Issue link: https://beckershealthcare.uberflip.com/i/717576
38 INTEGRATION STRATEGY We Asked 13 Physicians What They Really Think of Their Hospital By Mackenzie Bean, Morgan Haefner, Emily Rappleye, Alyssa Rege and Tamara Rosin T he hospital-physician relationship is a delicate dance. If one steps on the other's toes, it can make or break success — particularly in an era of reform that calls for ever-closer collaboration. To learn more about what helps or hurts alignment, we asked 13 physi- cians for their unfiltered opinions about their hospitals and CEOs. Editor's Note: Physician and organization names have been kept anony- mous. Responses have been edited lightly for length and style. 1. Anesthesiologist at a 795-bed health system in the Southeast Question: What do you like most about your organization? "We are a physician-led, evidence-based, data-driven organization, with a board and senior executive team that values engagement around quality and safety. It has alignment around ideals that most of us have aspired to from our earliest days in school and training. e system has a great core strategy that resonates with doctors and patients." Q: What do you dislike the most? "e vast proportion of physician compensation is built around pro- ductivity metrics. While satisfying compliance and good business practices, these emphasize delivery of services more than transforma- tion of care. I would like to see the emphasis in compensation shi to value rather than volume." Q: What do you wish the CEO did differently? "Our CEO maintains great balance among the many stakeholders and navigates the cross-currents when opinions don't completely mesh. Some regard this approach as indecisiveness, and physicians in partic- ular can see the pace as too slow compared to medical decision-mak- ing they are accustomed to in the field. Allowing time for resolution can be very effective." 2. Cardiologist at a 300-bed hospital in the Midwest Q: What do you like most about your organization? "I like that it's on the smaller side. e hospital has the ability to be more personable than the big universities. ey [administrators] are supportive of new and upcoming technology for the doctors to use." Q: What do you dislike the most? "Sometimes the administration gets lost in what's involved in day-to-day patient care. ey don't understand what people on the frontlines are doing — they don't see the small things we do on a daily basis. Leadership also needs to find a way to be more involved in making sure there is enough staff and making sure they are doing enough to keep the staff happy." Q: What do you wish the CEO did differently? "I would like [him/her] to have a more clear understanding of what's involved in taking care of patients every day. e CEO could do more rounds, but the problem is when the CEO walks around, everyone is sure to act ship-shape. But sometimes we have just one nurse for 12 patients — there's not enough staff. ere isn't enough help for the acuity of care." Additional comment "Healthcare has become much more complicated in terms of deliver- ing quality care while containing costs and supporting the future and technology that's out there. e government is making it harder for doctors and hospitals to function with all of the ever-changing rules, and ultimately this can be detrimental to the patient." 3. Surgeon at a 260-bed hospital in the South- west Q: What do you like most about your organization? "I like the history of the institution." Q: What do you dislike the most? "Unfortunately, despite its inspiring history, things at the organi- zation have really deteriorated in the last few years. Once upon a time, it was an integrated system. It included a hospital, health plan, physician group, labs, pharmacy — everything. It was a one- stop shop for patients. Now, there is no more health plan. The lab- oratories are owned by some other company, the pharmacies are owned by another company. Across the country many of the big hospitals are trying to become more and more integrated, while this hospital is beginning to spin off all of its components. Before, patient care was stellar. Now it is quite fractured, and this makes it more challenging for the patient. e second part is it is a for-profit system, so unfortunately the focus on profit diverges from the more central focus that I or another cli- nician would have — on the patient. Every hospital says they are all about patient care, but hospitals practice and subscribe to this pledge to varying degrees." Q: What do you wish the CEO did differently? "I wish they would renew the focus on integrating patient care and make it easier for patients to get the care they need. While they are in the business of making a profit, I wish there were a more sincere and genuine drive — not just a theoretical focus — on patients other than for advertising purposes." Additional comment "You hear from patients that healthcare is becoming more expensive. It's also becoming harder to access, and I'm afraid it's losing its hu- man touch for compassionate care. Once upon a time, healthcare was a mission. Now it is beginning to truly look like a business enterprise." 4. Anesthesiologist at a 200-bed hospital in the Southeast Q: What do you like most about your organization? "I work at a close-knit community organization where everybody knows everybody. Patients receive very personalized care in a friendly