Latest / Becker’s Healthcare - Clinical Leadership Podcast / Dr. Matt Broom, Chief Medical Officer at BJC Medical Group

Transcript

Dr. Matt Broom, Chief Medical Officer at BJC Medical Group · Becker’s Healthcare - Clinical Leadership Podcast

• 0:00
  Imagine this. You're at the Hyatt Regency Chicago
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  immersed in insightful discussions with the health care
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  industry's top leaders.
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  2024.
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  events page. See you in Chicago.
• 1:15
  Welcome to the Becker's Healthcare podcast. I'm Mariah
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  Taylor, assistant editor, and I'm thrilled to be
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  interviewing Matt Broom, chief medical officer at BJC
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  Medical Group, on the podcast today. Matt, thank
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  you for joining me. I'm excited for our
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  conversation because you're one of our upcoming panelists
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  at our CEO CFO conference, and we're really
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  excited to get a sneak peek into some
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  of your thought leadership. But before we dive
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  in, I'd love for you to introduce yourself
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  and tell us a little bit more about
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  your background.
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  Yeah. Thanks, Mariah. I'm happy to be on
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  today.
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  You know, my background is that I'm a
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  general pediatrician
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  trained at Saint Louis University
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  and,
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  then spent some time in the US Navy
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  as a pediatrician and then went back and
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  had a career in teaching and academics for
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  about 8 years or so,
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  prior to becoming the chief medical officer of
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  Cardinal Glennon Children's Hospital
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  University Hospital through SSM Health on the adult
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  trauma center side. And then after doing that
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  about 4 years moved over to BJC and
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  now I'm the chief medical officer over the
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  BJC Medical Group. So,
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  an exciting career, and I've really enjoyed it.
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  And, yeah, happy to talk about it.
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  Absolutely. Can you tell me a little bit
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  about your most successful project or initiative from
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  the last year? What did you do, and
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  what were the results?
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  Yeah. One of the things about the BJC
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  Medical Group is that we've got about 700
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  clinicians. They're over probably 9 markets, about a
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  150 or so practice sites. And historically
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  our markets have been fairly isolated. And so
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  one of the things that we've really targeted
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  this year is
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  moving into a service line model.
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  We've really opened up 7 service lines primary
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  care, hospital medicine,
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  cardiology,
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  metrics,
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  neurosciences,
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  orthopedics and gastroenterology.
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  And what that's enabled us to do is
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  bring together clinicians
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  from a variety of markets
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  united with a single strategy,
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  a single operational focus and a single recruitment
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  plan.
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  And that has helped us build out a
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  physician leadership structure,
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  and really
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  essentially streamlined how we have taken a look
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  at our medical group and where we want
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  to go.
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  It's been a very heavy lift. We've had
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  to set up service line councils, find the
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  right leaders, get them in place, etcetera.
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  And yet already seen some dividends,
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  even though we're only probably now just about
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  8 months into the project. So it's been
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  very exciting. It
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  is, and that is a huge undertaking.
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  Kind of looking ahead, what is the biggest
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  challenge you expect to face in the next
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  year, and how are you preparing?
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  You know, one of the biggest challenges I
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  see in healthcare whether you're, you know, leading
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  a hospital or a medical group or no
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  matter what fast facet that you're in
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  is that we are often very, very lean
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  in how we do staffing, be it nurse
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  staffing, physician staffing,
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  etcetera
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  and staying ahead of what is the next
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  big thing that comes either in
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  how we operationally function, preparing for as we're
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  all taken taken by surprise in 2020 with
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  the COVID pandemic or, looking to try to
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  engage the next generation of clinicians to provide
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  healthcare across the country who have a different
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  set of
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  to provide healthcare
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  across the country who have a different set
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  of expectations than maybe those clinicians who are
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  getting to retire.
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  And so we try to be
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  innovative with our staffing models looking ahead forward
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  thinking trying to really keep our ear out
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  there to not only what do we see
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  as far as in our various markets, but
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  trying to also look through and say, hey,
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  if this happens, how would we respond? And
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  if this happens, how would we respond?
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  Certainly we can't predict everything but it at
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  least allows us to stay nimble and on
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  our toes to try to at least keep
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  up to speed with all the fluctuations
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  that happen each and every day.
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  Absolutely.
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  Kind of on that topic of evolving and
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  changing,
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  since you've been a chief medical officer for
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  quite some time now, how do you see
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  the chief medical officer role evolving in the
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  future?
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  Yeah. You know, the the CMO role,
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  has evolved a lot. It's gone from what
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  is traditional as far as credentialing and a
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  VP of Medical Affairs and managing physician behavioral
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  issues to really one that engages directly in
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  strategy and business development.
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  And
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  then
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  also leaning into value based care
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  and then also leaning into value based care
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  initiatives.
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  And I think what you'd also find is
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  even in today if you interview 1 chief
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  medical officer you've probably interviewed 1 because that
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  person's job and role is very different depending
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  what city they're in, what state they're in,
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  what kind of services they oversee, etcetera.
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  And I think that's what it is such
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  vital role on accountability and authenticity
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  to kind of bring that not only experience
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  but business insight to what is required to
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  make healthcare system move. But you still have
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  to have somebody who can enlist and engage
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  with physician leaders and do the right thing
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  for patients and the clinicians that we serve.
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  Absolutely.
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  And what is your advice for those aspiring
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  to be CMOs one day?
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  Well, I think the first thing is just,
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  you know, take the opportunity when given to
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  you. Right? No one ever knows when the
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  right role or the right job comes their
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  way, and it's course never the right time
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  for anybody to do that and yet at
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  the same time if you listen, if you
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  spend time connecting with people, you try to
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  grow in your respective skill set,
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  you develop
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  a mentorship
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  cadre both peer mentors and others that you
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  can lean on about various problems then come
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  forward,
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  have the humility to ask questions and then
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  not be afraid to lead
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  and understand that each of us makes mistakes
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  each and every day. But how we adapt
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  to those mistakes and the lessons that we
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  learn as a result of that
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  opens up the capacity for that next CMO
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  role.
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  The role of a CMO is
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  it's very it's not only valuable,
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  but it's fulfilling, but it's hard work. Each
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  and every day, it's a difficult conversation or
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  a challenging strategic or operational
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  problem. Yet at the same time, it's a
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  great way for physicians to
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  make sure that the voice of the clinician
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  is heard in a way that drives business
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  and operations forward,
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  which I think is the way that we
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  have to get into more in healthcare.
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  Excellent. This has been such an amazing and
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  informative discussion. Thank you so much for joining
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  me today. You can catch more of Matt
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  at our upcoming clinical leadership forum at the
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  Becker CEO CFO roundtable, November 11th through 14th
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  in Chicago. We have limited space available for
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  attendees and sponsors, so contact us at agenda
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  team at beckershealthcare.com
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  to learn more.