Latest / Becker’s Healthcare Podcast / Innovating Care and Combating Burnout with Dr. Imran Qadeer

Transcript

Innovating Care and Combating Burnout with Dr. Imran Qadeer · Becker’s Healthcare Podcast

• 0:00
  This is Scott Becker
• 0:02
  with the Beckers HealthCare podcast.
• 0:04
  I I'm thrilled today to be joined by
• 0:06
  a great leader.
• 0:07
  We're joined today by doctor Imran Kadir,
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  and doctor Kadir is the president, I think
• 0:13
  the CEO
• 0:14
  of Allegheny General Hospital,
• 0:17
  a huge sort of the the beachhead of
• 0:19
  the Allegheny system.
• 0:21
  Doctor Kadir, we are so thrilled to have
• 0:22
  you with us today. I know I had
• 0:24
  a chance to visit what you do in
• 0:25
  Chicago at our CEO roundtable,
• 0:27
  and was so impressed by you and what
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  you do. Can you take a moment and
• 0:31
  tell us a bit about yourself and about
• 0:33
  Allegheny General Hospital?
• 0:35
  Sure, Scott. Thanks for having me here.
• 0:38
  Imran Kadir. I'm actually a hospitalist medicine physician.
• 0:42
  Joined Allegheny Health Network in 2009.
• 0:46
  Have been the president of Allegheny General Hospital
• 0:49
  for nearly four years now.
• 0:52
  Prior prior role have been, chief medical officer
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  at Allegheny General Hospital as well.
• 0:58
  AGH,
• 1:00
  is part of a 14 hospital health system
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  called Allegheny Health Network,
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  and our parent company is Highmark,
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  Highmark Health based out of Pittsburgh, Pennsylvania.
• 1:12
  Thank you. And and talk about in sort
• 1:15
  of and
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  Highmark and just generally in health care.
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  What are some of the trends you're watching
• 1:21
  currently? What's top of mind for you as
• 1:23
  we head into the next year?
• 1:26
  Yeah. A few things.
• 1:27
  Obviously and it's not just on my mind,
• 1:30
  but,
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  a lot of other industry leaders.
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  The advancement in technological
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  integration
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  and AI in clinical care.
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  AI is moving beyond administrative tasks into clinical
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  decision support, predictive analytics for patient deterioration,
• 1:45
  personalized treatment plans,
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  and even assisting in complex surgical procedures.
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  So So this is particularly critical in our
• 1:53
  hospital and important care where cases are highly
• 1:55
  complex and precision medicine is paramount.
• 1:59
  And think about how AI can help diagnose
• 2:01
  rare condition and optimize drug dosage for multimorbid
• 2:05
  patients,
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  improve workflows in highly specialized unit like transplant,
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  cardiac,
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  or neurosurgery.
• 2:12
  The others,
• 2:14
  that we're watching closely is workflows,
• 2:17
  workforce challenges and innovation in health care staffing,
• 2:21
  and the ongoing nursing and physicians shortages,
• 2:23
  burnout, and the need for new models of
• 2:26
  care delivery.
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  This includes,
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  embracing flexible scheduling, advanced practice providers, virtual care
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  teams, and then exploring AI powered tools
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  to alleviate,
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  administrative
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  burdens on a clinician.
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  The other I would mention is, probably on
• 2:43
  top of everybody's mind, is patient centricity
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  and evolving patient experience.
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  So moving beyond simply treating illness
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  to truly partnering with patients in their care
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  journey.
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  This includes enhanced digital front doors, telemedicine,
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  remote monitoring, shared decision making,
• 3:00
  and addressing,
• 3:02
  social determinants of health, which you and I
• 3:04
  spoke at length about in Chicago.
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  And the last, I would say, you know,
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  the financial pressures and the value based care
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  transformation that's occurring in our health system.
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  The constant challenges of rising costs,
• 3:16
  reimbursement shifts, and the, imperative to deliver high
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  quality, high value care.
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  This includes,
• 3:23
  optimizing
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  operational efficiency, strategic partnership, and diversifying
• 3:28
  revenue streams.
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  So those are some of the things that,
• 3:32
  we're watching closely.
• 3:35
  Thank you. When you think about let me
• 3:36
  ask you this question.
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  You know, when we're in health care, there's
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  often so much daunting news.
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  Reimbursement is challenging.
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  We we've got challenges with who's gonna be
• 3:48
  on the insurance roles, who's not gonna be
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  on it. There are labor and physician shortages.
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  Take us to doctor Kadir.
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  Are there positives?
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  Are those things that you're particularly focused on
• 3:59
  and excited about
• 4:00
  as we move into this next year?
• 4:03
  Yeah. I
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  you know, things that are positive are workforce
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  challenges. Right? We have we have a great
• 4:10
  plan moving forward. We've, you know, cut down
• 4:12
  a number of agency,
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  in our staffing.
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  And so work for development
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  has been a crucial change.
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  The other, I would say, the positives are
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  how AI is impacting health care as I
• 4:25
  mentioned earlier. You know, we've launched
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  a bridge
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  to give clinicians
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  and
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  our nurses and our physicians and our ATPs
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  time back,
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  to take care of patients.
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  And a lot of the burnouts happen because
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  of EHR.
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  So having launched
• 4:45
  a a bridge as a technological solutions for
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  our team
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  as it's a it's a significant positive.
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  The other is just recently, we've launched Care
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  AI,
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  a digital tool for bedside nursing.
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  So we
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  have a way of virtually taking care of
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  patients.
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  We have virtual nurses doing admissions and discharges,
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  which is allowing our bedside nurses
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  to take care of patients who are sicker,
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  and manage them much better improving outcomes.
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  Thank you. And and of the digital tools,
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  the things you're seeing on technology side, and
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  you do a lot of work across sort
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  of population health
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  as well as just day to day care
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  for for patients.
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  Are there technology tools or things that you're
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  using like CureAI
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  that you are particularly excited about?
• 5:36
  Yeah.
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  I would highlight
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  a bridge as one of those tools.
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  It's with ambient listening,
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  for our clinicians.
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  And we're not just rolling it off for
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  our physicians. It's for
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  our bedside nurses.
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  It's for ambulatory care settings. It's for inpatient
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  providers like physical therapists,
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  and others.
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  And this would really help to reduce the
• 6:03
  burnout and the time clinicians are spending documenting
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  as automating
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  documentation
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  for most part and give time back for
• 6:12
  clinical care that is needed.
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  So that's one of the technological solution that
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  I'm more excited about.
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  Thank you. And doctor Kadir, you've had this
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  great career,
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  great leadership career,
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  a hospitalist by background.
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  What advice do you give emerging leaders? I
• 6:29
  mean, you handle yourself with tremendous grace, tremendous
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  balance,
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  a lot of intelligence.
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  What advice do you give to emerging leaders
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  who wanna pursue leadership?
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  I think a a few things I would
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  say here that has helped, me
• 6:44
  in my leadership trajectory
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  and the people that have mentored me have
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  given me this advice. So I'm gonna pass
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  this on to others. You know, keeping the
• 6:52
  patient at the center of every decision.
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  Understand
• 6:55
  their experience and strive to make complex care
• 6:58
  as seamless as possible.
• 7:00
  Health care is constantly changing.
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  Leaders
• 7:04
  must be
• 7:05
  perpetual students staying abreast of clinical advancements,
• 7:09
  technological shifts, and evolving regulatory landscapes.
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  The ability to pivot and adapt quickly is
• 7:16
  paramount.
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  And the other thing I would highlight is
• 7:19
  is your staff. You know, invest in your
• 7:22
  team. Foster a culture of psychological safety,
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  collaboration,
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  continuous development.
• 7:28
  Recognize and address burnout proactively. Your team is
• 7:31
  your most valuable asset,
• 7:34
  especially in high acuity environments.
• 7:36
  And from a quaternary care context, you know,
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  the rapid pace of innovation is going to
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  challenge us all in our perception of how
• 7:43
  care
• 7:44
  should be delivered.
• 7:45
  We need to take on these challenges and
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  adapt to providing care more efficiently and effectively
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  and improving outcomes.
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  And, you know, having a visionary,
• 7:55
  collaborative, and growth mindset,
• 7:58
  leaders must
• 7:59
  not only manage the present, but also strategically
• 8:02
  plan for the future.
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  This requires a clear vision, the ability to
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  inspire others, and a strong emphasis on interdisciplinary
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  collaboration,
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  both within the hospital and external partners.
• 8:15
  Thank you very, very much. Doctor Kzier, what
• 8:17
  a pleasure to visit with you. What a
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  great example of leadership.
• 8:21
  I'm so thankful you've taken the time with
• 8:23
  us today, in the Becker's Healthcare podcast to
• 8:25
  share some of your thoughts. Thank you very,
• 8:27
  very much for joining us. Thank you, Scott.
• 8:29
  Thank you for having me.