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28 January 2015

Emergency Department Burnout: The Right Leaders with the Right Tools

More than 50 percent of ED doctors suffer from burnout at some point in their career. Burnout is particularly acute in this specialty: emergency medicine and critical care specialists suffer burnout at a 16 percent higher rate than the next highest specialty (family medicine), according to a 2013 Medscape Medical News study. The problem is made even more difficult by the widespread labor shortage in the emergency medicine market, which is expected to last for at least the next few decades.

In the face of these challenges, how can hospitals maintain a stable ED team and ultimately deliver better patient outcomes and experiences? While there is no silver bullet to solve this problem, one option is to provide ED physicians with resources that help them perform more efficiently and – in some cases – even report higher job satisfaction.

ED Physician Tools and Resources

Sheridan’s ED Physician Portal provides resources to address some of the concurrent issues that lead to burnout. The stressors that cause physician burnout can be sorted into two primary types: practical and emotional. Practical stressors are clear steps in a process that lead to dissatisfaction. The Medscape study lists several of them in its top 10 causes of burnout: “Too many bureaucratic tasks,” “Too many hours at work,” and “Income not high enough.” Emotional stressors are oftentimes vague and are usually more about empowering the individual than changing an ED process. Medscape lists “Feeling like just a cog in the wheel” as their #3 cause of burnout, for example.

Sheridan Emergency Medicine offers several resources to address both stressor types and can help the broader organization identify the best ways to serve its emergency medicine physicians:

  • The Emergency Medicine Practice Support Team link connects Sheridan’s local ED physicians to Sheridan’s national Emergency Medicine Leadership and Support Service teams, which includes Sheridan’s Kaizen, Operations and Clinical Quality teams. Sheridan’s Clinical and Operations leadership teams are always accessible to provide guidance and support to our Clinical Chiefs and clinicians. Likewise, the Suggestion Box allows ED physicians to air their concerns and be sure that Sheridan’s Emergency Medicine Leadership will see them.
  • Sheridan’s Leadership Development Program enables leaders at all levels to grow and enhance their ability to elevate the overall performance of their departments. Educational resources are made available, including programs from The Sullivan Group on risk mitigation, as well as premier education websites and audio series for emergency physicians.
  • ClearPATh ED helps ED physicians execute on efficiency and throughput. This lean workflow streamlines the patient experience and ensures the timely, appropriate evaluation of ED patients.

Preventing burnout among ED staff will be one of the greatest challenges facing hospitals over the next few decades. While a physician portal is by no means a complete solution for burnout, it does offer features that can provide critical support to a much larger physician satisfaction strategy.

21 January 2015

Sheridan Pioneers Anesthesia Care for Pediatric Patients with Autism

Guest post by Dr. Sandra Kaufmann, Chief of Pediatric Anesthesia, Chief of Pediatric Pain, Joe DiMaggio Children's Hospital

According to the CDC, around 1 in 68 American children are affected by autism spectrum disorder — representing a ten-fold increase in prevalence over the last 40 years. It is not surprising that these children, on occasion, will require anesthesia for various procedures and examinations. At Joe DiMaggio Children’s Hospital we have gained extensive experience over the years caring for autistic children, and have developed methodologies that address both the behavioral and metabolic issues that are associated with this disorder. The perioperative needs of a child with autism differ in almost every way from the traditional processes, and our hospital is committed to pioneering procedures and practices that best serve this growing subset of patients.

Preoperative Strategies

At the very onset, we understand that children with autism are challenged by new surroundings and a change in their routines and life patterns. We try to minimize their fears as much as possible by mirroring their routines where possible and trying to make their hospital visit as brief as it reasonably can be. Our autistic patients are usually the first case on the operating room’s schedule to reduce any waiting time. All rooms in the pre-operative area are private and quiet, where the family can stay with the patient. We also have a team of child life specialists, as well as in-house therapy dogs, who are available to provide comfort and entertainment.

Autism Friendly Medical Regime

Choices of medications for autistic patients are determined by their clinical presentations, any concomitant medical issues and the degree of sedation required. We have devised our own Autism Friendly Regime to minimize any ill effects while optimizing the operative experience. This regime begins with an oral medication to reduce stress, calm the patient and provide a degree of amnesia. If necessary, with the assistance of the caretaker, we camouflage this medication in whatever drink the patient is familiar with to make the first step as easy as possible. If the patient refuses the oral medication, we work closely with the family to devise an alternative plan.

Customized Anesthesia Plan

Family apprehensions about the anesthesia plan usually revolve around two issues. The first concerns the intraoperative medications. We make every attempt to avoid polypharmacy, which has been found to be problematic in these children. Specific medications thought to be detrimental to children with associated mitochondrial disorders are clearly avoided. The second concern is always the IV. This is placed once the child is asleep, and it is extremely well secured. It is also removed earlier than usual in the recovery room to minimize undue anxiety.

In essence, the anesthesia team at Joe DiMaggio is very conscious of the fact that our autistic patients require special care. Every child is different, and our flexibility and creativity are the cornerstones of ensuring that all of our patients receive the best treatment possible.

16 January 2015

Emergency Medicine’s Changing Role

In today’s healthcare landscape, it could be argued that “emergency department” is a misnomer for the typical ED. Emergencies happen, but the majority of patients come into the emergency department for more minor issues, or even just to be admitted to a department deeper within the hospital. In many hospitals, 60-80 percent of admitted patients come in through the emergency room, compared to 30-50 percent in decades past. Since more people are using this place as the point of entry to a hospital, patient satisfaction scores—and thus revenue—will increasingly depend on the patient experience in the emergency department.

Reasons for Emergency Medicine’s Changing Role

Though busy emergency rooms are often attributed to a large population of uninsured patients, a shift in how patients are diagnosed is also a contributing factor. Diagnostic technology has improved tremendously over the past few decades, and this quality improvement has been accompanied by increased cost. These costs are primarily a concern for Primary Care Physicians (PCPs): in cases where diagnostic tools are relatively cheap and low-tech, a private PCP can perform many of the same diagnostic procedures as the staff within the emergency department with a minimal investment in tools and instruments. But in cases where more expensive diagnostic devices are necessary – an MRI scanner, for example – achieving the same diagnostic sensitivity as an emergency department is cost prohibitive for PCPs. In effect, increased instrument costs have made it impossible for PCPs to achieve the sensitivity necessary to provide maximally accurate and legally defensible diagnoses for patients that present with certain symptoms.

Emergency departments, which have much more diagnostic and financial resources than private PCPs, have picked up the slack. Many now function as a sort of “rapid diagnosis and treatment center” – they serve, for all intents and purposes, as the general intake department for their hospital. The significant uninsured population, in concert with the continuing advancement of diagnostic technology, ensures that this trend will continue for years to come.

Prioritizing Patient Experience

The emergency department has become the starting point for diagnosis and care for emergency and non-critical patients alike. It has also become a patient’s first impression of his or her hospital experience. As Dr. Richard Petrik of Sheridan partner Ocala Regional Medical Center puts it: “If patients don’t have a good experience in the ER, they’re primed not to have a good experience on the inpatient side.”

The obvious metric influencing a patient’s experience in the emergency room is wait time. As patient volume increases, hospitals should evaluate their processes to identify any opportunities to cut down on door-to-provider times. Another area with room for improvement, says Dr. Petrik, is the communication between PCPs and ED physicians. As more primary care doctors send patients to the emergency room for further testing and evaluation, Dr. Petrik explains, a patient’s quality of care and time spent here can be greatly improved if the PCPs effectively communicate what they have learned in their initial meeting with a patient and what they had in mind when sending the patient to the emergency room. Better communication facilitates better care and ensures that a patient’s time isn’t wasted while emergency medicine physicians collect the same information the PCP already gleaned.

Small process changes can make a big difference in the patient experience, and increased patient volume means that these small improvements can quickly snowball into large benefits. As long as the emergency department continues to act as the “front door of the hospital,” making these shifts to better the patient experience will be of critical importance.

5 January 2015

How Leadership Drives ED Efficiency: Physician Teams Benefit from Communication Practice Drills

It’s hard to believe, but many errors in the emergency department come as a result of communication errors, not technical errors. Effective communication is especially critical in the ED, where time is limited and pressure is heightened. By instituting regular “practices” for their teams, physician leaders in the ED can drastically improve the quality of communication and decrease the number of errors.

Practice, Practice, Practice

Sports teams undoubtedly benefit from hours of daily practice in their preparation for actual games. At Baptist Hospital of Miami, Dr. David Mishkin began leading practice drills in the ED to drive communication improvements between nurses and physicians. He created high-pressure simulations in which his teams could practice clear, effective communication influenced by crisis resource management principles like standard communication scripts, checklists and mandatory debriefings. The simulations generally involve straightforward medical diagnoses but focus on the communication issues that may arise in stressful scenarios. Dr. Mishkin noticed a dramatic improvement in his team after just 3-4 hours of practice. Not only did the quality of communication improve, but so did the collaboration and general comfort level between team members.

Simulation-Based Team Training

The healthcare industry has long acknowledged that teamwork is critical to the quality and safety of patient care, and that teamwork is improved through team training. The Journal of Emergencies, Trauma, and Shock published a study in 2010 about the benefits of one specific type of team training, Simulation-Based Team Training (SBTT). As the study explains, simulation is effective because it “provides a safe, yet realistic mechanism for developing and fine tuning skills without serious consequential risk.” Traditional team training methods (e.g., presentations and lectures) do not allow for engaged practice amongst learners and do not mimic the pressure that real-life situations induce.

Physicians are the captains of their teams in the emergency department. As leaders, it is up to them to improve the quality of communication and ensure that their teams are prepared to execute efficiently when real high-pressure situations test their teamwork.

5 December 2014

Sheridan Leaders: Ken Colaric, M.D.

At Sheridan, our commitment to the personal and professional development of our clinical providers has been the cornerstone of our growth. We believe that strong leadership drives efficiency, quality and safety in the hospitals we serve.

To ensure our healthcare providers have the resources and support they need to develop into true leaders, Sheridan created the Sheridan Leadership Academy, a comprehensive program that provides development, training and education to our clinical leaders to equip them with the knowledge they require in their daily responsibilities, empower those who have natural leadership skills, and assist them in evolving into true team leaders. All Sheridan medical directors participate in this collaborative environment, which provides tools and training on effective communication, process improvement and other operational topics. Clinical leaders are able to assess and augment their personal leadership styles or learn to refine decision-making expertise. The purpose of this program is to offer a curriculum with a multi-faceted approach to building leadership skills.

Annually, Sheridan’s Leadership Academy gathers at a conference to participate in panels and workshops. At the conference, awards are given to individuals who demonstrate exceptional achievements in the areas of leadership or innovation. This year’s Diamond Award, which honors a Sheridan physician who demonstrates outstanding leadership and commitment to Sheridan Healthcare’s goals and values, was given to Ken Colaric, M.D.

Dr. Colaric is the Director of Emergency Services at Sheridan partner hospital Saint Mary’s Medical Center in Blue Springs, Missouri. Dr. Colaric has been in practice for more than 18 years and has served as the medical director of Saint Mary’s since 2012. He is also the Medical Director for three regional EMS services. Dr. Colaric has improved the staffing, technology, patient flow and a variety of other metrics, making his ED an AHA Stroke and AHA Platinum Chest Pain certified facility and the winner of the 2013 Department of the Year at St. Mary’s. 

Lean Process Improvement

Two years ago, Dr. Colaric facilitated a Kaizen event at Saint Mary’s that drastically modified patient flow through the department. Until that point, Saint Mary’s had been operating in the 50 year-old model of sequential ED care: after registration, a patient would be seen by a triage nurse, go to the waiting room, move to an exam room, be seen by another nurse and then ultimately see a doctor and any specialists. All patients went through this exact process regardless of their acuity. In the 3-day Kaizen event, a team of more than ten ED personnel — from registration clerks and ED techs to radiologists and house supervisors — developed strategies to streamline the care continuum.

The team, led by Dr. Colaric, landed on a new model of parallel care in which medical personnel can treat a patient as soon as they are available, rather than waiting for their turn in the traditional sequence of ED care. In the case of high-acuity patients, all providers assess and treat the patient in concert. The Kaizen team also introduced immediate bedding and bedside registration at Saint Mary’s.

This new model of care has improved nearly every metric of success for the department. Door-to-bed and door-to-doctor times were dramatically reduced, leading to a 30 percent shorter average length of stay for patients. The ED’s “left before being seen” rate was reduced by 88 percent. The Kaizen process allowed all members of the ED team to break out of the silos they previously worked in and collaboratively find areas for process improvement.

Implementation of EHR System

Dr. Colaric has also pioneered the development of Sheridan’s Inspire Quality (IQ) system  for the emergency medicine division. Under his guidance, Saint Mary’s served as a beta test for the new system that helps doctors track quality assurance and quality improvement data. Emergency department QA/QI data, like 72-hour return rates and patient satisfaction scores, are most effective when captured in real time. The IQ system facilitates this data collection and streamlines performance evaluation and the reporting necessary to re-accreditate physicians. The use of the IQ system at Saint Mary’s has been so successful that Sheridan plans to roll out the same technology at its other partner hospitals.

Pre-Hospital Coordination

Additionally, Dr. Colaric has worked to develop strong relationships between Saint Mary’s and the local EMS services. As a medical director for EMS providers, he recognized the importance of prehospital care and worked to extend the arm of Saint Mary’s emergency medicine beyond the ED and into the community to better coordinate care from the moment a patient enters their system. This collaboration with EMS services helped Saint Mary’s receive its stroke and heart attack accreditations.

We congratulate Dr. Colaric for his Diamond Award win and his fantastic work at Saint Mary’s Medical Center!

Click here to learn more about the 2014 Leadership Academy award winners.

1 December 2014

Strategies for Reducing ED “Left Before Being Seen” (LBBS) Incidence

Though the hope is that insurance expansion will encourage patients to seek care from health resources outside of the emergency department, EDs nationwide continue to see overcrowding. Patients who leave without being seen, typically because of long waits, represent the failure of an emergency care system to provide care to those most in need. In this way, reducing “left before being seen” (LBBS) rates should be at the top of an ED’s list of priorities, as high LBBS rates run in opposition to all dimensions of patient-centric healthcare:

  1. High LBBS rates represent a failure to meet the patient community’s medical needs;
  2. Long wait times and failure to receive care damage patient experience and satisfaction; and
  3. LBBS patients whose conditions worsen after leaving usually require more costly care down the line.

One of Sheridan’s partner hospitals struggled with a higher than acceptable LBBS incidence. Growing demand caused the ED to increasingly operate at full capacity, eventually causing the length of time between patient arrival and evaluation to creep to a level that was causing patient dissatisfaction and an increasing LBBS rate.  To solve this problem, they needed to perform a comprehensive audit of ED operations.

After running a three-day, on-site Kaizen event, the hospital’s executive leadership and clinical stakeholders identified two strategies for processing patients more efficiently.

Triage Color-Coding

First, they deployed a color-coded three zone system in the ED waiting room, grouping patients by high, medium or low acuity ailments. This method of organization enabled optimal matching of department resources with patient needs. Low-acuity patients who required minimal resources were directed to a “fast track” area to minimize their time spent in the ER and expedite discharge, improving their experience and freeing up staff to spend time with more critical patients.

Dedicated Triage Team

The second strategy the ED put in place was that, during times of forecasted high demand, a three-member team—comprised of a mid-level ED provider, an ED nurse and a medical technician—was deployed to the triage area. This new triage team could rapidly evaluate patients as they arrived to determine acuity level and initiate certain treatment protocols. Patients with low-acuity conditions had their issues immediately addressed. Patients with illnesses requiring further evaluation were directed to the appropriate color-coded care zone.

Results

Within 90 days of implementing the process improvements, the hospital reduced LBBS occurrences from six percent to less than one percent. The facility also improved on measurements of ED patient satisfaction.

In the current healthcare landscape, ED success and profitability are dependent on efficient throughput, quality care and patient satisfaction. The color-coded zones and team triage approach, identified through a Kaizen evaluation, helped the hospital lower its LBBS incidence and reach all of these critical success factors.

Click here learn more about how the Kaizen continuous improvement philosophy can increase ED efficiency.

18 November 2014

Achieving the Triple Aim, Part 2:  Strategies for Anesthesiology Departments

In our last blog, we discussed the perioperative surgical home (PSH) and why anesthesiologists are well positioned to take on a larger role in the coordination of surgical care, with achieving the “triple aim” as the ultimate goal. Anesthesiologists have always been involved in pre-, intra- and post-surgical activities, so their methodology is already aligned with the PSH approach to surgical care. Additionally, anesthesiologists have the comprehensive medical training and OR experience necessary to participate fully in the planning, execution and recovery phases of the surgery.

The challenge that hospital executives face is finding ways to empower anesthesiologists and physicians to be the agents of change. Fortunately, management frameworks exist that can help achieve this goal. Two powerful and complimentary approaches for improving the perioperative process are Kaizen lean process improvement and a standardized pre-admission testing process.

Kaizen

Japanese for "continuous improvement," Kaizen focuses on continually improving and standardizing processes based on the input of everyone involved in the work itself. Kaizen was first developed in Japanese businesses after WWII by American business experts helping to restore industry in Japan. It was made famous by Toyota and has since been applied to a wide variety of different industries.

Kaizen excels in the clinical setting because it is cross disciplinary, enables rapid implementation of new processes and encourages a culture of continuous improvement.

The methodology makes processes more reliable and less wasteful while encouraging legitimate and meaningful employee involvement. All hospital staff work to identify the biggest time wasters and processes that lead to inefficiencies. These processes are examined and new procedures are tested.

Knowing what you need to do and knowing how to do it are completely different things. One Kaizen tool that can help bridge this gap is value stream mapping (VSM). VSM shows how materials, people, equipment, methodology and measures interact over time to create value in a system. A VSM map is a very powerful way to identify problems and see how time and resources are lost along the path of the work flow. The map turns techs, RNs, physicians and anesthesiologists into process engineers, giving them the tools to drastically reduce time, complexity and errors in each step of a clinical process.

Kaizen promotes using the input of people at all levels of the organization, from the CEO to junior staff. However, special attention should be given to physician involvement, as it is a key factor that influences a protocol’s clinical acceptance and long-term sustainability. A clinical Kaizen team consists of a variety of hospital staff, but without physician buy-in, many Kaizen teams find that their process improvement goals get blocked by physicians who are unwilling to change. Encouraging anesthesiologists to lead a Kaizen initiative in a surgical setting helps improve physician buy-in.

To learn more about how one hospital in South Florida used a multi-specialty team to reduce cancellation rates by 75 percent, read our Kaizen anesthesiology white paper here.

Standardized Pre-Admission Testing Process

Due to Sheridan’s involvement in several Kaizen events around the country, each addressing waste in the pre-admission testing process, Sheridan was able to develop a standardized pre-admission testing process: ClearPATh. ClearPATh is a guided workflow that streamlines the pre-admission testing process and ensures the surgical readiness of patients. The system has been vetted by the perioperative directors at Brigham & Women’s Hospital, a teaching affiliate of Harvard Medical School.

Traditionally, surgical teams order unnecessary pre-op tests and consultations in an effort to prevent cancellations. ClearPATh’s workflow helps anesthesiologists determine a personalized and more refined list of the tests and exams that are necessary to ensure a given patient’s surgical readiness. This tailored approach cuts costs, reduces the patient’s time spent in the doctor’s office, and also avoids false positives, which can lead to costly same-day cancellations. Using a patient questionnaire, ClearPATh collects the patient’s comprehensive medical history and uses that information to offer personalized pre-op recommendations and facilitate scheduling. It also ensures the pre-op plan is communicated to all involved in the surgery. By addressing the needs of all stakeholders—the administration, pre-op department, OR, surgical team, PCPs and patients—ClearPATh facilitates the PSH model of better coordination of surgical care.

While ClearPATh only began in 2013, it is already demonstrating dramatic results. One partner hospital was able to decrease its same-day cancellation rate from 8.7% of surgeries to 3.3% in just one year. This blog post explains how anesthesiologist-driven ClearPATh strategies drove such remarkable results.

Achieving the “triple aim” isn’t easy: it’s extremely difficult to simultaneously improve patient experience, increase patient health and reduce healthcare costs. However, the answer often lies in empowering all staff members—and particularly anesthesiologists—to analyze and improve the day-to-day processes they follow. Kaizen and ClearPATh are two of many solutions to help achieve this, but we believe that they’re among the best options available for making the triple aim possible.

14 November 2014

Achieving the Triple Aim, Part 1:  Anesthesiologists & the Perioperative Surgical Home

In 2007, the Institute for Healthcare Improvement introduced “Triple Aim for Populations,” an approach to optimize health system performance by improving 1) patient experience, 2) patient health and 3) healthcare costs simultaneously.  Over the past few years, the anesthesiology community has honed in on this “triple aim” framework, applying it to surgical processes with an approach called the Perioperative Surgical Home (PSH).

The Triple Aim: Healthcare Quality, Cost and SatisfactionThe Perioperative Surgical Home

The ultimate goal of the PSH model is to better coordinate care through the entire surgical continuum. Operating rooms struggle with a multitude of inefficiencies and expense multipliers stemming from lack of coordination, from duplication of services, clinical variation and medical errors. The PSH approach aims to eliminate these inefficiencies—and achieve the triple aim—through a “patient-centered, physician-led, multidisciplinary and team-based system of coordinated care” (American Society of Anesthesiologists). In the PSH, surgical teams lead patients through a personalized and evidence-based surgical program that mitigates the risk of unnecessary pre-op testing, unforeseen errors or complications, and readmission. As the name implies, PSH-modeled surgery plans are perioperative—they begin at the decision of whether to have surgery, follow the patient through the entire procedure, and continue through the 30 days following the surgery.

This past summer, the American Society of Anesthesiologists (ASA) formed a PSH learning collaborative, in which 41 health care organizations from across the country analyzed the PSH model in an effort to develop a “road map” for other providers to follow. The anesthesiology society’s interest in the PSH model stems from the fact that the system focuses on the interconnectedness of each phase of surgery—a process that anesthesiologists are acutely aware of.

Anesthesiologists at the Helm

Too often, surgical plans are fragmented, with insufficient communication between parties responsible for pre-operative activities, intra-operative care, immediate post-operative care and discharge. Because anesthesiologists already play a role in all of these phases, the PSH provides the opportunity for a natural evolution from the traditional OR anesthesiologist to a perioperative physician.

Though surgeons are often the “face” of the surgical team to a patient, anesthesiologists are uniquely positioned to bridge the gap between providers and play a larger role in the coordination of surgical care. In the planning phases, anesthesiologists have the training and knowledge-base of general health management and comorbidities that surgeons are less focused on. They are also present during the surgery itself, unlike the patient’s primary care physician. Their involvement continues in post-surgery, where anesthesiologists are responsible for much of the pain management and care. Having a consistent point person throughout the surgical continuum improves the patient experience and ensures the care is as efficient and streamlined as possible. The ASA sums it up as follows:

Physician anesthesiologists will be key contributors to the success of the PSH model as experts in preoperative evaluation, optimization of coexisting disease prior to surgery, pain management, and post-anesthesia care. However, current payment structures create barriers to applying this hard-earned knowledge and systems expertise across the continuum of perioperative care. Breaking down these barriers will allow anesthesiologists to work with other physicians and healthcare practitioners during all phases of surgical care, improving safety, quality, and efficiency.

Sheridan Best Practices

Pending the payment model overhaul the ASA advocates for, Sheridan Healthcare has established two anesthesiologist-led processes that work to achieve the triple aim goal and the PSH model. In our next blog post, we will outline the two initiatives—Kaizen lean management and Sheridan’s guided pre-admission testing process ClearPATh—as examples for anesthesiology departments to draw from.

Continue to Achieving the Triple Aim, Part 2: Stratetgies for Anestheiology Departments

30 October 2014

Implementing a blood management program for better quality, cost reduction

The healthcare industry is in flux today, and market pressure continues to drive the demand for a more standardized approach to anesthesia care delivery. Anesthesia leaders who actively manage their ORs and who participate in their hospital’s quality initiatives can succeed in this challenging landscape.

Implementing a standardized blood management program is one hospital initiative that addresses many of today’s challenges, including reduced funds, rising blood costs, and the desire for better clinical outcomes. Blood transfusions are one of the most common procedures occurring in hospitals today, but when it comes to this lifesaving treatment, more is not always better. Transfusions come with a high risk of mortality and other dangerous complications, yet they are managed differently from hospital to hospital across the United States.

“Blood transfusions in heart surgery, or anywhere, are only good for you if you really need it. It’s like a liquid organ transplant. If you don’t absolutely need to have it to save your life, you shouldn’t get it.” — Robert Brooker, M.D., Sheridan Anesthesiologist. 

Due to this, several Sheridan anesthesiologists have taken the lead at their facilities to implement blood management programs. These hospitals and their physician partners are spearheading the efforts, studying the impact, and developing the protocols. Find out what Dr. Brooker had to say about new blood conservation techniques in this interview, and bookmark our Resource Center and sign up to read our upcoming blood management white paper.

21 October 2014

What Hospital CEOs Really Want

Sheridan Healthcare recently participated in a Q&A discussion where hospital CEOs shared with each other their strategies for addressing a myriad of healthcare topics. A key takeaway from the session – CEOs want long-term partnerships that help them reach their growth objectives. These meaningful partnerships must include transparency, collaboration and growth.

Hospital CEOs expressed the importance of transparency on the part of their outsourced service providers, so they are comfortable with hiring practices, compliance procedures, and the performance metrics used as an extension of their hospitals’ departments.

Great partnerships make life easier for hospital CEOs and the right partners truly collaborate with hospitals to develop solutions to challenges. In working with health systems, hospitals and ASCs for decades, Sheridan continually collaborates with its clients to standardize metrics, improve facility performance, develop and apply best practices, and create unique programs like ClearPATh pre-admission testing procedures to promote efficiency.

Many growth goals for hospitals often involve cost savings, OR utilization, patient satisfaction and quality of care, and department physician and staff retention. Sheridan’s physician leaders have spearheaded significant process improvement and cost-saving initiatives at the hospitals in which they work, which have a positive ripple effect of increased quality of care, and satisfaction rates of both physicians and patients.