![]() It is a half behavioral health and half medical hospital. How has the medical center achieved this ranking?īruzzi: Banner-University Medical Center South has an extraordinary history. HL: You have helped Banner-University Medical Center South achieve a high ranking for racial inclusivity by the Lown Institute. The electronic medical record is always a pain point, and we need to evolve how we use the electronic medical record. Especially when physicians are tired, we need to remove those pebbles. Promoting those opportunities on a day-to-day basis is important.Īnother thing is what we call at Banner Health "the pebbles." The pebbles are little things that eat away at you. Physicians need to be able to sit with patients and connect with them and their families-that is what is meaningful. With all of the administrative duties and other things that come up that physicians have to deal with, the human connection with patients is what they truly desire. 2, physicians went into healthcare to help people, so we must make sure that their daily work reflects why they went into practice. Including them in decision-making whenever possible is extremely important. What are the key elements of a positive physician experience?īruzzi: No. HL: Part of your role is to improve physician experience. The physicians and the other healthcare workers knew that their safety was important. We were reaching out to the community to try to come up with ideas. In the beginning of the pandemic with some limitations on personal protective equipment nationally, Banner Health did an excellent job of not only ensuring that PPE was available to our bedside teams but also fostering innovation and creativity. In addition, it was important for our teams to feel they were a priority and were protected. If we need to change something, then we will do that." We are going to make it and move forward. During the pandemic, I collected information, worked with bedside teams, and was able to say, "Here is a decision. That is something that I feel comes naturally to me as long as I understand the details and can ask good questions. I also learned it was important to make decisions quickly. ![]() There was so much good that was created out of the teamwork as well as the ability to think fast about what we needed to do. What kept us going the most and what I appreciated was being able to lean on the bedside teams. What were your primary learnings from the pandemic experience at the medical centers?īruzzi: We had a lot of learnings through the pandemic. HL: You became CMO of both medical center campuses in February 2020, immediately before the onset of the coronavirus pandemic in the United States. ![]() So, there is a general awareness that I may not be physically at a facility, but I know what is going on, I know what the staff needs, I am going to be advocating for those needs, and I am grateful that the staff can keep the facility running in my absence.īethany Bruzzi, DO, MBA, chief medical officer of Banner-University Medical Center Tucson and Banner-University Medical Center South. 2, when I do connect with people at a particular facility, I let them know that even if I am not physically present, there are initiatives that I am working on and there are key points that are happening at the facility. HL: How do you rise to the challenge of supervising clinical care at two facilities?īruzzi: In supervising two facilities, I have worked on trying to delegate to leaders at both facilities, so if I am not at one facility it is clear that there is representation of what I am trying to accomplish, and there are people the staff can go to, so they don't feel abandoned. I need to ensure that messages are passed down that are going to be meaningful for the bedside caregivers. We must try to focus on improving the health of individuals in addition to the metrics that we are held to on a regular basis. It is challenging with the business needs and trying to recognize that the individuals who have gone into healthcare have been more people-oriented.
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