Establishing and maintaining a good relationship with integrated physician groups is an important albeit challenging task.
In a panel discussion at the Becker's Hospital Review 6th Annual Meeting in Chicago, May 7 to 9, Mark Gridley, MBA, COO and executive vice president at FHN in Freeport, Ill.; Edward R. Howell, vice president an CEO, University of Virginia Medical Center in Charlottesville; Joseph Anton, RN, vice president of clinical support services, Thomas Jefferson University Hospitals in Philadelphia; and Scott Becker, JD, CPA, publisher Becker's Healthcare, discussed best practices for physician-hospital integration.
According to Mr. Anton, the pace of consolidation has been remarkable. However, how these consolidated groups are brought into the hospital structure is important
"There isn't just one tactic to ensure successful physician integration," says Mr. Gridley. "There are a number of approaches. Be upfront and transparent and ensure clear expectations from the beginning of the relationship. Accountability is also important."
Here are four best practices:
1. Establish a good mentoring and onboarding process. Having other physicians be a part of onboarding newly-integrated physicians and helping mentor them is always a good idea, noted Mr. Gridley. Identify existing physicians who are natural leaders and who are strong enough to help their new peers engage with the hospital. It takes time to identify these mentors among your clinical staff.
2. Focus on cultural integration. There are variations in culture across different physician groups. "We need to focus on integrating them from a cultural perspective, but that doesn't necessarily mean having them adopt your culture only," said Mr. Anton. "You also want to bring physician group into a culture they can relate to and a place where they want to be."
The hospital's culture needs to be pro-physician, according to Mr. Becker. "It needs to be a culture that gloves physicians and supports them. Also, compensation must be fair. It doesn't have to be the highest, but it needs to be fair," he noted.
3. Ensure transparency, especially in terms of data. Mr. Howell says that data transparency with physicians is critically important. Sometimes the competitive juices in physicians regarding performance can be more effective than financial incentives. It can be a tremendous motivator; however, data also needs to be actionable. Analytics needs to lead to information that is useful.
4. Identify and value physician leaders. Having a physician leader in each group is invaluable. This person needs to be a leader, not a manager, according to Mr. Howell. True leaders are able to give you the heartbeat of the group in a few hours. Find that person, allow them to lead and treasure them.
"In the near future, patient care obligations will take over and we will be overwhelmed," said Mr. Howell. "We can't afford tension and disagreement. We need to come together quickly."