“You have all of
these different pressures today around who is reimbursing for what,
about who employs whom, about who is caring for what. At
the end of the day, the
last time I checked, it’s still the doctor who gets to
write the order; it’s still the
doctor who gets to decide what the best path for that
patient is; it’s still the physician
who is the most trusted advisor that each of the patients
that we see at Kindred
ultimately looks to, to say, ‘what do I do next, doc, to
get myself better?’”
A. Breier, President and CEO, Kindred Healthcare
our efforts of constantly improving our patients’ care and outcomes, we are
investing in new ways to support our physicians – a Pillar of Clinical Excellence
here at Kindred. Kindred’s Chief Medical Officer,
Dr. Marc Rothman, addressed our company-wide commitment to our physicians in a
above, our world and the healthcare landscape are constantly changing, so we
must adapt with it, ensuring our physicians have the tools and resources they
need to be successful.
Not long ago, many physicians
worked in a private practice setting. Today, over half of that population is
directly employed by a hospital, hospital system or large medical
The demographic makeup of our
physician population is also changing. Women are becoming a larger percentage
of the total physician workforce, which should come as no surprise given that half
of all medical school graduates now are women. And as these younger doctors enter
the workforce, a large wave of doctors, especially within the post-acute and
long-term care sector, are retiring.
Dr. Sean Muldoon, Chief Medical
Officer of Kindred’s Hospital Division, weighs in: “This is a really hard time for
doctors. For some reason, there has been a myth that when you get out of
medical school you enter this land that in a lot of ways had not changed. You
are admired, you’re well paid, and you’re sought after.
tradition was decades old and now. Because things are so expensive, care is spotty
and the needs of the country have changed, we are changing the role of those
doctors from the one-man shop to the quarterback of the team.
this evolution, the role of physicians at Kindred is more vital today than ever
before. In hospice and acute rehab, for instance, we must work closely with
physicians to comply with very specific CMS regulations and guidance. In our
hospitals and nursing centers, our physicians are expected to be more involved
and engaged in the overall goals and, specifically, in quality measures.
these goals, we must provide our doctors with the resources they need to
improve performance and quality, and have developed a four-part physician
strategy to get there:
Medical Director Reviews
with the data. Kindred now has physician-specific data that doctors can use to
see how their patients are doing, how their work intersects with quality
measures, and where there is room for improvements.
reports are being used by our Chief Medical Officers, who must now conduct
annual review of every branch and main facility Medical Director before their
contract is renewed.
schools and residencies don’t always provide extensive training in post-acute
or long-term care. Kindred is stepping in to fill that gap with comprehensive
physician education programs.
it comes to engagement, frequent and valuable communication is. Because of
this, a mobile physician communication platform is being developed to connect
Kindred physicians with leadership and each other.
these efforts combine to strengthen the PHYSICIAN Pillar of Clinical Excellence,
to give our physicians on the front lines the tools they need to be successful.