Cultivating Excellence: How to Empower APPs to Thrive in Rural Inpatient Programs

Over the past 15 years, the role of advanced practice providers (APPs)—nurse practitioners and physician assistants—has grown exponentially. These skilled clinicians are now integral to healthcare teams, particularly in rural areas where care deserts and clinician shortages are most acute.

Projections indicate that APPs will make up 67.3% of the healthcare workforce by 2030, and studies show their integration into care teams improves outcomes, reduces costs, and enhances patient satisfaction. In rural inpatient programs, APPs are not just valuable—they’re essential. Here’s why, and how to ensure they’re equipped to thrive in these unique settings.

Why APPs Are a Game-Changer for Rural Hospitals

1. Expanding Access to Care
   Rural communities face significant barriers to healthcare access. APPs help bridge these gaps by filling schedules and offering services that might otherwise be unavailable, ensuring patients receive timely care.

2. Enhancing Continuity of Care
   With their broad scope of practice, APPs guide patients through seamless care journeys, fostering better communication, engagement, and outcomes. This continuity is especially critical in areas with acute physician shortages.

3. Fostering Collaboration
   APPs are perfectly positioned to bridge gaps between healthcare professionals, round out interdisciplinary teams, and promote efficient, coordinated care delivery.

4. Expanding Services
   Rural hospitals often lack specialists, forcing patients to travel long distances for care. APPs bring expertise that expands the range of tests, treatments, and educational programs available locally.

5. Driving Cost-Effective Care
   APPs’ compensation structures and ability to fill critical care gaps make them a financially sustainable solution for rural programs with tight budgets.

6. Boosting Patient Satisfaction
   By alleviating clinician burnout and advancing patient-centered care, APPs improve interactions and outcomes, fostering trust and engagement within the community.

How to Train APPs for Success in Rural Settings

To maximize the impact of APPs, rural inpatient programs must invest in their training and support. Use these four strategies to ground your approach:

1. Prioritize Experience and Training
   Rural healthcare demands adaptability, independence, and resilience. Seek APPs with formal training and/or extensive experience in emergency or hospitalist programs.

2. Offer Specialized Training
   For exceptional candidates who lack rural experience, consider partnering with organizations that provide focused education and hands-on experiences to prepare strong clinicians for a range of rural care scenarios.

3. Ensure Competence in Key Procedures
   APPs must be proficient in handling rural healthcare’s unique demands, from managing strokes and STEMIs to navigating trauma situations. Confidence in triaging and making patient-centric care decisions is essential.

4. 4. Provide Ongoing Support
   Beyond onboarding, establish a robust support system. Involve medical directors in case reviews, real-time coaching, and mentorship to ensure APPs feel empowered and equipped to excel.

Empowering APPs, Enriching Communities

At CareCulture, we believe that empowered clinicians transform healthcare. By investing in APP training and fostering a culture of collaboration and support, rural inpatient programs can deliver more accessible, comprehensive, and patient-centered care.

APPs are more than clinicians—they are leaders, collaborators, and advocates for their communities. By equipping them to thrive, rural hospitals can strengthen their programs, improve outcomes, and ensure that every patient receives the care they deserve.

Let’s work together to cultivate excellence in rural healthcare—one patient, one provider, and one community at a time.

The Cost of Rudeness in Healthcare and How to Mitigate It

Physicians, Advanced Practice Providers (APPs), nurses, and hospital staff regularly encounter rude behavior. Sometimes it is an impolite or demeaning comment from a patient or a patient family member. Other times, it is a negative or thoughtless jab from a colleague. The unfortunate truth is that rude behavior pervades many organizations. Rudeness does not just hurt our feelings; it negatively impacts our ability to do our jobs and it puts our patients at risk.

Numerous studies across a variety of industries find that rudeness negatively impacts creativity, performance, and team morale. Not to mention, it increases employee turnover and drives customers away. Apply those consequences to the high-risk, high-stress environment of healthcare delivery (where we face a shortage of doctors and high competition for patients), and the implications are concerning. If we want to lead successful hospitals and hospital teams and provide excellent patient care, we cannot afford to tolerate rudeness. 

A study focused specifically on the impact of rudeness on medical teams found that a rude comment by a physician decreases the performance among other doctors and nurses by more than 50%. Not only that, it also negatively impacts patient care quality and safety.

The reality is, when humans are consumed by an emotion (perhaps anger, fear, frustration, or shame), they lose the ability to focus on details and they lose perspective. An example cited in Rhona Flin’s editorial, Rudeness at Work: A Threat to Patient Safety and Quality of Care , showcases the concerning impact rudeness can have in a high-stakes industry. The example comes from the aviation industry, not healthcare.

In her example, two pilots flying a commercial flight carrying 147 passengers from San Diego to Minneapolis became so involved in a “heated discussion over airline policy” that they “lost situational awareness” and passed the airport they were meant to land at by 150 miles before a member of their cabin crew called them and they realized their mistake. This example shows how emotionally charged interactions like arguing can impact our concentration and ability to do our jobs well and care for our customers (in our case, our patients). 

Keeping the immense implications of a practice culture that tolerates rudeness in mind, it is clear that it is worthwhile to take action to prevent it. Implementing strategies to reduce instances of rudeness not only improve provider satisfaction and morale, they also reduce medical errors and patient mortality rates and increate patient satisfaction and patient safety. We recommend these strategies to reduce rudeness in your practice:

Determine the most common sources of conflict in your practice: In order to prevent something, you need to understand its root cause. Common causes in healthcare include siloed communication or lack of any thoughtful communication, feeling put down by superiors, misaligned goals/rules, and a sense that there are unreasonable expectations. As a leader you can identify issues by having conversations with everyone on your staff and provider team to understand the issues they face. In turn, you can begin to take action to put strategies in place that respond to the issues they voiced, confirming that you heard your team and that they have a true voice in the operation of the practice.

 Educate your team on the importance of emotional intelligence: Hospitals are full of people with extremely high IQs. Physicians, APPs, and nurses are commonly hard-driving, type A people with high IQs. However, sometimes emotional and interpersonal skills such as self-awareness, management of emotions, and empathy do not come as naturally. As a leader, you can help your team cultivate their emotional intelligence by providing communication training and creating opportunities to talk to their colleagues, get to know them (perhaps even outside of work), and to truly listen to one another in order to learn what makes them “tick” and what motivates them. The best way to engender emotional intelligence in your team is to practice what you preach. Show your team that you do not take them for granted by expressing your appreciation and truly listening to them. Show that you are self-aware by openly taking responsibility for your own errors. Above all, be kind. Kindness begets kindness.

Create a process for real-time resolution: When it comes to high-intensity conflict, it is almost-always better to address it immediately. Letting conflict simmer can turn anger into rage and frustration into apathy. Therefore, it is best to address it as soon as appropriate with the team member(s) involved. It is always best to address it calmly, avoiding direct accusation, listening, and asking questions about what happened. When addressing a tense situation, always focus on behavior, not personality and express empathy for the situation. In particularly severe situations, it is also important to calmly, clearly, and directly explain the consequences of further rude behavior.

Set ground rules for escalation and follow-up: When a team member knows how disruptive behavior will be handled, how it will be escalated, and what the eventual consequences will be, it can help deter the rude behavior from happening in the first place. It also takes personality out of the equation if discipline becomes necessary. This requires establishing a professional code of conduct. When incidents do happen, it is also important to have candid conversations with the team to learn from the experience and prevent it from happening in the future.

By taking the time to determine the most common sources of rudeness, educating our teams on the impact of rudeness, giving our team training and tools to communicate in a positive manner, and setting ground rules to resolve conflict, we can prevent incidents of rudeness and create a better work environment for our teams to deliver safer, higher quality care.

Sources:

https://www.ncbi.nlm.nih.gov/pubmed/15659998

https://www.sciencedaily.com/releases/2013/01/130130184048.htm

https://pediatrics.aappublications.org/content/136/3/487.short

https://www.ncbi.nlm.nih.gov/pubmed/18714748

https://www.nytimes.com/2017/04/10/well/family/rude-doctors-rude-nurses-rude-patients.html

https://www.bmj.com/content/340/bmj.c2480.full

Shifting Mindsets: Impacting Physician Views on Quality and Efficiency Metrics

As the financial viability of hospitals and health systems increasingly depends on metrics tracked by programs like the Centers for Medicare and Medicaid Services (CMS)’s quality program, it is more and more important to engage provider teams in the improvement of these metrics. Since many performance tracking programs are relatively new, it can be challenging to engage established providers who feel that they should be focusing on patient care and patient care only. This is especially true for physicians who have been out of medical school for more than 5-8 years. When these providers started their practice, most CMS measures were either not around or were still being developed.

I find that the key to shifting mindsets around quality and efficiency metrics is as simple as engaging the physician team, aligning the team around a united practice culture and mission, and developing a thoughtful incentive plan. In this post, I outline key ways our team shifts mindsets on quality and efficiency metrics to create a high-functioning emergency department team working toward shared goals.

Lay a Groundwork of Trust and Transparency

Dictating metric goals without building a relationship with the team you are relying on to achieve metric improvements is a futile effort. The best way to shift mindsets is to take the time to fully understand the team’s current mindset. In other words, LISTEN. We find it usually takes two to three months to build a relationship with a team. During this time, it is important not to make any major changes. Forget strategy and focus on listening and understanding the unique challenges the practice faces. It is also important to not only focus on working with the physicians and APPs, but also the nurses, techs, and administrative employees. Everyone plays a critical role in the culture and efficiency of the department. 

The best way to do this is to work with the team in the trenches. Being a practicing physician makes me a much more effective clinical leader and emergency department consultant because I understand the pressures and realities working providers face. Team members respect leaders who do what they say they are going to do, even when challenged by the realities of working clinically.

Align your Team Around Culture First, Not Metrics

It can be tempting to dive immediately into hard-hitting strategies to improve quality and efficiency. However, these strategies will fall flat if your team does not trust you and feel connected to the mission, vision, and values you set forth for the department. Before you set goals, define your overall expectations for the culture of the team. Talk with each member of the team and ensure they believe in your mission and vision. If you need inspiration for your team’s core values, consider these six philosophies forward-thinking emergency departments share. These philosophies are the cornerstone of every high-functioning ED team we have encountered.   

Communicate the Necessity and the Urgency

Once you build trust with your team and are aligned on your vision, mission, and values, you are in a position to communicate the necessity and urgency of improving performance metrics at your hospital. When the team knows that what you are communicating benefits them as much as it benefits the hospital or health system, the conversation feels less like orders or criticism and more like what it is: a genuine reality that impacts the viability and longevity of both the hospital and the provider’s career. Being completely transparent about the financial implications of the measures is a great place to start. It is also important to keep your provider teams up-to-date on the way the healthcare industry is evolving so that the motivation behind things like patient satisfaction scores and CMS quality measures is clearer.

Set Measurable Goals and Make a Plan with a Timeline

Once your team trusts you, believes in your facility’s mission and vision and core values, and understands the necessity and impact of the metrics they are held accountable to, you are in a position to set goals and build a strategy that has legs. For optimal positive impact, I suggest engaging your clinical team as much as possible in goal setting and strategic planning. This can be achieved by including them in more departmental and interdepartmental meetings and always keeping them up-to-date with communications with hospital administration. A team that is engaged in the planning will be more engaged in the operational execution of the plan. Ensure the entire team is aware of the goals you have set, the strategy behind them, and your operational plan to achieve them. It is crucial to apply a timeline to your strategy and to keep the entire team up-to-date on your progress implementing the plan and achieving the goals.

Focus on Metrics Providers Can Control

When working with emergency department teams, a common complaint is that providers are being measured by metrics that they do not have full control over. It is true, an emergency department physician does not have control over the whole care environment like a family practice physician who works in a clinic might. However, there are some metrics that ED providers have significant control over, and these are the metrics we focus on. Examples include: Bed-to-provider times, provider-to disposition times, nurse-physician communication (which impacts patient experience greatly), and sepsis and stroke care times. When it comes to patient satisfaction scores we zero in on tracking the specific Press Ganey questions that can be impacted directly by providers (i.e. “Did the provider explain everything about your care?”). Providers who feel that they are measured by metrics they can directly impact are much more engaged than providers who feel they are measured by nebulous metrics influenced by factors mostly outside their control.

Give Providers Skin in the Game

That brings me to my final, and perhaps most influential strategy for shifting mindsets on quality and efficiency metrics: giving the provider team equity in their practice. When we develop goals for the department for metric improvement, we also create an agreement with the hospital to tie a portion of provider income to the metrics we are working to improve. Implementing a thoughtful incentive plan spurs significant improvements in provider engagement because providers feel a greater sense of ownership in their practice. It not only improves metrics but also reduces provider turnover and burnout.

Shifting mindsets to create a high-functioning emergency department team is about much more than setting metric goals. In fact, that is a very small part of the effort. Most of the meaningful and effective work is listening, aligning your team around a shared mission, educating your team on the importance of the metrics, and engaging the team in setting goals and creating a strategy to improve performance.

4 Common Emergency Department Culture Issues and How to Fix Them

Emergency Department culture impacts everything from provider retention and patient experience to efficiency metrics and care quality. No matter the performance issue an emergency department faces, the solution to that issue is invariably culture change. When an emergency department leader focuses on culture first and aligns the team around a culture of service, performance improves.  

So, what exactly is “culture of service” and how can you influence it?  

A culture of service prioritizes the needs of team members and customers over individual needs. It depends upon a servant leader leadership style, which is also defined by making sure that other people’s highest-priority needs are being met.

The Robert K. Greenleaf Center for Servant Leadership defines a servant leader as a leader who “focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.”

The culture of your emergency department is shaped by your medical director’s leadership and communication style, daily interactions between team members, team attitudes, and your leader’s and team members’ level of engagement in their practice. A healthy culture is evidenced by reduced provider burnout, improved communication, improved patient satisfaction and care quality, and boosted efficiency metrics.

Here is an overview of the five most common emergency department culture issues I have run across and their antidotes:

1.    Hierarchal Leadership

When leaders let their ego get in the way of putting their team member’s needs first, the team has a tendency to feel unempowered and disengaged. Top-down leadership fuels a lack of engagement and trust amongst the team. When leaders consider it their responsibility to serve their team rather than the team serving them, engagement and trust builds. Engendering a culture of servant leadership at your facility requires that you develop an engaged medical director who encourages staff involvement, leads by example, puts team-member needs first, and truly listens to team needs.

 A few tactical ways to replace hierarchal leadership with servant leadership include:

·      Encouraging leaders and team members to ask themselves, “How can I serve this person?” at every interaction.

·      Asking all staff, “What is one thing I can do to make your life easier?” and then truly listening to their feedback and taking action to put processes in place that consider their feedback.

·      Performing anonymous surveys to seek feedback on what you can do to improve the way you serve the team.

2.    Siloed Thinking/Misaligned Goals

If team members are not clear on departmental goals or how their actions impact those they interface with, tension and inefficiency is inevitable. A team that is not aligned around shared values and goals lacks accountability and motivation. An aligned team has defined core values and metric goals, is locally invested, and prioritizes communication with all they interface with.

A few ways to replace siloed thinking with aligned thinking include:

·      Instating regular interdisciplinary meetings

·      Clearly documenting and communicating shared goals

·      Establishing shared incentives  

3.    Incivility

Studies have shown that when people experience incivility at work their performance declines, they are less committed to the organization they work for, and in some cases, they take their frustrations out on customers. In the healthcare sector, incivility is common in the form of bureaucratic culture, extremely siloed processes, and uncivil communication. This results in a decrease in quality of care, higher provider turnover, loss of productivity, lack of provider engagement, and poor patient experience.

We have found that when we encourage respect at every interaction, positive communication, and simple gestures like a smile or a hello when you pass team members in the hall, productivity, patient experience, and engagement all improve.  

A few simple ways to promote civility include:

·      Setting a new standard by defining civility as important as metric success

·      Modeling the standard through your own behavior

·      Asking team members to hold you and each other accountable

4.    Burnout and Turnover

It is no secret that burnout and turnover is a concern in healthcare, especially in emergency medicine. It has a toxic ripple effect, resulting in unstable teams (mostly staffed with temporary providers who are not invested in community), high recruiting costs, lost revenue during recruitment, inefficiencies due to lack of engagement, and poor patient experience. We have found that engagement is the antidote to burnout and turnover.

A few key ways to improve provider engagement include:

·      Providing leadership development programs and other education and peer review opportunities

·      Recruiting a local provider team who is invested in the community they serve

·      Increasing doctor-nurse engagement and interdisciplinary process improvement efforts

·      Offering providers the opportunity to share in ownership of their practice  

In summary, replacing hierarchal leadership with servant leadership, misalignment with alignment, incivility with civility, and disengagement with is bound to not only remedy your department’s culture issues, but also make a substantial positive impact on your provider team’s quality of life, your ED’s quality and efficiency metrics, and your bottom line.

6 Ways to Reduce Liability Risks as a Hospitalist

Hospitalists face unique liability risk due to their multifaceted role. The most common area of risk is communication around patient handoffs, which is compounded by the fact that there is often confusion about the hospitalist’s role. Even the most experienced, highest quality physicians face risk of litigation. Fortunately, there are key areas hospitalists can focus to not only deliver better patient experience, but also avoid lawsuits.

1.    Communication. Communication. Communication. 

Communication is far and away the most critically important way to reduce risk and improve patient experience. Ensure you always take the time to communicate effectively, clearly, and thoroughly with the patient, the patient’s family, your physician colleagues, and nursing staff.

2.    Spend more time with the patient on admission/early in the hospitalization.

We are all busy as providers, but the smallest extra steps can go a long way. I recommend spending extra time with hospitalized patients as they are admitted and early on in their stay to build trust with the patient and their family. Once a facility knows they are in good hands, they are much more relaxed and ongoing exchanges become more relaxed and take less time.

3.    Treat all staff with professionalism and courtesy.

Being kind to your colleagues and everyone you interface with pays dividends in all aspects of your practice. When you take time to do small things like say hello, smile, and treat everyone you interact with respectfully, you garner respect yourself. Nurses, physicians, and patients themselves are less likely to report anything negative if you are consistently professional and cordial.  Arrogance and/or disregard for the concerns of colleagues or families is one of the fastest ways to find yourself named in a malpractice lawsuit or a complaint to the state medical board.  

4.    If you are asked to see a patient due to a change in clinical status, do it.

If anyone asks you to see a patient due to a real or perceived change in their clinical status, it is important that you do so. If that patient has a bad outcome and it is documented that you were asked to visit the patient, that is very difficult to explain/defend. When in doubt, make time to see the patient.

5.    Never hurry.

Even if you feel too busy for questions or if you feel rushed, never let a patient or their family see that. Be upfront with patients about your availability. For example, if you are on call and know you may be interrupted, take time to let the patient know that at the beginning of the visit so they are not surprised when you are called away. Taking time to sit down in a patient’s room is a good way to establish that your undivided attention is on the patient and that you are not in a rush to see your next patient.

6.    Own your mistakes.

First, ensure you know your facility and your physician group’s policies on reporting mistakes or omissions. They are not all created equal and dealing with each situation is unique. If you make a mistake or document something incorrectly, take time to place an addendum in the patient’s medical record. It is critical that you NEVER lie and NEVER change anything in a medical record.

Incorporating these best practices into your practice will have benefits far beyond reducing risk. They will also improve patient experience, your efficiency, and the quality of care you provide. In the event that you do face a complaint or litigation, the worst thing you can do is ignore it. Educate yourself on the resources you have available to you if you do face a suit or complaint, such as colleagues and legal representation.

9 Important Issues Hospitalists Should Discuss with ED Counterparts

Hospitalists and emergency medicine physicians interface at a crucial point in the patient care continuum: where patients in need of further treatment are discharged for outpatient treatment or admitted to the hospital. Both groups share the same prerogative: provide high quality patient care and achieve positive outcomes. However, there are times when the two groups are at odds, especially when there is a gray area regarding the best care setting for a given patient.

Hospitalists and ED physicians have different, and sometimes conflicting, priorities. ED physicians are driven by throughput: moving patients through the ED quickly and efficiently. Hospitalists are driven by efficiently managing inpatient length of stay. The key to reducing tension between the two groups is to bring them together to discuss how they can better serve one another.  

In my experience as a hospitalist, I have found that there are a few key issues that are crucial to discuss with my ED counterparts. The list below is a good reference for common issues to address at an interdisciplinary meeting.

Inpatient Patient Sources

The ED is not a hospitalist’s only source of patients. We also manage consults from other services, direct admissions from primary care physicians, ICU transfers, and admissions from free standing emergency departments. Simply discussing the patient load and being open about the fact that the ED is not the only source of patients can help reframe your conversation. A hospitalist and ED physician should always take time understand the volume of patients the other practice is handling to better understand one another’s perspective and make informed requests and decisions together.

Labs and Imaging before Admission Calls   

When possible, it is extremely helpful for hospitalists when the ED completes labs and imaging before admission rather than admitting a patient with pending results. Sometimes, the results change whether the patient can be admitted to the floor vs. the ICU. A good starting point is to determine a protocol for labs and imaging and establish common exceptions so that everyone shares the same expectation of how labs and imaging will be handled.

Protocol for Borderline-for-Admission Patients

When it is not clear whether a patient needs to be admitted, it is helpful for an ED physician to ask their hospitalist counterpart their opinion before making a decision. Guidelines evolve and patients that we would have been admitted just five years ago can often be treated safely as an outpatient (e.g. in the case of a stable pulmonary embolism). It is helpful to discuss these types of cases and establish an interdisciplinary algorithm on how to handle each case.

Documentation of Conversations with Consultants

To avoid confusion over whether an ED physician spoke with a consultant, it is important that ED physicians always document whether they talked to a consultant directly or whether they are awaiting a call back from a consultant. If this is not mutually understood, confusion and delay of patient care is common, especially if the patient is admitted overnight and there is a handoff to a daytime hospitalist. A good remedy for this is to establish a protocol on how to handle overnight admissions handoffs and documentation of conversations with consultants. Thorough communication and documentation are critical. 

Batching Admissions

Sometimes, calling in multiple admissions at once is impossible to avoid. However, it can be very difficult for a hospitalist practice to handle 3, 4, 5, or even more admissions at once. In my experience, there are certain ED physicians who have a reputation for calling with a bundle of admissions at the end of their shift. Often, this is simply because that physician does not fully grasp the effect it has on their hospitalist counterpart. The best solution is to openly communicate and establish mutually beneficial strategies to avoid bundling admissions.  

Treatment Updates

There are often changes in things like recommended antibiotics for certain infections or new drugs like novel oral anticoagulants (NOACs).  When these changes occur it often changes the recommendations related to treatment and which labs to order or not order. I recommend establishing regular interdisciplinary meetings where updates like these can be shared. And, when in doubt, I recommend that providers speak to one another about their choice to ensure there is no confusion and that the patient receives the best treatment possible.

Stating Patient Name and Room Number

As hospitalists, we understand that the ED is always working to make patients better in the fastest way possible. However, it is crucial to slow down to communicate details to avoid errors. I recommend establishing a simple checklist for the order of information shared on a phone call between a hospitalist and ED physician. In my experience, it is very helpful for the ED doctor to slowly and clearly spell the patient’s name and state their room number before sharing any diagnosis or medical information.

Being Upfront about Challenges

Hospitalists understand that we will not always know precisely what is going on with the patient at the time they present. As hospitalists, we have the luxury of figuring it out over days instead of hours. I recommend establishing a safe, trusting culture of communication between the two practices, where ED physicians feel comfortable stating that they are not sure what is wrong with the patient, that it is a social admission and there is no safe place for the patient to go outside of the hospital, or that they forgot to order something important. When a hospitalist is not informed, it puts us in a difficult position, especially if we cannot see the patient immediately. 

Protocol for Primary Psychiatric Diagnosis.

Most hospitalists and acute care hospitals are not equipped to take care of primary psychiatric patients safely. If this is the case at your facility, it is important to make your ED colleagues aware that often once a primary psychiatric patient is admitted, transfer is much harder from the inpatient side vs. from the ED. Establishing a set protocol for handling psychiatric patients will alleviate difficult situations for both practices.  

Overall, the best place to start is to ask your ED colleagues how you can make their life easier, and brainstorm collaborative, mutually beneficial solutions. Simply being aware of our counterpart’s perspective and establishing interdisciplinary protocols to reference goes a long way to improve transitions of care from the ED.

Rethinking Hospitalist Peer Review: How to Make it Productive and Positive, Not Punitive

Consistent and constructive peer review in hospitalist groups is not common. In fact, most groups only trigger peer review when a sentinel event arises. In my experience leading hundreds of hospitalists, I consistently find defensive behavior or—at the very least—avoidance of the peer review process. Clinicians view peer review as a punishment and unwelcome spotlight on shortcomings. It does not have to be that way. Peer review, when done right, has the power to improve patient care, boost service quality, and decrease the frequency of sentinel events.

Instead of viewing peer review as an inconvenience, what if we make it part of a culture of continuous improvement? Rather than considering it an unwanted disruption, what if we embrace it as a part of our regular education and quality improvement efforts? Shaping how a hospitalist team views peer review starts with the way the medical director and hospital leadership approach it.  

Peer review is not a personal attack, instead it is educational and beneficial to patients. Additionally, it is confidential and not discoverable legally, protecting the physicians under review. Hospitalist leaders have an opportunity to make peer review a regular part of the culture of the program by designing a system to support it and communicating the value that program will present to the patient, provider, program, and hospital.

By putting a structure in place to support peer review and focusing on its collective value, the culture surrounding peer review in a hospitalist group can shift from subjective and confrontational to educational and collaborative, ultimately increasing patient safety and overall quality of care.  Below are four key ways I suggest hospitalist leaders shift their team’s take on peer review:

1.    Design a regular peer review process of all providers.

A regular peer review process is central to changing the culture of a hospitalist team’s peer review process. An anonymous survey that allows team members and leaders alike to give their colleagues anonymous constructive feedback is a great first step. This survey should center on your unique priorities, which may include efficiency, communication with colleagues and patients, documentation, engagement in meetings, quality measures, or other specific improvement initiatives.

2.    Establish and support your peer review committee.

In addition to more general surveys on team member performance, it is also important to establish a formal group to perform peer review. Common hurdles associated with this include: fear of ramifications for criticizing friends and increased workload in an already busy practice. These hurdles can be overcome by focusing the team on the collective educational benefit and improved patient outcomes. Furthermore, clearly defining committee member rolls and providing committee training on peer review best practices ensures a consistent, timely, and objective process.

3.    Do not wait for sentinel events, schedule regular review meetings.

Rather than conducting peer review as-needed, build it into your ongoing quality improvement efforts. For example, set up a quarterly meeting to review findings from the anonymous colleague survey and monthly meetings to discuss randomly selected charts or cases as a group. A consistent schedule ensures no provider feels singled out and all providers benefit and learn from the discussion. 

4.    Establish guidelines/resources for physicians who receive a peer review letter.

As part of these regular review meetings, also educate team members on what to expect and best practices for response in order to make the process as valuable as possible. Simply communicating the value of the findings of the review can be enough to encourage a provider not to ignore a peer review letter and to respond positively rather than angrily or defensively. Additionally, make the timeline expectations clear to providers (i.e. when is a response expected, and when they can expect a response from the peer review committee). It is also helpful to provide the physician a resource to proofread their response and manage the process, so they are not surprised by a letter or a negative conclusion when it comes time for hospital reappointment.

By making regular anonymous feedback and peer review part of the culture of your hospitalist program, you soften the impact of one-off peer review letters associated with sentinel events. Over time, hospitalists will consider peer review of their work an indispensable part of their continuing education efforts and the continuous improvement of patient care.

Teamwork Culture in Emergency Departments Improves Care Quality and Team Morale

Leaders building a brand-new rural community hospital in Texas asked me (along with some of my colleagues who now make up CareCulture’s leadership) to help them optimize their emergency department. The new facility was a fresh start, despite the fact that most of the doctors and nurses were familiar with each other and had been working in the same community for a long time. Most of their existing team members were entrenched in traditional, hierarchal methods of delivering emergency care. The hospital administration tasked us with establishing a culture based on teamwork, mutual respect, and a focus on patient needs. Because the team was deeply immersed in their long-established practices, shifting their approach was a formidable challenge.

I have served as medical director at a wide spectrum of emergency departments over the years—rural critical access hospitals and trauma centers alike—and every time the root cause behind the performance issues they face is their culture and the leadership style that perpetuates that culture. This department had a culture issue that was woven tightly into the traditional culture of healthcare delivery. It is one I felt strongly about unraveling: hierarchal, top-down leadership. As an alternative, I always encourage emergency departments to replace top-down management with team-based leadership that cultivates a safe environment for all team members to be empowered to speak up in the interest of better care for our patients.

When we arrived at this rural facility, we were seen as the “city folk”, outsiders from Dallas. The nursing staff and techs were anxious about our presence, assuming that we would follow the stratified approach to emergency department leadership to which they were accustomed. The leadership style depicted in the famous book, The House of God, in which attending physicians dictate orders while all other team members are expected to bow and nod their heads in agreement, carrying out their orders without question.

Inevitably, top-down leadership and the attitude that the entire ED staff exists to serve the medical director and attending physicians leads to conflict, unspoken frustration, and poorer care quality for our patients. When we started managing the new, small community hospital in Texas we took a different approach. Instead of dictating, we invited the nurses, techs, and administrative staff to the table and asked them how we could make their lives easier. We encouraged them to share their opinions and to question us (the physicians) if they saw a better way or had a question or suggestion.

It is a new way of viewing emergency department hierarchy. The team-based approach eliminates the feeling that nurses and techs exist to serve physicians and replaces it with the attitude that the entire team exists to serve each other to best serve the patient. This is not to say that the doctor will not have the final say on a course of action, but it does mean that the nurse or tech’s ideas are thoughtfully considered before making the final decision.

To shift the mindset of the team, we first speak with everyone on the team to discuss what is working well and what is not working. Any power dynamic between nurses and physicians needs to be broken down. We do this by creating regular opportunities for discussion and feedback, such as regularly scheduled all-hands meetings and an open dialogue during daily interactions. In the meetings, we make it clear that a nurse or tech questioning a physician is not just allowed, but expected. We expect to be held accountable. We impart the philosophy that we are servant leaders who do not just expect to be served, but are beholden to serving and respecting our colleagues as equally significant and influential members of the team—regardless of title.  

Nurses and techs are not the only ones who need to shift their mindset in order for this culture to take hold. Physicians must also feel comfortable and secure giving and receiving feedback and being questioned regularly and openly. Traditionally, some physicians may view being questioned by a nurse or tech as demeaning or a mark of failure. They may feel that because of their extensive training they know what is best. In turn, nurses may feel that it is disrespectful to question doctors. This new team-based, service-oriented culture enables physicians to set any pretense or power dynamic aside and prioritize what is best for the patient—no matter whose idea it is.

This culture change goes beyond the nurse-physician power dynamic, extending to EMS personnel, social workers and other professionals the emergency department regularly interfaces with. As part of our team-based approach, we encourage emergency department care providers to reach out—beyond the walls for the ED—to seek feedback and improve communication across the continuum of care. For example, at this particular hospital, EMS personnel who frequently brought patients to the ED were accustomed to being immediately interrupted by the doctor. This recurring behavior led them to immediately stop talking when a physician entered the room. As part of our management change, we encouraged EMS personnel to give a full report and encouraged our physician team to listen for the full report without questioning or interrupting. This approach worked, and more vital information was passed from the EMS personnel to the ED, allowing us to take better care of the patient.  

When this open, team-based approach takes hold, the entire team is more empowered and invested in the collective success of the department and hospital. Physician-nurse interactions are more open and positive. Communication between providers and patients improves. Team members are more excited about coming to work each day.

When we implemented this change at this newly rebuilt facility in rural Texas, we saw a notable improvement in the interactions between all emergency department providers and staff. Shortly after the opening of the hospital, several experienced nurses volunteered to take on more significant roles in the emergency department because their input was taken seriously, which empowered and inspired them to be more involved. The newer nurses were also more comfortable asking the doctors questions, which helped their understanding and improved the quality of care for the patients.

Taking a more open, lateral rather than hierarchal approach fosters a more nurturing, safe environment for physicians, nurses, techs, administrative staff, EMS providers, and other people who interface with the emergency department to openly share their ideas, which improves department efficiency, care quality, and patient experience as a whole.

Why We Believe in Being the In-Network Emergency Department Management Group

Emergency medicine physician staffing firms are increasingly associated with egregious out-of-network billing practices. Not CareCulture Health Partners.

The in-network/out-of-network billing debacle is driven, at least in part, by a dysfunctional system. The current state of emergency medicine billing does not align healthcare facilities, providers, and consumers around patient care. Headlines regarding surprise out-of-network bills from other emergency medicine groups in our industry are ugly. Patients who receive surprise, exorbitant bills want answers. Hospitals, blamed for the exorbitant bills, are left trying to repair community perception and negative patient experience. And clinicians – the front line of the hospital’s community perception – are caught in the controversy, adding to the list of bureaucratic headaches driving physician burn out (all while we face an unprecedented physician shortage).

The tension between payers, providers, and consumers is certainly thick, but it is not impenetrable. The fact is, balance billing is not new. Since the unfunded EMTALA mandate in 1986, emergency departments have been particularly impacted by billing issues. This issue has come to the forefront as patients have become responsible for a larger portion of their healthcare costs.

As our health system changes, we are heeding the call to change along with it. Our mission at CareCulture is to inspire a movement to change the culture in which healthcare is delivered, for the better. We believe that includes empowering clinicians and ensuring they are paid fairly for the services they provide while also fostering a stable, positive patient experience that includes the post-discharge billing process.

That is why we prioritize negotiating in-network rates at all of our sites. It is an integral part of achieving our mission to be a responsible partner dedicated to changing the culture in which healthcare is delivered. Achieving the best outcomes for facilities, providers, payers, and patients, requires that we pursue positive healthcare change to not only empower clinicians and prioritize patient care quality, but also bear more of the financial burden associated with going in network. Doing so engenders more engaged clinician teams, better patient experiences, improved community perception, and reduced variability in patient care—all of which is appealing to both the managed care organizations we negotiate with and the facilities we serve.

Photo by NeONBRAND on Unsplash

6 Philosophies Forward-Thinking Emergency Departments Share

Emergency departments that embrace the below philosophies benefit from outstanding culture and in turn  high physician retention rates and leading performance metrics.

We are owners, not renters

Successful emergency departments engender a sense of ownership among the team by engaging them in formal and informal meetings, seeking and implementing their feedback, and rewarding their accomplishments.

We are here to serve

Strong emergency departments view all – from medical directors and physicians to nurses and techs – as important members of the team and they prioritize serving their team members so that they may better serve their patients. This means doing the extra thing to make life easier for every person you interact with, every day.

We are accountable

Thriving emergency departments consider every challenge and opportunity and consistently address issues rather than shifting blame or accepting the status quo. That means turning phrases such as, “I can’t do that. It’s not our policy...” and “that’s not my job…” on their heads and replacing them with constructive phrases like, “Let me see what I can do,” and “Let me find someone who can help.”

We are positive

Positivity breeds more positivity. Consistent positive communication across all roles within the emergency department makes it difficult to have a negative interaction with a colleague or a patient, which improves both patient satisfaction and provider burnout and turnover rates.

We communicate with respect

Improved efficiency, quality, and practice culture starts with better face-to-face communication at every interaction, from patient check-in, to patient hand-off, to admission, discharge, or transfer. Every interaction, no matter how high-stress should be positive, constructive, and respectful.

We are innovative   

The definition of insanity applies here: you cannot keep doing the same thing over and over and expect different results. Your ED must evolve to succeed. Part of innovating for the future is considering the department’s impact on the entire continuum of care. Overall, successful emergency departments ask “how can we do it better?” rather than holding on to, “that’s the way we’ve always done it.”

Adopting these philosophies can pay dividends in reduced provider turnover costs due to increased provider satisfaction, increased efficiency due to improved interdisciplinary relations, and more satisfied patients due to kind, respectful interactions and smoother patient transitions. These tenets contribute to a strong program culture, and by building a solid cultural foundation, you set the tone for lasting, tangible increases in patient and clinician satisfaction, positive community reputation, and quality and efficiency performance improvements across the board.