Latest / Becker’s Healthcare Podcast / Manoj Sreedharan, MD, Medical Director of Injury Express at OrthoIllinois

Transcript

Manoj Sreedharan, MD, Medical Director of Injury Express at OrthoIllinois · Becker’s Healthcare Podcast

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  - Chicago.
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  - For the agenda and event details,
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  - visit beckershospitalreview.com
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  - and click on the events tab in the
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  - upper right.
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  - This is Laura Dirda with the Becker Software
• 0:53
  - podcast. I'm thrilled today to be joined by
• 0:55
  - doctor Manoush Sreedharan,
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  - the medical director of Injury Express at OrthoIllinois,
• 1:00
  - a community
• 1:01
  - assistant professor at the University of Illinois College
• 1:04
  - of Medicine,
• 1:05
  - Stroud.
• 1:06
  - Manush, thank you so much for your time
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  - today.
• 1:09
  - Thank you, Laura. Good morning.
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  - Good morning. Well, I... I'm excited for our
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  - conversation. I know we're gonna talk a little
• 1:16
  - bit about some of the different things you've
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  - been up to in North Of Illinois and
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  - how you're looking at the future. But before
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  - we dive in, can you tell us a
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  - little bit more about yourself and your background?
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  - Yes. Of course.
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  - Again, I'm, doctor Manoj Sridharan. I'm board certified
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  - in, family medicine. That is my background. But,
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  - I have been practicing with additional training as
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  - an ER physician
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  - for over ten years now.
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  - And I now serve as the medical director
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  - of Injury Express in Ortho, Illinois in Rockford.
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  - It,
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  - allows me to have a different perspective both,
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  - you know, having a frontline, practice in the
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  - emergency
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  - world and also the operational side as the
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  - medical director for OrthoIllinois as well.
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  - And OrthoIllinois
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  - is a pretty large orthopedic practice.
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  - And the location in Riverside or Rockford, the
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  - Injury Express is our, flagship urgent care model,
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  - taking care of, acute injuries, acute musculoskeletal injuries,
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  - specifically fractures, sprains, sports injuries, any workman's comp
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  - injuries.
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  - The idea being
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  - a quick and efficient convenient
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  - orthopedic care without having,
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  - have the patients go to the emergency room
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  - in a traditional
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  - sense. And a big part of my role
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  - has been,
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  - in looking at how we can provide excellent
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  - clinical care
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  - while also,
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  - focusing on the overall patient experience.
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  - And, that that has been my work, since
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  - I started as the director five years ago
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  - here.
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  - That's fantastic to hear. And, you know, really
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  - cool to have that type of background in
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  - different,
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  - focusing on some of the most important areas.
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  - So what are some of the initiatives that
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  - you're leading right now? What did you do
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  - and what were the results?
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  - Yeah.
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  - This is this is,
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  - an interesting topic for me to talk about,
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  - and this is what I... What what excites
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  - me.
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  - Being in ortho
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  - industry in in in the indirect world specifically,
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  - the initiative I would say I'm most proud
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  - of has been our work around
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  - the patient experience,
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  - not necessarily just the patient satisfaction
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  - component, but overall,
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  - creating a patient experience,
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  - when they approach our practice, specifically that walk
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  - in part, which is our injury express.
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  - We as a team,
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  - once I took over the practice as a
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  - medical director, we as a team
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  - approach patient experience
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  - as a team responsibility,
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  - rather than something that traditionally is seen as
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  - a patient to physician interaction or a patient
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  - to, advanced practice provider interaction. We we took
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  - it as a team responsibility.
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  - What I mean by that is from the
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  - moment the patient checks in, we have responsibility
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  - that begins from that initial interaction, be it
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  - a greeter, be it the front desk person,
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  - be it my... What we call as our
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  - clinic float staff who's a roomer. Everybody has
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  - responsibility around creating that patient experience,
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  - and it is organic. It is not something
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  - that is forced upon somebody to do. It
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  - is... It comes organic when when when our
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  - team was all invested into it. So that
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  - has been my big work and initiative since
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  - I sort of took over the practice.
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  - To break it down, we were, you know,
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  - focusing on the communication,
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  - setting expectations
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  - from wait times to how soon will you
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  - be seen,
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  - and and and a consistent workflow,
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  - and engaging the staff. So that is how
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  - we were able to get them invested as
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  - well. Every every staff member would have feedback
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  - and,
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  - buy in into the decision making from from
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  - the moment a patient steps in,
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  - whatever happens door to door.
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  - And and and then looking at patient feedback
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  - constantly.
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  - We send out surveys and see what worked,
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  - what didn't work, and, it has been eye
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  - opening on on on some of the things
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  - that we were doing that was working and
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  - some things we could do different
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  - just from getting all the feedback from different
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  - areas.
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  - And then what was important for me was
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  - making those behaviors
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  - as part of a daily operation.
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  - And,
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  - rather than treating this as like a separate
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  - metric or a separate project, this is this
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  - is how we operate. This is how our
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  - culture is.
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  - And our results show,
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  - the show for itself.
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  - Injury Express received the press Katie's Guardian of
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  - Excellence for
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  - all all consecutive years from 2022 all the
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  - way to 2025,
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  - and then the pinnacle of excellence award in
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  - 2025
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  - for getting these,
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  - metrics and these awards
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  - for several years in a row.
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  - And this puts us at the top of,
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  - top of the
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  - performance metric throughout the country,
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  - in terms of patient experience as well.
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  - So, yeah, I think for me, this was
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  - a learning and
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  - opportunity and a great lesson in that
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  - the patient
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  - experience component,
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  - really invest their clinical outcome too. So that
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  - is what I now talk about. That is
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  - what I'm passionate about saying,
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  - hey. A patient experience should be a clinical
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  - metric, and it really is a clinical metric
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  - if we do it right way.
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  - I love that. And, you know, it's really
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  - cool to hear how you were able to
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  - get that feedback,
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  - and incorporate different aspects of the patient experience
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  - into their journey and then, see those results
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  - actually in the outcomes in the way that
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  - they were doing, you know, you know,
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  - experiencing their care. So,
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  - is there any aspect of that patient experience
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  - you can share with us that changed or
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  - or would be, kind of a,
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  - something that made a a big difference for
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  - the patients that were going through the practice?
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  - Yeah. A couple of items actually,
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  - that we were... We feel like is a
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  - low hanging fruit that other practices,
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  - can can
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  - maybe,
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  - take a take a lesson out of this
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  - from and impart fairly easily. One is just
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  - just acknowledging that the patient is there. It
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  - doesn't matter when they check-in. Nowadays, we rely
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  - so much on technology, which we have as
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  - well. We have all the cutting edge technology.
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  - Patients can check-in through the app and... But
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  - when they arrive, they... It's... And it's a
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  - big facility and big things in medicine are
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  - scary to patients. So having a greeter, for
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  - example, you know, just greeting them, hey. Do
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  - you need any help? We have elderly who
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  - might not know how to use some of
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  - these technology of self check-in kiosks. So just,
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  - again, acknowledging
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  - that they are there, still have a check-in
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  - process,
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  - and
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  - giving them clear expectations of what your visit
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  - is going to look like. If it's been
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  - the first visit or
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  - they rechecks multiple times they've been to the
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  - clinic. It doesn't matter. Just giving them an
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  - overview, a real quick thirty second summary of,
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  - hey. You have been checked in to see
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  - this person. Somebody will come get you within
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  - the next few minutes. Our current wait time
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  - is so and so.
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  - So we say that, and then it's almost
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  - like under promise and over deliver. So by
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  - by the time the patient checks in, we
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  - have metrics of, okay, within two to three
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  - minutes, somebody should, go outside and
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  - either get the patient or if everybody is
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  - busy, just to acknowledge that the patient is
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  - there and tell them, hey. We will come
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  - grab you as soon as we can.
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  - Those communication,
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  - and the ex... Setting the expectations have been
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  - the biggest thing. Patients feel like, oh, I've
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  - been acknowledged, and, I can't tell you how
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  - many times. Even though there has been a
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  - wait because our clock will show that patient
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  - has waited maybe twenty minutes.
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  - By the by the time they come back,
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  - they feel like, wow. It's,
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  - I feel like I was
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  - treated,
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  - exclusively, and they they completely forget about anything
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  - else, that, that they felt like, okay. I
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  - waited a little too long. Nope.
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  - They focus on the good things when we
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  - just acknowledge that they've been there.
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  - So the main thing was, yeah, the acknowledgment
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  - and then on over delivering in the sense
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  - that,
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  - just everybody kind of is invested in getting
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  - the patients moving in and out fairly quick.
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  - So the providers have all been trained to...
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  - Okay. As soon as the patient is in
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  - the room, you gotta go acknowledge. If somebody
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  - is waiting, more than fifteen minutes, our rumors
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  - will walk into the room and check with
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  - the patient. Hey.
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  - Are you doing okay? Do you need any
• 8:55
  - coffee or water or anything along those lines?
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  - So, yeah, again, just
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  - small little things making the patient feel like
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  - they've been heard. Their their wait is important.
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  - Their time is equally important.
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  - And, just acknowledging that. Yeah.
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  - Absolutely. Sometimes those simple things can make such
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  - a big difference, for the patients and and
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  - everything that they're experiencing and going through. Now
• 9:18
  - what are some of your big priorities and
• 9:20
  - headwinds that you're keeping your eye on for
• 9:22
  - the rest of twenty twenty six and into
• 9:23
  - next year as well?
• 9:25
  - Yeah. That's a great question.
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  - To talk about the priorities, it's,
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  - easy to create all these,
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  - changes and all this workflow
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  - and understand what works. But it is very
• 9:39
  - difficult to, I feel like, maintain it,
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  - as the demand continues to grow, which has
• 9:44
  - been our case year on year. Our numbers
• 9:46
  - have gone up in terms of the patient
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  - population that we're seeing as... Even as a
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  - walk in.
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  - If you can imagine, we see over a
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  - 100 patients in a day. For a walk
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  - in, that is that is quite something.
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  - And we are here open seven days a
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  - week.
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  - And so we function a little bit, differently
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  - compared to just plain walk, and we also
• 10:04
  - bring patients back for recheck appointments focusing on
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  - that satisfaction component. We don't just see them
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  - one time and send them out. We are
• 10:11
  - like, hey. Come back and see us in
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  - a week and and then ten days and
• 10:14
  - and two weeks or anytime you feel like.
• 10:16
  - So that's how our closure statement,
• 10:18
  - is.
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  - So it is it is important to realize
• 10:23
  - that there will be,
• 10:25
  - difficulties with workforce. For example, we have
• 10:28
  - constant turnaround with with some of these young
• 10:31
  - staff members that come in as either as
• 10:33
  - a PA student or a nursing student. And
• 10:35
  - as they go into the next step of
• 10:37
  - their career,
• 10:38
  - they have been completely trained and developed. And
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  - then as they move on, we have to
• 10:42
  - bring in new, workforce staff that we have
• 10:44
  - to train again. So maintaining that consistency,
• 10:47
  - I feel like is is is something that
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  - we are already,
• 10:50
  - planning for. That will be a challenge and
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  - still maintaining that same,
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  - high level of patient experience that we have
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  - created.
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  - I I anticipate that could be something that,
• 11:02
  - can,
• 11:03
  - have some, have some, challenges, but but we
• 11:06
  - are already anticipating that and working towards it.
• 11:09
  - As far as the priority is
• 11:12
  - concerned for 2026 and beyond, it's going to
• 11:15
  - be the access.
• 11:16
  - So we have... We need more more physicians
• 11:19
  - and PAs. And, in terms of... Once we
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  - see them, we have to funnel them out
• 11:23
  - to the subspecialists.
• 11:25
  - So having that access as an organization as,
• 11:28
  - Ortho Illinois has been working towards.
• 11:31
  - Just again, it's it's it's a good problem,
• 11:32
  - but a problem nonetheless is that we are
• 11:34
  - getting bigger. We're getting bigger, and we're getting
• 11:37
  - there faster
• 11:38
  - and not not fast enough. We're able to
• 11:40
  - find,
• 11:42
  - folks to help support the growth.
• 11:44
  - So one thing specifically from this standpoint for
• 11:47
  - us, I think, is figuring out how we
• 11:48
  - redesign the workflows, use technology intelligently,
• 11:52
  - and, again, allowing, physicians and staff to spend
• 11:55
  - more of the time,
• 11:56
  - focusing on the patient.
• 11:58
  - And that that that differentiation now with AI
• 12:01
  - being integrated, that is what we are trying
• 12:02
  - to focus on going forward.
• 12:05
  - That makes a lot of sense. I think,
• 12:06
  - you know, that access,
• 12:08
  - challenge and equation is something that,
• 12:10
  - so many organizations,
• 12:12
  - hospitals, physician practices across the board are really
• 12:15
  - dealing with. And so it's great to hear
• 12:18
  - the philosophy from OrthoIllinois
• 12:20
  - in in how you're working with your teams
• 12:22
  - and thinking about what's that, will look like
• 12:24
  - and how you can keep that great patient
• 12:26
  - experience even when there are,
• 12:28
  - capacity constraints and and, you know, just high
• 12:30
  - demand for the services that you're providing.
• 12:33
  - Right.
• 12:34
  - Absolutely. Well, you know,
• 12:37
  - in understanding all of those things, what do
• 12:39
  - you think the hardest thing you'll have to
• 12:40
  - do in the coming year will be?
• 12:44
  - Yeah. I think it kind of ties, in
• 12:46
  - with the previous question in terms of
• 12:49
  - the growth
• 12:50
  - and, providing the same... Sustaining that excellence while
• 12:52
  - we grow. Right?
• 12:54
  - So this is why when we...
• 12:57
  - So we we looked at, okay, how do
• 12:58
  - we maintain the same level of excellence and
• 13:00
  - patient satisfaction and the experience?
• 13:03
  - Because the care component is easy to treat,
• 13:05
  - teach people because it's, you can have protocols.
• 13:08
  - You can have,
• 13:10
  - we have a huge team of
• 13:12
  - cast tech folks that help with the DME.
• 13:14
  - And so from a medical standpoint, diagnosis,
• 13:17
  - all that is something relatively easy to train,
• 13:21
  - provider or physician.
• 13:22
  - The the harder thing is that's just here
• 13:25
  - at the center of all this, don't forget,
• 13:27
  - is the patient.
• 13:29
  - It has
• 13:30
  - to feel the the same level of empathy,
• 13:33
  - the compassion, and,
• 13:35
  - the feeling that they have been given enough
• 13:36
  - time.
• 13:37
  - So when we grow, as as our volumes
• 13:40
  - get bigger,
• 13:41
  - we we sometimes have challenges of not being
• 13:43
  - able to spend enough time with the patient.
• 13:46
  - And, that is where we are trying to
• 13:48
  - come up with, hey. What... How can we
• 13:49
  - better leverage AI? How can we better leverage
• 13:52
  - scribes and float people to
• 13:54
  - free up the physician and the provider that,
• 13:57
  - once they are in the room, my 100%
• 13:59
  - attention is on the patient, and we let
• 14:01
  - the patient know that we literally sit eye
• 14:03
  - to eye levels very close to them,
• 14:06
  - and then let them feel that, hey. I
• 14:09
  - might be here for three, four minutes with
• 14:10
  - you, but that entire time or or ten
• 14:13
  - minutes in certain cases, whatever time that is,
• 14:15
  - but that is all for you, and we
• 14:16
  - involve them in the decision making.
• 14:18
  - So the... This, I think, continue
• 14:21
  - in in growth... Continuing the growth, I think
• 14:23
  - this is gonna be the challenge that we'll
• 14:24
  - face is
• 14:26
  - sustaining that excellence. But even the new persons
• 14:28
  - that we bring on, we orient. It's just
• 14:30
  - drilled into them that this patient experience is
• 14:34
  - is is everything.
• 14:37
  - And they... And I think the staff is
• 14:39
  - all equally excited because,
• 14:42
  - patients
• 14:43
  - relate to them as well every time they're
• 14:45
  - sick and they're like, wow. I can't believe
• 14:46
  - how quick you guys are. And then there's
• 14:48
  - just... It's it's organic. You know, patients just
• 14:50
  - literally leave the place and go write Google
• 14:52
  - reviews,
• 14:53
  - without even us sending any invite because of
• 14:55
  - how
• 14:56
  - amazed and shocked they are from very, very
• 14:59
  - small little things we have done. So I
• 15:01
  - think, yeah, the challenge is building the culture,
• 15:04
  - that this is not dependent on one person,
• 15:05
  - that this is an organizational,
• 15:09
  - philosophy, and then getting the buy in. And
• 15:12
  - we are
• 15:13
  - very much invested in that when we train.
• 15:15
  - So
• 15:17
  - Absolutely. That makes a lot of sense. And,
• 15:20
  - you know, it is really
• 15:22
  - fascinating
• 15:23
  - to kinda get behind the curtain there and
• 15:25
  - how you're thinking about that growth mechanism, how,
• 15:28
  - you know,
• 15:30
  - it it really takes to your point a
• 15:31
  - lot of time and effort and energy upfront,
• 15:33
  - but makes,
• 15:34
  - is all worth that investment,
• 15:36
  - as you're able to,
• 15:38
  - realize the results and the outcomes and and
• 15:41
  - see the processes,
• 15:42
  - you know, be really efficient for patients. So,
• 15:47
  - great to hear. Well, before we wrap up,
• 15:49
  - I I just wanted to dig into a
• 15:50
  - little bit more of that growth. Where are
• 15:52
  - some of those opportunities that you see additional
• 15:55
  - organizational growth in the next couple of years?
• 15:57
  - I know you'd mentioned
• 15:58
  - technology, AI as being a supporting mechanism to
• 16:01
  - to to, a lot of these things. But
• 16:04
  - are there any other areas that you're really
• 16:05
  - looking at, in terms of growth and development?
• 16:09
  - Yeah. Again, a great question.
• 16:11
  - Growth from an organizational standpoint,
• 16:14
  - with Ortho Illinois, we, by definition, grow organically.
• 16:17
  - We don't go and
• 16:19
  - just grow because we have the ability and
• 16:21
  - the capacity to... We we like to be
• 16:23
  - organic. Otherwise, we know it's it's very, very
• 16:25
  - hard to maintain our level of excellence.
• 16:28
  - But,
• 16:29
  - personally, for me, what my department,
• 16:32
  - in terms of the growth is getting
• 16:35
  - the patients
• 16:36
  - more support from specialists,
• 16:38
  - which
• 16:40
  - when when they see us in a walk
• 16:42
  - in clinic first, if it's a fracture care,
• 16:44
  - if it is anything related to pediatrics, we
• 16:46
  - refer them out fairly soon.
• 16:48
  - And, again, the fact that we are growing
• 16:50
  - so organically but still growing fairly quick, that
• 16:53
  - sometimes comes with challenges of, access times with,
• 16:56
  - some specialists.
• 16:58
  - We we have a very good team overall,
• 17:00
  - that all of our specialists support injury express
• 17:02
  - support our walk in.
• 17:04
  - And and we have not had much of
• 17:06
  - an access issue. But as as I see
• 17:08
  - the growth
• 17:10
  - in the coming years, that is something that
• 17:11
  - we have to be mindful of and be
• 17:13
  - careful of as well as we grow. We
• 17:14
  - want to maintain that once you are seen
• 17:17
  - at Injury Express, if you need some specialist
• 17:19
  - to see you, a surgeon to see you,
• 17:20
  - you will be seen within the next two
• 17:21
  - to three days. And if you need surgery
• 17:23
  - done within the next, three to five days,
• 17:25
  - that'll be done as well. So that,
• 17:28
  - is the biggest opportunity for us to constantly
• 17:30
  - reassess and evaluate.
• 17:32
  - And then, we have access to,
• 17:36
  - the school school sports teams and and lot
• 17:39
  - more occupational health.
• 17:41
  - Workman's comp... K. We we are, again, growing
• 17:44
  - organically. We have more cases than we can
• 17:47
  - support at this time, so we are not,
• 17:49
  - intentionally expanding aggressively that... In that regard.
• 17:53
  - But,
• 17:54
  - I think I think going forward, those are
• 17:55
  - all,
• 17:57
  - additional avenues that we'll be pursuing for for
• 17:59
  - growth.
• 18:03
  - Got it. That makes a lot of sense.
• 18:04
  - You know, it's exciting to think about all
• 18:06
  - the... Those different opportunities and spaces where, you
• 18:09
  - know, you can bring
• 18:10
  - that current patient experience, the philosophy, that patient
• 18:13
  - centered mindset into, new areas and opportunities. So
• 18:17
  - thank you so much for joining me on
• 18:18
  - the podcast today. This has been a really
• 18:20
  - fun conversation, very informative. I appreciate your examples
• 18:24
  - of... And and really outlining everything you're doing
• 18:26
  - in Northville, Illinois and look forward to connecting
• 18:28
  - with you again soon.
• 18:29
  - Thank you so much, Laura. Thank you for
• 18:31
  - having me, and, have a good rest of
• 18:32
  - your day. Thank you.