Latest / Becker’s Healthcare - Clinical Leadership Podcast / Peggy Duggan, Executive Vice President and Chief Medical Officer at Tampa General Hospital

Transcript

Peggy Duggan, Executive Vice President and Chief Medical Officer at Tampa General Hospital · Becker’s Healthcare - Clinical Leadership Podcast

• 0:00
  Welcome to Becker healthcare care podcast. I'm Mariah
• 0:03
  Taylor, assistant editor, and I'm thrilled to interview
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  Peggy Dug, Executive Vice president
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  chief physician executive and Chief Medical Officer at
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  Tampa General Hospital on the podcast today.
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  Peggy, thank you so much for joining me.
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  I'm excited for our conversation because you're 1
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  of our upcoming panel at our Ceo Cfo
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  conference and we're excited to get the sneak
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  peek into some of your thought leadership. But
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  before we dive in, I'd love for you
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  to introduce yourself and tell someone anyone bit
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  about your background?
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  Sure. I'm super excited to be here as
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  well. My name is Doctor Peggy Dug. I'm
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  the Executive Vice President, and chief physician executive
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  at Tampa General. I've been here for about
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  3 years, just a little over 3 years
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  now.
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  As the physician leader for the organization,
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  it's a very dynamic place, and we're doing
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  a lot of exciting work here.
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  Prior to coming to Tampa general, I spent
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  about 22 years in the mesh Uber system,
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  and with the Cmo at 1 of their
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  hospitals
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  prior to joining T h. So really excited
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  to be here and have been in physician
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  leadership now for about 25 years.
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  That is an impressively warm career, 25 years.
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  So in your
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  long career in leadership, what has been 1
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  of your most successful projects or initiatives?
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  And what did you do? And what were
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  the results?
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  So I have a couple I'd like to
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  touch on, but 1 of the more exciting
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  ones is. We've done a a lot of
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  work at Tampa general
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  around what's called regional visualization. So a lot
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  of hospitals
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  just based on the way things are designed,
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  have, you know, based nurses and based pharmacies.
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  So the same team is on the serve
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  on the floor on the regular basis. But
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  the patient may be distributed in a way
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  that the physicians are kinda going from floor
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  to floor. That limits the ability to really
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  communicate with the team. So this year, at
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  Tampa General, actually, it's been over the past
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  18 months. We started in our critical care
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  units and really doing 2 things. 1 is
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  regional the physician. So assigning physician coverage,
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  or advanced practice provider or resident or learner
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  coverage
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  to the Icu, and those team members stay
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  in the unit and tear for those patients
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  during their shift and work with the same
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  team kind of over and over so that
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  we get
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  physicians,
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  nurses,
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  physical therapist,
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  pharmacists and all the other people who care
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  for our patients at the bedside, working together
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  toward the same goal.
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  That's been an
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  incredible
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  opportunity for quality safety,
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  decreases risk improves
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  all of our metrics, including
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  know, central line infections and urinary tract infections
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  because the team is working together and focused
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  on what is that patient need
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  today, you what can we remove or not
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  use today and can we move that patient
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  to a lower level of care are they
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  ready? And so that's been incredibly impactful.
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  We've also then taken... And this is more
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  in a
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  advanced work phase,
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  but taken our hospital medicine teams and started
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  to assign them to you it as well.
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  And are really seeing patients satisfaction
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  improvements,
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  decreased in infections and falls within injury and
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  improved scores in our patient experience. So just
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  having really good experience.
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  It's a lot of work, and it's really
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  hard to get people on board initially. But
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  once they do it, they really feel great
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  about,
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  developing these physician nurse
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  and other clinical teams to really move the
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  needle for our patients.
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  That's amazing
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  kind of along those lines, looking ahead, what
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  do you think is the biggest challenge you
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  expect to face in the next year? And
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  how are you preparing for it?
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  So I think Tip general, it's biggest challenge
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  is similar to lots of academic medical centers.
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  How are we creating the access to care
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  our patients deserve and need, when we are
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  also
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  seeing an increase in number of patients in
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  our emergency departments and really
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  quite busy.
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  So we've done a lot of work on,
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  what we'll call access and length of day,
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  and 1 of the things and we've seen
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  this in a couple of other articles that
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  I've been involved with is we focus on
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  as much as we're focused on efficiency. Right?
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  And trying to progress the patient's care so
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  that we can be as efficient as possible,
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  and move the patient to the next level,
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  creating capacity for other patients in our system.
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  We measure those things, but where we're talking
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  about it, We're really talking about care delivery.
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  What does my patient need today? Are they
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  getting what they need today? Because if they're
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  not,
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  then we need to fix that problem so
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  they can progress through their care.
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  And we provide that care in an outpatient
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  setting,
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  and how do we coordinate that, so the
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  physicians have the confidence the patients get what
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  they need. And can we be sure that
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  the patients get follow up in the system
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  so that they don't get... We admitted to
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  the hospital. They, you know, they continued their
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  care in their new level. So we have
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  a system wide
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  initiative
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  where, lot of initiatives are working, but the
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  primary goal is to make sure patients are
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  getting what they need when they need it
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  in the lowest acuity setting.
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  Fascinating.
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  I love how hyper focused you and your
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  system are on getting those patient satisfaction
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  and experiences
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  so everybody's really enjoying this. Like, being at
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  the hospital because as you know, it's not
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  a grand place to be when you're the
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  patient.
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  It's super motivating for our physicians and our
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  nurse is to have that focus. I mean,
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  that's 1 of the things we really love
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  is our teams are motivated because really, what
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  they come to work to do every day
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  is care for our patients.
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  Absolutely. I love that.
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  As you mentioned in your little introduction, you
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  have been in, like, chief leadership for a
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  long time. So In your experience, how have
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  you seen the chief medical officer role evolving?
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  Yeah. I think that chief Medical officer role
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  is a role that can be different based
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  on the needs of the
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  organization. And so traditionally, right, Chief Medical officers
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  are response before utilization of resources that's very
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  usual,
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  quality safety risk patient experience. Those are the
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  things that fall into a traditional,
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  Cmos bucket along with
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  physician relationships and medical staff credentialing, which is
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  a big
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  bucket gonna work.
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  What I see is different over time is
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  in order to achieve those goals,
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  chief medical officers are most successful when they're
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  involved in and capable of doing,
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  hospital operations.
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  So it's really hard to drive quality.
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  If you don't understand how the operation works.
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  So 1 of the things I've done and
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  1 thing I would recommend any Chief Medical
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  officer do to spend a lot of time
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  with the operations team and really motivating them
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  to
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  drive quality based on the operations work doing.
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  And that... Again, that's super motivating for people
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  who are caring for patients. But the operations
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  team working with the Cmo with our clinical
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  teams. Really is the most powerful way to
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  drive improvement at age.
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  I love that.
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  And what kind of advice do you have
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  for people who aspire to be a Cmo
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  1 day?
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  Yeah. 1 of the things I think a
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  successful Chief Medical officer does is understands the
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  impact of the work. And what I say
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  that I need, when we do good work.
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  You also
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  by and large in the vast majority of
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  time, you're actually creating cost savings.
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  So 1 of the things I've done early
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  in my career here, particularly Tampa general because
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  we have a really,
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  engaged and wonderful chief
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  Financial Officer,
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  we partner all the time to show that
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  the highest quality care also drives efficiencies in
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  his
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  save cost. So we have a unified discussion.
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  And so I think that's 1 thing is
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  I were starting again as a Cmo.
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  Getting involved with the financial team and getting
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  involved with operations as early as possible,
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  understanding their worlds,
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  and being able to speak their language
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  will definitely help you move the needle in
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  improvement in patient care. And it's great to,
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  work as a team. And so I've really
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  got 1 of our vice presidents, our senior
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  Vice President for Finance
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  has become very expert at judging
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  whether proposals are gonna drive a quality improvement.
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  And so we've really worked together, to train
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  each other on the importance of our world.
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  And crossing over to be successful.
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  Excellent. That's some really good advice.
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  Well, This has been amazing in a very
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  informative discussion, so thank you again for joining
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  me on the podcast.
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  If you wanna catch more of Peggy, you
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  can find her at our up coming clinical
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  leadership form at the Becker Ceo and Cfo
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  round table, which happens November eleventh through fourteenth
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  in Chicago. We have a limited number of
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  space 4 attendees and sponsors. So if you
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  want to learn more contact us at agenda
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  team at becker healthcare dot com.