1 00:00:00,080 --> 00:00:03,139 Hi, everyone. You're listening to the Becker's healthcare 2 00:00:03,199 --> 00:00:03,699 podcast. 3 00:00:04,240 --> 00:00:07,279 I'm Erica Carbajal with the Becker's hospital review 4 00:00:07,279 --> 00:00:10,820 team. For today's episode, we're joined by doctor 5 00:00:10,880 --> 00:00:11,939 Chidag Choudhary, 6 00:00:12,240 --> 00:00:15,299 vice president and chief medical officer of Cleveland 7 00:00:15,439 --> 00:00:15,939 Clinic, 8 00:00:16,295 --> 00:00:16,795 Martin 9 00:00:17,255 --> 00:00:19,574 Health. Doctor Chowdhury, thank you so much. Welcome 10 00:00:19,574 --> 00:00:20,394 to the podcast. 11 00:00:20,855 --> 00:00:22,714 Oh, thank you for having me. I'm delighted. 12 00:00:23,015 --> 00:00:23,515 Yeah. 13 00:00:24,295 --> 00:00:26,535 Well, to start us off, what is the 14 00:00:26,535 --> 00:00:29,574 single most important goal that you'd point to 15 00:00:29,574 --> 00:00:31,710 that you're focused on in your first year 16 00:00:31,789 --> 00:00:33,950 as CMO of Cleveland Clinic Martin Health? I 17 00:00:33,950 --> 00:00:35,009 know you joined recently. 18 00:00:36,109 --> 00:00:36,929 Yeah. Absolutely. 19 00:00:37,549 --> 00:00:39,170 So just a little bit of background. 20 00:00:39,629 --> 00:00:40,369 At Cleveland 21 00:00:40,829 --> 00:00:44,129 Clinic Martin Health is a three hospital system, 22 00:00:44,670 --> 00:00:45,489 that includes, 23 00:00:46,795 --> 00:00:49,914 Martin Cleveland Clinic Martin North, Martin South, and 24 00:00:49,914 --> 00:00:51,534 Cleveland Clinic Tradition Hospital. 25 00:00:52,314 --> 00:00:53,534 I was lucky enough 26 00:00:53,914 --> 00:00:55,674 to serve in the role of vice president 27 00:00:55,674 --> 00:00:58,394 chief medical officer of Cleveland Clinic Tradition and 28 00:00:58,394 --> 00:00:59,706 now in this expanded role over all three 29 00:00:59,706 --> 00:01:02,590 hospitals within the within the Martin Health System. 30 00:01:03,530 --> 00:01:06,189 What that allowed me to do is, one, 31 00:01:06,810 --> 00:01:08,030 get a good understanding 32 00:01:08,730 --> 00:01:09,230 of 33 00:01:09,609 --> 00:01:12,489 how the hospitals are functioning and how they're 34 00:01:12,489 --> 00:01:12,989 interconnected 35 00:01:13,609 --> 00:01:14,590 with each other. 36 00:01:15,564 --> 00:01:16,844 And because at the end of the day, 37 00:01:16,844 --> 00:01:19,745 what we wanna provide is a strong foundation 38 00:01:20,045 --> 00:01:21,265 of clinical care, 39 00:01:21,645 --> 00:01:23,584 and we wanna be able to deliver this 40 00:01:23,645 --> 00:01:24,145 consistently, 41 00:01:25,325 --> 00:01:25,825 reliably, 42 00:01:27,084 --> 00:01:30,079 across both counties that we serve, which is, 43 00:01:30,319 --> 00:01:32,420 Martin County and St. Lucie County. 44 00:01:33,200 --> 00:01:34,420 Now what does that mean 45 00:01:34,799 --> 00:01:37,439 for somebody who does not work in medicine 46 00:01:37,439 --> 00:01:39,760 who who who might listen to this? What 47 00:01:39,760 --> 00:01:42,159 that means is if someone comes in as 48 00:01:42,159 --> 00:01:42,900 a patient, 49 00:01:43,505 --> 00:01:45,605 where it doesn't matter as to which facility 50 00:01:45,665 --> 00:01:48,385 that they walk into, whether it's the hospital, 51 00:01:48,385 --> 00:01:50,325 whether it's one of our outpatient sites, 52 00:01:50,704 --> 00:01:53,284 that they experience the same safe, 53 00:01:53,984 --> 00:01:54,484 timely, 54 00:01:54,944 --> 00:01:57,859 and coordinated care every single time. What we 55 00:01:57,859 --> 00:02:00,280 want them to that experience needs to be 56 00:02:00,579 --> 00:02:03,079 absolutely standard irrespective whether it's outpatient, 57 00:02:03,780 --> 00:02:04,280 inpatient, 58 00:02:05,299 --> 00:02:07,060 and it doesn't matter as to which site 59 00:02:07,060 --> 00:02:08,599 they they interact with us. 60 00:02:10,155 --> 00:02:10,655 Looking 61 00:02:11,275 --> 00:02:11,775 into 62 00:02:12,955 --> 00:02:14,575 how do we go about 63 00:02:15,194 --> 00:02:16,335 making this happen, 64 00:02:17,115 --> 00:02:19,615 and everything starts with data. 65 00:02:19,995 --> 00:02:21,915 We look at our capacity. We see as 66 00:02:21,915 --> 00:02:23,340 to how we're using it, 67 00:02:24,620 --> 00:02:27,439 quality and safety outcomes across the board, 68 00:02:27,819 --> 00:02:30,300 and then what our communities are asking off 69 00:02:30,300 --> 00:02:32,800 us, whether it's the hospitals or the ambulatory 70 00:02:33,019 --> 00:02:33,519 sites. 71 00:02:33,979 --> 00:02:35,120 Where is the demand? 72 00:02:35,819 --> 00:02:36,319 What, 73 00:02:37,044 --> 00:02:39,384 so which services do the patients need? 74 00:02:39,844 --> 00:02:41,925 And if there is any variation in the 75 00:02:41,925 --> 00:02:44,164 care that we are providing across these sites 76 00:02:44,164 --> 00:02:46,264 and how do we meet those needs? 77 00:02:46,884 --> 00:02:49,125 When we start after starting with data, our 78 00:02:49,125 --> 00:02:51,625 next piece is working with our 79 00:02:52,610 --> 00:02:53,590 team of teams. 80 00:02:54,209 --> 00:02:57,030 It's our physician leaders, it's our nursing leaders, 81 00:02:57,250 --> 00:02:59,650 our operations leaders, both on the inpatient side 82 00:02:59,650 --> 00:03:01,189 and the ambulatory teams, 83 00:03:01,650 --> 00:03:03,909 fully coming up with some concrete priorities. 84 00:03:04,985 --> 00:03:06,044 Things like standardizing 85 00:03:06,344 --> 00:03:07,884 our key clinical pathways, 86 00:03:08,185 --> 00:03:10,444 making sure access is streamlined, 87 00:03:11,064 --> 00:03:13,865 and then sequencing what our capital and program 88 00:03:13,865 --> 00:03:15,405 investments are going to be 89 00:03:15,705 --> 00:03:18,270 so that we're not just reacting to the 90 00:03:18,430 --> 00:03:20,689 current volume and the current demand, 91 00:03:21,150 --> 00:03:23,010 but what does a community need 92 00:03:23,389 --> 00:03:25,069 right now and what will it need for 93 00:03:25,069 --> 00:03:27,790 the next five, ten, fifteen, twenty years into 94 00:03:27,790 --> 00:03:28,449 the future. 95 00:03:29,150 --> 00:03:31,389 So we've started with data. We've got our 96 00:03:31,389 --> 00:03:33,884 teams together. We have a plan. We 97 00:03:34,764 --> 00:03:36,685 on the capital capital plan, be able to 98 00:03:36,685 --> 00:03:37,584 meet the needs. 99 00:03:38,044 --> 00:03:38,704 And then 100 00:03:39,644 --> 00:03:41,025 there comes the next step. 101 00:03:41,485 --> 00:03:44,604 How how are we doing with our our 102 00:03:44,604 --> 00:03:45,104 plan? 103 00:03:45,564 --> 00:03:47,485 And a few early markers of that are 104 00:03:47,485 --> 00:03:48,305 really around 105 00:03:48,840 --> 00:03:50,300 targeted quality metrics. 106 00:03:51,400 --> 00:03:53,879 Were we able to onboard the new specialists 107 00:03:53,879 --> 00:03:55,639 and the new primary care doctors that we 108 00:03:55,639 --> 00:03:58,300 wanted to wanted to start at these sites? 109 00:03:58,840 --> 00:04:00,219 And how are we coordinating? 110 00:04:00,520 --> 00:04:02,794 Because you know care is getting more and 111 00:04:02,794 --> 00:04:04,655 more complex especially in 112 00:04:05,194 --> 00:04:07,194 the state of Florida where Cleveland Clinic Martin 113 00:04:07,194 --> 00:04:07,935 Health is. 114 00:04:08,314 --> 00:04:10,014 We have an older patient population, 115 00:04:10,395 --> 00:04:12,335 people with very complex needs. 116 00:04:12,635 --> 00:04:15,194 How are we being able to meet these 117 00:04:15,194 --> 00:04:15,694 complex 118 00:04:16,319 --> 00:04:17,060 care requirements, 119 00:04:17,759 --> 00:04:20,399 not just at that one site of interaction 120 00:04:20,399 --> 00:04:22,180 at one of our ambulatory sites, 121 00:04:22,560 --> 00:04:23,060 but 122 00:04:23,680 --> 00:04:25,439 being able to act make sure that these 123 00:04:25,439 --> 00:04:27,199 patients are able to not only meet their 124 00:04:27,199 --> 00:04:29,300 primary care needs, but any of their consultative 125 00:04:29,519 --> 00:04:30,500 needs at any 126 00:04:31,275 --> 00:04:34,074 of our other ambulatory locations or if testing 127 00:04:34,074 --> 00:04:36,415 needs to happen on the inpatient side. 128 00:04:37,194 --> 00:04:39,835 So overall, I would say looking back at 129 00:04:39,835 --> 00:04:42,074 this first year of serving in this role 130 00:04:42,074 --> 00:04:42,574 over 131 00:04:43,115 --> 00:04:44,014 the three hospitals, 132 00:04:44,470 --> 00:04:46,310 I think we have really raised the bar 133 00:04:46,310 --> 00:04:47,209 when it comes 134 00:04:47,589 --> 00:04:48,250 to reliability. 135 00:04:49,589 --> 00:04:52,250 We have planned for some very thoughtful growth 136 00:04:52,629 --> 00:04:54,089 and made real progress. 137 00:04:55,110 --> 00:04:56,949 Yeah. Thanks for sharing that. I think it's 138 00:04:56,949 --> 00:04:59,294 it's always interesting to hear just about the 139 00:04:59,294 --> 00:05:00,675 theme of, you know, consistency 140 00:05:00,975 --> 00:05:03,375 in in the care experience and in care 141 00:05:03,375 --> 00:05:03,875 delivery 142 00:05:04,574 --> 00:05:06,574 and, you know, so much that goes into 143 00:05:06,574 --> 00:05:08,675 that in terms of clinician alignment 144 00:05:08,975 --> 00:05:10,914 and analyzing the data, 145 00:05:11,294 --> 00:05:13,535 so much strategy and planning. So interesting to 146 00:05:13,535 --> 00:05:14,914 hear about. Thank you for sharing. 147 00:05:15,430 --> 00:05:17,829 I know you mentioned your previous role as 148 00:05:17,829 --> 00:05:20,069 CMO at Tradition Hospital, and there, I know 149 00:05:20,069 --> 00:05:21,050 you helped expand 150 00:05:21,430 --> 00:05:24,069 key programs like the comprehensive stroke center and 151 00:05:24,069 --> 00:05:26,810 helped recruit specialists to strengthen cardiovascular 152 00:05:27,269 --> 00:05:28,490 and specialty services. 153 00:05:29,285 --> 00:05:30,725 One of the things that we hear a 154 00:05:30,725 --> 00:05:34,345 lot about is the competition for specialists, especially 155 00:05:34,485 --> 00:05:36,904 sub specialists. So as that intensifies 156 00:05:37,365 --> 00:05:37,865 nationwide, 157 00:05:38,644 --> 00:05:41,204 what strategies have you found most effective in 158 00:05:41,204 --> 00:05:44,080 attracting and retaining the talent that is actually 159 00:05:44,080 --> 00:05:45,860 needed to build and sustain 160 00:05:46,240 --> 00:05:47,460 those types of programs? 161 00:05:48,639 --> 00:05:50,980 Absolutely. That's a that's a great question 162 00:05:51,520 --> 00:05:53,060 and very timely to 163 00:05:53,520 --> 00:05:55,139 if I was to look back at 164 00:05:55,600 --> 00:05:57,139 my week this week, 165 00:05:57,875 --> 00:06:00,694 we have I've sat down and interviewed 166 00:06:01,235 --> 00:06:02,214 two possible, 167 00:06:03,074 --> 00:06:03,574 cardiologists 168 00:06:03,875 --> 00:06:05,794 that we would like to to join our 169 00:06:05,794 --> 00:06:06,294 team. 170 00:06:06,914 --> 00:06:09,794 And before I ask them to, you know, 171 00:06:09,794 --> 00:06:11,555 you know, we looked at the CVs before 172 00:06:11,555 --> 00:06:13,020 I ask them, like, please tell me about 173 00:06:13,020 --> 00:06:13,520 yourself. 174 00:06:14,460 --> 00:06:15,660 The first question I ask is, what do 175 00:06:15,660 --> 00:06:18,060 you wanna know from me? And they that 176 00:06:18,060 --> 00:06:18,540 the 177 00:06:19,100 --> 00:06:21,819 every single time the question is, well, what 178 00:06:21,819 --> 00:06:22,800 is your vision? 179 00:06:23,899 --> 00:06:24,879 And that is 180 00:06:25,415 --> 00:06:25,915 where 181 00:06:26,375 --> 00:06:28,775 I feel like what separates us and being 182 00:06:28,855 --> 00:06:30,774 and end up being able to recruit the 183 00:06:30,774 --> 00:06:32,954 the the top talent that we need is 184 00:06:33,495 --> 00:06:35,334 being able to articulate as to what our 185 00:06:35,334 --> 00:06:36,475 community needs, 186 00:06:37,894 --> 00:06:39,595 where the demand is growing, 187 00:06:40,410 --> 00:06:43,069 how they're going to come help not only 188 00:06:43,529 --> 00:06:46,490 expand the program, but really build the program 189 00:06:46,490 --> 00:06:47,770 and be able to take it to the 190 00:06:47,770 --> 00:06:50,090 next level. And it doesn't really matter whether 191 00:06:50,090 --> 00:06:52,810 it's cardiovascular care, stroke care, or any other 192 00:06:52,810 --> 00:06:53,710 complex service. 193 00:06:54,415 --> 00:06:57,714 It's not as it's not simply filling 194 00:06:58,814 --> 00:06:59,475 a vacancy. 195 00:07:00,495 --> 00:07:02,595 That role is far more compelling 196 00:07:02,895 --> 00:07:03,714 for the physician 197 00:07:04,895 --> 00:07:07,074 when they can see how they're contributing, 198 00:07:07,729 --> 00:07:08,229 and 199 00:07:08,529 --> 00:07:10,209 it it also ensures that we're doing the 200 00:07:10,209 --> 00:07:12,149 right thing for the communities that we serve. 201 00:07:13,009 --> 00:07:14,310 And at the same time, 202 00:07:15,169 --> 00:07:15,669 recruitment 203 00:07:15,970 --> 00:07:16,470 is 204 00:07:18,050 --> 00:07:18,550 fundamentally 205 00:07:19,729 --> 00:07:20,229 relational. 206 00:07:21,134 --> 00:07:23,055 We want to get to know as to 207 00:07:23,055 --> 00:07:25,074 what their professional goals are, 208 00:07:25,375 --> 00:07:28,175 what the family needs, what kind of culture 209 00:07:28,175 --> 00:07:29,394 are they looking for, 210 00:07:30,254 --> 00:07:30,754 and 211 00:07:31,134 --> 00:07:34,495 does that align with Martin Health and Cleveland 212 00:07:34,495 --> 00:07:34,995 Clinic? 213 00:07:35,629 --> 00:07:37,389 Because we want them to come, we want 214 00:07:37,389 --> 00:07:39,069 them to stay, we want them to be 215 00:07:39,069 --> 00:07:41,250 happy, their their families to be happy, 216 00:07:42,189 --> 00:07:43,949 because that's the only way we're gonna be 217 00:07:43,949 --> 00:07:46,830 able to deliver on our commitment to quality 218 00:07:46,830 --> 00:07:48,050 and and and safety. 219 00:07:49,375 --> 00:07:50,675 In addition to that, 220 00:07:51,134 --> 00:07:51,634 what 221 00:07:52,735 --> 00:07:54,254 what allows us to be able to really 222 00:07:54,254 --> 00:07:56,115 recruit this top talent is 223 00:07:56,975 --> 00:08:00,574 just the breadth and the scope of Cleveland 224 00:08:00,574 --> 00:08:01,074 Clinic 225 00:08:02,009 --> 00:08:05,389 because it allows people's careers to evolve. 226 00:08:05,689 --> 00:08:08,250 There are different leadership opportunities, whether it might 227 00:08:08,250 --> 00:08:09,310 come in academia, 228 00:08:09,849 --> 00:08:10,349 research, 229 00:08:11,370 --> 00:08:11,870 publishing, 230 00:08:12,409 --> 00:08:15,129 on an operational end, and then getting involved 231 00:08:15,129 --> 00:08:16,909 in any any any quality program. 232 00:08:17,384 --> 00:08:20,264 So it allows people to evolve not only 233 00:08:20,264 --> 00:08:20,764 as 234 00:08:21,064 --> 00:08:21,564 clinicians, 235 00:08:22,584 --> 00:08:24,584 but but but the person as a whole 236 00:08:24,584 --> 00:08:26,604 and really, like, add to, 237 00:08:27,704 --> 00:08:29,625 what what they what they're looking for depending 238 00:08:29,625 --> 00:08:30,284 on whichever 239 00:08:30,664 --> 00:08:33,004 chapter that they they are in their lives. 240 00:08:33,990 --> 00:08:37,210 Another place that gets overlooked sometimes is 241 00:08:37,590 --> 00:08:40,330 when a new physician or a new surgeon 242 00:08:40,470 --> 00:08:40,970 starts, 243 00:08:41,590 --> 00:08:42,810 how do they feel 244 00:08:44,070 --> 00:08:45,529 when it comes to support? 245 00:08:46,174 --> 00:08:48,174 What I'm what I mean by support is 246 00:08:48,174 --> 00:08:50,595 do they have the appropriate nursing support? 247 00:08:51,855 --> 00:08:54,174 Operationally, are things working that they the the 248 00:08:54,174 --> 00:08:55,235 way that they should? 249 00:08:55,694 --> 00:08:58,414 Are are ambulatory teams making sure that the 250 00:08:58,414 --> 00:09:00,919 referral patterns are set up, the support staff 251 00:09:00,919 --> 00:09:02,779 is there, and that there's a good 252 00:09:03,319 --> 00:09:04,539 onboarding plan. 253 00:09:05,559 --> 00:09:08,299 We want our doctors to and our clinicians 254 00:09:08,600 --> 00:09:09,339 to feel 255 00:09:09,720 --> 00:09:10,220 supported 256 00:09:11,000 --> 00:09:12,779 and productive from day one. 257 00:09:13,404 --> 00:09:14,845 We don't want someone to come and then 258 00:09:14,845 --> 00:09:16,605 try and spend the first six months trying 259 00:09:16,605 --> 00:09:18,365 to figure out how to how to navigate 260 00:09:18,365 --> 00:09:19,024 the system. 261 00:09:19,725 --> 00:09:21,085 And I can give you another very concrete 262 00:09:21,085 --> 00:09:23,884 example, you know, focusing on the cardiology piece 263 00:09:23,884 --> 00:09:24,384 is 264 00:09:24,924 --> 00:09:26,144 we're recruiting cardiologists. 265 00:09:26,589 --> 00:09:29,070 We have recruited our, you know, we've really 266 00:09:29,070 --> 00:09:32,289 grown our neurology, neurosurgery, neuro interventional program. 267 00:09:32,750 --> 00:09:34,769 And it's not just to meet the broader 268 00:09:35,389 --> 00:09:38,350 growing cardiovascular and complex care demands of this 269 00:09:38,350 --> 00:09:38,850 region, 270 00:09:39,434 --> 00:09:41,914 But it's really making sure that when we 271 00:09:41,914 --> 00:09:43,294 are meeting these needs, 272 00:09:44,154 --> 00:09:47,134 we are also ensuring that our patients receive 273 00:09:47,274 --> 00:09:49,134 the most advanced care 274 00:09:49,835 --> 00:09:51,995 close to home. They never have to get 275 00:09:51,995 --> 00:09:53,610 into a car and have to drive by 276 00:09:53,610 --> 00:09:56,269 the Orlando or Miami to get this care. 277 00:09:56,330 --> 00:09:57,450 That we are going to be able to 278 00:09:57,450 --> 00:10:00,410 provide this care to them here at home 279 00:10:00,410 --> 00:10:01,550 within their communities 280 00:10:02,330 --> 00:10:02,830 locally 281 00:10:03,450 --> 00:10:04,670 on the Treasure Coast. 282 00:10:05,370 --> 00:10:06,350 So it's a very 283 00:10:07,129 --> 00:10:07,629 intentional 284 00:10:09,314 --> 00:10:13,254 program focused on finding the right cultural fit 285 00:10:14,034 --> 00:10:17,495 and having our, physicians, our surgeons, our clinicians, 286 00:10:18,194 --> 00:10:20,674 our nurse practitioners, our peers, anyone who joins 287 00:10:20,674 --> 00:10:22,934 really feel that their work is impactful 288 00:10:23,420 --> 00:10:25,759 and that we're committed to committed to them. 289 00:10:26,460 --> 00:10:28,800 Yeah. Doctor Chaudhry, and I think you raise 290 00:10:28,940 --> 00:10:31,340 a great point too that we don't often 291 00:10:31,340 --> 00:10:33,180 hear a ton about just, you know, when 292 00:10:33,180 --> 00:10:34,000 it comes to 293 00:10:34,300 --> 00:10:35,360 discussions around 294 00:10:35,820 --> 00:10:38,000 recruitment is that the piece of 295 00:10:38,394 --> 00:10:40,794 having painting the the picture for physicians and 296 00:10:40,794 --> 00:10:42,334 having them see their involvement 297 00:10:42,634 --> 00:10:44,475 in in decision making and kind of the 298 00:10:44,475 --> 00:10:45,294 bigger picture 299 00:10:45,674 --> 00:10:47,434 and painting that for what that looks like 300 00:10:47,434 --> 00:10:49,195 for them and how valuable that that can 301 00:10:49,195 --> 00:10:49,695 be. 302 00:10:50,330 --> 00:10:52,429 I know earlier in our discussion, you mentioned 303 00:10:52,490 --> 00:10:54,889 just, you know, demands for care growing and 304 00:10:54,889 --> 00:10:58,090 care becoming more complex. I think especially acute 305 00:10:58,090 --> 00:11:01,049 in Florida, where can the state continues to 306 00:11:01,049 --> 00:11:04,590 see such population growth, especially among older adults. 307 00:11:05,049 --> 00:11:07,245 So can you expand a little bit on 308 00:11:07,245 --> 00:11:09,264 how Martin Health is thinking about 309 00:11:09,644 --> 00:11:13,004 which specialty services to expand locally versus when 310 00:11:13,004 --> 00:11:16,764 to leverage Cleveland Clinic's broader Florida or system 311 00:11:16,764 --> 00:11:17,504 wide network? 312 00:11:19,000 --> 00:11:21,500 Yeah. Absolutely. I think this is what helps, 313 00:11:22,920 --> 00:11:25,000 for us to be a part of a 314 00:11:25,000 --> 00:11:25,500 large 315 00:11:25,960 --> 00:11:28,220 global academic health system 316 00:11:29,960 --> 00:11:32,615 is needs that we can meet locally 317 00:11:32,995 --> 00:11:35,315 and then what we can lean on on 318 00:11:35,315 --> 00:11:36,615 our worldwide expertise, 319 00:11:38,115 --> 00:11:38,615 for 320 00:11:39,075 --> 00:11:41,654 specialties that we might may not have currently 321 00:11:42,195 --> 00:11:43,154 or or have, 322 00:11:43,794 --> 00:11:45,475 and and being able to make sure that 323 00:11:45,475 --> 00:11:47,254 our patients have access to them. 324 00:11:48,089 --> 00:11:49,629 So focusing on Florida, 325 00:11:50,490 --> 00:11:50,990 Florida 326 00:11:51,529 --> 00:11:52,269 in general 327 00:11:53,049 --> 00:11:55,149 and the Treasure Coast in particular, 328 00:11:56,169 --> 00:11:58,509 specifically the St. Lucie County area 329 00:11:58,809 --> 00:12:02,625 has really experienced some very rapid population growth. 330 00:12:02,625 --> 00:12:04,404 It has become incredibly popular, 331 00:12:05,504 --> 00:12:07,924 during and post the the COVID pandemic. 332 00:12:09,264 --> 00:12:11,045 And as you know, it's 333 00:12:11,745 --> 00:12:13,524 generally an older population, 334 00:12:14,065 --> 00:12:15,524 multiple chronic conditions, 335 00:12:16,389 --> 00:12:18,409 and the need to be able to provide 336 00:12:18,709 --> 00:12:19,209 complex 337 00:12:20,230 --> 00:12:22,629 care I mean, care for complex clinical conditions 338 00:12:22,629 --> 00:12:24,409 in a very coordinated manner. 339 00:12:25,509 --> 00:12:27,269 First step for us, again, you know, going 340 00:12:27,269 --> 00:12:28,009 back to, 341 00:12:28,470 --> 00:12:30,649 the the first question is around understanding 342 00:12:31,269 --> 00:12:31,769 data. 343 00:12:33,034 --> 00:12:36,095 Where are the people moving to? Which neighborhoods 344 00:12:36,154 --> 00:12:36,815 are growing? 345 00:12:37,914 --> 00:12:38,735 What conditions 346 00:12:39,195 --> 00:12:42,014 are do people need the services for? 347 00:12:42,394 --> 00:12:45,970 And which services are patients currently having to 348 00:12:46,029 --> 00:12:48,289 travel to receive that we can 349 00:12:48,750 --> 00:12:50,450 meet these needs locally. 350 00:12:51,149 --> 00:12:54,049 After that, we ask ourselves two key questions. 351 00:12:55,070 --> 00:12:57,549 Where is it essential to build this local 352 00:12:57,549 --> 00:12:58,049 capacity 353 00:12:58,684 --> 00:13:00,144 so our patients can receive 354 00:13:00,524 --> 00:13:02,784 timely, high quality care that's 355 00:13:03,404 --> 00:13:04,384 close to home? 356 00:13:05,004 --> 00:13:06,764 And where do where is it better for 357 00:13:06,764 --> 00:13:08,524 us to tap into the breadth of the 358 00:13:08,524 --> 00:13:10,924 Cleveland Clinic network, whether it's in Florida at 359 00:13:10,924 --> 00:13:11,424 Western 360 00:13:11,919 --> 00:13:13,220 or across the enterprise, 361 00:13:13,679 --> 00:13:15,379 in in in Cleveland, Ohio 362 00:13:15,759 --> 00:13:17,540 for this highly specialized 363 00:13:18,639 --> 00:13:19,700 coronary services. 364 00:13:20,320 --> 00:13:23,279 So in some areas like emergency care, stroke 365 00:13:23,279 --> 00:13:25,059 care, cardiovascular services, 366 00:13:25,384 --> 00:13:27,644 medical services, general surgical services, 367 00:13:28,424 --> 00:13:31,865 we offer these robust local capabilities right here 368 00:13:31,865 --> 00:13:33,565 on the Treasure Coast at Tradition, 369 00:13:34,264 --> 00:13:36,044 Martin North, and Martin South, 370 00:13:36,985 --> 00:13:40,049 which means, you know, investing in the right 371 00:13:40,209 --> 00:13:43,110 specialist, the right technology, the right care models, 372 00:13:44,049 --> 00:13:46,690 really make you know, really leveraging our our 373 00:13:46,690 --> 00:13:48,789 nurse practitioners, our physician assistants, 374 00:13:49,330 --> 00:13:51,110 with the with the physicians and surgeons 375 00:13:51,490 --> 00:13:53,830 so that our patients don't face any delays 376 00:13:54,204 --> 00:13:57,404 when it comes to accessing care, especially in 377 00:13:57,404 --> 00:13:58,464 sensitive situations 378 00:13:59,325 --> 00:14:01,264 and making sure that they stay 379 00:14:01,644 --> 00:14:02,144 connected 380 00:14:02,764 --> 00:14:03,584 with their 381 00:14:04,125 --> 00:14:04,625 local 382 00:14:05,164 --> 00:14:07,584 healthcare team and their local communities. 383 00:14:08,759 --> 00:14:10,839 In other areas where it makes our sense 384 00:14:10,839 --> 00:14:12,620 to leverage our broader network, 385 00:14:13,079 --> 00:14:16,440 that's where we coordinate referrals, whether it is 386 00:14:16,440 --> 00:14:18,839 with our other Cleveland Clinic Florida location in 387 00:14:18,839 --> 00:14:19,500 in in Western. 388 00:14:20,039 --> 00:14:21,959 It could be in person or it could 389 00:14:21,959 --> 00:14:24,514 be through virtual consults with sub specialists 390 00:14:25,934 --> 00:14:26,434 and 391 00:14:26,975 --> 00:14:31,375 arranging seamless transfers for highly complex procedures where 392 00:14:31,375 --> 00:14:32,434 a patient might 393 00:14:33,695 --> 00:14:36,575 travel to have a specific complex procedure done 394 00:14:36,575 --> 00:14:38,575 at Western, but we can do all the 395 00:14:38,575 --> 00:14:39,075 pre 396 00:14:39,459 --> 00:14:40,440 and post care. 397 00:14:41,059 --> 00:14:42,919 We want it to be like from 398 00:14:43,620 --> 00:14:46,519 the patient's perspective, their interaction with us, 399 00:14:47,220 --> 00:14:48,279 it should feel 400 00:14:49,620 --> 00:14:50,759 like one 401 00:14:51,379 --> 00:14:51,879 connected 402 00:14:52,500 --> 00:14:53,000 system. 403 00:14:53,644 --> 00:14:56,625 We share our protocols. We communicate freely. 404 00:14:57,485 --> 00:15:00,044 And at the end of it all, we're 405 00:15:00,044 --> 00:15:01,184 always keeping 406 00:15:01,565 --> 00:15:03,745 the patient at the center of it. 407 00:15:04,845 --> 00:15:07,504 We wanted our ultimate goal is 408 00:15:08,419 --> 00:15:09,799 high quality care 409 00:15:10,579 --> 00:15:12,199 right here on the Treasure Coast, 410 00:15:13,059 --> 00:15:15,779 make it easy for our patients to access 411 00:15:15,779 --> 00:15:18,679 the full depth of the Cleveland Clinic expertise 412 00:15:19,379 --> 00:15:20,440 when they need it, 413 00:15:21,565 --> 00:15:22,384 and without 414 00:15:22,685 --> 00:15:25,325 the burden of have of them having to 415 00:15:25,325 --> 00:15:27,404 navigate it on their own all on their 416 00:15:27,404 --> 00:15:27,904 own. 417 00:15:28,524 --> 00:15:30,605 Yeah. Absolutely. No. That makes a ton of 418 00:15:30,605 --> 00:15:31,105 sense. 419 00:15:31,644 --> 00:15:34,125 Doctor Shoudry, last lastly, I just wanted to 420 00:15:34,125 --> 00:15:34,945 ask you about 421 00:15:35,370 --> 00:15:37,289 quality and safety. I know that will be 422 00:15:37,289 --> 00:15:39,929 a core part of your portfolio as CMO 423 00:15:39,929 --> 00:15:42,809 as well. So as you look across Martin 424 00:15:42,809 --> 00:15:46,169 Health's three hospitals and outpatient footprint, where do 425 00:15:46,169 --> 00:15:48,809 you see the biggest opportunities to strengthen that 426 00:15:48,809 --> 00:15:49,309 reliability 427 00:15:49,769 --> 00:15:50,750 and care delivery? 428 00:15:51,264 --> 00:15:52,485 And perhaps what specific 429 00:15:52,945 --> 00:15:54,164 metrics or initiatives 430 00:15:54,625 --> 00:15:56,164 will you be watching most closely? 431 00:15:57,024 --> 00:15:57,524 Absolutely. 432 00:15:58,544 --> 00:15:59,365 High reliability, 433 00:16:01,664 --> 00:16:03,985 to me, that means that our patients can 434 00:16:03,985 --> 00:16:04,964 count on us 435 00:16:05,345 --> 00:16:06,084 to deliver 436 00:16:07,670 --> 00:16:08,490 safe, effective, 437 00:16:09,750 --> 00:16:11,290 and compassionate care 438 00:16:11,830 --> 00:16:14,250 every time. Not just most of the time, 439 00:16:14,870 --> 00:16:15,769 every time. 440 00:16:16,149 --> 00:16:19,110 And it really starts with our Cleveland Clinic 441 00:16:19,110 --> 00:16:22,774 culture of making safety a non negotiable 442 00:16:23,394 --> 00:16:23,894 expectation. 443 00:16:25,875 --> 00:16:28,115 We make sure our caregivers feel safe to 444 00:16:28,115 --> 00:16:29,975 speak up about any concerns, 445 00:16:30,434 --> 00:16:31,575 any near misses, 446 00:16:32,034 --> 00:16:34,949 so that harm will not reach any of 447 00:16:34,949 --> 00:16:36,250 our patients in our care. 448 00:16:37,350 --> 00:16:40,309 It's across the board. We don't have a 449 00:16:40,309 --> 00:16:40,809 single 450 00:16:41,269 --> 00:16:43,049 meeting, whether it is any of 451 00:16:43,750 --> 00:16:45,829 our tiered huddles in the morning or an 452 00:16:45,829 --> 00:16:47,129 executive team meeting, 453 00:16:47,894 --> 00:16:49,835 without talking about quality, 454 00:16:50,375 --> 00:16:52,555 patient safety and patient experience 455 00:16:52,935 --> 00:16:53,435 first. 456 00:16:53,894 --> 00:16:56,555 That remains first and foremost in our minds 457 00:16:56,774 --> 00:16:58,375 and that's the first thing that we discuss 458 00:16:58,375 --> 00:17:00,615 before we step into any other issue that 459 00:17:00,615 --> 00:17:01,835 we're gonna talk about. 460 00:17:02,850 --> 00:17:05,329 And as I look across our hospitals, our 461 00:17:05,329 --> 00:17:08,130 outpatient sites, I continue to, you know, we 462 00:17:08,130 --> 00:17:11,029 find opportunities to further standardize this care 463 00:17:11,490 --> 00:17:14,549 for high risk conditions and specifically around 464 00:17:15,009 --> 00:17:15,509 sepsis. 465 00:17:16,210 --> 00:17:16,710 Our 466 00:17:17,775 --> 00:17:18,275 hospital 467 00:17:18,894 --> 00:17:20,674 system, Cleveland Clinic, has 468 00:17:22,015 --> 00:17:22,515 partnered 469 00:17:23,055 --> 00:17:24,115 with different 470 00:17:24,654 --> 00:17:25,875 technology firms. 471 00:17:26,734 --> 00:17:29,394 And one of the in specific, our partnership 472 00:17:29,695 --> 00:17:30,914 with Bayesian 473 00:17:31,295 --> 00:17:32,960 for our sepsis detection 474 00:17:33,259 --> 00:17:33,759 algorithms, 475 00:17:34,779 --> 00:17:37,279 which means that we have it embedded 476 00:17:38,059 --> 00:17:40,960 in our clinical workflows in the hospital, 477 00:17:41,900 --> 00:17:44,779 helping our clinicians recognize when someone is at 478 00:17:44,779 --> 00:17:46,720 a high risk of developing sepsis 479 00:17:47,474 --> 00:17:50,214 so that we can respond to that sooner, 480 00:17:50,674 --> 00:17:51,414 we can 481 00:17:51,954 --> 00:17:54,914 start the diagnosis sooner, we can start treating 482 00:17:54,914 --> 00:17:55,654 them sooner. 483 00:17:56,194 --> 00:17:58,615 And the reason why that is important is 484 00:17:59,075 --> 00:17:59,894 for anyone 485 00:18:00,275 --> 00:18:03,450 who has developing sepsis and then developing septic 486 00:18:03,450 --> 00:18:05,069 shock, which means that they're having 487 00:18:05,609 --> 00:18:07,950 changes in their blood pressure or their mentation 488 00:18:08,089 --> 00:18:09,869 because of this overwhelming infection, 489 00:18:10,649 --> 00:18:12,970 for every hour that we can get that 490 00:18:12,970 --> 00:18:13,470 antibiotic 491 00:18:14,490 --> 00:18:14,990 earlier, 492 00:18:15,369 --> 00:18:17,789 every hour reduces their mortality 493 00:18:18,089 --> 00:18:19,230 by seven percent. 494 00:18:20,644 --> 00:18:22,565 That is what that this is how we 495 00:18:22,565 --> 00:18:23,304 want to 496 00:18:23,765 --> 00:18:25,545 leverage artificial intelligence, 497 00:18:26,244 --> 00:18:28,105 really strengthen our clinical workflows, 498 00:18:28,804 --> 00:18:30,884 and improve patient outcomes at the end of 499 00:18:30,884 --> 00:18:34,025 it. What this does is it reduces variation 500 00:18:34,650 --> 00:18:36,970 and it helps our teams respond quickly and 501 00:18:36,970 --> 00:18:37,470 consistently 502 00:18:38,650 --> 00:18:40,269 every single time. 503 00:18:41,210 --> 00:18:43,210 Yeah. Doctor Chowdhury, and I love what you 504 00:18:43,210 --> 00:18:44,430 mentioned just about 505 00:18:45,210 --> 00:18:47,369 the culture and and how important that is 506 00:18:47,369 --> 00:18:49,130 in quality and safety. I think it it 507 00:18:49,130 --> 00:18:50,565 echoes a sentiment that 508 00:18:51,365 --> 00:18:53,924 we hear often lately, especially from from clinical 509 00:18:53,924 --> 00:18:55,845 leaders is just that, you know, a lot 510 00:18:55,845 --> 00:18:57,605 of teams can be good at quality and 511 00:18:57,605 --> 00:19:00,744 safety initiatives, but culture is truly what drives 512 00:19:00,884 --> 00:19:01,845 the day to day, 513 00:19:02,325 --> 00:19:04,345 improvements and sustaining that focus. 514 00:19:05,500 --> 00:19:07,039 Absolutely. I could not agree more. 515 00:19:07,659 --> 00:19:09,819 Well, doctor Chowdhury, thank you so much for 516 00:19:09,819 --> 00:19:11,659 taking the time to join us on the 517 00:19:11,659 --> 00:19:14,720 podcast today and share your insights with listeners. 518 00:19:15,740 --> 00:19:17,579 Oh, thank you inviting me. It's really been 519 00:19:17,579 --> 00:19:19,359 really been a pleasure talking to you, Erica. 520 00:19:19,659 --> 00:19:20,799 Yeah. Thanks again.