and poor communication are magnified exponentially in emergency departments (EDs) because of the high patient volume and high proportion of patients needing urgent care.  Sheridan physicians have already implemented innovative ED process and communication improvements that have improved patient care, cleared ED bottlenecks, dramatically lowered “left before being seen” rates and increased patient satisfaction. In 2015, the organization launched an annual Innovate Emergency Medicine (iEM) conference to bring Sheridan physicians together to share best practices throughout its partner hospitals and to engage doctors collaboratively to explore further innovation in emergency medicine. 

At the second annual iEM Conference on April 14, Sheridan physicians from across the U.S. came together to share their individual perspectives on ED practices and the results of process improvements, learn from their colleagues’ experiences, discuss how best to apply or adapt others’ best practices within their own environments, and explore and refine ideas for innovative process improvements.

The conference succeeded in engaging and inspiring participants as they collaborated on new ways to tackle important challenges, including improvements to clinical quality, patient communications and satisfaction, physician satisfaction and throughput. Since every ED is different, the participants focused on developing broad strategies that can be adapted to the context of each ED. The conference also provided an opportunity for a more strategic group discussion of how best to prepare Sheridan’s Emergency Medicine division for the future.

Some of the organizers and participants share their thoughts on the Sheridan iEM conference in the following video.