News | Published: Sunday, April 7, 2024
Continue the conversation about this topic with Denise Busman during her sessions at CV Transforum Spring’24, April 18 – 20, in Atlanta. View the full agenda.
The model of cardiovascular care has evolved from siloed cardiology operations with physicians in private practices and hospitals focused on cardiovascular services to the modern cardiovascular service line (CVSL) integrated into the hospital system. An organized CVSL supports clinician well-being and productive conversations around compensation according to Denise Busman, MSN, RN, CPHQ, FACC, MedAxiom’s vice president of Care Transformation Services, who gave a lecture during ACC.24 Business Intensive Session III on Sunday, April 7, in Atlanta.
“Nothing else matters but the governance and leadership that underlies a clear, well-articulated vision,” said Busman about the organization of the CVSL. An ideal governance model is directed by dyad leadership that then cascades down through the organizational structure. Through a dyad leadership model, a clinical leader and administrative leader co-manage the CVSL, sharing a joint vision but leveraging their separate areas of expertise.
This dyad leadership model should also be integrated into the clinical councils tasked with standardizing care, developing pathways to align with staffing needs, and placing services within the market. This leadership approach then trickles down to the multidisciplinary team, including cardiologists, IT/electronic health record specialists, advanced practice providers, and other care team members to take a holistic look at care delivery methods.
High-quality leadership is crucial for the functions of a CVSL because “decisions on one end of care delivery can affect the other end,” according to Busman who cited the lack of follow-up in the early days of left ventricular assist devices in heart failure care as an example.
The leadership strategy not only impacts the delivery of care but also staff satisfaction. If you have a group of consistently unhappy people, it is likely due to poor leadership and a broken organizational structure, according to Busman.
Other presentations during Business Intensive Session III also focused on the sustainability of the system, the “ideal” compensation model, care disparities and the effect of consumerism on cardiology.
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