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After only seven weeks in his new role as president of BWH, Gary Gottlieb, MD, MBA addressed his colleagues at a Town Meeting on Monday, April 29. Before opening the meeting into an informal question and answer dialogue, in which Gottlieb invited staff to ask questions on a variety of topics, he shared his first impressions as president.
Gottlieb commented on how truly moved he has been by the dedication of staff and their willingness to continue to make BWH an incredible place to work and receive care. He also commented on how welcomed he has felt and the insight he has gained from visiting and making rounds throughout the hospital. Finally, Gottlieb thanked staff for their support and understanding as the hospital moves forward in an unprecedented period of growth and implements the first steps of its Strategic Plan.
The following are excerpts from the question-and-answer session that followed Gottlieb’s welcome address at the April 29 Town Meeting. Andy Whittemore, MD, chief medical officer, and Matt Van Vranken, chief operating officer, joined Gottlieb in responding to the audience’s questions.
Q: What role do you see complementary and alternative medicines playing in patient care at BWH?A: (Andy Whittemore, MD, Chief Medical Officer)Little by little we are incorporating complementary medical approaches into our patient care continuum. It is important to note too, that BWH already has a nursing arm that is actively pursuing alternative treatments and therapies. Additionally, the university (HMS) is committed to advancing this area. A: (Gary Gottlieb, President, MD, MBA)With a background in psychiatry, I have had experience in this field, especially as it relates to clinical trials. It is important to me that BWH maintains an open culture when it comes to considering our medical alternatives. As clinicians, we also need to make sure that we are more informed when patients bring different options to us and that we can provide educated information and medical opinions when planning and coordinating patient care.
Q: As new technologies become available, but reimbursement for devices has not been approved yet or is limited by the government, what can we do to control costs from a materials management standpoint?A: (GG)I think we are at an advantage and well positioned within our tripartite mission dedicated to research, education and excellence in patient care. With a solid reputation as one of the nation’s premier academic medical centers, BWH is well funded in leading clinical trials. Through these clinical trials, we have constructed a pipeline between cutting-edge science and advanced patient care. What we need to do is continue to work on rates and negotiate with our payers, while demonstrating to insurance companies the many benefits and savings that new technology can offer.A: (Matt Van Vranken, Chief Operating Officer)Under the leadership of Nancy Masaschi, BWH has launched a Value Analysis Program that aims to maximize access to new technologies while cutting costs. At the core of the Value Analysis program is a streamlined evaluation and selection process that allows a committee of researchers, clinicians and administrators to review requests for new clinical products and technology to assess their clinical and financial impact to the organization and identify opportunities for cost savings. We continue to master our understanding of how new technology impacts patient care and we don’t want to stall progress in this area.A: (AW)Additionally, there is a difference between pharmaceutical costs and device costs. The pharmaceutical industry has the ability to fully fund many clinical trials. However, the device industry is more stringent, with a lower margin and higher competition. We are dedicated to innovation at this hospital and we realize that there is a price tag associated with being a leader in cutting-edge care.
Q: What is the status of patient safety efforts at BWH and where do you see patient safety ranking among other institutional priorities?A: (GG)Patient Safety is a top priority at BWH and will continue to be a focus of our mission. BWH has a long tradition of leading patient safety initiatives. We are a world leader in this area and are committed to developing new technologies and systems that will ensure that the tradition grows. It is very important to me that BWH evolves as a blame-free environment, that our staff is educated about patient safety and joins in the process of offering input and suggestions as to how we can constantly improve our efforts. I am hugely supportive of initiatives such as Quality Rounds—projects that work in tandem to increase quality of worklife and improve patient satisfaction.A: (AW)BWH has been ahead of the game in this area for years. Imagine in the 1980’s – a time when the public was just beginning to become comfortable with the idea of computers – that BWH created the BICS system as a remedy to transcription errors. BICS proved to be the precursor to BWH’s world renowned computerized order entry system, which is an accomplishment of mammoth proportions and an example of what this hospital is capable of doing. It sets the standard for advances such as the new bar code technology that will be implemented in the coming years.
Q: Where will the Center for Advanced Medicine fit into BWH’s strategic vision?A: (GG)The Center for Advanced Medicine (CAM) has already made a tremendous impact on our partnership with the community. In my vision for BWH, I see the CAM housing a combination of new technology and the expansion of existing services, both diagnostic and interventional. We are only in the very early stages of developing programming and defining what services will be offered. Overall, I think it is very important that while we look to create a new home for medicine across Francis Street, that we also tighten our focus internally. It is vital that we rethink the campus in terms of appropriately organizing care and locating different levels of activity in the best manner possible. We need to look at our existing space and ask each other how we can improve the work environment and enhance patient care and customer service throughout the entire campus.
Q: Can you give us an update on physician recruitment?A: (AW)I am happy to tell you that we are down to one candidate for the chief of Cardiac Surgery, who will be visiting the hospital one last time while the decision is pending final approval. We are down to three candidates for the chairman of Anesthesia and hope to have a decision made by June.A: (GG)In addition to the major appointments, we are growing our number of Thoracic, Cardiac and Neuro surgeons and expanding the General Vascular Surgery Division. A: (AW)Overall our ongoing recruitment process is very positive – this is an exciting time for BWH.
Q: According to recent analyses of our Press, Ganey patient satisfaction survey results, the area of Emotional and Spiritual Support for patients is one that needs further development. Especially in light of your mental health background, could you share your thoughts about ways we, as a hospital, can be better at providing emotional and spiritual support to both our employees and our patients and their families?A: (GG)I believe it is extremely important to provide a nurturing environment for staff and employees so that they can support patients and families. I know generally what mechanisms and resources BWH has in place to support staff through stressful times and that the Employee Assistance Program and our Chaplains provide tangible support services. I do promise to evaluate the specific programs currently in place and see if the existing resources are sufficient to meet the needs of both our employee and patient populations.A: (MVV)BWH is committed to developing new programs that build networks of emotional and spiritual support for our staff. A few examples of these include the Dennis Thomson Compassionate Care Scholars Program, Schwartz Rounds and the Starfish Awards. We need to do more—there is no doubt about it. I am happy to work with any and all people who have ideas on how to improve this area. A: (GG) I will just add that I am particularly proud of the commitment BWH has made to embracing and celebrating diversity and nurturing our diverse patients. This is a critical piece to ensuring that the patient care setting and work environment is a comfortable one for all.
Before the crowd in the Bornstein dispersed, Gottlieb shared a few final words at his Town Meeting debut. “Thank you for your incredible commitment to BWH and those we serve. It is truly a privilege to work with you.”
If you missed the April 29 Town Meeting, but have a question you would like to ask Gottlieb, Van Vranken or Whittemore, email Public Affairs (BWHBulletin@partners.org).