Our hospital is a large University affiliated teaching hospital which is part of a larger network of hospitals.
In terms of quality, research shows that positive physician engagement benefits overall organizational performance. In our organization we have a high complacency rate with difficulty getting physicians to serve in a leadership capacity promoting and implementing changes in our healthcare delivery that create value and benefit for our patients.
Many of the physicians find a thousand ingenious ways to withhold cooperation from a process that they feel is unnecessary. Even if the process is a regulatory requirement. It has become exponentially more challenging to get physicians sufficiently engaged to contribute to the greater benefit of the hospital system to improve quality and patient safety. some of the challenges include documentation requirements, following standardized protocols when indicated and communication with other team members to name a few.
We have a compensation model to reward physicians for good outcomes and use data analytics to monitor metrics and report outcomes. We also have multiple venues for physician recognition.
The current physician leader feels as though he is on an island and there is concern for rapid burnout
1) How do you champion physician engagement to own clinical problems and be accountable for quality and patient safety.
2)Value based arrangements are a strategic priority. How do you align with the providers to share the risk.