/ en Mon, 28 Apr 2025 07:14:08 -0500 Tue, 04 Jun 24 16:49:06 -0500 /education-events/physician-well-being-playbook <p>This webinar will present successful strategies to prioritize and foster clinician well-being. From creating an infrastructure for well-being to designing interventions, join this conversation to learn about specific steps to advance well-being and resilience in your organization.</p> <p>With Eric Howell, M.D., COO, Society of Hospital Medicine; Elisa Arespacochaga, vice president, AHA Physician Alliance</p> <p> </p> <p>Date: May 30, 2019</p> <p>Time: 12:00 pm - 1:00 pm CT (1:00 pm ET)</p> Mon, 04 Mar 2019 20:04:39 -0600 Physician Leaders /resources/2016-04-12-verification-graduate-medical-education <p>Over time, hospitals and their medical staff services offices have developed unique forms to verify resident training for credentialing as required for hospital accreditation. To help streamline and standardize the residency verification process and meet hospital credentialing needs, the AHA, in partnership with other national organizations, has developed templates to provide the necessary information to meet credentialing needs while reducing the need for program directors to complete multiple requests for information.</p> Tue, 12 Apr 2016 00:00:00 -0500 Physician Leaders /member-knowledge-exchange/2024-06-05/enabling-growth-nonoperating-room-anesthesia-procedures-amid-workforce-shortages <div class="raw-html-embed">   </div> header.jumbotron {display:none} <div> /* center_body */ .center_body { /*margin-top:50px;*/ /* margin-bottom: 50px;*/ } .center_body h3 {} .center_body p { font-size: 16px } p.center_Intro { color: #002855; line-height: 1.2em; font-size: 30px; margin: 10px 0 25px 0; font-weight: 700; font-size: 2em; } @media (max-width:768px) { p.center_Intro { line-height: 1.2em; font-size: 23px; font-size: 1.45em; } } .center_body .center_Lead { color: #63666A; font-weight: 300; line-height: 1.4; font-size: 21px; } /* center_body // */ /* Banner_Title_Overlay_Bar */ .Banner_Title_Overlay_Bar { position: relative; display: block; overflow: hidden; max-width: 1170px; margin: 0px auto 25px auto; } .Banner_Title_Overlay_Bar h1 { position: absolute; bottom: 40px; color: #003087; background-color: rgba(255, 255, 255, .8); width: 100%; padding: 20px 40px; font-size: 3em; box-shadow: 0 3px 8px -5px rgba(0, 0, 0, .6); } @media (max-width:991px) { .Banner_Title_Overlay_Bar h1 { bottom: 0px; margin: 0px; font-size: 2.5em; } } @media (max-width:767px) { .Banner_Title_Overlay_Bar h1 { font-size: 2em; text-align: center; text-indent: 0px; padding: 10px 20px; } } @media (max-width:530px) { .Banner_Title_Overlay_Bar h1 { position: relative; background-color: #63666A22; } } /* Banner_Title_Overlay_Bar // */ <header class="Banner_Title_Overlay_Bar"><img src="/sites/default/files/2024-06/ASA_GrowthNonoperatingRoom_banner_1170x250.png" alt="Banner Image" width="1170" height="250"><div><h1>Enabling Growth in Nonoperating Room Anesthesia Procedures Amid Workforce Shortages</h1></div></header> /* CntMenuSub */ .CntMenuSub{ margin:20px 0px; padding-bottom: 5px; color: #afb1b1; letter-spacing: 1.5px; font-weight: 400; font-size: .7em; } .CntMenuSub .CntMenuBar{ border-bottom: 1px solid lightblue; } .CntMenuSub .CntMenuBar a:after{ content: "|"; padding: 0 3px 0 6px; color: #555; } .CntMenuSub .CntMenuBar a:last-child:after{ content: ""; } .CntMenuSub .CntMenuSubHome, .CntMenuSub .CntMenuSubParent{ text-transform: uppercase; color: #555; opacity: .9; } .CntMenuSub .CntMenuSubParent{ } .CntMenuSub .CntMenuSubChild{ } .CntMenuSub .CntMenuSubCurrent{ opacity: .7; } .CntMenuSub .CntMenuSubHome:hover, .CntMenuSub .CntMenuSubParent:hover{ text-transform: uppercase; color: #d50032; } /* CntMenuSub // */ <div class="container CntMenuSub"><div class="col-md-1"> </div><div class="col-md-10 row CntMenuBar"><a class="CntMenuSubHome" href="/education-events/aha-virtual-executive-dialogues">AHA Knowledge Exchange</a> <span class="CntMenuSubChild" id="CntMenuSubChild">Enabling Growth in Nonoperating Room Anesthesia Procedures Amid Workforce Shortages</span></div><div class="col-md-1"> </div></div><div class="row spacer"><div class="col-sm-3"><div><a href="#DownloadFile" title="Get your AHA Knowledge Exchange | Enabling Growth in Nonoperating Room Anesthesia Procedures Amid Workforce Shortages"><img src="/sites/default/files/2024-06/ASA_GrowthNonoperatingRoom_cover_910x1220.jpg" alt="AHA Knowledge Exchange | Enabling Growth in Nonoperating Room Anesthesia Procedures Amid Workforce Shortages" width="100%" height="100%"></a></div></div><div class="col-sm-9 center_body"> .sponsortype { color: #9d2235; font-size: 1.5em; margin: 0px; font-weight: 700; } <p class="sponsortype">AHA Knowledge Exchange</p><h2>Optimizing procedural selection and operations to enhance patient safety and quality outcomes</h2><p>Driving the rapid rise in anesthesia cases performed outside the traditional operating room suite are advances in surgical technology, innovations in complex invasive procedures, payer incentives to shift cases to ambulatory surgery centers (ASCs), and an aging population with increasing comorbidity burden. Nonoperating room anesthesia (NORA) cases are expected to account for more than 50% of all anesthesia cases in the next decade. Anesthesiologists are taking a lead role in working with surgeons, proceduralists and hospital executives to create a care redesign process for the increase in NORA services across sites and maintain high-quality outcomes based on the hospital’s strategic priorities and resources. This Knowledge Exchange explores strategies to address considerations in patient selection and the perioperative process to improve efficiency and safety.</p><div class="row"> @media (min-width:768px){ .EDsponsorFloat{ float:right; } } @media (max-width:767px){ .EDLinkFloat{ position:relative; left:27%; } .EDsponsorFloat { text-align:center } } <div class="col-sm-6"><a class="btn btn-wide btn-primary EDLinkFloat" href="#DownloadFile" title="Get your AHA Knowledge Exchange | Enabling Growth in Nonoperating Room Anesthesia Procedures Amid Workforce Shortages">Download the Report</a></div><div class="col-sm-6"><div class="EDsponsorFloat"><strong>Sponsored by:</strong> <a href="https://www.asahq.org/" target="_blank" rel="noopener nofollow"><img src="/sites/default/files/2024-06/ASA_GrowthNonoperatingRoom_logo_834x313.png" alt="ASA Logo" width="100%" height="100%"></a></div></div></div></div></div> .sp_CTA5_holder { margin-top:0px; border-bottom: solid 1px #555; padding-bottom: 50px; } .sp_CTA5_holder_last { border-bottom: solid 0px #555; } .sp_CTA5_holder >div{ overflow: auto; } .sp_CTA5_holder ul { list-style: none; /* Remove default bullets */ padding-left: 0px; /*width: calc(100% - 15%);*/ /*margin: 50px auto 0;*/ margin:auto 50px; } .sp_CTA5_holder ul li{ margin-bottom:7px; line-height: 1.5em; font-size:16px; } .sp_CTA5_holder ul li::before { content: " "; font-size: 1em; margin-right: 10px; display: inline-block; height: 12px; background-color: #9d2235; width: 12px; position: relative; top: 0px; -webkit-transform: rotate(45deg); -moz-transform: rotate(45deg); -o-transform: rotate(45deg); } .sp_CTA5_holder ul li{ padding-left:23px; text-indent:-23px; } .body ol>li, .body ul>li{ font-size:16px: } .sp_CTA5_holder h2 { color: #002855; /*! line-height: 2em; */ font-size: 2.15em; margin: 0 0 15px 0; /*! font-size: 30px; */ } .sp_CTA5_holder h3 { /*color: #002855;*/ line-height: 1em; /*font-size: 1.5em;*/ margin-bottom: 25px; margin-top:5px; font-size: 28px; } .sp_CTA5_section{ margin-top: 25px } .sp_CTA5_ImgShadow { /*background-color:green;*/ /* just a visual */ text-align: center } .sp_CTA5_ImgShadow { padding-bottom:75px; /* must match the padding on the img*/ margin: 0px; } .sp_CTA5_ImgShadow img{ width: calc(100% - 35px - 15px); -webkit-box-shadow: 50px -75px 0px 0px rgba(185, 217, 235, 1); -moz-box-shadow: 50px -75px 0px 0px rgba(185, 217, 235, 1); box-shadow: 50px -75px 0px 0px rgba(185, 217, 235, 1); position: relative; top: 75px; max-width: 490px; } @media (max-width:990px){ .sp_CTA5_ImgShadow img{ max-width: 350px;} } @media (max-width:990px){ .sp_CTA5_ImgShadow { padding-bottom:75px; /* must match the padding on the img*/ margin: 0px; margin-right: 40px } } <div class="row spacer sp_CTA5_holder sp_CTA5_holder_last"><div class="col-md-12"><h3>10 steps health leaders are taking to meet patients’ surgical and procedural demands with high-quality outcomes</h3><div class="sp_CTA5_section"><ul><li><strong>Screen and select patients for appropriate sedation and setting</strong>. Conduct an anesthesia preoperative assessment and address modifiable risk factors.</li><li>Use anesthesia preoperative evaluations to <strong>reduce same-day NORA cancellations</strong>.</li><li><strong>Streamline communication</strong> among surgeons, proceduralists and anesthesia services with electronic health records (EHRs) and health information exchanges.</li><li><strong>Provide anesthesia guidelines</strong> to practitioners, surgeons and other providers who may be responsible for hypertension management programs.</li><li>Develop <strong>specialized training for procedural physicians and RNs for moderate sedation</strong> in endoscopy, interventional radiology and pain procedures.</li><li>Evaluate the <strong>appropriate anesthesia staffing model</strong> based on patient risk, procedure complexity, and available staff resources and training.</li><li><strong>Create NORA rules</strong> and culture similar to that of the regular operating rooms (ORs), e.g., measuring first-case, on-time starts.</li><li><strong>Centralize scheduling for both OR and NORA cases</strong> for anesthesia staffing and support personnel who may be deployed to these areas.</li><li><strong>Employ dashboards and perioperative tracking</strong> for procedures with metrics for on-time starts, case lengths, any case delays, and utilization of anesthesia minutes.</li><li><strong>Position NORA locations</strong> as close as possible to OR locations in new facilities or renovations.</li></ul></div></div></div><h2>Participants</h2> /* people */ .people { margin-top: 50px; } .people img:nth-child(1) { border-radius: 200px; -moz-border-radius: 200px; -webkit-border-radius: 200px; margin-bottom: 10px; max-width:200px; /* for Transformation Talks */ display:block; /* for Transformation Talks */ margin:auto; /* for Transformation Talks */ } .people img:nth-child(1):hover { opacity: .7 } @media (max-width:991px) { .people { margin: auto; } .people p { text-align: center } } .ci_profile { 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display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .people .rowEqual_768>[class*='col-'] { -ms-flex: 3; /* IE 10 */ flex: inherit; /*flex*/ width: calc((100% / 3) - 2px) /*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/; } } @media (max-width:767px) and (min-width:361px){ .people .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .people .rowEqual_768>[class*='col-'] { -ms-flex: 1; /* IE 10 */ flex: auto; width: calc((100% / 2) - 2px) /*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/; } } p.ci_profile_name { font-size: 1.5em; line-height:1.2em; margin-top:10px } .people .ci_profile_combined{ font-size:14px; line-height: 18px; } .people .ci_profile_combined span{ font-style: italic; } .people .ci_profile_combined:before{ content:""; border-bottom: solid 1px #55555522; display: block; clear: both; width: 85%; margin: 5PX auto 10px; } <div class="people"><div class="row rowEqual_768"><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-05/Ajja_Olivia_300x300.png" alt="Olivia Ajja" width="300" height="300"><p class="ci_profile_name">Olivia Ajja, MBA, CRNA</p><p class="ci_profile_title">Senior Vice President and Chief Operating Officer</p><p class="ci_profile_company">University of Minnesota Medical Center</p>profile_combined</p> <p class="ci_profile_award"> profile_award </p> <div class="ci_profile_social">profile_social</div> --></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-05/Bertany_Kathryn_300x300.png" alt="Kathryn Bertany" width="300" height="300"><p class="ci_profile_name">Kathryn Bertany, M.D., MBA</p><p class="ci_profile_title">CEO</p><p class="ci_profile_company">Bozeman Health</p></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-05/Davis_Brenda_300x300.png" alt="Brenda Davis" width="300" height="300"><p class="ci_profile_name">Brenda Davis, BSN, MBA, R.N.</p><p class="ci_profile_title">CEO</p><p class="ci_profile_company">CapRock Health</p></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-05/Harter_Ronald_300x300.png" alt="Ronald Harter" width="300" height="300"><p class="ci_profile_name">Ronald Harter, M.D., FASA</p><p class="ci_profile_title">President</p><p class="ci_profile_company">American Society of Anesthesiologists</p><p class="ci_profile_title">Professor of Anesthesiology</p><p class="ci_profile_company">The Ohio State University Wexner Medical Center</p></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-05/Miller%20Estaban_300x300.png" alt="Esteban Miller" width="300" height="300"><p class="ci_profile_name">Esteban Miller, M.D.</p><p class="ci_profile_title">Chief Medical Officer</p><p class="ci_profile_company">Black River Memorial Hospital</p></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-05/Olivarez_Freddy_300x300.png" alt="Freddy Olivarez" width="300" height="300"><p class="ci_profile_name">Freddy Olivarez, MSHA</p><p class="ci_profile_title">CEO</p><p class="ci_profile_company">Medical Arts Hospital</p></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-05/Peterson_Mary_300x300.png" alt="Mary Dale Peterson" width="300" height="300"><p class="ci_profile_name">Mary Dale Peterson, M.D., MSHCA, FASA, FACHE</p><p class="ci_profile_title">Executive Vice President and Chief Operating Officer</p><p class="ci_profile_company">Driscoll Children’s Health System</p></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-05/Schweitzer_Nicole_300x300.png" alt="Nicole Schweitzer" width="300" height="300"><p class="ci_profile_name">Nicole Schweitzer, MBA, FACHE</p><p class="ci_profile_title">Executive Director of Provider and Clinical Services</p><p class="ci_profile_company">Black River Memorial Hospital</p></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-05/Vergenal_Brittlyn_300x300.png" alt="Brittlyn Vergenal" width="300" height="300"><p class="ci_profile_name">Brittlyn Vergenal, R.N., CNOR</p><p class="ci_profile_title">Director of Perioperative Services</p><p class="ci_profile_company">Bayou Bend Health System</p></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-04/Hoppszallern_Suzanna_300x300%20%281%29.png" alt="Suzanna Hoppszallern" width="300" height="300"><p class="ci_profile_name">Moderator:<br>Suzanna Hoppszallern</p><p class="ci_profile_title">Senior Editor, Center for Health Innovation</p><p class="ci_profile_company">ºÚÁÏÕýÄÜÁ¿ Association</p></div></div></div><div class="raw-html-embed"> .SponsorMarketoForm { background-color: ; padding:5px 25px; border: solid 2px #307FE2; margin:50px 15px 0px !important; display:inline-block; width: 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class="more-link"><a href="/aha-knowledge-exchange-archive">View All: AHA Knowledge Exchange</a></div> </section> </div> </div></div> Tue, 04 Jun 2024 16:49:06 -0500 Physician Leaders /education-events/aha-leadership-experience-2024-oct-8-10 <p>Increasing demands on physician and administrative leaders have created an epidemic of burnout. The AHA Leadership Experience helps participants create a new professional strategy to offset the demands of the 24/7/365, fast-paced and unrelenting health care environment.</p><p>Participants develop a powerful new ability to create new skills, patterns and rituals that intentionally create equilibrium between the competing dimensions of their lives. Participants learn to elevate their personal leadership in every aspect of their lives, which allows them to regain control of what is foundationally core, and what truly matters most in their life and work.</p><p>For AHA members only, a discounted registration of $3,500 has been extended for a limited time. <strong>Fees include three days of meals, lodging, and intensive coaching and skill development.</strong> Tuition will be invoiced via email, hotel reservations will be made by the Physician Alliance on your behalf. Please contact physicianalliance@aha.org with any questions.</p><p><strong>Location:</strong></p><p>La Valencia Hotel // La Jolla, CA</p> Tue, 20 Feb 2024 12:03:08 -0600 Physician Leaders /news/headline/2024-01-10-aha-podcast-evolving-role-physician-leader <p>Chris DeRienzo, M.D., AHA’s senior vice president and chief physician executive, explores how today’s physician leaders reconcile the demands of two different jobs to support both the patient and their organization's long-term goals. <a href="/advancing-health-podcast/2024-01-10-evolving-role-physician-leader" target="_blank"><strong>LISTEN NOW</strong></a></p><div></div> Wed, 10 Jan 2024 14:09:10 -0600 Physician Leaders /advancing-health-podcast/2024-01-10-evolving-role-physician-leader <p>One hallmark of America's rapidly changing health care system is the evolving role of physician leaders who have chosen to wear two leadership hats as both doctor and administrator. As physicians they must make quick and decisive clinical decisions about a patient’s care, while as physician-administrators they often face longer-term organizational challenges that require different types of problem-solving approaches. In this conversation, Chris DeRienzo, M.D., senior vice president and chief physician executive at the ºÚÁÏÕýÄÜÁ¿ Association, explores how today’s physician leaders can reconcile the demands of two different jobs and support both the patient and their organization's long-term goals.</p><hr><div></div><div class="raw-html-embed"><div class="raw-html-embed"> <details class="transcript"><summary> <h2 title="Click here to open/close the transcript."><span>View Transcript</span><br>  </h2> </summary> <p> 00;00;00;26 - 00;00;35;13<br> Tom Haederle<br> One hallmark of a rapidly changing health care system is the evolving role of physician leaders, health care professionals who choose to wear two hats as both a doctor and administrator. Their ranks are growing, as is their impact on the future direction of health care. But treating a patient and leading a department can be a delicate balance as the jobs require different skill sets, and the training for one can be almost contrary to the training for the other. </p> <p> 00;00;35;16 - 00;01;01;18<br> Tom Haederle<br> Welcome to Advancing Health, a podcast from the ºÚÁÏÕýÄÜÁ¿ Association. I'm Tom Haederle, with AHA Communications. Physicians must often make quick, decisive clinical decisions about a patient's care. This is a strength encouraged in medical school. But physician administrators who lead staffs and entire departments often face longer arc challenges that require problem solving approaches well outside of the sphere of traditional doctor-think. </p> <p> 00;01;01;20 - 00;01;16;24<br> Tom Haederle<br> In this podcast, the ºÚÁÏÕýÄÜÁ¿ Association senior vice president and chief physician executive, explores how today's physician leaders reconcile the demands of two different jobs. As he points out, not every challenge that you're facing has a code. </p> <p> 00;01;16;27 - 00;01;40;29<br> Elisa Arespacochaga<br> Thanks, Tom. I'm Elisa Arespacochaga AHA vice president, clinical affairs and workforce. And today I'm joined by Dr. Chris DeRienzo, senior vice president and chief physician executive at the AHA. We're going to talk a little bit about the evolving role of physician leaders and how to plan for the future needs of a health system. So, Chris, welcome. And I'm hoping you'll tell us all a little bit about yourself and how you got to the AHA. </p> <p> 00;01;41;01 - 00;01;57;18<br> Chris DeRienzo<br> Will do, Elisa. It is a pleasure to get to join you on the podcast this week and welcome to all of our listeners. I'm Dr. Chris DeRienzo. So I'm a neonatologist by clinical training and I got to spend the better part of the last ten years in hospital and health system Chief Medical and Chief Quality Officer roles. </p> <p> 00;01;57;20 - 00;02;21;06<br> Chris DeRienzo<br> Most recently I got to be the Chief Medical Officer, Wake Med Health and Hospitals, which is based in Raleigh, North Carolina. And it was through that work that I got exposed to the incredible team here at AHA.  I got to spend a year sitting on AIG's Committee on Clinical Leadership, which brings together chief physicians, nurses and APPs from across the country to help guide our our governance on on policy advocacy and operational issues. </p> <p> 00;02;21;14 - 00;02;47;24<br> Chris DeRienzo<br> And then was lucky enough to join the team here in in January. And so I'm meeting with our amazing teams and our amazing members. And one of the things that that is most amazing about that is getting to spend time with Elisa and her team because the Clinical Affairs and Workforce group here really is top notch. And when it comes to the kinds of topics that we're talking about here on today's podcast are really sort of setting the tone for where we're going as a nation. </p> <p> 00;02;47;27 - 00;03;07;24<br> Elisa Arespacochaga<br> Great. And we're thrilled to have you on board the team. So you came from a chief physician role. You've seen physician succession planning in a couple of organizations. What's been your experience in how that's worked and how it's been done and where it's maybe succeeded and where it maybe had some opportunities? </p> <p> 00;03;07;27 - 00;03;42;20<br> Chris DeRienzo<br> You know, just like the chief physician roles themselves, which have undergone substantial evolution over the last 30 years, I think succession planning is is really doing the same. When I joined Wake Med, for example, we had a number of terrific physician leaders who were stepping into pretty significant roles. And as as any good leader does in an organization, you know, realistically on day one, you need to begin thinking about what happens if you had Mega millions tomorrow and and you become America's next billionaire and you don't want to work anymore. </p> <p> 00;03;42;24 - 00;04;05;21<br> Chris DeRienzo<br> Right. And so and I love taking it from that positive frame perspective, you know. So so the folks who do this best, I really find them kind of very intentionally on day one doing two things. One, getting an understanding from the team members who identify as as their their direct reports. And you have a lot of leadership potential as one. </p> <p> 00;04;05;24 - 00;04;23;05<br> Chris DeRienzo<br> What do they want? Then I've talked to physicians who are extraordinarily happy doing the physician leader role that they are. They do not want to take on more responsibility from an administrative perspective because they don't want to perhaps give up more of their practice or they're just at a place in their life or career with it that wouldn't work for them. </p> <p> 00;04;23;12 - 00;04;43;13<br> Chris DeRienzo<br> And then for those who do understanding what are the gaps? What are the intentional experiences as a leader that I can create for you and/or share with you so that you're able to, you know, punch that part of your dance card and you get an experience that would perhaps be more common if you were to step into a different or larger physician leader role. </p> <p> 00;04;43;16 - 00;05;05;12<br> Chris DeRienzo<br> And that really, frankly, should be occurring at every level of leadership, you know, at the medical director level, at the division chief, at the chief medical officer level, and then all the way up through the the organization. And so that that's how I walked into my role at Wake Med. And I'm happy to say that the person who succeeded me there is exponentially better at the job than than I ever could have been. </p> <p> 00;05;05;14 - 00;05;30;02<br> Elisa Arespacochaga<br> And I know we've talked about this a little bit as you've come on board and we started to do this work. Your training as a physician really encapsulated making decisions rather quickly by yourself and owning those decisions. That's that's part of what your training really instilled in you. And yet as an administrator, none of those things are good at getting activities done, changing things, moving people along. </p> <p> 00;05;30;09 - 00;05;41;18<br> Elisa Arespacochaga<br> You have to be able to have those conversations along the way, share that decision making. So how did you bring some of those skills to yourself and then your team members? </p> <p> 00;05;41;20 - 00;06;10;27<br> Chris DeRienzo<br> Yeah, it's it's interesting. You see a lot of physician leaders who wind up having dual degrees. And I think one benefit of spending time early in your graduate-level education outside of medical school is sort of remembering how not doctors think, because what you described, Elisa, is true. You are taught to think and then taught to act in a very specific way throughout medical school as it relates to creating a differential diagnosis, designing an assessment and plan and going and executing on it. </p> <p> 00;06;11;02 - 00;06;40;10<br> Chris DeRienzo<br> And in my specialty of neonatology, sometimes there's a long arc to being able to craft that plan. But sometimes the baby's coding. You need to act now. And so the challenges that you face on the the administrative side of the table are definitely typically longer arc challenges. And I think for for many of us who've been fortunate to pursue medical school as well as have a master's degree leaning on that side of our education and training is kind of a reminder that not every challenge that you're facing is a code. </p> <p> 00;06;40;13 - 00;07;05;07<br> Chris DeRienzo<br> Right? And we can sort of take a different approach to that. I will say, interestingly, you know, during the COVID pandemic, especially the early acute days of it, I think the training that physician and some nurse leaders lean on as well served us very well. Because within the administrative team, we oftentimes got to sort of lean into our strength of being a gas pedal and saying we need to move to action. </p> <p> 00;07;05;09 - 00;07;24;21<br> Chris DeRienzo<br> You know, and the other members of the team served their roles importantly as well. And I think as we've now transitioned into a different phase of our work, it's crucial to remember the roles that we play around that leadership table and to recognize that for me, sometimes my bias has to be that gas pedal. Sometimes it's to be a brake. </p> <p> 00;07;24;24 - 00;07;35;12<br> Chris DeRienzo<br> And as long as there's sort of shared respect and understanding around, you know, whatever leadership table that you're sitting at, then there's room for everyone from that background. </p> <p> 00;07;35;15 - 00;07;52;06<br> Elisa Arespacochaga<br> So let's talk a little bit about you mentioned the evolution of the role of physician-leader. It has gone through a number of different roles, even in your tenure, your ten years. Talk a little bit about what you've seen as where that role started and where you see it today. </p> <p> 00;07;52;08 - 00;08;15;09<br> Chris DeRienzo<br> Yeah, my thinking on this has evolved substantially. I've only been living in these kinds of roles for about ten years. I started medical school about 20 years ago, but the friends and colleagues I have who've been in this space now for for 30 plus years, even on the recruiting side, express it's sort of gone in three phases of evolution. </p> <p> 00;08;15;11 - 00;08;56;24<br> Chris DeRienzo<br> So the V1 data role of a physician leader on a hospital or health system leadership team, and I'll distinguish that from we've had medical staff privileges and credentials and a medical executive committee for for decades and decades and decades since time immemorial. So I'm not really talking about the elected leadership role. And what I'm talking about is the kind of the earliest members with protected administrative time who sit on that leadership team. In perhaps the eighties and nineties that looked like someone who typically was an incredibly well respected physician, had been on staff for maybe 20 or 30 years, was loved by the community, was loved by the team. </p> <p> 00;08;56;27 - 00;09;19;21<br> Chris DeRienzo<br> They were given a small office somewhere in the corner and said, Go listen to the doctors and, you know, keep them out of administration, right? And that was, you know, early phase efforts at engagement. And obviously, you know, I'm over generalizing and there's a spectrum. But but truly, it really was a very tightly focused position on just medical staff in medical affairs. </p> <p> 00;09;19;23 - 00;09;44;23<br> Chris DeRienzo<br> And that evolved pretty substantially in the 2000 and the early 2010s as we saw the ACA passed and the quality movement in in health care began to reach a fairly significant crescendo to where, you know, CEOs and boards said, okay, doctor, we need you to lead quality as well, oftentimes in partnership with a chief nurse. And so we saw the first dyad roles beginning to emerge then. </p> <p> 00;09;44;25 - 00;10;09;03<br> Chris DeRienzo<br> But again, that sort of clinical focus on quality and still medical staff, right. Don't give that up. Still have to do that. But now take on this more quality and safety and sometimes patient experience focused work kept those roles largely out of the strategy and operations of health systems. And today, frankly, that that is is an untenable solution as we look at, you know, what the landscape looks like. </p> <p> 00;10;09;04 - 00;10;36;17<br> Chris DeRienzo<br> By and large, the shift has been to having physician leader roles that are true core partners to the not only the chief nurse, but the chief operating officer, the chief strategy officer, the CFO, when it comes to things like strategy and operations. And that's not because the physicians themselves have changed, but it's because our environment has changed as we've seen tremendous shifts into the ambulatory and outpatient arena, as we've seen shifts in the trends of physician employment. </p> <p> 00;10;36;19 - 00;11;14;07<br> Chris DeRienzo<br> And that has meant that that the most forward thinking and/or integrated systems have needed to bring their their chief physician into the fold, as it were, on making the the key strategic and operational decisions of the organization. And and again, on the physician side, you know that that means that the kind of person who we might have appointed to a VP admiral in the nineties or lifted into a chief of quality role in the early 2000s might not be the same kind of person now who is is perhaps willing to engage in the kind of strategy and operational learning that we need to do in order to be fundamental partners at that kind of </p> <p> 00;11;14;07 - 00;11;15;08<br> Chris DeRienzo<br> a table. </p> <p> 00;11;15;10 - 00;11;37;29<br> Elisa Arespacochaga<br> Absolutely. Absolutely. So you've had a chance to get a little bit of a national perspective on some of these opportunities. You just laid out sort of the evolution of... you're no longer forgive the term, just the doctor. You are now also part of the strategy team and the operations team and the financial team. And you need to be able to have all of those skills in your bag. </p> <p> 00;11;38;02 - 00;11;46;03<br> Elisa Arespacochaga<br> What do you see as some of the opportunities to help grow some of those physician leadership skills as part of your role at the AHA? </p> <p> 00;11;46;06 - 00;12;15;16<br> Chris DeRienzo<br> I was incredibly impressed by every team member I met at AHA, when I got to sit on our Committee on Clinical Leadership, and I wish there was a person who was a member of that team who nationally we could all look to and say, you know, who's helping bring us together as chief physicians in in America? And, you know, truth be told, there are lots of different organizations who focus on either physician advocacy or on developing leadership skills. </p> <p> 00;12;15;16 - 00;12;40;16<br> Chris DeRienzo<br> But there really isn't a natural home for doctors who have said, you know, I've gone through the door from being a leader in my specialty to now my specialty is leadership. So one of the things we are working to do here at AHA  - and we spent the better part of the last several months validating this concept with our members - because we are nothing if not an incredibly member responsive organization. </p> <p> 00;12;40;16 - 00;13;18;28<br> Chris DeRienzo<br> For those of you who are members and listening to this let me be clear, we take your feedback incredibly seriously and it drives much of what we do to try to provide value to and to support you. And what we have now heard loud and clear from hundreds upon hundreds of chief physicians throughout our membership, be they at the hospital, chief medical officer level, at the large employed clinic level, at the EVP operations level, and even from physician CEOs of some of the largest health systems in the country, that there is a need for a space that helps bring together these chief physicians from within our membership for a lot of reasons. </p> <p> 00;13;19;00 - 00;13;43;21<br> Chris DeRienzo<br> One, we know that sometimes that job can be very lonely when you're a chief physician, and no matter what level you are, you're oftentimes the only doctor sitting at a table with folks who have reached the peak of their professional pyramids. Chief nurses and chief financial officers, chiefs of strategy, chief of operations. They are all incredibly good at what they do, and they also share very different backgrounds and experiences than we do as physicians. </p> <p> 00;13;43;21 - 00;14;00;11<br> Chris DeRienzo<br> So sometimes it can be hard to just sort of share the challenges that you're facing when you have to then go back and negotiate with a room of 40 hospitalists on contract metrics or, you know, talk to the orthopedic surgeons about the continuous improvement project and how we're going to drive it through care process models and the like. </p> <p> 00;14;00;14 - 00;14;21;09<br> Chris DeRienzo<br> So there really is no space for that kind of networking, for that kind of mentorship and growth and for also that kind of sharing of experience. To be blunt about it, we think that there's a, there's a really great opportunity for us at the HRA to help create that space. And we're well on our way to bringing that to reality. </p> <p> 00;14;21;11 - 00;14;43;00<br> Elisa Arespacochaga<br> Very excited about giving folks that opportunity. So for those who are listening, who are physician leaders, who are thinking about I want to advance my career, I like this idea of my specialty is leadership. And, you know, how do I move beyond the role I might be in? How can they start to be ready? Where are there some opportunities they can start to take? </p> <p> 00;14;43;02 - 00;15;09;07<br> Chris DeRienzo<br> My gosh, there are there are so many great opportunities in terms of growing and expanding as a leader. The biggest lesson that I learned very early in my career was in trying to be a good partner and a good listener. So I had the tremendous benefit in my very first job outside of fellowship to work in the Mission Health organization based in Asheville, North Carolina. </p> <p> 00;15;09;07 - 00;15;40;13<br> Chris DeRienzo<br> At the time that we were serving about 900,000 people in in the western part of the state. It was very rural and I was very green and I was just out of fellowship. I'd been blessed to get to do a lot of stuff in in training, leading in quality and patient safety. But I had never done the work of an attending and as you know, a health system chief and I had a person who reported to me who is a seasoned nurse executive, you know, 30 plus years in nursing and 20 plus years in leadership, in quality and safety. </p> <p> 00;15;40;19 - 00;16;07;16<br> Chris DeRienzo<br> And even though she reported to me, I learned more from her than I probably will from every book that I have ever read on things like accreditation and infection prevention. I had a tremendous leader in risk management to also report in to me, and she has taught me more about risk management than, again, I could ever learn. Even though we have many great books here at HP, you know, she will forget more about claims management than I could ever hope to learn. </p> <p> 00;16;07;18 - 00;16;40;29<br> Chris DeRienzo<br> And so I guess my my unifying point here for physicians who are looking to grow in their leadership journey is do not make the mistake that I've seen many physicians make, which is because I become an expert in my pyramid of pediatric endocrinology or interventional cardiology, to then assume that makes us experts in all of health care. There are so many things that we can still learn and so many people willing to teach them that all it really takes is being open to acknowledging I don't know a darn thing about supply chain management. </p> <p> 00;16;41;05 - 00;16;51;25<br> Chris DeRienzo<br> And you are a supply chain management expert. I am here to learn and I want to be a partner and help. And I've seen door after door after door open for physicians who are willing to take that step. </p> <p> 00;16;51;27 - 00;17;14;10<br> Elisa Arespacochaga<br> Absolutely. And I think that's one of the unique characteristics that the AHA has. Hospitals are the place where all of these different professions come together and must work together for the good of the patient. And so really, the more everyone can adopt that attitude of, hey, I know my stuff really, really well, but tell me about yours, Let me learn from you. </p> <p> 00;17;14;12 - 00;17;16;27<br> Elisa Arespacochaga<br> Well, Chris, thank you so much. </p> <p> 00;17;17;00 - 00;17;36;01<br> Chris DeRienzo<br> Elisa, it's been a privilege. And I will just close by saying, of course, that's a two way street. One observation I've seen over the last ten years, especially as it relates to things like finances and operations in order for physician leaders to be partners at our table, we've also got to be willing to to be partners with them. </p> <p> 00;17;36;03 - 00;17;44;13<br> Chris DeRienzo<br> And that means sometimes sharing decision making that previously we would have kept over here it in a box. And that can be scary for them as well. </p> <p> 00;17;44;15 - 00;17;48;08<br> Elisa Arespacochaga<br> Chris, thank you so much for joining me and for joining the AHA. </p> <p> 00;17;48;10 - 00;17;53;29<br> Chris DeRienzo<br> It's been a privilege, Elisa, and thank you for hosting the podcast and thanks to our members for all the wonderful things they do as well. </p> </details> </div></div> Wed, 10 Jan 2024 00:04:08 -0600 Physician Leaders /education-events/committee-clinical-leadership-0 Fri, 20 Oct 2023 11:18:07 -0500 Physician Leaders /education-events/committee-clinical-leadership Fri, 20 Oct 2023 09:52:35 -0500 Physician Leaders /news/headline/2023-06-29-blog-new-study-validates-risks-expanding-physician-owned-hospitals <p>A new study on physician-owned hospitals only reinforces Congress’ concerns amid calls by some to repeal restrictions on POHs, write AHA Executive Vice President Stacey Hughes and Federation of ºÚÁÏÕýÄÜÁ¿s President and CEO Chip Kahn. <strong><a href="/news/blog/2023-06-29-new-study-validates-risks-expanding-physician-owned-hospitals" target="_blank">READ MORE</a></strong></p> Thu, 29 Jun 2023 13:29:20 -0500 Physician Leaders /education-events/aha-leadership-experience-2023-oct-4-6 <p>Increasing demands on physician and administrative leaders have created an epidemic of burnout. The AHA Leadership Experience helps participants create a new professional strategy to offset the demands of the 24/7/365, fast-paced and unrelenting health care environment.</p> <p>Participants develop a powerful new ability to create new skills, patterns and rituals that intentionally create equilibrium between the competing dimensions of their lives. Participants learn to elevate their personal leadership in every aspect of their lives, which allows them to regain control of what is foundationally core, and what truly matters most in their life and work.</p> <p>For AHA members only, a discounted registration of $3,500 has been extended for a limited time. <strong>Fees include three days of meals, lodging, and intensive coaching and skill development.</strong> Tuition will be invoiced via email, hotel reservations will be made by the Physician Alliance on your behalf. Please contact physicianalliance@aha.org with any questions. </p> <p> </p> <p><strong>Location: </strong></p> <p>Garden of the Gods // Colorado Springs, CO</p> <p> </p> <p><img alt="abqaurp" data-entity-type="file" data-entity-uuid="8e33434b-8c71-4197-ac8a-4d756fdc2448" src="/sites/default/files/inline-images/accreditation_0.jpg" width="89" height="29"></p> <p class="MsoNormal"><span>This activity has been planned and implemented in accordance with the accreditation requirements and policies of the Accreditation Council for Continuing Medical education through the joint providership of the American Board of Quality Assurance and Utilization Review Physicians, Inc. (ABQAURP) and the ºÚÁÏÕýÄÜÁ¿ Association (AHA).  ABQAURP is accredited by the ACCME to provide continuing medical education for physicians.</span></p> <p class="MsoNormal"><span> </span></p> <p class="MsoNormal"><span>The American Board of Quality Assurance and Utilization Review Physicians, Inc. designates this live activity for a maximum of <b><i>24.5 AMA PRA Category 1 Creditsâ„¢.</i></b>  Physicians should claim only the credit commensurate with the extent of their participation in the activity.</span></p> <p class="MsoNormal"><span> </span></p> <p class="MsoNormal"><span>ABQAURP is an approved provider of continuing education for nurses. This activity is designated for 24.5 contact hours through the Florida Board of Nursing, Provider # 50-94.</span></p> Fri, 24 Mar 2023 12:47:15 -0500 Physician Leaders