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SPECIAL TUCSON MEDICAL CENTER ISSUE TMCs new look, top-notch technology, same compassion
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Associates Associatesof ofWealth WealthManagement ManagementStrategies Strategieso o er ersecuri securi titi es esthrough throughAXA AXAAdvisors, Advisors,LLC LLC(NY, (NY,NY NY212-314-4600), 212-314-4600),member memberFINRA, FINRA,SIPC. SIPC. Investment Investmentadvisory advisoryproducts productsand and services serviceso o ered eredthrough throughAXA AXAAdvisors, Advisors,LLC, LLC,an aninvestment investmentadvisor advisorregistered registeredwith withthe theSEC. SEC. Annuity Annuityand andinsurance insuranceproducts productso o ered eredthough thoughAXA AXANetwork, Network,LLC. LLC. Wealth Wealth Management ManagementStrategies Strategiesisisnot notaaregistered registeredinvestment investmentadvisor advisorand andisisnot notowned ownedor oroperated operatedby byAXA AXAAdvisors Advisorsor orAXA AXANetwork. Network. AXA andAXA AXANetwork Networkare arenot not AXAAdvisors Advisorsand a a liated liated with with Pima Pima County County Medical Medical Society. Society. PPG PPG 69384 69384 (07/12) (07/12)
SOMBRERO
Pima County Medical Society Ofcers
President Charles Katzenberg, MD President-Elect Timothy Marshall, MD Vice President Melissa Levine, MD Secretary-Treasurer Steve Cohen, MD Past-President Alan K. Rogers, MD
Vol. 46 No. 6
Michael Connolly, DO Bruce Coull, MD (UA College of Medicine) Stewart Dandorf, MS, MPH (student) Howard Eisenberg, MD Afshin Emami, MD Randall Fehr, MD Jamie M. Fleming (student) Alton Hank Hallum, MD Evan Kligman, MD Melissa D. Levine, MD Clifford Martin, MD Kevin Moynahan, MD Soheila Nouri, MD Jane M. Orient, MD Guruprasad Raju, MD Scott Weiss, MD Victor Sanders, MD (resident) Editor Stuart Faxon Phone: 883-0408 E-mail: tjjackal@comcast.net Please do not submit PDFs as editorial copy. Art Director Alene Randklev, Commercial Printers, Inc. Phone: 623-4775 Fax: 622-8321 E-mail: alene@cptucson.com
Board of Mediation
Bennet E. Davis, MD Thomas F. Griffin, MD Charles L. Krone, MD Edward J. Schwager, MD Eric B. Whitacre, MD
Printing Commercial Printers, Inc. Phone: 623-4775 E-mail: andy@cptucson.com Publisher Pima County Medical Society 5199 E. Farness Dr., Tucson, AZ 85712 Phone: (520) 795-7985 Fax: (520) 323-9559 Website: pimamedicalsociety.org
SOMBRERO (ISSN 0279-909X) is published monthly except bimonthly June/July and August/September by the Pima County Medical Society, 5199 E. Farness, Tucson, Ariz. 85712. Annual subscription price is $30. Periodicals paid at Tucson, AZ. POSTMASTER: Send address changes to Pima County Medical Society, 5199 E. Farness Drive, Tucson, Arizona 85712-2134. Opinions expressed are those of the individuals and do not necessarily represent the opinions or policies of the publisher or the PCMS Board of Directors, Executive Ofcers or the members at large, nor does any product or service advertised carry the endorsement of the society unless expressly stated. Paid advertisements are accepted subject to the approval of the Board of Directors, which retains the right to reject any advertising submitted. Copyright 2013, Pima County Medical Society. All rights reserved. Reproduction in whole or in part without permission is prohibited.
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Inside
5 About this issue. 6 Orthopaedic and Surgical Tower: New facility opened May 6. 8 Perioperative Governance Council: Physicians given stronger role in policy.
Tucsons famous spa in a 12-week program for wellness. details how our organization is key to physicians being heard.
10 TMCs certifications and accreditations. 13 Arizona Coordinated Care: What it is, and is not. 19 Lean streamlines TMCs procedures. 21 Chief Medical Information Officer: What
Dr. Brian Cammarata does.
22 THMEP: Many area physicians have come from 24 TAVR: An alternative to open-chest surgery.
On the Cover
The Tucson Medical Center Orthopaedic and Surgical Tower is a state-of-the-art orthopaedic center and surgical facility.
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massive project costing more than $100 million with wide economic impact on the surrounding community, the TMC Orthopaedic and Surgical Tower officially opened on May 6. As a community hospital it was important to us to use as many Arizona contractors and local workers as possible, said Richard Prevallet, TMC vice-president of facilities. To that end, more than 78 percent of the project was awarded to Tucson companies, with the rest being awarded to Arizona companies. At any one time, there have been anywhere from 100 to 375 workers on site. The first floor includes a general lobby, support services, and the medical offices and clinics of Tucson Orthopaedic Institute, an independent physician group that leases the space. The second floor houses TMCs Surgical Service, with 14 state-of-the-art ORs that provide integrated technology for all specialties, plus interventional suites, cystoscopy, and dedicated pediatric surgery waiting, pre-op, and recovery areas. Two of the surgical suites on this floor are hybrid rooms that will be used in both cardiac and vascular surgeries. The two rooms include the most innovative equipment on the market. Such top-ofthe-line equipment will enable surgeons to treat a wider range of people, including the sickest of patients. As PCMS member, Dr. Matthew Namanny of Saguaro Surgical explains, I can operate on people who are in their 80s or 90s, whereas before, these people were not candidates for the surgery because the mortality risk was too high. With this new system, the sky is the limit, said Dr. Luis Leon, vascular surgeon with Agave Surgical Associates. He explained Playing with children in the pediatric waiting area in the tower helps parents entertain that the extraordinary imaging the new and distract children while waiting to be brought to surgery. equipment offers allows surgeons to be incredibly precise.In a minimally invasive procedure, everything is done through a needle stick which gives In addition to vascular surgery, a hybrid OR makes it possible to us access to put in catheters.Most of the time, surgeons are interweave specialties, giving a patient the most comprehensive operating while looking at a screen.You absolutely need good care and best outcome in one setting. imaging in order to do this.
6 SOMBRERO June/July 2013 A nurse helps a patient in one of 40 private procedure recovery rooms in the new TMC Orthopaedic and Surgical Tower overlooking the Santa Catalina Mountains.
The new surgical suites are nearly double the size of previous OR space. High-tech surgical equipment is attached to ceiling booms, eliminating cords on the floor, providing for safer movement of surgeons and assistants.
New hybrid operating rooms on the towers second floor allow for both non-invasive and more complex surgical procedures in the same OR, eliminating need to move patients, or in most cases equipment, in order to operate.
The third floor is devoted to orthopedic surgery, with 10 operating rooms and a new education conference center. The buildings top floor features 40 all-private patient rooms designed for orthopaedic post-surgical care and acute therapies. Two of those rooms are designed for bariatric surgery patients. The flow of the design focuses on how patients arrive, how they are received, how they go to pre-op, surgery and post-op, and how they leave the area. Patient rooms have received comparable collaborative attention. Similar to TMCs new pediatric rooms, the orthopedic patient rooms are broken into three distinct zones (serving the patient, the family, and the caregivers) to ensure quality of care and a positive patient experience. While the construction project was daunting, work done behind
the scenes in preparation for the move and operation of the tower have perhaps been even greater accomplishments. TMC leadership understood early on that this project represented a unique opportunity to examine existing processes and find ways to be more effective and more efficient. Work groups encompassing staff in areas throughout the hospital were formed to address these challenges and come up with working solutions. Everything from OR supplies to surgery scheduling to elevator etiquette was diagrammed, dissected, and worked through. Staff in key areas around the hospital have worked hard to question how we could do things better operationally, said Linda Wojtowicz, TMC senior VP and chief operations officer. We were able to zero in on our processes to assess what was not working, what could work better, and how best to fix it. n
The TMC Perioperative Services team consists of experts in a range of pre-op and surgical procedures, from routine to complex.
he new TMC surgical tower is poised to offer 24 state-ofthe-art operating rooms and new opportunities for extraordinary patient care. In addition, it is propelling a fundamental shift toward a shared governance model, empowering physicians as they partner with hospital administration in a new way to achieve superior patient outcomes. The move to the new building provided a strong incentive to take a critical look at day-to-day processes. Any practices that werent working efficiently would need to be adjusted to make sure they were as up to date as the new tower. Top-driven directives have not always proven to be the best way to generate buy-in from the folks who are directly involved with
patient care, TMC President and CEO Judy Rich said, so it became increasingly clear to us that physicians were going to have to have a stronger voice in crafting rules and policies to meet the changing demands of healthcare. Fourteen physicians and 10 hospital staff members took their seats on the new Perioperative Services Governance Council in June 2012, setting in motion a structure for professional collaboration that never existed before. With 22 years of experience at TMC, including stints as anesthesiology department chairman, surgery department medical director, and chief of staff, PCMS member Matthew Atlas, M.D. knew that there were some long-standing practices that could work better. So when he agreed to serve as a consultant in
creating the governance structure and the charter for the new governance council, he immediately grasped the opportunity for significant change. This is an opportunity to have all the players work together to create the rules and find the solutions, Dr. Atlas said. It works way better than anything else. Among the top orders of business: Streamlining block scheduling for elective case surgeons in the operating rooms. Its a complex puzzle. Too much blocked time means other physicians in the community cant book cases for surgery because of a shortage of open time slots. Such reduced flexibility also could mean that when emergency cases come in, or if cases run longer than expected, it could push back other cases and trigger delays, causing stress to staff and patients. With efficient block scheduling as key to full use of the new ORs, the team combed through reams of data to see whether the blocked time matched actual patterns of usage, from whether surgeons had too much time allotted to them or too little, and whether mechanisms existed to release blocks of time that werent needed. Dr. Atlas and many others met with every surgeon who had block timemore than 50to gauge their needs and share findings. Ultimately the system was recalibrated to meet the industry standard of having no more than 80 percent of the OR schedule electively blocked, providing more flexibility for scheduling as well as more open time to handle overruns and urgent surgeries. The current economic climate has left little choice but to carve out efficiencies, even when the solutions may initially be laborintensive and sensitive, Dr. Atlas said. People are often afraid of change and there can be a culture of resistance in any large system. But if any hospital wants to survive in this environment, with the economics that are going on, they have to look at fundamentally changing how they do things. In the old days when there was a lot of fluff, it was a different story. But with hospitals seeing margins of 1 to 2 percent, you need to use the resources you have more efficiently. If you sit still, youre going to get run over. Dr. Atlas has been around long enough to see initiatives come and go, but predicts that success will cement this new way of doing business.
SOMBRERO June/July 2013
If you look at where we started, and where we are today, its monumental the things we have accomplished, he said. The things we were fixing were long-standing things that had cultural components, and as weve all heard, culture eats process for lunch every day. To change minds and hearts so that people see there is a better way might be a long process, but its also an exciting one. n
www.learnaboutwechv.com
ucson Medical Center is proud to be the first hospital in Arizona to be awarded Atrial Fibrillation certification, and the first hospital in Tucson to receive Congestive Heart Failure (CHF) accreditation. TMC has also been re-accredited in Chest Pain, after earning its original endorsement in 2010. The three designations come from the Society of Cardiovascular Patient Care (SCPC), an independent, nationally recognized accreditation non-profit organization focused on transforming cardiovascular care by assisting facilities in their efforts to bring together quality, cost, and patient satisfaction.
TMC earned these distinctions by meeting or exceeding a wide set of Dr. Darren Peress, electrophysiology lab director, works with one of only 175 stereotactic ablation systems worldwide, and the only one in Southern Arizona. stringent criteria, demonstrating its expertise and commitment to quality patient care. The SCPC come here, theyre going to get a full range of good care. TMC conducted extensive and objective reviews of TMCs A-Fib, CHF has processes in place to care for these patients in a very efficient and Chest Pain programs. waywere providing the right care to the right patient at the Atrial Fibrillation Certification right time. TMCs protocol-driven and systematic approach to evaluating and Congestive Heart Failure Accreditation managing A-Fib patients allows physicians to reduce time to TMCs dedication to higher standards in enhancing care quality is treatment. It also allows them to stratify patients by risk to also recognized through CHF accreditation. The hospital has decrease their length of stay in the ED and the hospital. adopted an operational model for CHF patients to organize By improving TMCs processes and outcomes for A-Fib patients, care delivery in a systematic manner using evidence-based SCPC is fulfilling its mission to reduce cardiac-related deaths. guidelines and quality initiatives. With this accreditation, TMC Patients can be confident they are receiving critically appraised has expressed a deep interest in these patients well being by evaluation, treatment, and management of A-Fib. According to not only maintaining the standard of care, but also constantly SCPC, there are currently nearly 3 million A-Fib cases in the U.S. improving it. Heart failure is a leading cause of morbidity and By 2050, it is projected that this number will jump to more than mortality in the U.S., affecting an estimated five million 7.5 million. Americans. This accreditation demonstrates TMCs ability to This certification means that TMC is providing a recognized effectively manage the increasing number of these patients. standard of care, said TMC cardiac electrophysiologist and PCMS TMC realized several years ago that a true collaborative effort member Darren Peress, M.D., of Pima Heart Associates. All of among cardiologists, cardiothoracic surgeons, and hospital the physicians here are providing the same level of care.Were all administrators was necessary to ultimately improve quality practicing in a way thats evidence-based, and thats been metrics and patient care, said TMC cardiologist and PCMS recognized as good medicine. Patients should know that if they member Gregory Pennock, M.D., of the Heart Center of Southern
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Arizona. Thus, in a fairly revolutionary idea at the time, the cardiology/CT surgery SLA (service line agreement) was formeda joint management venture between hospital administrators and physicians. Results have been impressive, and the hospital accreditations reflect those efforts.Patient satisfaction and quality metrics have improved, and physician satisfaction has improved. Physicians have more ownership in the management of hospital processes and resources, and relationships between physicians and administrators have improved. Perhaps the most interesting and important aspect of the SLA is that multiple physician groups that were once fiercely competitive with each other are now much more collaborative. I would like to think that TMC has tried to figure out a model to preserve private practice in the region. This model is vastly different than an employed physician model used by other hospitals and networks. In general, I think physicians didnt go into this profession to be shift workers, dictated to by administrators, accountants or the government. Chest Pain Re-accreditation TMCs Chest Pain re-accreditation ensures that patients who come to the hospital complaining of chest pain or discomfort are given the immediate treatment necessary to avoid as much heart damage as possible.
Protocol-based procedures developed by leading experts are part of TMCs cardiac care, to reduce time to treatment in the early stages of a heart attack. With TMCs accredited status, patients can be confident that they will be treated according to bestpractice guidelines from the American College of Cardiology and the American Heart Association, and get education about treatment and prevention of heart disease. In addition, staff members receive education about signs and symptoms of heart disease, and the resources TMC has to treat chest pain patients. SCPCs goal is to use evidence-based medicine to eliminate heart disease as the No. 1 killer worldwide. Accrediting TMC as a chest pain center brought together multiple disciplines working toward the goal of rapid response to heart attack and efficient responses to less urgent presentations, said TMC cardiologist Dr. Mark Goldberg of Camp Lowell Cardiology. The re-accreditation process brought even closer scrutiny to our methods of providing care. Again, EMTs, ED nurses and physicians, cath lab personnel, and cardiologists worked together to fine-tune a system in which time is critical. We are very pleased with the quality measures that weve been able to report and the progress weve made in making the system more efficient, Dr. Goldberg said. This progress definitely translates to better patient outcomes. n
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Dr. Wadleigh, youve come to this more recently. How do you anticipate your practice changing? Ask any office-based primary care provider and theyll tell you theyve had this exact experience. A patient will come in and theyll tell you that since you saw them six months ago, theyve had a heart attack, went to the hospital, had a bypass, spent time doing rehabilitation and then had some home healthcareand we had no idea that ever occurred. With the robust information technology systems we have in place now, well know these things so we can be better advocates for our patients.
A patient consults with Dr. Jeffrey Selwyn, medical director of Arizona Connected Care.
needs. You could do that before with a paper chart, but if you couldnt read your partners writing or if things were left out or the chart was disorganized, the ability to retrieve information from a written chart was much more difficult. The ability to keep meticulous, organized, concise records has just exploded with EMRs. That allows me, as a physician managing 1,600 patients, the ability with a click of button to make sure that my diabetic patient has received appropriate labs within a reasonable time framework, and has had an eye exam, and a foot check or anything else that might be appropriate for that patient. It has allowed me to work smarter, not harder, and has allowed things to be much more transparent.
But you also see ACOs as having the potential to fundamentally change medicine? We are getting fewer and fewer primary care providers than at any time in history, and thats because the people who make the decisions at the HMOs and Medicare have made decisions that push new students into anything else but primary care. The hassle factor is higher, between having to do primary care verifications and referrals and prior authorizations. And since payments have been cut back, doctors are trying to see more patients, since the more you see, the more your income is. But running through so many patients is really not what we want to do. Rather than seeing 30 or 40 patients a day, wed rather see half that and give the care that we really want to give. Thats going to change medicine. Now, theres an option for those young providers who really want to do the kind of primary care where you knew your patients as children and then as young adults and then you get to know their children and its a 30-year relationship. We have to have a system that promotes office-based primary care providers and the ACO is really the only thing going that may do that. Dr. Selwyn, youre about to join Dr. Richard Johnson in the shared role of medical director for Arizona Connected Care. As you continue to build the network, what are the opportunities youre seeing now for physicians in the community? The network and membership is open to any and all who are really interested in adopting a collegial mentality to promote better healthcare. We have roughly 200 primary care doctors participating now. Change for anyone, including physicians, is not easy, since wed prefer to stay in a comfort zone.
SOMBRERO June/July 2013
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But by moving forward in small steps with the help of a transformation team, physicians will find its a much less painful process than if they try to do it on their own. How do you think its helping patients, Dr. Wadleigh? Theres a wonderful saying that doctors take terrific care of the diabetic patients who come to the office. Its the ones who dont come to the office who go back and forth to the hospital and the emergency room and are spending the majority of money because theyre not getting preventive care. We need the time and the personnel to do outreach to those individuals to make sure theyre taking meds and theyre doing visits and getting labs done to prevent problems. But ultimately, I think everyone wants to have a provider who they feel is their advocate, and I think weve lost that in medicine. We go to our primary care doctor if we have a cold or sore throat. We go to CVS pharmacy for an earache. We go to an urgent care for that laceration and we go to a specialist for this or that. What weve lost is someone who will pick up the phone and say, Yes, Ive known Mr. Martinez for 20 years. Whats happening? The vast majority of Americans need to have that kind of relationship with their doctors if they are to get the care they all want. Hopefully, this can help promote that. Dr. Selwyn, youve been affiliated with TMC for four decades now. How important is it that TMC is participating in this effort?
I believe in TMC. I believe in what theyre trying to do in the community. I am totally invested in their commitment to making such an organization be successful and a model for other places in the country. With clinics also part of the ACO, it means were no longer working in silos. I really like that collegiality. I like the fact were all on the same team and working together for a common goal and a common vision. Everybody wins because were doing a better job and saving money by doing the right thing.
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outreach, and many other aspects of quality care that focus on keeping people well. Myth: AzCC will limit care in order to improve the bottom line. Fact: Center for Medicare Services rules would prohibit any such effort, and such an approach is diametrically opposite AzCCs mission. Patients in Arizona Connected Care could actually receive more care. AzCC providers offer preventive care focused on keeping patients healthy as the best way to bend the cost curve. Our formula is: More consistent care = healthier patients = lowering total healthcare cost. Myth: AzCC will tell physicians how to practice medicine. Fact: Arizona Connected Care is not different from its physicians; it is its physicians. They set the policies. They define quality and best practices. They hold each other to an agreed-upon high standard. Because patients also serve on the board, they, too, have a say in establishing those standards. This collaborative approach gives clinicians the information they need to practice evidence-based medicine, and office efficiencies so they can spend more time with their patients and less time on the business of medicine. Arizona Connected Care helps physicians envision their ideal practice, and then helps them achieve it. Myth: Patients wont really see any difference. Fact: Patients of AzCC-participating clinicians enjoy clear communication with their providers and become more engaged in their own healthcare. They receive greater support where they need it, including at home. They experience smoother transitions when leaving a hospital or other care facility. AzCCs success is predicated on positive outcomes and patient satisfaction, something patients can and will notice. n
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Emergency Department nurses show Lean management changes across the organization, aiming to streamline processes by improving work flow and reducing waste.
When the new director of patient care services in the emergency services area heard about the effort, she literally begged to be the first project, even though it meant inviting significant scrutiny. I was really excited about the idea because I knew I needed help to address important areas, from retention rates to employee morale, Melissa Moreno said. Under the Lean process, teams followed patients through the length of their emergency department stay, logging how long patients waited at every step in the process to ferret out the logjams and bottlenecks. The teams drilled down deep, even looking at how rooms were situated to see if medical staff had key equipment at their fingertips or had to search for it. Every practice was weighed based on whether it added value for the patient. For Moreno, it was an intimidating process. It takes a lot of courage to sit back and let someone else tell you whats going wrong in your department, but its been worth it, she said. Even though the work only began in January, changes have already been implemented: Too many patients were sitting in the emergency department
SOMBRERO June/July 2013
waiting for discharge, so a discharge lounge was constructed where they can comfortably wait for prescriptions and other instructions to be finalized, while freeing up beds for other patients. And because it is staffed with a nurse assigned just to discharge duties, patients report theyve had more one-on-one time and better understand the steps to take when they leave the hospital. When data indicated some of the backup was attributed to patients waiting too long for diagnostic tests to come back, the staff not only shaved some time off of CT scan returns, but also placed a mid-level provider up front to see patients. That way, pain is addressed faster, and X-rays and other diagnostics can be ordered so that when the patient is seen, the information is there. Lets say a nurse had a patient with nausea and wanted to order a medication. Previously, the nurse had to leave the area to find the physician, who worked in another area. Now, the space is organized into pods, where the nurse can literally turn around in a chair to talk with the doctor. No more searchingand it provides a stronger team approach. Make no mistake. It is an investment. Key staff members have been pulled from departments throughout the hospital to work on the project full time. Teams then had extensive training, and
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traveled to hospitals where it is working, such as Seattles Virginia Mason Medical Center. In a Lean model, process improvement is driven by frontline staffthose who are closest to the work and know best how to improve processes. It hasnt always been easy. Even Moreno, who was so welcoming initially, had to overcome a tendency to push back, particularly when she was asked to standardize a days work for her charge nurses. It seemed preposterous, in an environment as hectic as an emergency room, to dictate when lunch and rounds will take place. But after the nurses created their standards, they were proud.
At the end of the day, they have a clean slate to hand off to the next charge nurse and theyre no longer driving home thinking, Oh. Did I get that done? Now they know, because they checked it off their list, Moreno said. Dr. Richard Rosenthal, medical director of the emergency department, agreed that its been worth carving out the time for analysis and evaluation. And he hopes in the next few years to get to a place where theres very little wait at all for patients. You dont want patients to be in a waiting room. Even if someone has seen them briefly, you dont know how serious they are, so you want them back in the treatment area where you can observe them and take care of them, Dr. Rosenthal said. With Medicare reimbursement increasingly taking into account whether patient expectations were met, he predicts more hospitals will look more closely at measures of patient satisfaction. Leans goal is to root out waste, and that encompasses more than waiting. Using the acronym DOWNTIME, heres a look at the eight types of waste that staff is trained to find and address: Defects Overproduction Waiting Not being clear Transportation Inventory Motion Excess processing
Another prediction: Lean work will never be done. Not even when the Lean teams disband after combing through procurement, food services, and other areas of the hospital. Id hate to be at a point where we assume weve reached nirvana and cant do any better, Dr. Rosenthal said. I hope were always on the cutting edge of improving patient care and satisfaction. Its an exciting time for us. Its challenging, but we really enjoy this focus on making things better. n
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he role of chief medical information officer, dealing with healthcare information technology, is still fairly new to medicine, but is rising in significance as industry leaders nationwide realize how technology is shaping healthcares future. Brian Cammarata, M.D., took the new position in January because he found it a great match with his original interests.
We use this information in a number of ways, Dr. Cammarata said. For hospitalized patients, we are working to improve care in multiple areas, such as minimizing the number of patients who develop blood clots and improving sepsis care. Another aspect is using information to help keep patients with chronic diseases out of the hospital. For example, for a patient with diabetes, using information to improve blood sugar control, minimize complications, and keep the patient out of the hospital is a winwin for everyone. The approach improves patients lives and saves healthcare system dollars. Healthcare ITs ultimate goal, Dr. Cammarata said, is to assist our physicians and nurses in providing the safest and most effective care for every patient at Tucson Medical Center. n
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establishment of the electronic medical record and, more recently, through partnership with the ACO, Arizona Connected Care. With THMEP accredited by the Arizona Medical Association to provide CME programs that will meet the needs of physicians in the community, TMC also recently made a substantial investment in providing a subscription for all physicians on staff to UpToDate, a resource that provides the latest information on new clinical developments and recommendations. One of the advantages to this resource is that physicians can earn CME credits when they research a clinical question.
Dr. Charles Daniel reviews a patient case with a resident participating in THMEP.
At THMEP our mission is to improve community health through the education of physicians at TMC and within our community, as well as at the
undergraduate and graduate levels, Dr. Aaronson said. Its been very rewarding to grow our own, with a focus on high quality, effective, and efficient care. n
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Ventana, the #1 provider of anatomic pathology and histology staining equipment in the world, had been looking for an affiliation that would allow the company to showcase important n todays healthcare technological advancements while environment, its more critical strengthening the health of the community through increased than ever to provide patients educational outreach. with information about the
A BenchMark stainer with 24 special In todays healthcare environment, its value of diagnostic testing, along stains also allows laboratory staffers to process more slides and improve their more critical than ever to provide with accurate, comprehensive turnaround time compared to the older patients with information about the diagnostic results to ensure quality, manual process the lab previously value of diagnostic testing, along with featured. accurate, comprehensive diagnostic cost-effective treatment. results to ensure quality, cost-effective We are as fully automated as any treatment, said Megan Bailey, senior histology lab. We are state-of-the-art marketing manager for Ventana Medical Systems. for staining techniques and workflow management, Allen said. The discussions began in July, shortly after John Allen came on as The laboratory also added an iScan Coreo digital pathology slide the director of lab services at Tucson Medical Center. scanner, which will allow the hospital to do more analyses in house, particularly with breast cancer, instead of sending those From Ventanas perspective, the alliance furthered its mission to out to other labs. improve the lives of all patients with cancer. With TMC, this takes on special meaning, as the patients affected are members Although the laboratory was completed at the end of February, of our own community, Bailey said. In discussions with TMCs TMC and Ventana are continuing to work on building a long-term leadership, it was clear they share a similar vision and are intent relationship that will not only provide premiere cancer on delivering the best diagnostic result for every patient they diagnostics, but also a forum for educational collaboration. From serve. Were proud to provide solutions to help them achieve Ventanas perspective, it also is helpful to have local lab staff that goal. provide ongoing feedback as they refine and develop solutions for customers. Allen said the relationship came at a perfect time. It fit a vision of where I thought we could take this lab and it fits the vision for From TMCs perspective, the new equipment helps the hospital TMC to be truly a premier provider, he said. position for growth while providing exceptional quality and reliability. The new systems will allow the hospital to perform more inhouse tests, reducing the need for outside laboratories. Allen noted: Getting state-of-the-art techniques allows us to be The new automated hematoxylin and eosin-staining equipment capable of top quality, state-of-the-art results. n advances patient safety in ways the previous dip style stainer
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here may well be a recipe for reducing a patients risk of re-admission to the hospitaland the mix includes a phone call, a volunteer care coach, and several home visits. Tucson Medical Center launched a pilot program in March that harnesses the power of peers in helping patients with one or more ailments meet personalized health goals, whether its implementing a heart-healthy diet, increasing physical activity, losing a few pounds, or simply engaging more with life. The goal is to gauge whether lay people can make a difference in helping patients who need additional support beyond what they can get from their health professional alone. A volunteer, trained in motivational interview techniques, accompanies a nurse or social worker on a 30-minute introductory home visit. Patients who choose to proceed sign a contract agreeing to work on their health goals with their coach over a sevenweek cycle.
Administrators of Healthy Living Connections, the programming umbrella for TMC Senior Services, recorded more than 150 educational classes and community outreach events in 2012. The program continues to offer adults access to key community health and wellness resources.
The coaching is not designed to replace, but rather augment, regular physician care. Some patients may be more honest with a peer about their adherence to a treatment regimen or challenges they might experience in making behavioral changes, said LDon Sawyer, director of Senior Services at Tucson Medical Center. These discussions might be a little less threatening with a peer who is there just to support them, she said. Plus, they are not under the same kind of time constraints in the hustle and bustle of a doctors office. Since Tucson Medical Center is a founding participant in an Accountable Care Organization called Arizona Connected Care, Sawyer noted the program fits with the vision of reducing hospital readmissions and more costly health interventions through a more robust focus on managing chronic disease. The job description for the coaches doesnt include counseling or help with financial management, grocery shopping, or finance management. Rather, they serve as a motivational support system to make sure their partners take responsibility for making a positive change.
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What we want to do is get people thinking of their strengths, Sawyer said. We will acknowledge weakness, but we dont play to it, because everyone can do something, and it is the job of our volunteers to find out what their partners can dowhat small steps they can take for successand help them build confidence and self-efficacy. That personal connection is what makes the assignment so rewarding, said Mary Ellen Beaurain, a retired social worker who said she was drawn to volunteer with the coaching program because of the one-on-one interaction. To have someone tell you that they had some scary things happen and now they want to make the changes they need to make to have a second chance, I just find it so gratifying, Beaurain said. This kind of soul-searching and this kind of change can be very hard work, and no one should have to do it alone. An added benefit: The program has prompted Beaurain to revisit her own health priorities. Sawyer said she hopes another round of volunteers can be trained by the end of the year, once care teams have a chance to analyze the effectiveness of the pilot-program. n
SOMBRERO June/July 2013
A program offered through a new partnership between Tucson Medical Center and Canyon Ranch Institute (CRI) aims to level this playing field. CRI, a non-profit charity established in 2002 by Canyon Ranchs founders to bring wellness into community settings, is teaming up with TMC to offer the 12-week CRI Life Enhancement Program designed to help participants take better control of their health.
Julie Ward, TMC chest pain coordinator, gives a presentation about the Life Enhancement Program, a new community offering that highlights an integrative approach to health and health literacy.
you should do with your diet. Now go forth and get better. Thats not working. Small things may be big barriers, she suggested. For example, many people dont know how to cook without using oil, while others are confused about how to shop healthfully at the grocery store. The program helps patients through interactive sessions, individual consultations, and hands-on activities. A presentation about portion sizes, therefore, might be followed by a cooking demonstration. A presentation about the importance of movement might be followed with a hands-on session about how to use fitness equipment. Atkinson said the CRI Life Enhancement Program dovetails with the mission of TMC and Arizona Connected Care, which aims to keep people healthy while controlling healthcare costs. Beyond that, she said, the partnership with CRI was appealing because of data showing that the CRI Life Enhancement Program works. CRI partners have been offering the program around the nation since 2007, and TMC will be Tucsons second local site. CRI started partnering with El Rio Community Health Center in 2010. The changes are statistically and clinically significant. Nationally and locally, CRI Life Enhancement Program participants have lost
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The participants, mostly adults 50 and older in the first group that started in April, receive intensive training with an integrative team of TMC health professionals. Based on the Life Enhancement Program pioneered at Canyon Ranch, participants first have a health assessment, including blood work, a behavioral health review, and a range of tests to measure strength, flexibility, and cardio fitness. The TMC team includes nurses with a passion for prevention, physical therapists, dietitians, a pharmacist, a spirituality professional, and behavioral health specialists. The team takes an evidence-based approach to help participants form an individually effective health improvement plan. We want to empower them so they can take ownership of their health and start to reduce at least the symptoms of their chronic conditions, said TMC Director of Wellness Mary Atkinson. In healthcare, Atkinson said, a lot of times youll hear us say, Your glucose is too high. Heres your prescription. Heres what
SOMBRERO June/July 2013
weight, adopted exercise behaviors, reduced depression, lowered their blood pressure, increased their ability to manage stress, and been empowered to make healthier food choices, among other changes. Jennifer Cabe, CRI executive director and a board member, said that although CRI is approached on a daily basis by organizations seeking to partner in its successful programming, TMC met a stringent selection process for new partners. Its a natural fit, she said. TMC is really walking the talk of community benefit, Cabe said. That commitment is illustrated not only in their systemic and culturally sensitive approach to wellness, prevention, and health literacy, but through their strong desire to move to evidencebased wellness approaches. The goal is not just to help people have a greater depth of understanding, but to inspire them to move beyond understanding to action that will improve their lives for generations to come. TMC will also work with CRI to pilot a new CRI Life Enhancement Program for families, teaming at least one adult and one child from a family. If we can get to them earlier with good information that can drive good habits, Atkinson said, we may be able to prevent disease instead of just reducing the symptoms. Atkinson said she hopes physicians, by calling 324-5227, will refer patients who could benefit from improvements in nutrition, exercise, stress management, and mindfulness. Beyond that, she said she hopes physicians may have more conversations with patients about whats preventing them from following their medication regimen or maintaining an appropriate weight. If there are gaps that theyre seeing, perhaps we as a community hospital can help them fill those gaps, whether it turns out we have to give grocery store tours or host talks about exercise, she said. The bottom line is that we hope to empower people to stay well, not just to keep them out of the hospital and using services appropriately, but out of a genuine concern for making their lives the best they can be. n
Honor
In hospice, I learn to be open to the teaching of each moment and each person. These lessons are offered selflessly, and I am humbled and honored to be able to provide hospice care.
Sandy Tiano, MSW, Kanmar Place Manager
Casa de la Luz Hospice provides superior care at end of life to patients and their loved ones. Call us today for more information.
rganized medicine is something of an oxymoron. We physicians have abdicated many of our leadership roles in our healthcare system. Whether employed or independent, we have been, and will be assaulted with multiple challenges to our autonomy and our freedom to practice in an environment increasingly controlled by hospitals, insurance companies, administrators, lawyers, and regulators. Pima County Medical Society and the Arizona Medical Association exist to support and give voice to physicians, whether they are employees or in private practice. PCMS is your local physicians lobbyist, and functions with ArMA statewide, working for appropriate legislation. Of what benefit is this to you? Why continue to be a PCMS supporter? Why join? Some even ask, What have they done for me lately?without realizing that they are you. PCMS activities, accomplishments, and initiatives fall into several categories: Tort reform advocacy No entities have pushed harder for tort reform than PCMS and ArMA. Results include: 1.To qualify as an expert witness, the expert must have been in practice in the same field as the defendant within the past year. 2. All malpractice cases require an Affidavit of Merit from an expert with the above qualifications. 3. I am sorry. When things go south we often tell patients that we are sorry. This was previously used in court as admission of guiltbut no longer. 4. Burden of proof has been raised from preponderance of proof (50 percent) to clear and convincing (75 percent). 5. Results of the above efforts include 27 percent fewer malpractice claims during the past 10 years, an average 18 percent decrease in malpractice insurance premiums, and most of us have received premium rebates or dividends: real money in the bank.
SOMBRERO June/July 2013
Advocacy also includes supporting referenda in 1996 and 2000 to provide AHCCCS coverage up to 100 percent of the Federal Poverty Level, including childless adults. We are currently supporting Gov. Jan Brewers plan to expand AHCCCS. Advocacy means supporting efforts to get funding to support The University of Arizona Medical Centers Level 1 Trauma program, improving funding for childhood vaccinations, and increasing graduate medical education funding that helped establish the UofA medical school in Phoenix. PCMS supports local physicians 1. PCMS fields at least one call daily from a physician with a question related to his/her practice or regulatory issues. 2. PCMS handles about 2,000 requests annually from the public for physician referrals. 3. PCMS maintains a speakers bureau for community events. 4. PCMS is here to counsel physicians regarding Arizona Medical Board complaints. 5. PCMS in the coming months will launch a member physician search website available to physicians and the public. 6. Sunrise Process: PCMS and ArMA lobbied the Arizona Legislature to require submission of applications to the Joint Legislative Audit Committee for anyone who wants to expand their scope of practice. This process has resulted in denials to chiropractors who want to inject medications, and psychologists who want to prescribe medication. Politics, regulation, and policy PCMS maintains relationships with local, state, and federal legislators representing Pima County. PCMS is often a behind-the-scenes resource for the legislature and the Arizona Medical Board where new ideas and proposals are floated out for review before they are written into laws or statutes. PCMS initiatives have resulted in physician-supportive changes at AMB.
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Community 1. PCMS, along with local hospitals and UPH, started the Pima Community Access Program (PCAP), to offer insurance to those in the notch group with incomes above the FPL, but too low to be able to afford private health insurance. 2. In 2000, PCMS worked with ArMA to pass the Managed Care Accountability Act. This comprehensive set of reforms deals with pre-authorization, denials, billing, advertising, payments, and contracting. This act made insurers more accountable and responsive to both patients and physicians. 3. PCMS recently started a Walk With a Doc/Just Walk program in which volunteer physicians lead a Saturday morning exercise walk along the Rillito with any interested and able Tucsonans. 4. PCMS has a yearly social event and fund-raiser, which in 2013 raised money for Mobile Meals. 5. PCMS monitors media and is ready to respond when needed and/or asked. 6. PCMS networks with many local groups including Pima Council on Aging, Health Information Exchange of Arizona, and the Arizona Business Coalition on Healthcare. The PCMS Board of Directors meets monthly and we have standing committees on Public Health, Bioethics, and History. PCMS formed Pima County Medical Foundation in 1990. The Foundation offers CME-related physician education programs. All physicians in Pima County should belong to PCMS. If you have read this far, you, as a member, must know several physicians who would join if asked. When you identify a potential member, please call our interim executive director, Bill Fearneyhough, at 795.7985 and give him the physicians name, cell phone number, and a time and day most convenient to talk about membership. Bill will do the rest. At the bottom line your dues are equivalent to just a couple of nights out in support of the only game in town committed to 1) supporting physicians, 2) supporting patient-focused practice of medicine, and 3) supporting the general health of the Tucson community. To learn more or to become more involved, please call or e-mail Bill or me. Bills phone is 795.7985; his e-mail is billf5199@gmail. com. You may reach me at 390.4750 or e-mail ckatzenberg123@ gmail.com. Pima County Medical Society Mission Statement The purpose of the Society shall be to secure unity and harmony in the medical profession in Pima County; to bring together in one organization all reputable, ethical and competent physicians of Pima County for the purpose of maintaining high standards in the medical profession in Pima County, and for the purpose of promoting the respected high reputation to which the medical professions history and achievement entitle it, and to promote the science and art of medicine; to develop a high type of ethical practice among its members; and to conserve and promote the public health.
Historical highlights include: 1909 - Calling for a state lab so disease outbreaks could positively identified 1919 - Working for better quarantine laws as they battled the influenza outbreak 1929 - Helping to establish the nations first city/county health department Agreeing to staff and run - at no charge - Pima County Hospital from 1939-1961 1963 - Buying vaccine and giving it to kids, making Tucson the first polio-free metro area in the United States 1975 - Creating the first HMO and attempting to end the notch group 1983 - Treating striking miners and their families for free n
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Answer:
Since 1904 Pima County Medical Society has been a gathering place for physicians to address concerns.
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MICAs Board of Trustees Congratulates James F. Carland III, M.D., Recipient of the Physician Insurers Association of America 2013 Peter Sweetland Award of Excellence
At the 2013 Physician Insurers Association of America (PIAA) Annual Meeting, Dr. Carland received the Peter Sweetland Award of Excellence, recognizing his significant contributions and dedication to the medical professional liability (MPL) insurance industry and the PIAA.
Brian K. Atchinson, president and CEO of the PIAA, stated, The Peter Sweetland Award of Excellence was created to recognize an individual from our ranks who has provided great leadership and has served as an inspiration to others in the industry. Jim truly embodies the spirit of this award, and we thank him for his hard work and years of service.
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