Medical, Administrative Leaders Demonstrate Power of Collaboration

Joe Cantlupe, for HealthLeaders Media , April 14, 2011
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Referring to physician and hospital alignment in integrated systems, panelist Tim Attebery, vice president of cardiovascular services at Wellmont Health System based in Kingsport, TN, expressed some caution for those embarking on the process. He says many physicians are taking the wrong initial steps.

 “A lot of cardiology groups are in discussion with hospitals about an integration arrangement, and they have not put together a service line management arrangement,” he says

For physicians to be “truly at the table, to be accountable for the overall performance of the enterprise, they have to have management responsibility, and those responsibilities need to have quality metrics, cost metrics, patient satisfaction metrics, and growth metrics. The physicians need to maintain a level of intensity and engagement.” Attebery had previously served as CEO of Cardiovascular Associates, which was acquired by Wellmont Health System in May 2010. Attebery served in a leadership role in the integration of CVA into Wellmont’s structure.

Suzette Jaskie, MBA, executive director of Frederik Meijer Heart & Vascular Institute for Spectrum Health in Grand Rapids, MI, says before physicians consider working within a health system, they may weigh their autonomy against their ability to impact a system of care. Working within a system may seem more favorable because “autonomy is a small price to pay for impact,” she says. The Frederik Meijer Heart & Vascular Institute was formed at Spectrum Health in July 2010.



Joe Cantlupe is a senior editor with HealthLeaders Media Online.
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