Latest / Becker’s Healthcare - Clinical Leadership Podcast / Dr. Ravi Bashyal, Director of Outpatient Hip and Knee Replacement Surgery at NorthShore University System

Transcript

Dr. Ravi Bashyal, Director of Outpatient Hip and Knee Replacement Surgery at NorthShore University System · Becker’s Healthcare - Clinical Leadership Podcast

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  Thanks for listening. Now here's the episode.
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  - Welcome everyone,
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  to the Becker's Healthcare podcast series.
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  I'm Maria Mohammed, writer
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  and moderator with Becker's Healthcare.
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  I'm absolutely thrilled to have with me today Dr.
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  Ravi Basal, director of outpatient hip
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  and knee replacement surgery.
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  Vice chairman of patient
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  and provider experience call medical director
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  and head joint replacement consultants
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  for NDA Retired Players Association
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  at North Shore University System Doctors.
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  Very nice to have you on the podcast today.
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  To get us started, would you mind please introducing
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  yourself and telling us a bit about your background?
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  - Yes, thanks, Mariah, for having me.
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  Really appreciate it and all that you
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  and the Becker's team do to, uh, bring valuable information
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  to the healthcare world.
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  Um, as you mentioned, my name is Ravi Bial.
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  Um, my background is in orthopedic surgery.
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  I'm a hip and knee replacement surgeon.
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  Um, uh, as you mentioned,
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  I work at North Shore University Health System,
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  actually the formerly known
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  North Shore University Health System.
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  We had recently had a system-wide name change, uh,
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  to an Endeavor Health to better capture, um, the, uh,
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  multiple, uh, systems we are now, uh, uh,
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  integrated into and with.
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  So it's now known as Endeavor Health.
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  Um, as you mentioned, um, in addition to my clinical work
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  as a hip and knee replacement surgeon, administratively,
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  I'm the director of our outpatient
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  hip and knee replacement program.
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  Uh, I serve as vice chair, uh, within our department
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  for patient and provider experience.
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  And then I've also had the privilege of having some, uh,
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  administrative work with some of our external relationships,
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  including being the co-medical director
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  and head joint replacement consultant for the N-V-R-P-A,
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  which is the, uh, national Basketball Retired Players
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  Association, as well as a board member
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  and co-medical director for our partnership
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  with the Professional Football Hall of Fame Health program.
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  - Got it, got it. Thank you so much for giving us
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  that background information.
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  So to jump right into our conversation today, doctor, uh,
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  can you tell me about your most successful partnerships?
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  What issues were you trying to solve
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  and how did these impact North Shore or Endeavor Health now?
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  - Yeah, thanks. Um, you know, I think that, uh, there's, um,
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  some depth to this question.
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  Um, uh, my direct work is within orthopedics,
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  but I think a lot of the work that we've done within
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  orthopedics has been impactful to the system
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  and in fact, required a larger system and support.
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  And what I'm getting at is, you know, our, our most
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  powerful partnerships obviously are with our patients.
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  Um, we want our patients to have great outcomes,
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  great experience, and to kind of really be able to get all
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  of the healthcare that they need
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  and deserve, um, in a centralized, uh, location for them.
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  Um, some of these external partnerships
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  that I've mentioned have helped us, uh, uh, uh, kind
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  of realize those goals and helped us organize those goals.
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  So, you know, in terms of discrete partnerships that,
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  that we are really proud of, I,
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  I think our NBA Retired Players Association, uh,
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  partnership, that's probably our most recent is
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  one that we're the most proud of.
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  Um, we've had longstanding association
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  with the Chicago Bears, where our, uh, couple
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  of our sports physicians are the head
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  team doctors for the Bears.
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  We have an affiliation with the Chicago Fire.
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  We've done work with, uh,
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  professional Football Hall of Fame, as I mentioned.
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  Um, but our recent partnership
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  with the NBA Retired Players Association has really helped
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  us to realize the full potential of centers of excellence.
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  Um, and what I mean by that is this, um,
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  in general within orthopedics, uh, it's very easy
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  to understand a link to a professional sports team.
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  Patients want to go where the pros go
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  because those organizations, physicians systems, uh,
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  from from, from nuts to bolt have been vetted, uh,
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  professional, uh, sports organizations would not associate
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  with, uh, uh, an orthopedic system
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  that couldn't provide them quality, high level care.
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  And so patients really understand
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  and resonate that with that.
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  One of the interesting things that's gone on
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  with our partnership, um, with the N-B-R-P-A, um,
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  has been we've been able to expand beyond just orthopedics.
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  Um, and there's been a lot of help both on our end, uh,
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  in terms of, on the Endeavor, health health side.
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  Um, our chairman, Jason Co, um, our administrative leaders,
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  Alexis Barber, Dave Raia, um, have all really helped us
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  to coordinate this along, along with my co-medical director,
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  Ashish Betty, and I'm the N-V-R-P-A side.
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  Joe Rogowski and Scott Rochelle have been, uh,
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  extremely integral to this sort of, uh, coming together.
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  Having a center of excellence means
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  that a patient is gonna be able
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  to get top-notch care in a centralized geographic location.
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  And, and that makes a lot of sense.
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  And as I said, our mind goes straight to orthopedics,
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  but in our experiences with the N-B-R-P-A
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  patients have needs beyond orthopedics,
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  especially retired former athletes.
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  And so we've had the opportunity to really lean on
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  and leverage the expertise
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  that we have across the broad spectrum of care.
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  And frankly, the broad center of excellence is that
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  nor Northshore Now Endeavor offers.
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  And, and by that I mean this, um, if, if you want to go
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  to a single center of excellence for orthopedics,
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  that's great, but then where are
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  you gonna go for your heart care?
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  Where are you gonna go for your, uh, you know,
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  concussion care, your neurosurgical care?
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  And one of the unique things about having such a large
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  and broad system is that we're able to have actually
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  multiple centers of excellence under one umbrella.
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  So we have our cardiovascular institute
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  that's being built out, our neurological institute that's,
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  uh, that, that exists as well as our orthopedic institute.
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  So we've had patients that have needed cardiac care, uh,
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  concussive care, uh, neurosurgical care and orthopedic care.
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  And instead of having to send them to four different centers
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  of excellence, um, the organization, the RPA is able
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  to send them to one center North Shore or Endeavor Health
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  and really able to achieve high level center
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  of excellence care under one umbrella, both geographically
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  and sort of metaphorically.
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  - Thank you so much for giving us that insight, uh,
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  into those partnerships.
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  Um, as you know,
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  the clinical workforce has changed a lot in the
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  last, uh, few years.
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  Um, what challenges are you still facing
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  and how do you see the clinical workforce evolving?
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  How do excellent, uh, excellence models
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  mitigate these challenges in a healthcare system?
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  - Yeah, and I think you used a great word there,
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  which is mitigate, um, there's, I I don't think
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  that there's a clear, uh, all win solution.
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  Um, we continue to, uh,
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  be in a challenging contracting healthcare environment where
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  reimbursements are going down, uh,
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  demand for care is going up.
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  Uh, you know, if we look long term, uh, uh,
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  and Scott, Scott Becker's talked about this a lot.
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  The, there's a need for physicians.
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  The number of physicians is decreasing.
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  So there's a lot of challenges that we're facing.
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  Ultimately, we want to provide value, okay?
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  And, and, uh, that's a complicated term.
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  The the general, uh, sort of dogma is that, you know,
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  value is quality over cost.
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  Now, in healthcare, uh, quality can mean a lot of things.
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  It means outcomes, uh, it means, uh, uh, patient experience.
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  It means, uh, the entire flow of the episode of care, uh,
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  in fact from University of Utah, I believe has quoted, uh,
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  healthcare value
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  as equaling quality times patient
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  experience divided by cost.
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  So it's a complicated equation,
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  but this is again, where the center of excellence model, um,
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  helps when you're able to centralize a large group
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  of experts in a single physical geographic location,
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  you're able to realize efficiencies
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  that don't exist if they're in multiple different centers.
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  Right? And then if you think about that growing outwardly,
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  having a system that's large enough
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  to support multiple centers of excellence, then only sort of
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  grows or, or, or catalyzes that ability
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  to have high quality care,
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  but reduce costs by being able to realize efficiency
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  and centralization of those services.
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  So, um, you know, as we move forward, we're gonna continue
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  to have to chase that, but I think systems like ours are
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  very well set up because we do have the depth and breadth
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  and, and just the, the physical presence
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  and width to be able to really
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  combine these into focus centers of excellence
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  that are all under one roof, and then realize the, and,
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  and leverage the strength of our numbers in order to be able
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  to help with efficiencies and costs.
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  - Yeah, that all completely makes sense.
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  Thank you so much for sharing.
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  And Doctor, before I let you go, the last thing I wanted
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  to ask you is, what is your best advice
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  for aspiring leaders today?
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  - You know, I, I think there's, uh,
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  there's a couple thoughts behind that.
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  Number one is to listen.
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  Um, you know, uh, I've,
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  I I've often heard you're given two years in one mouth.
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  So you, so you listen twice as much as you speak.
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  And I, and I think there's some truth to that.
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  Um, if leaders want to be able to bring about change
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  that's meaningful to the folks that they are leading,
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  they really need to understand what the challenges
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  that those folks are facing.
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  And I often think that when you start to work in leadership,
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  you have your own ideas of
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  what you think the challenges might be,
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  and they're very well intentioned.
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  You, you really are trying to understand
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  and grasp the problems
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  and issues that, that those that you are leading are facing.
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  But if you take some time to listen, you will often find
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  that, uh, there are additional challenges
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  that you either didn't know about or didn't understand
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  or didn't understand how important those were, um,
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  for the folks that you are, that you are working
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  with and, and helping to lead.
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  So, so really listening
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  and understanding what the challenges your workforce is
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  facing, um, I think is the first most important step.
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  And then, and then second and,
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  and kind of tied into this is, is to continue
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  to evolve and be plastic.
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  Um, you have to have a vision.
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  You have to have a, a drive and a goal.
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  When you're a leader, you, you can't just sort
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  of be blowing with the winds of change.
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  Um, so you have to have a goal and vision,
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  but you have to be not so dogmatic that you're not open
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  to evolution and change, um, when you're presented
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  or faced with information
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  that might challenge your initial vision or goal.
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  So you have to have the drive
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  and vision for what you wanna achieve,
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  but you have to be able to navigate around the realities,
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  um, of situations that may arise
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  as you're striving towards that goal.
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  - Thank you so much for those final thoughts, doctor.
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  This has definitely been an amazing
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  and informative discussion.
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  So again, I wanna thank you so much
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  for coming on Becker's Healthcare.
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  We really do appreciate it.
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  I look forward to connecting with you again soon.
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  - Mariah, thank you so much for having me.
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  And I really would like to thank, uh,
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  Scott who's had me on the podcast before
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  and has been a great friend and,
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  and Ally, um, to, to all providers in healthcare
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  and really would be remiss if I didn't thank my team at
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  North Shore, including Alexis Barber, Dave ,
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  Jason Co, and Ashish Betty, as well as our partners, um, uh,
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  on the external side, Joe Rogowski, Scott,
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  Rochelle on the N-B-R-P-A, as well as Mike Lamb, Amy Kramer,
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  and Jeremy Hoag on the, uh,
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  professional Football Hall of Fame health project.
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  So, really would be remiss if I didn't thank those folks.
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  A lot of the answers that I've given you today are really
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  because of the mentorship and guidance
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  that I've received from those people as well.
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  So just wanted to say thanks to those people.
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  Thank you to you and happy New Year to you
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  and the entire Becker's team.
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  - Yes, thank you so much.
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