"We are a private practice culture that supports a large contingent of Beaumont employed doctors," Cerone says. "Part of what Beaumont has done particularly well is that it has developed tertiary care programs and premier physician training programs in a model that is built largely upon a private practice culture." Even when market pressures forced many cardiology and cardiovascular groups to merge a few years ago, Beaumont did not bow to a "one-size-fits-all model," he says.
"We work very hard to work with our medical staff, whether they are employed in the organization directly or whether they are private medical staff in the community," Cerone says. "Where we are today is what I would describe as a sophisticated, integrated network for heart and vascular care. Our cardiovascular surgeons are employed by the hospital and the health system.
Our cardiologists reside in a couple of different models. Some are in an employed model environment. Some of the private practice groups transitioned to an employed status. Two of the major cardiology groups decided to work with Beaumont through more of a professional services agreement. But it's still very integrated, with a cohesive clinical department structure. Our medical staff is highly collaborative and works very well together."
The phrase used to describe the COE structure at Beaumont is "physician-led, nurse-partnered, and administratively supported." Each COE is led by at least two physician partners, each with a nurse and administrator counterpart. In addition to the systemwide COE leadership, each hospital has a COE leader and team to execute the various initiatives.
Each of the departments still keeps its own annual budget, though there is a matrix that tracks COE financial performance. The COE leadership sets the overall priorities for the service line, Cerone says.