- Sep 12, 2016
Procured Health recently hosted a panel to discuss effective physician engagement strategies to produce a more efficient supply chain that improves costs, quality and clinical outcomes.
Here are four quotes from supply chain leaders on how to boost physician engagement.
- “We’ve found that it’s important to involve physicians early in the process. Instead of just telling them our priorities, we ask them what they would like to see and what they’re trying to accomplish. If they feel like they’re part of the process, you gain much more support from them on initiatives,” said Eric Howard, clinical quality value analysis specialist at Baptist Health in Little Rock, Ark.
- “I make it a priority to attend physicians’ quarterly service line meetings. I come in prepared with an explanation about what we need to do, why it’s important, what the clinical evidence says, as well as accurate data on potential cost savings. I present the data, by myself or with our operating roomdirector, and then ask for their support. Even if I don’t have an initiative to talk about for that service line that quarter, I still attend the meeting and ask if there is anything I can do to provide help or support. It’s crucial to have a seat at the table,” said Claudia Gray, clinical resource manager at Hoag Health Center in Irvine, Calif.
- “We don’t just use data for decision making but also to increase physician buy-in. For example, when we transitioned to dual vendors for cardiac rhythm management, we had agreement from physicians to make the change but we wanted to make sure it really happened. To measure progress and inform physicians, we co-designed a live dashboard. First, we provided ideas and then they helped us enhance it to make sure it met their needs. We share the dashboard on a quarterly basis but physicians like it and ask for it sooner sometimes,” said Chip McIntosh, director of contracting, purchasing and value analysis at Beth Israel Deaconess Medical Center in Boston.
- “We look for the physicians who are helping their peers and influencing others. These informal leaders are often more engaged and interested in being champions for supply chain than those in traditional roles like a director of cath lab who may have other competing priorities,” said Meena Medler, manager of strategic sourcing at Northwestern Memorial HealthCare in Chicago.