Bridge Over Troubled Water
Bridge Over Troubled Water
Another way to discover value in running a practice is looking at the business side of the house, says Denice Cora-Bramble, MD, MBA, chief medical officer and executive vice president of Ambulatory & Community Health Services at the Children's National Medical Center in Washington, D.C.
Dr. Bramble says many hospitalists need to understand that while clinical care is what brought them to medicine, their future paychecks depend on recognizing how to provide that care in a way that demonstrates business value.
"When you finish residency, if you have not intentionally sought out those courses or those seminars, you need to recognize that as a blind spot," she says. "You need to fill that toolkit as it relates to the business side of medicine.
"You don't necessarily have to know all the answers, but you need to know the right questions to ask," she says.
Dr. Bramble adds that hospitalist leaders should take advantage of certificate programs, leadership courses, basic budgeting classes, or anything that gives them added education about the economics of healthcare.
"It all comes down to demonstrating your outcomes, demonstrating the value that you bring to that institution," she says. "And with healthcare reform, I think hospitalists are uniquely positioned to be able to partner with other areas of the hospital to look at this value-based approach."
Gary Gammon, MD, FHM, the newly named medical director of the Hospitalist Service at First Health Moore Regional Hospital in Pinehurst, N.C., is doing his part to demonstrate value to his administrators. While his group does multidisciplinary rounds on patients, one of his questions for the pre-course faculty was to make sure that system of rounding is an evidence-based practice. He's also looking for ways to establish more hegemony to his practice to ensure the rounds are effective, regardless of which physicians and others are participating.
The feedback he received was that most people view multidisciplinary rounds as a best practice. Now, Dr. Gammon can feel more authoritative that he and his 32 hospitalists and 12 extenders are practicing HM the way it should be practiced.
"I wanted to hear just what I heard, which is the leaders in the community feel that it's helping, feel that it's the right thing to do, feel that there's objective data," he says. "This is the stuff that makes me say, 'OK, I've got the same problems everybody else has.'"
Demonstrate Value
Another way to discover value in running a practice is looking at the business side of the house, says Denice Cora-Bramble, MD, MBA, chief medical officer and executive vice president of Ambulatory & Community Health Services at the Children's National Medical Center in Washington, D.C.
Dr. Bramble says many hospitalists need to understand that while clinical care is what brought them to medicine, their future paychecks depend on recognizing how to provide that care in a way that demonstrates business value.
"When you finish residency, if you have not intentionally sought out those courses or those seminars, you need to recognize that as a blind spot," she says. "You need to fill that toolkit as it relates to the business side of medicine.
"You don't necessarily have to know all the answers, but you need to know the right questions to ask," she says.
Dr. Bramble adds that hospitalist leaders should take advantage of certificate programs, leadership courses, basic budgeting classes, or anything that gives them added education about the economics of healthcare.
"It all comes down to demonstrating your outcomes, demonstrating the value that you bring to that institution," she says. "And with healthcare reform, I think hospitalists are uniquely positioned to be able to partner with other areas of the hospital to look at this value-based approach."
Gary Gammon, MD, FHM, the newly named medical director of the Hospitalist Service at First Health Moore Regional Hospital in Pinehurst, N.C., is doing his part to demonstrate value to his administrators. While his group does multidisciplinary rounds on patients, one of his questions for the pre-course faculty was to make sure that system of rounding is an evidence-based practice. He's also looking for ways to establish more hegemony to his practice to ensure the rounds are effective, regardless of which physicians and others are participating.
The feedback he received was that most people view multidisciplinary rounds as a best practice. Now, Dr. Gammon can feel more authoritative that he and his 32 hospitalists and 12 extenders are practicing HM the way it should be practiced.
"I wanted to hear just what I heard, which is the leaders in the community feel that it's helping, feel that it's the right thing to do, feel that there's objective data," he says. "This is the stuff that makes me say, 'OK, I've got the same problems everybody else has.'"
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