MH: What introduced you to Tampa Common?
Couris: I discovered an under-appreciated asset. It is a fantastic establishment with nice individuals, however they wanted sturdy management, a imaginative and prescient and a technique. Now we have about 10,000 workers devoted to this establishment and this neighborhood and, actually, the state. A whole lot of what we do, from a service line perspective—as a result of we’re a tertiary, quaternary, instructing hospital—has an affect throughout the state and throughout the Southeast.
MH: How did you be taught what you have been coping with?
Couris: I labored in each single working space throughout the hospital. As a matter of reality, I am sitting right here proper now in scrubs, as a result of I spent your entire morning in our intensive-care unit working alongside a nurse, taking good care of sufferers.
I’ve labored weekdays and weekends and nights. I do it about two to 4 occasions a month. I will most likely finish my day right this moment round 11-12 o’clock tonight. Our board chairman will probably be with me. I will go together with one nurse, he’ll go together with one other, and 4 to 5 hours later, we’ll meet and evaluate notes and share experiences. So after we’re within the boardroom, it comes alive as a result of he is been there. He is seen it.
MH: What’s in your strategic plan?
Couris: Each 5 years we’ll write a brand new chapter however our first purpose is to be essentially the most modern and most secure hospital in America. That’s our place assertion. That is our imaginative and prescient.
When individuals say, “Wow, that is daring, that is not possible.” Properly, there are hospitals on the market which are thought of essentially the most modern and most secure establishments within the nation. We’re going to be that establishment. I inform my crew, we might by no means be the biggest system in our area however we would be the finest system within the area and, ultimately, the nation. That is the journey we’re on.
We will not equip (residents) on one aspect of the equation clinically however not equip them on the realities they’ll face in personal follow and neighborhood hospitals.”
Couris: There are six actions. The primary is an idea known as “Zero hurt to sufferers, crew members and physicians.” We are going to by no means, ever compromise high quality, security, outcomes or service for quantity. We are going to compete on one factor—worth. On the earth of healthcare now, worth equals high quality and security and scientific outcomes and repair.
The second piece is operational excellence. It is all about pulling waste out of the system. We have partnered with GE Healthcare to construct a 9,000-square-foot care coordination heart that takes AI and predictive analytics and marries that with human intelligence.
The third class is the event of a key member and management institute so we are able to do expertise mapping and succession planning and actually practice individuals to assume and behave in another way because it pertains to the supply of healthcare.
The fourth class is geographic growth. We aren’t spending some huge cash on massive, costly, ambulatory buildings. What we’re constructing is a set of consumer-centered companies which are low price, prime quality. For instance, we’re constructing what is going on to be known as the Tampa Common Hospital Diagnostic Heart. Anyone locally says, “One thing’s flawed with me.” That individual goes to the middle and both visits the imaging division, the urgent-care heart, the lab, or main care they usually’ll work out what’s flawed. Then a care coordinator inside that facility will handle that care by our system.
We’re additionally taking it a step additional. We’re saying that should you dwell removed from the primary hospital or we won’t present you the service, we’ll coordinate and navigate the appointment even when it is with a competitor, as a result of we wish to be seen because the trusted useful resource to your well being and wellness and we have now to transcend competitors.
The fifth class focuses on consumerism and leveraging know-how.
The ultimate bucket is a deeper collaboration with USF Well being, which is the group follow, in constructing a brand new scientific platform and collaborative for physicians to not solely work collectively on a day-to-day foundation, however actually embrace new applied sciences and new improvements.
MH: How are you measuring your progress?
Couris: We’re measuring ourselves in opposition to the Vizient prime 100 tutorial medical facilities within the nation and their six area classes after which some overarching classes round security, high quality and outcomes.
We’re an educational medical heart. Now we have about 330 residents and fellows; we might have 600 to 800 trainees working and traversing the hallways of two million sq. ft of scientific area on our primary campus. So we wish to see this scale.
One of many issues that we’re implementing subsequent yr is a chief resident for high quality, instructing residents about scientific pathway growth, in regards to the applicable utilization of exams and procedures. We will not equip them on one aspect of the equation clinically however not equip them on the realities they’ll face in personal follow and neighborhood hospitals.
MH: So how are you protecting monitor of your competitors?
Couris: We all know the place their outpatient facilities are, their medical doctors, all of that. As a result of let’s face it, most individuals aren’t coming to get a knee scoped at a significant instructing hospital. We would like to have you ever, however it won’t be handy or low cost. So should not we do the precise factor and assist facilitate a connection for you in your neighborhood?
MH: Would you count on any type of reimbursement?
Couris: By no means. We’re simply serving to you. Look, healthcare is not like promoting different issues. We are able to be taught lots from personal trade however we’re totally different. You are speaking about any individual’s life and well-being. Why would not we wish to attempt to transcend competitors and create actual worth? The cynic within the room would say, “It isn’t fully altruistic.” I might say, “You are proper, it isn’t.” What we’re creating is model loyalty.
MH: However you will should cowl the price of that staffer.
Couris: Sure, it is a navigator. Now we have to assume and behave in another way in healthcare. We can’t proceed to do the identical issues time and again. We can’t even do variations of the identical factor time and again. To actually innovate will imply that we must disrupt, in a great way.