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Using Physician Leadership Groups

to Bridge the Clinical, Strategy Divide

tives on the MEC, medical stone for:
PART 11 directors from service lines • Incubating models of care
of the hospital, credentials • Vetting out solutions to implementa-
or quality committee chairs tion of clinical guidelines
Last month, we shared what Physician • Informal leaders such • Ensuring that the community is at the
leadership groups (PLGs) are and how as outspoken leaders on center of care
they play an integral part in chipping away the medical staff with great • Identifying population-based pro-
internal organizational silos by fostering credibility and clinical grams that improve the health of the com-
mutual trust between a hospital organiza- leadership munity
tion and its physicians—all while driving • Miscellaneous, multi- PLGs are an important component of a
sustained growth and strong operational disciplinary representatives health system’s vision and strategy. As sys-
performance. including from primary tems set out to achieve their goals by align-
This month, we dive into the fundamen- care, surgical care, specialty ing clinical strategy with goals of the triple
tals of PLGs and what the future holds. care, representatives from aim, PLGs uniquely position them to max-
BY HERMAN WILLIAMS, MD, MBA,
Fundamentals of PLGS AND CHRIS COOPER, RN, MHA, MIM the hospitalist service (if imize their strategies with ample physician
PLGs essentially have a three-fold pur- one exists), ER physicians input.

and others
pose: 2. Key senior administra- What Other Innovative
• To provide ongoing dialogue between Most importantly, PLG meetings are tors: Leadership Structures Have
local hospital administration and mem- purposely scheduled in the evenings with • The CEO is mandatory Emerged from PLGS?
bers of the medical staff a special meal and typically last about two • The CNO is mandatory Some healthcare organizations that have
• To provide a forum for strategic hospi- hours (or as long as members want to • The CMO (if you have one) is manda- realized success with their PLGs have
tal discussions meet). PLGs function along the lines of a tory established innovative subsidiaries such
• To act as a sounding board for the brainstorming, idea-generating session. It • Optional: CFO, business development as:
CEO when he or she has decisions to be has a lightly structured agenda, fewer time VP and other senior nursing leaders • Nurse leadership groups
made that will impact either patient care constraints and less patient care con- 3. Corporate representatives (if a mem- • Service line leadership groups
or physician work processes straints, and strategy is the focus. ber hospital of a larger health system): These innovative committees have the
An important differentiator for the PLG • Corporate CMO same goals, allow key stakeholders to
is that it is not designed to undertake any What is the Composition • Corporate CEO (based on availability) share insight with senior management and
functions of the medical staff committee of PLGS? • Corporate business development generate first-hand suggestions on how to
or any other standing medical staff com- PLGs consists of several key stakehold- 4. Ad-hoc representative based on the improve hospital service offerings.
mittees. It does not engage in: ers that make up about a 12-14-member agenda items:
• Peer review committee: • Medical director of ICU, ER, What Is the “Secret Sauce”
• Credentialing 1. Key formal and informal medical staff Radiology, Pathology, Anesthesia, Surgical for PLGS?
• Disciplinary actions leaders: Services It’s crucial to view PLGs as not just
• Quality assurance/CQI functions • Formal leaders such as the president another committee meeting for senior
• Addressing bylaws changes, etc. of the medical staff or other representa-
What Can PLGS Accomplish? leadership to report out, but instead as a
PLGs can address many strategic initia- physician-led committee focused on gath-
tives to improve efficiency, patient experi- ering input from physicians. The hospital
ence and the quality of care provided to leadership’s role in the context of these
patients. PLGs have proven to be invalu- committees is to listen.
able when implemented at facilities The most successful PLGs are those in
around the country by driving improve- which the CEO simply listens to his or her
ments in: medical staff for an entire meeting, takes
• Communication between the hospital and reflects on their input, and comes
ER and community primary care physi- back in a month with proposed solutions
cians when the latter’s patients have been to physician concerns.
admitted to the hospital BDO’s Healthcare Resource
• Implementation of departmental Optimization team helps health systems
redesign strategies optimize assets, operations and workforce
• Communication between hospitalists to achieve better financial returns and the
and PCPs best use of resources. We can help organi-
• Implementation of clinical order sets zations design and execute new work
• Patient registration process plans—including those involving PLGs—
• Discharge planning process to ensure outcomes align with the indus-
• Facilitation and discussion of action try’s better performers.
plans to improve physician and patient
experience survey results Learn more about how your health sys-
• Medication reconciliation process tem can establish a PLG strategy.
• Physician-nurse councils focused on
the delivery of care in special care units Herman Williams and Chris Cooper are
• Care Coordination Initiatives Managing Directors at BDO.
• Technology/Large Capital Selection
• Clinical Documentation Standards Contact:
Alfredo Cepero, Managing Partner
What Does the Future Hold for 305-420-8006/ acepero@bdo.com
PLGS?
In an ideal healthcare landscape, all hos- Angelo Pirozzi, Partner
pitals would embed PLGs in a culture of 646-520-2870 / apirozzi@bdo.com
leadership. They can serve as the corner-

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10 November 2019 southfloridahospitalnews.com South Florida Hospital News