Racism in Medicine: Implicit and Explicit

Total Page:16

File Type:pdf, Size:1020Kb

Racism in Medicine: Implicit and Explicit January 2021 PRACTICE MANAGEMENT COMMENTARY IN THE LITERATURE Volume 25 No. 1 Benefits of Lean Loneliness in Anticoagulant choice p12 Management p16 COVID patients p18 in APS patients Racism in medicine: Implicit and explicit By Sarah Ludwig Rausch Dr. Ndidi Unaka, MDedge News hospitalist and associate program ith the violent deaths of Breonna Taylor, George director of the Floyd, and other Black citizens setting off protests pediatric residency and unrest, race was at the forefront of national training program conversation in the United States – along with at Cincinnati WCOVID-19 – over the past year. Children’s Hospital “We’ve heard things like, ‘We’re in a post-racial society,’ but I think 2020 in particular has emphasized that we’re not,” said Gregory Johnson, MD, SFHM, chief medical officer of hospital medicine at Sound Physicians, a national physician practice. “Racism is very present in our lives, it’s very present in our world, and it is abso- lutely present in medicine.” Yes, race is still an issue in the United States as we head into 2021, though this may have come as something of a surprise to people who do not live with racism daily. Continued on page 14 ® the-hospitalist.org MICHAEL WILSON/CINCINNATI CHILDREN’S HOSPITAL SURVEY INSIGHTS EDITOR’S DESK Sandra Gage, MD, Weijen Chang, MD, PhD, SFHM, FAAP SFHM, FAAP Pediatric highlights Leading hospitalists 500 PERMIT Denville, NJ 07834-3000 NJ Denville, PA HARRISBURG from the 2020 SoHM. during a pandemic. PAID p22 p26 P.O. Box 3000, 3000, Box P.O. POSTAGE U.S. CHANGE SERVICE REQUESTED SERVICE CHANGE THE HOSPITALIST THE STD PRSRT 01_12_to_15_HOSP21_01.indd 1 12/16/2020 3:31:27 PM CAREER NEWS January 2021 Volume 25 No. 1 PHYSICIAN EDITOR THE SOCIETY OF HOSPITAL MEDICINE Hospitalist Weijen W. Chang, MD, SFHM, FAAP Phone: 800-843-3360 [email protected] Fax: 267-702-2690 Website: www.HospitalMedicine.org movers and shakers PEDIATRIC EDITOR Anika Kumar, MD, FHM, FAAP Chief Executive Officer By Matt Pesyna Rehabilitation Hospitals, including [email protected] Eric E. Howell, MD, MHM his most recent post as a hospitalist COORDINATING EDITORS Daniel Steinberg, MD, SFHM, re- and medical director of the hospi- Alan Hall, MD Director of Communications THE FUTURE HOSPITALIST Brett Radler cently was among 10 medical edu- talist program at Catholic Health [email protected] cators across the country to receive Initiatives Health St. Elizabeth in Keri Holmes-Maybank, MD, FHM the Accreditation Lincoln. INTERPRETING DIAGNOSTIC TESTS Communications Specialist CONTRIBUTING WRITERS Caitlin Cowan Council for Grad- Dr. Schmidt currently serves on [email protected] uate Medical Edu- the board of directors for OneHealth Yelena Burklin, MD, FHM, FACP David Chia, MD, MSc cation 2021 Parker Nebraska, an independent physi- Weijen W. Chang, MD, SFHM, FAAP SHM BOARD OF DIRECTORS J. Palmer Courage cians association. Krishna A. Chokshi, MD President to Teach Award. Andrew Chung, MD; Ariel Y. Elyahu, MD Danielle Scheurer, MD, MSCR, SFHM President-Elect Considered the Ezinne Nwude, MD, recently was Sandra Gage, MD, PhD, SFHM, FAAP Rex Hermansen, MD Jerome C. Siy, MD, SFHM most prestigious presented with the SCP Health Ex- Michael Herscher, MD; Andrew Kim, MD Treasurer award given to cellence in Leadership Award during Jim Kling; Amit S. Narayan, MD Rachel Thompson, MD, MPH, SFHM Secretary Matt Pesyna; David Portnoy, MD Dr. Steinberg graduate medical the organization’s Medical Lead- Kris Rehm, MD, SFHM Sarah Ludwig Rausch Immediate Past President education pro- ership Conference. Dr. Nwude is Pallabi Sanyal-Dey, MD, FHM gram directors, it “recognizes pro- chief of staff and hospitalist at the Christopher Frost, MD, SFHM Danielle Scheurer, MD, MSCR, SFHM Board of Directors gram directors who have fostered Medical Center of South Arkansas, Ken Terry; Larissa Thomas, MD, MPH Tracy Cardin, ACNP-BC, SFHM innovation and improvement in El Dorado. Miriam E. Tucker Steven B. Deitelzweig, MD, Gregory Welsh, MD, FAAP their residency/fellowship program SCP Health coordinates staffing MMM, FACC, SFHM Zanthia Wiley, MD; Elizabeth Yoo, MD Bryce Gartland, MD, FHM and served as exemplary role mod- for more than 7,500 providers cov- Flora Kisuule, MD, MPH, SFHM FRONTLINE MEDICAL Mark W. Shen, MD, SFHM els for residents and fellows.” ering 30 states and is one of the COMMUNICATIONS EDITORIAL STAFF Darlene Tad-y, MD, SFHM Dr. Steinberg was program direc- nation’s largest clinical practice Executive Editor Kathy Scarbeck, MA Chad T. Whelan, MD, FACP, FHM tor for internal medicine residency management companies. More than Editor Richard Pizzi Creative Director Louise A. Koenig at Mount Sinai Beth Israel, New 420 medical leaders nationwide were Director, Production/Manufacturing FRONTLINE MEDICAL York, for 11 years (2009-2020) before eligible for the award. Dr. Nwude Rebecca Slebodnik COMMUNICATIONS ADVERTISING STAFF becoming associate dean for quality has focused on positive culture and EDITORIAL ADVISORY BOARD Senior Director Business Development and patient safety in graduate med- health education since her start at Hyung (Harry) Cho, MD, SFHM; Angelique Ricci, 973-206-2335 cell 917-526-0383 [email protected] ical education in September. He is a MSCA in 2014. She has been chief of Marina S. Farah, MD, MHA; Ilaria Gadalla, DMSc, PA-C; Classified Sales Representative professor of medicine and medical staff since October 2018. James Kim, MD; Heather Gonroski, 973-290-8259 education at Icahn School of Medi- Ponon Dileep Kumar, MD, FACP, CPE; [email protected] cine at Mount Sinai, New York. RWJ Barnabas Health (West Or- Shyam Odeti, MD, MS, FHM; Linda Wilson, 973-290-8243 Venkataraman Palabindala, MD, SFHM; [email protected] Dr. Steinberg also is a leader with- ange, N.J.) recently named two Tiffani M. Panek, MA, SFHM, CLHM; Senior Director of Classified Sales in SHM, serving on the education, new health system leaders from Adhikari Ramesh, MD, MS; Tim LaPella, 484-921-5001 physicians-in-training, and annual among its hospital medicine ranks, Raj Sehgal, MD, FHM; cell 610-506-3474 [email protected] Kranthi Sitammagari, MD; conference committees. He is the as Christopher Freer, MD, was se- Amith Skandhan, MD, FHM; Advertising Offices 7 Century Drive, course director for SHM Converge lected as senior vice president for Lonika Sood, MD, FACP, FHM; Suite 302, Parsippany, NJ 07054-4609 2021. emergency and hospital medicine, Amit Vashist, MD, FACP 973-206-3434, fax 973-206-9378 and Maninder “Dolly” Abraham, Ann Sheehy, MD, SFHM, was MD, was picked as chief of hospital THE HOSPITALIST is the official newspaper of the THE HOSPITALIST (ISSN 1553-085X) is published Society of Hospital Medicine, reporting on issues monthly for the Society of Hospital Medicine by honored in a virtual ceremony in medicine. The moves were made and trends in hospital medicine. THE HOSPITALIST Frontline Medical Communications Inc., 7 Century December 2020 by the University as RWJBH takes over as the direct reaches more than 35,000 hospitalists, physician Drive, Suite 302, Parsippany, NJ 07054-4609. Print assistants, nurse practitioners, medical residents, and subscriptions are free for Society of Hospital Medi- of Wisconsin cele- employer for Envision Physician health care administrators interested in the practice cine members. Annual paid subscriptions are avail- brating Physician Services in Nashville, Tenn. and business of hospital medicine. Content for able to all others for the following rates: THE HOSPITALIST is provided by Frontline Medical Excellence Award Dr. Freer was elevated to her new Communications. Content for the Society Pages is Individual: Domestic – $195 (One Year), winners. She was role after spending the past 5 years provided by the Society of Hospital Medicine. $360 (Two Years), $520 (Three Years), Canada/Mexico – $285 (One Year), $525 (Two Years), presented with as RWJBH’s system director for Copyright 2021 Society of Hospital Medicine. All $790 (Three Years), Other Nations - Surface – $350 the Physician emergency services. He has nearly rights reserved. No part of this publication may be (One Year), $680 (Two Years), $995 (Three Years), reproduced, stored, or transmitted in any form or by Other Nations - Air – $450 (One Year), $875 (Two Excellence Lead- 3 decades of experience in hospital any means and without the prior permission in writing Years), $1,325 (Three Years) ership Award. medicine. from the copyright holder. The ideas and opinions expressed in The Hospitalist do not necessarily Institution: United States – $400; Dr. Sheehy is Dr. Abraham comes to his new reflect those of the Society or the Publisher. The Canada/Mexico – $485 All Other Nations – $565 Dr. Sheehy division chief of position after directing the hospital- Society of Hospital Medicine and Frontline Medical Student/Resident: $55 Communications will not assume responsibility for the division of ist program at Saint Barnabas and damages, loss, or claims of any kind arising from Single Issue: Current – $35 (US), $45 (Canada/ hospital medicine at the University serving as regional medical director or related to the information contained in this Mexico), $60 (All Other Nations) Back Issue – $45 publication, including any claims related to the (US), $60 (Canada/Mexico), $70 (All Other Nations) of Wisconsin–Madison, and chair of with Envision. products, drugs, or services mentioned herein. POSTMASTER: Send changes of address (with old the SHM Public Policy Committee. Letters to the Editor: [email protected] mailing label) to THE HOSPITALIST, Subscription Services, P.O. Box 3000, Denville, NJ 07834-3000. Newman Regional Health (Empo- The Society of Hospital Medicine’s headquarters Donald Schmidt, MD, has been ria, Kan.) recently established a is located at 1500 Spring Garden, Suite 501, RECIPIENT: To subscribe, change your address, Philadelphia, PA 19130. purchase a single issue, file a missing issue claim, named chief medical officer and partnership with FreeState Health- or have any questions or changes related to your vice president of medical affairs at care (Wichita, Kan.).
Recommended publications
  • Embracing the COVID-19 Disruption: Defining the Future of Hospitals Dear Friends and Colleagues
    Embracing the COVID-19 Disruption: Defining the Future of Hospitals Dear Friends and Colleagues, The late Thurgood Marshall once said, “The measure of a country’s greatness is its ability to retain compassion in time of crisis.” As I reflect on the COVID-19 pandemic and the way that healthcare workers across the country have responded, no other sentiment rings truer. National shortages of personal protective equipment (PPE), test kits, ventilators, and treatment space have pushed our healthcare system to the limits. Physical exhaustion from long hours, the emotional toll of caring for acutely ill patients, and the fear of exposure to self and family members have tested clinicians in ways never before imagined. And yet, throughout this crisis, I continue to be inspired by the compassion on display. This is particularly true across the organization that I feel privileged to lead. By cultivating a culture that empowers providers to champion new approaches to care delivery, clinical innovations can be more rapidly deployed to deliver Letter and expand care in new ways. Now more than ever, it’s vitally important that provider organizations meet from patients where they are to ensure everyone can gain Imamu access to needed care. Tomlinson, MD, MBA In this white paper, I’m pleased to share just a few of the strong advances in care delivery that have come CEO, Vituity out of the COVID-19 crisis. We’ll explore: • The disruption facing hospitals and health systems nationwide. • Why the evolution of patient care requires adoption and development of technology-driven innovations and better-integrated provider teams.
    [Show full text]
  • Issue Analysis of the CMS Hospital-At-Home Program
    Issue Analysis of the CMS Hospital-at-Home Program The COVID-19 pandemic has caused hospitals and health systems to explore new and innovative care models, including a heightened focus on remote care. Hospital-at-home care, or the Acute Hospital Care at Home program, is a patient care model that provides acute-level care to patients in their own homes. The program was originally developed by the Johns Hopkins Schools of Medicine and Public Health over 25 years ago and has seen broader adoption by other hospitals and health systems in recent years. In March 2020, the Centers for Medicare & Medicaid Services (CMS) announced their Hospitals Without Walls program, which resulted in broader regulatory flexibility in providing services beyond hospital walls. This was later expanded in November 2020 to include the Acute Hospital Care at Home program, which allows eligible patients to be treated for acute illnesses in the comfort of their homes. CMS has outlined more than 60 acute conditions such as heart failure, asthma, pneumonia, and chronic obstructive pulmonary disease (COPD) that can be safely managed from a patient’s home with proper monitoring and treatment protocols. For a patient to be eligible, they must be admitted directly from the emergency department and inpatient hospital bed. An in-person physician evaluation is also required to evaluate the patient prior to initiating at-home care. A patient must be monitored by a registered nurse daily and have a nurse or mobile integrated health paramedic check on them in-person twice daily. As of June 4, 2021, there are 59 health systems and 133 hospitals in 32 different states that are participating in the Acute Hospital Care at Home program.
    [Show full text]
  • Request for Project Proposals: MTEC-20-10-COVID
    Request for Project Proposals Solicitation Number: MTEC-20-10-COVID-19_NETCCN_TATRC “National Emergency Telecritical Care Network (NETCCN)” Issued by: Advanced Technology International (ATI), MTEC Consortium Manager (CM) 315 Sigma Drive Summerville, SC 29486 for the Medical Technology Enterprise Consortium (MTEC) Request Issue Date: April 16, 2020 Enhanced White Paper Due Date: April 27, 2020 Noon Eastern Time Zone Request for Project Proposals MTEC-20-10-COVID-19_NETCCN_TATRC Number W81XWH-15-9-0001 Table of Contents 1 Executive Summary ................................................................................................................. 3 1.1. The Medical Technology Enterprise Consortium ............................................................. 3 1.2. Purpose............................................................................................................................. 3 2 Administrative Overview ........................................................................................................ 5 2.1. Request for Project Proposals (RPP) ................................................................................ 5 2.2. Proposer’s Conference ..................................................................................................... 5 2.3. Funding Availability and Type of Funding Instrument Issued .......................................... 6 2.4. Acquisition Approach ....................................................................................................... 6 2.5. MTEC Member
    [Show full text]
  • Denver Health Virtual Hospital at Home
    Access the entire webinar series here: https://files.asprtracie.hhs.gov/documents/aspr-tracie-healthcare- operations-during-covid-19-pandemic-webinar-series.pdf Access this webinar here: https://attendee.gotowebinar.com/recording/6267289259740738062 Healthcare Operations during the COVID-19 Pandemic- Speaker Series March 2021 Unclassified//For Public Use Unclassified//For Public Use Access speaker bios here: Patrick Ryan, MD MPH Rebecca Hanratty, MD Connie Price, MD Patrick Ryan, MD, MPH Rebecca Hanratty, MD Connie Price, MD General Internal Medicine, Director of General Internal Chief Medical Officer, Denver Denver Health; Assistant Medicine, Denver Health; Health; Professor of Medicine, Professor of Medicine, University Associate Professor of Medicine, University of Colorado School of of Colorado School of Medicine University of Colorado School of Medicine Medicine Unclassified//For Public Use Unclassified//For Public Use Overview • About Denver Health • Overview of Denver Health COVID Surge Plans • Review Virtual Hospital at Home Goals • Review Virtual Hospital at Home Workflows • Review Virtual Hospital at Home Outcomes • Lessons Learned with Remote Home Monitoring Unclassified//For Public Use 3 Denver Health • Urban Safety-Net 550 Bed Hospital • Level One Trauma Center • 9 Federally Qualified Community Health Centers Unclassified//For Public Use 4 Pre-COVID Capacity • 227 Adult Med/Surgery/Critical Care beds • 47 MICU/SICU and 12 Intermediate Care • Frequent adult ED boarding • Typically had available capacity in our Women and Children pavilion Unclassified//For Public Use 5 Spring Surge • Large numbers of sick COVID patients, but hospital still had overall capacity • Added ICU infrastructure to multiple med/surg units • Converted a unit that had been partially med/surg and partially intermediate care into a “flexible” unit • Med/surg, intermediate, and critical care patients on one unit • Consolidated lower census pediatric units.
    [Show full text]
  • The Effectiveness of Virtual Hospital Models of Care
    RAPID EVIDENCE SCAN The effectiveness of Virtual Hospital models of care A Rapid Evidence Scan brokered by the Sax Institute for Sydney Local Health District. January 2020. This report was prepared by: Gabriel Moore, Anton Du Toit, Brydie Jameson, Angus Liu and Mark Harris. January 2020 © Sax Institute 2020 This work is copyright. It may be reproduced in whole or in part subject to the inclusion of an acknowledgement of the source. It may not be reproduced for commercial usage or sale. Reproduction for purposes other than those indicated above requires written permission from the copyright owners. Enquiries regarding this report may be directed to the: Manager Knowledge Exchange Program Sax Institute www.saxinstitute.org.au [email protected] Phone: +61 2 9188 9500 Suggested Citation: Moore G, Du Toit A, Jameson B, Liu A, Harris M. The effectiveness of ‘virtual hospital’ models of care: a Rapid Evidence Scan brokered by the Sax Institute (www.saxinstitute.org.au) for Sydney Local Health District, 2020. Disclaimer: This report was produced using a rapid review methodology in response to specific questions from the commissioning agency. It is not necessarily a comprehensive review of all literature relating to the topic area. It was current at the time of production (but not necessarily at the time of publication). It is reproduced for general information and third parties rely upon it at their own risk. THE EFFECTIVENESS OF VIRTUAL HOSPITAL MODELS JANUARY 2020 | SAX INSTITUTE 2 Acronyms and abbreviations AR Absolute
    [Show full text]
  • Is the Hospital of the Future Here Today? Transforming the Hospital Business Model About the Deloitte Center for Health Solutions
    A report by the Deloitte Center for Health Solutions Is the hospital of the future here today? Transforming the hospital business model About the Deloitte Center for Health Solutions The source for fresh perspectives in health care: The Deloitte Center for Health Solutions (DCHS), part of Deloitte LLP’s Life Sciences and Health Care practice, looks deeper at the biggest industry issues and provides new thinking around complex challenges. Cutting-edge research and thought-provoking analysis give our clients the insights they need to see things differently and address the changing landscape. To learn more about the DCHS and our research, please visit Deloitte.com. Connect To learn more about the DCHS and our research, please visit www.deloitte.com/centerforhealthsolutions. Subscribe To receive email communications, please visit www.deloitte.com/us/LSHC-subscribe To subscribe to our blog, please visit https://blogs.deloitte.com/centerforhealthsolutions/ Engage Follow us on Twitter at: @DeloitteHealth Engage with us on LinkedIn via ConvergeHEALTH by Deloitte Deloitte Health Care Innovation starts with insight and seeing challenges in a new way. Amid unprecedented uncertainty and change across the health care industry, stakeholders are looking for new ways to transform the journey of care. Our US Health Care practice helps clients transform uncertainty into possibility and rapid change into lasting progress. Comprehensive audit, advisory, consulting, and tax capabilities can deliver value at every step, from insight to strategy to action.
    [Show full text]
  • The Virtual Hospital at Home--Denver Health's Experience Treating
    The Virtual Hospital at Home—Denver Health’s Experience Treating COVID-19 Patients Remotely Denver Health is a Level 1 Trauma Center and Urban Safety Net hospital with 550 beds and nine federally qualified community health centers located throughout the city. Before the pandemic, the hospital had 227 adult medical surgery/critical care beds, 47 were intensive care unit (ICU)-level beds, and 12 were intermediate care beds. They ran near or at capacity and often experienced adult emergency department boarding. Patrick Ryan, MD, MPH, and Connie Savor Price, MD (from Denver Health and the University of Colorado School of HIGHLIGHT Medicine) shared their experiences creating the “Virtual Hospital at Home” model to manage the significant surge in COVID-19 patients in the fall of 2020. Connie Savor Price (CSP) In the spring of 2020, we were running near capacity, with large numbers of Related Resources sick COVID-19 patients. We had stopped elective procedures and routine clinic Virtual Hospital at Home visits, primarily because we wanted to conserve personal protective equipment (Speaker Series Recording) (PPE) and better manage patient surge. Our biggest “pain point” at first was the COVID-19 Telemedicine/Virtual ICU beds; many more patients were going to the ICU earlier in the pandemic. To make space, we converted a unit that had been used for medical surgery and Medical Care Resources intermediate care into a flexible medical surge unit, and we housed intermediate and critical care patients together in that one unit. Our pediatric census was relatively low, so we also consolidated that unit and used the extra beds for adult patients.
    [Show full text]
  • Teaching Health Care in Virtual Space
    Teaching Health Care in Virtual Space Teaching Health Care in Virtual Space Best Practices for Educators in Multi- User Virtual Environments Estelle Codier UNIVERSITY OF HAWAI‘I PRESS Honolulu © 2016 University of Hawai‘i Press Library of Congress Cataloging-in-Publication Data Names: Codier, Estelle, author. Title: Teaching health care in virtual space : best practices for educators in multi-user virtual environments / Estelle Codier. Description: Honolulu : University of Hawai‘i Press, [2016] | Includes index. Identifiers: LCCN 2016011039 | ISBN 9780824858001 (pbk. ; alk. paper) Subjects: LCSH: Nursing—Study and teaching—Simulation methods. | Shared virtual environments. Classification: LCC RT73 .C625 2016 | DDC 610.73076—dc23 LC record available at http://lccn.loc.gov/2016011039 An electronic version of this book is freely available, thanks to the support of libraries working with Knowledge Unlatched. KU is a collaborative initiative designed to make high-quality books open access for the public good. The open-access ISBNs for this book are 9780824882525 (PDF) and 9780824882532 (EPUB). More information about the initiative and links to the open-access version can be found at www.knowledgeunlatched.org. The open access version of this book is licensed under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0), which means that the work may be freely downloaded and shared for non-commercial purposes, provided credit is given to the author. Derivative works and commercial uses require permission from the publisher. For details, see https://creativecommons.org/licenses/by-nc-nd/4.0/. To my students, who have taught me most of what I know, especially LeeAaron Hughes and Courtney Chamberlain, whose research inspired me To Anna Holt and Amy Camas, research assistants extraordinaire To Aaron Beaugh Summers, the next generation and To my husband, Fabian Summers, partner and midwife for this proj ect in every imaginable way There are other worlds, but they are in this one.
    [Show full text]
  • Special Report: Globalmed and Telemedicine ROI
    Special Report: GlobalMed and Telemedicine ROI elemedicine is often praised for bringing care to of a paralyzing ischemic event. Thanks to Copper Tthe underserved. But many people don’t realize Queen CEO Jim Dickson’s forward-thinking vision, that virtual health can also lower the cost of that care the hospital has added telecardiology, teleneurology, in multiple ways. teleburn, telepediatrics and other programs, often partnering with Mayo. The hospital’s teleconcussion Telehealth can connect patients to world-class program includes baseline studies of high school specialists in real time without emergency athletes so post-injury scans can be compared to transportation – or any wage loss or childcare costs diagnose concussions. on the patient’s part. Fewer hospital admissions and better chronic disease management can also drive down the overall cost of healthcare. One percent of the U.S. population incurs 20 percent of health care costs – and more than 90 percent of them have chronic illnesses such as high blood pressure, diabetes, and high cholesterol. Remote patient monitoring at home, with faster interventions for emerging issues, can help many of those patients avoid expensive ER visits and hospitalizations. Organizations that understand its medical benefits and financial value are making smart investments in a future of cost-effective care. The telemedicine program has saved the small Copper Queen Brings Specialty Care to A hospital significant money and allowed them to continue operations in a time when many rural Small Town facilities are closing. Because the hospital no longer has to transport patients with atrial fibrillation to At a time when small rural hospitals are increasingly hospitals in Phoenix or Tucson, for instance, their closing their doors, Bisbee’s Copper Queen telecardiology program saved more than $1.4 million Community Hospital is financially healthy – thanks in its first six months.
    [Show full text]
  • Deconstructing the Telehealth Industry: Part Iii Enabling Clinicians to Do More Good for More People
    DECONSTRUCTING THE TELEHEALTH INDUSTRY: PART III ENABLING CLINICIANS TO DO MORE GOOD FOR MORE PEOPLE WINTER 2020 • INDUSTRY WHITE PAPER ABOUT THE AUTHORS Grant Chamberlain joined Ziegler in 2015 as a managing director in the Corporate Finance Healthcare Practice. With over 20 years of investment banking experience, Grant has advised some of the leading healthcare systems, including Sharp Healthcare, Cedars-Sinai and Baylor Health, along with several of the most innovative virtual care companies, including AirStrip, MDLive, Voalte, IRIS, Forefront Telecare and Regroup. Prior to Ziegler, Grant led the mHealth sector coverage at Raymond James – which included telehealth, remote monitoring and wireless healthcare solutions – after spending 15 years advising HCIT and tech-enabled outsourced services companies on a broad variety of M&A, joint ventures/partnerships and private financings. Additionally, Grant has completed dozens of transactions in the physician practice management space with a specific concentration in GRANT CHAMBERLAIN oncology, having closed over 15 deals in that sector in his career. MANAGING DIRECTOR Prior to Raymond James, Grant was a principal at Shattuck Hammond Partners, which was 312 596 1550 acquired by Morgan Keegan. He was also a part of the corporate finance group of General Electric [email protected] Capital Corporation and the financial services division of GE Medical Systems. In addition, Grant is an elected Director of the American Telemedicine Association (ATA), the leading international advocate for the use of advanced remote medical technologies. He is also on the Board of Directors for the MAVEN Project, which uses virtual care and a network of volunteer physicians affiliated with the nation’s foremost medical school alumni associations to improve healthcare access for underserved populations.
    [Show full text]
  • Environmental Scan on Virtual Care – Final Report April 2019 Contents
    Atlantic Provincial Medical Associations Environmental scan on virtual care – final report April 2019 Contents 1. Project background, scope and approach 2. History and context 3. Research questions: i. What virtual care services are in-use, and likely to be in-use, in the next ten years? ii. What benefits has the adoption of virtual care achieved, and what are some potential downsides? iii. What are the barriers to physician adoption of virtual care? iv. What are the enablers of success in encouraging physician adoption of virtual care? v. What role(s) can physician associations play in adopting virtual care solutions? 4. Summary and closing remarks Appendix: Bibliography © Deloitte LLP and affiliated entities. Atlantic Provincial Medical Associations – Environmental scan on virtual care – final report 2 1. Project background, scope and approach © Deloitte LLP and affiliated entities. Atlantic Provincial Medical Associations – Environmental scan on virtual care – final report 3 Project background and scope The Atlantic provincial medical associations recognize that virtual care is already impacting how consumers interact with the health system, and the pace and scale of impact is expected to continue to grow. The impact on and influence of physicians and medical associations in relation to virtual care is evolving and there is an opportunity for both parties to play an enhanced role. The purpose of the research project requested of Deloitte was to undertake an environmental scan focused on current practices and future trends in virtual care. “Virtual care refers to any interaction between patients and/or members of their circle of care, occurring remotely, using any form of communication or information technology, with the aim of facilitating or maximizing the quality and effectiveness of patient care.” (CMA, 2018) Definition of “Virtual care is the integration of telehealth into mainstream care delivery to complement or even “virtual care” substitute traditional care delivery.
    [Show full text]
  • Influence of the Acoustic Environment in Hospital Wards
    fpsyg-11-01600 July 18, 2020 Time: 19:18 # 1 ORIGINAL RESEARCH published: 21 July 2020 doi: 10.3389/fpsyg.2020.01600 Influence of the Acoustic Environment in Hospital Wards on Patient Physiological and Psychological Indices Tianfu Zhou1, Yue Wu2*, Qi Meng2* and Jian Kang3 1 Department of Architecture, Shanghai Academy of Fine Arts, Shanghai University, Shanghai, China, 2 Key Laboratory of Cold Region Urban and Rural Human Settlement Environment Science and Technology, Ministry of Industry and Information Technology, School of Architecture, Harbin Institute of Technology, Harbin, China, 3 UCL Institute for Environmental Design and Engineering, The Bartlett, University College London, London, United Kingdom Patients in general wards are often exposed to excessive levels of noise and Edited by: activity, and high levels of noise have been associated with depression and anxiety. PerMagnus Lindborg, Previous studies have found that an appropriate acoustic environment is beneficial City University of Hong Kong, Hong Kong to the patient’s therapeutic and treatment process; however, the soundscape is Reviewed by: rarely intentionally designed or operated to improve patient recovery, especially for Jooyoung Hong, psychological rehabilitation. To gain the most accurate, and least variable, estimate of Singapore University of Technology and Design, Singapore acoustic environmental stimuli/properties, virtual reality (VR) technology should be used Felipe Reinoso Carvalho, to ensure that other environmental factors are stable and uniform in order to reduce KU Leuven, Belgium the stimulation of other environmental factors. Therefore, this study aims to discuss the *Correspondence: influence of the acoustic environment on patient physiological/psychological indicators Yue Wu [email protected] and the mechanism of the effect on recovery using VR technology.
    [Show full text]