Latest / Becker’s Healthcare Podcast / Dr. Mark G. Moseley, President of USF Tampa General Physicians and Executive Vice President of Tampa General Hospital

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Dr. Mark G. Moseley, President of USF Tampa General Physicians and Executive Vice President of Tampa General Hospital · Becker’s Healthcare Podcast

• 0:02
  This is where health care leadership comes together.
• 0:04
  Becker's sixteenth annual meeting brings more than 3,500
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  hospital and health system executives and nearly 800
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  speakers to Chicago, April 13 through the sixteenth.
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  This year's event includes keynote conversations with Dallas
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  Cowboys legend Troy Aikman and former president George
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  w Bush. For the agenda and event details,
• 0:23
  visit beckershospitalreview.com
• 0:25
  and click on the events tab in the
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  upper right. We're looking forward to hosting you
• 0:29
  in Chicago.
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  This is Alan Condon with another episode of
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  the Becker's Healthcare podcast.
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  And today, I'm delighted to be joined by
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  doctor Mark Mosley,
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  president of USF Tampa General Physicians
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  and executive vice president of Tampa General Hospital.
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  Doctor Mosley, it's always a pleasure to get
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  to speak with real top leaders like yourself.
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  We're really excited to welcome you back to
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  the Becker's podcast with us today. For those
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  of our listeners who mightn't be as well
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  acquainted or as familiar with you and the
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  work that you do at Tampa General Hospital,
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  do you mind sharing a little bit more
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  about your role and your background?
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  Sure. No. Thank you so much. I really
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  appreciate it. You nailed my titles, and,
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  I'm a I'm an emergency physician by training,
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  and I used to save lives. Now I
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  save meetings, one meeting at a time. And
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  it's a privilege to to represent the Tampa
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  General Hospital, USF, University of South Florida
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  academic health system.
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  We're a large integrated,
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  health system on the West Coast Of Florida,
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  15,000,
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  providers, physicians,
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  team members, leaders.
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  And and our vision is really to be
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  the safest and most innovative academic health system
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  in America,
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  and it's a it's a privilege to talk
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  about our work here and what we're hoping
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  to accomplish together.
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  Fantastic. And I'm excited to do exactly that.
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  I think the time of recording, it's, coming
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  up to the December,
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  2025,
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  a bit of a period of reflection as
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  we head into 2026.
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  Zooming into
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  one specific initiative, no doubt there were many,
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  but what was the most important important initiative
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  you led in 2025?
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  What did you do, and and what were
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  the results if there's one thing you can
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  nail nail down into?
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  Sure. So I I think if you asked
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  any leader
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  in a large health system across the country,
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  one of the the common themes or topics
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  that would come up is access.
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  And so that that's definitely an area we
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  spent a lot of time in in the
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  last year.
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  Looking at the people, processes and technology
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  that we need to be successful in meeting,
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  the needs and demands of our patients. I
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  think many of the listeners will be familiar
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  with the Michael Porter definition of value,
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  higher quality for lower cost, but you can't
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  get value without access to care.
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  And so we spent a lot of time
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  focusing on scheduling
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  apparatus and a multichannel of communications
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  and how our EHR
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  templates are optimized.
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  We've deployed Ingentic
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  AI and and a customer relationship management system.
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  And that's really to just make sure that
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  we can communicate effectively with our patients.
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  They can they can get in touch with
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  us, and then they can,
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  they can get in to see the providers
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  and the physicians they need to. We did
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  it. We paired that with a physician needs
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  assessment.
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  And our goal is really to navigate people
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  through this system.
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  You know, we had some challenges like many
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  places do in our call center. Agentic AI
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  was deployed and, you know, you asked for
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  some sort of results.
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  We went from a typical call center call
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  handle rate and call abandonment rate to a
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  0%
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  call drop rate. Right? By deploying that AI
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  agent and allowing our staff
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  to,
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  manage the tougher cases, the outbound calls, and
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  some of the initial operator functions,
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  are are significantly improved. We're gonna answer
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  2,000,000 calls this year, and and that's really
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  daunting for a system like ours. So I
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  would say, again, our successes this year about
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  deploying technology,
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  making sure that we're providing access to care
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  and easy ways to engage with us so
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  that it's not a garden. Right? So if
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  we fixed all of scheduling and could schedule
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  every call that came in, but we didn't
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  have the physicians or providers that were necessary
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  to meet that demand,
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  That's just putting your foot on the garden
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  hose in a different location.
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  And and we're blessed to be in a
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  growing state,
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  as a very in demand academic medical center.
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  It's a great problem to have, but it's
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  still a problem to solve.
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  Yeah. I I think the fascinating just to
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  hear the results of the the agentic AI
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  deployed in the call center. 2,000,000 calls, I
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  believe you said, Tampa General Hospital Yeah. Twenty
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  twenty five. I think that's the the the
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  the challenge with the AI. We kinda hear
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  this kinda catch all term as buzzword, but
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  it can really helpful to other executives that
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  are listeners, listen to this podcast in terms
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  of specific tangible results that this AgenTic AI
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  technology deployed in your call center has achieved.
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  I guess, one quick follow-up follow-up for that.
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  No doubt huge results there. When you think
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  of any other areas that to to opportunities
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  to use agentic AI, whether it's in access
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  to care or any other opportunities. Is there
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  anywhere else that you're thinking about leveraging this
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  technology at Tampa General in 2026 and beyond?
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  No. I I think as we seek to
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  be a more integrated system,
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  this may have worked really well in our
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  physician practice call center, but how do we
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  do that
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  for imaging? How do we do that for,
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  other scheduling opportunities when people have questions about
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  their bills? Like, how can we deploy it
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  in a thoughtful way? And, again, our intention
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  here
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  is to not replace people with technology. It's
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  to augment the people that we have so
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  that they're more efficient and can work for
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  the highest and best purpose of their skill.
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  So I think those would be some areas
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  that we would probably try to expand it
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  to. Revenue cycle is definitely an area that
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  we're integrating AI into.
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  So those would be some areas of priority
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  for us in the coming year to just
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  expand that that work.
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  Yeah. No. Absolutely. So access to care, obviously,
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  one big key area where you've made some
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  great strides this year. Looking ahead to 2026,
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  what are your big priorities, big headwinds that
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  you're focused on tackling, doctor Moseley?
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  Yeah. I I think I think you said
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  it well. I mean, there are headwinds, and
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  it may be bumpy this year because of
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  the external environment and just the challenges that
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  we're all facing in health care. One of
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  the things that we're really gonna focus on
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  more this year is just outpatients are experiencing
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  us.
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  The concept of we have
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  amazing team members, physicians, providers, leaders
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  that,
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  are very, very engaged, but there's a gap
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  sometimes between that engagement
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  and the world class results, and I call
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  that the intention gap. So that intention gap
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  is what we intend to do versus what
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  we actually do and how patients perceive it.
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  And so just like we're taking a journey
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  to
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  high reliability in the quality sense as we
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  move towards zero harm like many health care
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  organizations,
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  you're talking about human high reliability,
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  which it's not an oxymoron. Right? It's about
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  the behaviors
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  and how we can be more consistent in
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  those behaviors. So I'll give you an example
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  to make it more tangible.
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  We're partnering with Russ Gaining around the concept
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  of social capital.
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  How can we get our teams to trust
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  each other more locally
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  and for patients to feel and experience that
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  trust?
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  Mhmm. And then how can we take teams
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  that are performing well individually
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  and bridge them to other teams that they
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  may not be working well? Because patients perceive
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  that. They perceive that the care is coordinated.
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  They're not coordinated.
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  And I think building trust through consistency,
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  will help us
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  be experienced in a better way by our
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  patients, but also help us achieve our key
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  performance indicators in a more highly reliable fashion.
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  Mhmm. Yeah. I'm I'm wondering,
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  can you speak to the patient experience in
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  2026
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  more broadly as this kind of technology becomes
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  more deeply integrated across the health system,
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  how important that human touch is, that trust
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  is that you'd mentioned. And, also, I guess,
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  when when we're entering this
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  consumerism era of health care where patients are
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  frequently
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  shopping around, for lack of a better term,
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  for their care, I I wondering just kind
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  of a note on the patient experience, the
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  consumer experience, and how important that is arguably
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  now maybe more important than ever.
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  Yeah. Let's let's think it's really well said.
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  I I think it it shouldn't be a
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  novel concept that consumerism
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  has invaded health care.
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  And I think in many ways, that's a
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  a byproduct of the complexity of the system
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  and people wanting the best. And, you know,
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  as we look forward to a bumpy year
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  from a financial perspective and what happens to
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  the ACA subsidies,
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  we may have a lot more people that
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  are trying to negotiate prices,
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  with health care providers. And so how can
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  we do that? How can we meet people
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  where they are? And and and, again, I
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  think people are interested in convenience.
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  They're worried about quality, but they want human
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  connection.
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  You know, if you have somebody in your
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  family that's diagnosed with something like cancer,
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  you want there to be a caring touch.
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  You want there to be a personal
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  connection with the care providers in that team
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  because, again, that's that's the empathy and the
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  trust that we have to have in health
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  care so that patients can go through, you
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  know, the evidence based protocols and the ways
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  that we can help get them better. If
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  they don't trust us, we don't have that
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  human connection, we're just gonna have worse outcomes.
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  So I think from my perspective as an
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  academic, it's about doing evidence based care. It's
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  doing it in a connected way,
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  with our teams and then helping those teams
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  really have the resources to connect the patients
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  and emphasize those human connection at a time
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  of disruptive
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  technology and health care.
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  Mhmm. Yeah. I think so so well put,
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  so well said from a leader like yourself,
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  from a physician like yourself as well.
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  Doctor Mosey, you touched on, just the this
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  kind of challenge that we're facing at the
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  moment in terms of ACA subsidies.
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  We know,
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  Medicaid reimbursement cuts coming down the pipeline in
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  2026 and 2027.
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  No doubt there are ubiquitous challenges in health
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  care. And not to spend too much time
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  on the doom and gloom, a lot of
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  opportunity growth as well. But
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  what is when you look ahead to next
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  year, in your eyes, what is the hardest
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  thing that you'll have to do at Tampa
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  General in the coming year?
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  No. I think
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  we're gonna have the same challenges that everybody
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  else does.
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  But can we stay focused?
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  Right? It's a time you know, you've just
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  rattled up a number of things that could
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  lead to a lot of distraction.
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  Right? In our big health systems, we often
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  have a lot of initiatives targeted on those
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  key performance indicators.
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  Are we gonna have initiative to to team?
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  Do we have communication
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  gaps? I I think it's really about how
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  can we as leaders
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  engage with our teams? How can we communicate
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  clearly?
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  What's the why behind why we're doing things?
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  And then and build that coalition of the
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  willing
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  to tackle the problems that are within our
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  control. And I I love stoic philosophy, and
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  I think one of the the key tenets
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  of the stoics
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  is you should worry about things you can
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  control. We we aren't gonna control what happens
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  at the federal level, but we can control
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  our behaviors and how we show up every
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  day at work and how our teams interact
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  with each other. So for us, we're gonna
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  really focus on we're gonna focus on our
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  teams, and we're gonna focus on trying to
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  keep people
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  attuned to our priorities
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  that are gonna help us achieve the results
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  we need during a very turbulent time in
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  the industry.
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  Mhmm. Yeah. I think there at least there
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  there's strength in numbers. Absolutely. And it seems
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  like a very proactive, intentional plan to tackle
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  some of these challenges coming down the pipeline
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  head on next year.
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  On the other side of the spectrum, doctor
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  Mosley, I'd love to end on,
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  growth, growth opportunities, Tampa General Hospital. I know
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  a lot of exciting things going on at
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  your health system.
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  But when you look ahead to the next
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  couple years, where do you see the biggest
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  opportunities for growth?
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  Yeah. So our growth,
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  we always try and couch in our mission
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  or shared purpose. And, you know, that's we
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  heal, we teach, we innovate, we care for
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  everyone every day. So we're part of the
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  health care safety net,
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  in this community. And so we have to
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  balance our expansion
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  between those
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  academic medical center sort of side to what
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  we do and then the community based and
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  and rural health care side to what we
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  do. So on the AMC side, we have
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  to be able to take care of the
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  rare, complex, esoteric, critically ill patients
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  and provide the services that only we can
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  provide as an AMC through our community and
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  be able to receive those referrals and have
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  the have the physicians, providers, infrastructures,
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  beds to take care for those patients the
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  way that they need to be taken care
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  of. On the other hand, we're a big
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  believer that if rural health care fails in
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  our communities,
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  it's gonna put an incredible strain on the
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  health care safety net. So we've extended our
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  shared purpose into some more rural communities in
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  Florida,
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  And and we're bringing services to them more
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  locally,
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  that would allow patients to stay local. I
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  think that's what patients want.
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  If they need to come to the academic
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  medical center, then we'll have that connection.
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  And we're trying to do that in a
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  thoughtful way. It's not always about building a
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  hospital. It's, you know, how can we have
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  an asset light strategy,
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  offer urgent care or ambulatory care services like
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  primary care and imaging and lab, and and
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  and offer services in those communities that they
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  don't otherwise have good access to. Mhmm. So
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  our our our goal in the future is
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  really balanced, and, again, it's based on our
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  achieving our shared purpose.
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  Yeah. Absolutely.
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  One, maybe, last quick kind of follow-up question
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  before I let you go. Just as it
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  relates to academic health systems and community hospitals
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  and whatnot, we recently covered a Becker's, I
• 14:06
  believe, about
• 14:07
  22,
• 14:08
  23 academic health systems that have acquired or
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  plan to acquire,
• 14:13
  community hospitals, maybe smaller independent health systems this
• 14:16
  year into next year. Certainly a trend that
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  we've seen to to pick up steam maybe
• 14:20
  over the last year or so,
• 14:22
  on the back of the with the pandemic
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  and the and the very much so in
• 14:26
  the rear view mirror, but, but, unfortunately, a
• 14:27
  lot of community hospitals and a lot of
• 14:29
  rural hospitals
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  still so much struggling.
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  In terms of you prediction wise, kinda, is
• 14:34
  this a trend that you continue to see
• 14:36
  going on in 2026?
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  And then maybe Tampa General Hospital yourself,
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  potentially eyeing some of these partnerships or growth
• 14:43
  in growth by hospitals as well.
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  Yeah. I I think the modern academic health
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  system has to be better at partnerships. And
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  so one of the things
• 14:53
  that we're focused on is we wanna be
• 14:56
  good partners, but we may have less partners
• 14:58
  that are deeper relationships.
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  I think our listeners will know mergers and
• 15:03
  acquisitions
• 15:04
  and closures are are gonna happen in the
• 15:06
  industry,
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  and and this may be a a significant
• 15:09
  year for that. But my my concern is
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  is that as we take on those responsibilities
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  and as we think through partnerships, are they
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  aligned with our culture? Right? Is this a
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  good cultural fit? Most deals fall apart because
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  of things like money and ego and brand.
• 15:25
  But, ultimately,
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  when you're talking about integration activities between a
• 15:29
  community hospital joining an academic health system, it
• 15:32
  often fails because of cultural friction.
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  Right? So our goal is to, again, rigidly
• 15:38
  adhere to our shared purpose, vision, and values,
• 15:41
  but be flexible about how we set it
• 15:43
  up and thoughtful about the time frame of
• 15:45
  those types of integration. But, again, for for
• 15:47
  us, it it's all about those values and
• 15:50
  making sure everybody's aligned, and then that reduces
• 15:53
  cultural threshold.
• 15:55
  Mhmm. Yeah. I think there's so it's just
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  a quick little last minute question I wanted
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  to pop in there. Just gonna give in
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  some of the trends we've been following this
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  year, but some great insights and so well
• 16:03
  said. Doctor Mosley, so greatly appreciate your time.
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  So greatly appreciate and respect
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  the work that you, your team at Tampa
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  General do. And thank you so much for
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  taking the time out of your busy schedule
• 16:14
  to have a chat with us on the
• 16:15
  Becker's Healthcare podcast. Thank you. No. Thank you
• 16:17
  so much. Always great to be on.