Career and Life Planning Guidebook for Medical Residents

Market Driven HealthCare Success means so many things to so many different people. Really define what success means to you and choose your career path based on that. If money speaks to you the most, then it becomes a numbers game. If helping patients is your top focus, then focus an opportunity in a medical underserved area. The bottom line is if your heart is happy, you have found your own success. – Tara Gaugh, Physician Recruitment Manager Southern Illinois HealthCare F I E L D N O T E S care models for populations of patients with chronic conditions such as diabetes or heart failure. This model relies on better care coordination and pre- ventive care for patients most at-risk for developing a chronic condition, “This is known as the “triple goal” or triple aim”; to reduce cost, improve the health l, and improve of the patient, and improve the health of the population as a whole. In order for providers to be successful in these models, hospitals and physicians must work together more closely than ever before to improve quality and reduce costs. This has resulted in an increase in direct physician employment by hospitals and health systems, integrating medical staffs across hospitals in a system, aswell as building clinically integrated networks and accountable care organizations (ACOs) with physicians at the helm. In 2018, em-ployed physicians made up 47.4% of the total physician workforce while 45.9% of physicians remained self-employed. So now, physician and hospital-based care (inpatient and outpatient) is being delivered in an awkward, hybrid environment, mostly still within fee-for-service but with an increasing percentage of managed care contracts in value-based models or “fee-for-value” at the same time. This has sometimes resulted in patients being treated differently based on which payment contract they fall under, with healthcare leaders scratching their heads as how to reconcile the difference. They also have to figure out how to move more efficiently towards value-based care without taking a hit financially while waiting for payers to catch up. “I feel very strongly that hospital administrators should work harder to improve their communication and relationships with ALL doctors. The disconnect greatly contributes to physician burnout.” “Physicians have historically done more with less in terms of clinical support staff and physical space. These two items are likely to lead to increased burnout if not addressed soon.” “I am encouraged by the initiative demonstrated by my administration to make moves that will ensure our organization’s share in the local and regional market. More concrete initiatives are needed in terms of outreach organization, telemedicine, and improving the outpatient clinical space.” “I feel that great improvements have been made recently towards wellness for staff and providers and an emphasis in self-care has helped. As we improve our implementation of team-based care, I think physician satisfaction will increase and burnout will decrease as all team members work to the highest level of their training/degree.” 93 WWW.PHYSICIANCAREERPLANNING.COM