Students earn their medical degree in three years tuition-free, then transition into a three-year family medicine residency program.
As CMOs know, there is a primary care physician shortage across the country, and South Carolina is no exception. By 2030, the Cicero Institute projects that the state will have a shortfall of nearly 1,000 primary care physicians.
The University of South Carolina School of Medicine Greenville has launched an innovative program to help address the primary care physician shortage in the Palmetto State.
Frank Beacham, MD, a clinical assistant professor and director of the Primary Care Accelerated Track (PCAT) program at the University of South Carolina School of Medicine Greenville, has direct experience with the primary care physician shortage.
"I practice family medicine, and I see firsthand how many patients struggle to find a primary care physician," Beacham says. "Even when they have one, getting an appointment can be a major challenge. The demand for primary care physicians is constantly growing."
The PCAT program offers a medical degree on a three-year track, with students receiving full-tuition scholarships for their degree if they commit to practicing in South Carolina for four years. The program started in July 2024 with five students enrolled in the three-year program who will pursue a residency in family medicine.
"We see the PCAT program as one way to offset the need for primary care physicians," Beacham says. "Our accelerated program is going to graduate students who do not have student loan burdens, who have had family medicine mentorship, who have seen family medicine done the right way, and who have had curriculum tailored to family medicine physicians."
The PCAT program is a parallel-track curriculum with the medical school's traditional four-year medical degree program.
"We take all of the required courses of the four-year program, and we efficiently put the courses in three years of curriculum," Beacham says. "Our three-year students are receiving the same requirements as the four-year students. We just do it in a more time-efficient manner."
Although there are other three-year medical degree programs in the country, the PCAT program has some unique characteristics, according to Beacham.
"There are similar three-year primary care curriculums, but we put our students in a three-year curriculum designed for family medicine students," Beacham says. "We are also putting our students into a family medicine clinical environment within the first month of them being a medical student."
An emphasis on mentorship is another unique aspect of the PCAT program. The PCAT students are learning in a residency-clinic program where they may eventually do their residency training.
"They learn from the faculty. They learn alongside fellows and residents. They have exposure to our department of family medicine leadership," Beacham says. "They are working alongside community faculty members with whom they are eventually going to be colleagues."
There are also monthly check-ins with PCAT students to make sure that they are managing their stress and wellness.
Frank Beacham, MD, is a clinical assistant professor and director of the Primary Care Accelerated Track program at the University of South Carolina School of Medicine Greenville. Photo courtesy of the University of South Carolina School of Medicine Greenville.
Model for CMOs to follow
The PCAT program provides a blueprint for CMOs and other healthcare leaders to follow in their states, Beacham explains.
"First, you must identify the need within the state," Beacham says. "Are there certain targeted areas within a state that need more primary care physicians?"
CMOs should look at their healthcare organization's partnerships, according to Beacham.
"Do they have graduate medical education programs within their own organization, or can they partner with GME programs to help a graduating resident from a GME program transition seamlessly into their organization," Beacham says. "CMOs should look at what partnerships they have with medical schools."
Providing financial support for a program such as PCAT has a return on investment, Beacham explains.
"A CMO should consider paying for a student's tuition, then have the student have an employment agreement with the CMO's organization," Beacham says.
The return on investment comes in the form of avoiding physician recruitment costs, avoiding lost revenue when primary care physician positions are vacant, and avoiding the relatively high cost of paying a locum tenens physician to fill an open position.
"What you may find is that you are paying about the same as what you would pay for three years of tuition for a student," Beacham says.
Plans for expansion
Currently, the PCAT program is being funded with philanthropic money through the medical school.
"We have a mission here that we educate, innovate, and serve," Beacham says. "Our program embodies that mission. We are educating students in an innovative way, then they serve patients in the state of South Carolina."
The medical school would like to expand the program in the future.
"Right now, we are focused on family medicine," Beacham says. "But if we can get some additional dollars, which we are trying to seek out, we can expand our program to internal medicine, pediatrics, or another primary care specialty."
Physician-led care teams are no longer the only option.
Advanced practice providers (APPs) such as nurse practitioners and physician assistants are going to play leading roles on care teams more often, says the CMO of Tower Health.
With a physician shortage across the country, health systems, hospitals, and physician practices have turned to APPs to maintain access to medical services. In some states APPs can practice autonomously, but many states require APPs to practice under the supervision of a physician.
Historically, CMOs and other healthcare leaders have thought that physicians should lead care teams under all circumstances, but that view is changing, according to Suzanne Wenderoth, executive vice president and CMO of Tower Health.
"Now, we recognize with both changes to laws in the states, which allow for full practice authority for advanced practice providers, and the physician shortage in the post-COVID era, there has been an evolution in our thinking," she says.
Physician-led care teams are no longer the only option, this CMO says.
Advanced practice providers (APPs) such as nurse practitioners and physician assistants are going to play leading roles on care teams more often, says the CMO of Tower Health.
With a physician shortage across the country, health systems, hospitals, and physician practices have turned to APPs to maintain access to medical services. In some states APPs can practice autonomously, but many states require APPs to practice under the supervision of a physician.
Historically, CMOs and other healthcare leaders have thought that physicians should lead care teams under all circumstances, but that view is changing, according to Suzanne Wenderoth, executive vice president and CMO of Tower Health as well as HealthLeaders CMO Exchange member.
"Now, we recognize with both changes to laws in the states, which allow for full practice authority for advanced practice providers, and the physician shortage in the post-COVID era, there has been an evolution in our thinking," she says.
At Tower Health, APPs are under consideration for leadership roles on care teams, Wenderoth explains.
"At Tower Health, we do believe that every care team should have access to a physician," she says. "But whether care teams need to be led by a physician is up for discussion."
There are circumstances where a care team can be led by an APP or a nurse, according to Wenderoth.
"When we talk about leading care teams, we are really talking about making sure the leader has leadership skills such as maintaining accountability, demonstrating professionalism, and having good facilitation skills," she says. "That can be done by a physician, advanced practice provider, or nurse."
It is ideal for APPs to operate at the height of their license and capability, Wenderoth explains.
"Their role depends on their level of expertise and experience," she says.
Inexperienced APPs at Tower Health are often paired with a peer mentor, Wenderoth says, adding that APPs are subject to ongoing professional practice evaluations as part of the medical staff process.
"We want to make sure that they feel confident and competent," she says. "We also make sure they have completed enough supervised procedures before they move into more independent work."
More experienced APPs can take on more responsibilities at Tower Health, according to Wenderoth.
"There are some advanced practice providers who are very skilled and have been practicing for a long time," she says. "They can take the lead of a care team."
Tower Health operates facilities in Pennsylvania, where Gov. Josh Shapiro is considering allowing full practice authority for nurse practitioners who have worked under a physician for at least three years.
"When you have that kind of statutory or regulatory approval in combination with the ability to be reimbursed for nurse practitioner services, you can broaden the care team," Wenderoth says. As there are more statutory and regulatory changes, we will see more advanced practice providers leading care teams. We will use physicians as resources more in the background than they have been in the past."
Suzanne Wenderoth, MD, is executive vice president and CMO of Tower Health. Photo courtesy of Tower Health.
Inpatient care teams
At Tower Health, inpatient care teams are physician-led in a classic way, with APPs on the team working at the height of their scope of practice, according to Wenderoth.
"For example, with a cardiology team, a cardiologist leads the team and conducts consultations for undiagnosed patients," she says. "Advanced practice providers may conduct follow-up visits or encounters for protocolized care such as heart failure."
A physician leads other care team members in the inpatient setting, including clinical pharmacists, nurse care managers, wound care nurses, and respiratory therapists, Wenderoth says.
Outpatient care teams
Care team models are more flexible in the outpatient setting at Tower Health, Wenderoth explains.
In the first model, there are physicians and APPs in parallel practice. For example, in primary care there are physicians and APPs seeing patients in parallel, with the patients having similar levels of complexity. This arrangement includes urgent care and family medicine clinics.
In the second model, there is a physician leader of a care team that includes APPs, where the APPs are operating at the height of their scope of practice, but they are seeing more protocolized and straightforward cases.
The third model is for particular specialty clinics, according to Wenderoth.
"For example, we have a weight management center, which includes dieticians and experts in physical medicine and rehabilitation, who can guide patients who are losing weight rapidly through a physical recovery period," she says. "We have physicians who work with dieticians, social workers, and physical therapists."
Easing physician burdens
Tower Health is utilizing the full effort of the health system's physicians by relying on technology and other care team members, Wenderoth explains.
"Telemedicine in combination with remote patient monitoring has allowed us to off-load work from physicians," she says. "You can have equipment available for the patient to use at home, whether it is iPads, Bluetooth-enabled scales, blood pressure monitors, or other devices. The information can be imported to the physicians and other care team members can be involved in assessments."
In some circumstances, APPs can conduct telemedicine visits with little support from physicians, according to Wenderoth.
"At the most basic level, an advanced practice provider could conduct telemedicine visits in primary care or urgent care with autonomy," she says. "They have access to a physician in the background, but they would rarely need to consult with a physician."
Clinical pharmacists are an example of how Tower Health is using care team members to ease the administrative burdens on physicians, Wenderoth explains.
"We have a retail pharmacy program, where clinical pharmacists can essentially do the prior authorization of medicines, then we can mail the medication to the patient's home," she says. "We have seen that improve medication compliance, reduces readmission rates, and off-loads administrative work from physicians."
The HealthLeaders Exchange is an exclusive, executive community for sharing ideas, solutions, and insights.
Please join the community at our LinkedIn page. To inquire about attending a HealthLeaders Exchange event and becoming a member, email us at exchange@healthleadersmedia.com.
Physician leadership is ideal in collaborative care teams, this CMO says.
At Northwell Health, clinical teams function most effectively when they are physician-led, with multidisciplinary team members working at the top of their competencies, to deliver the best outcomes. Physicians bring years of training, experience, and expertise in navigating complex medical situations, making them best equipped to lead care teams while fostering a collaborative approach.
There is a shortage of physicians across the country. To address these shortages, many health systems, hospitals, and physician practices have been turning to advanced practice providers (APPs), such as physician assistants and nurse practitioners, to fill the gap.
"We are so lucky to lead talented clinical teams," says Jill Kalman, MD, chief medical officer of Northwell Health. "Multidisciplinary care teams should be collaborative, with flexibility to adapt based on the patient's needs and setting. Whether in the hospital or outpatient clinic, well-structured teams ensure the best outcomes."
While the growing role of APPs helps address physician shortages, physician-led teams provide the optimal structure for delivering high-quality, patient-centered care, Kalman says.
Jill Kalman, MD, is chief medical officer of Northwell Health. Photo courtesy of Northwell Health.
Dynamic and flexible team approach
In a well-designed care model at Northwell, different team members contribute their expertise, with physicians providing oversight and team decision-making for complex cases. Kalman highlights the importance of flexibility: "For example, an advanced practice provider may manage a patient’s diabetes and hypertension, but if that patient presents with rapid atrial fibrillation and a fever, physician consultation is essential to determine next steps."
Physicians, APPs, nurses, pharmacists, respiratory therapists, and other healthcare professionals all play key roles in guiding a patient through their care at Northwell, with physicians providing clinical oversight.
Care teams in the inpatient setting
In Northwell hospitals, multi-disciplinary teams ensure patients receive coordinated and efficient care, implementing diagnostic testing, setting treatment plans and interventions with the team determining readiness for transitions to home or other settings. The composition of the team varies by clinical setting.
Clinical teams consist of physicians, advanced practice practitioners, nurses, social workers, pharmacists, respiratory therapists, mental health professionals, hospitalists, and specialists— all support patient care based on individual needs.
Care teams in the outpatient setting
In outpatient care at Northwell, team composition depends on patient acuity and clinic specialization, according to Kalman.
“Advanced practice practitioners have their own patients with physician supervision," Kalman says. "And with complex patients, physicians and APPs will collaborate directly to develop diagnostic and treatment plans for patients."
This approach expands patient access while maintaining high-quality care. "As patient complexity increases, the team structure adapts to ensure the best possible care," she adds.
The physician-advanced practice provider relationship
At Northwell, physicians and APPs develop close, collaborative relationships built on trust and mutual expertise.
"For example, a physician assistant in the operating room may assist in surgery, manage robotic technology, and oversee post-operative care, working seamlessly with the surgeon," Kalman says.
The same dynamic applies in outpatient care.
"APPs manage patients in consultation with physicians, ensuring timely access to care while maintaining safety and quality," Kalman explains. "When structured correctly, these teams maximize efficiency and deliver exceptional outcomes."
Northwell’s model emphasizes both leadership and teamwork.
"Collaboration strengthens the talent of all practitioners," Kalman says. "By leveraging the expertise of every team member, we create an environment where patients receive the highest level of care."
Physician-led, multidisciplinary teams represent the best path forward in delivering safe, effective, and patient-centered care, Kalman says.
Changes in reimbursement will have a pivotal impact on value-based care and overall health in the country, the chief clinical officer of SSM Health says.
The chief clinical officer of SSM Health has five predictions for clinical care in 2025.
Stephanie Duggan, MD, became chief clinical officer of SSM in November 2023. Prior to joining SSM, she was president and CEO of Ascension Michigan for five years. Her leadership experience includes serving as CMO of Ascension Sacred Heart Hospital in Pensacola, Florida.
Prior to joining SSM, she was president and CEO of Ascension Michigan for five years. Her leadership experience includes serving as CMO of Ascension Sacred Heart Hospital in Pensacola, Florida.
Here are Duggan’s five predictions for clinical care in 2025.
1. The future of value-based care will remain uncertain
Whether value-based care makes significant advancements this year is largely in the hands of the Centers for Medicare & Medicaid Services (CMS), according to Duggan.
"So much of our business is based on CMS requirements and CMS payments. Many of our insurers will follow what CMS does," Duggan says. "With our commitment to value-based care at SSM, I am hopeful that we will get more federal support for leaning into value-based care."
2. Room for improvement in complex care
This year could be an inflection point in the care of complex patients, Duggan explains.
"If we are going to be willing to talk about complexities and multiple co-morbid conditions as being a group of diseases that we want to get to root causes and bend the health curve, 2025 is going to be an exciting time," Duggan says. "The challenge is that nothing happens quickly."
Stephanie Duggan, MD, is chief clinical officer of SSM Health. Photo courtesy of SSM Health.
3. Cautious optimism about clinical care
The United States has a strong healthcare system in terms of treating people when they are ill, but the country needs to turn a corner this year when it comes to social determinants of health and preventative care, according to Duggan.
"We have the best rescue healthcare system in the world," Duggan says. "Our challenge is to figure out how we continue to care for everyone in this country so that the social determinants of health and Zip codes do not determine the type of healthcare that one is provided. Whether it is rural, whether it is inner city, we need to find a way to help people achieve their best health."
Changes in reimbursement this year could improve the overall health of the U.S. population, Duggan explains.
"We will see some changes in reimbursement," Duggan says, "and there will be a lot of interest in bending the healthcare curve to keep people healthy and well rather than just rescuing them when they are acutely ill."
4. No short-term fix for physician shortage
While the pipeline for new physicians is likely to improve this year, physician shortages will remain a challenge, according to Duggan.
"I predict that the applications to medical school will continue to rise," Duggan says. "There is a lot of interest in young people trying to get into medical school, but we will still see a shortage of physicians."
5. Addressing work-life balance for physicians
In 2025, technology needs to play a significant role in improving the work-life balance of physicians, Duggan explains.
"The work-life balance for physicians, especially since the coronavirus pandemic, has changed the expectations for how much time clinicians will work," Duggan says. "We will have to see some innovation, whether it is AI being more supportive of physicians or in telehealth."
A recent study found that measures of physical function, such as grip strength and gait speed, are strongly associated with hospital readmission risk.
CMOs looking to reduce costly hospital readmissions should pay closer attention to their patients’ physical activity in the hospital.
According to recent research, physical function impairments can help predict the risk of readmission. Addressing them could help healthcare leaders reduce readmissions within 30 days—and the reimbursement penalties of up to 3% that can come from the Centers for Medicare & Medicaid Services for those returning patients.
"If you talk to CFOs, they will tell you that the margins are thin in treating Medicare patients, and it is hard to give back 3% of your reimbursement," says John Romano, acting CMO of Fremont, California-based Washington Health.
ZoomCare is confident that it can make serving Medicare beneficiaries financially sustainable.
While some clinics and physician practices are withdrawing from serving Medicare beneficiaries, Tigard, Oregon-based ZoomCare is doubling down on Medicare services.
The Centers for Medicare & Medicaid Services have been scaling back on reimbursement for Medicare services, most recently implementing a 2.8% reduction in physician reimbursement as part of the 2025 Physician Fee Schedule. Physician reimbursement from Medicare decreased 29% from 2001 to 2024, according to the American Medical Association.
The reimbursement reductions have driven some clinics and physician practices to stop serving Medicare beneficiaries, but ZoomCare is bucking the trend.
The 47-clinic organization launched serving Medicare beneficiaries in December in part because patients demanded it, according to Mark Zeitzer, MD, CMO of ZoomCare.
"As patients aged and entered Medicare, they were frustrated that they could not see us anymore," Zeitzer says. "It was important for us to take on that population and do it in a high-quality, effective, and efficient way."
ZoomCare also took on serving Medicare patients because it strives to work with other healthcare providers in Oregon and Washington, Zeitzer explains.
"Serving Medicare patients fits with our commitment to partnership," Zeitzer says, "we want to work with other healthcare providers."
ZoomCare provides primary care and urgent care. It also has three emergency care clinics and offers specialty care, including dermatology, women's health, mental health, and podiatry.
Investing in technology
In July, the clinic network invested in a new electronic health record, athenaOne, as part of the effort to serve Medicare beneficiaries and to work effectively with other healthcare providers.
"What's important is that our system connects efficiently and effectively with other systems," Zeitzer says. "You cannot operate in a silo."
Additionally, athenaOne is Medicare-certified, which was not the case with the homegrown EHR that ZoomCare had been using since 2006.
"Medicare certification is a difficult and onerous process, so an off-the-shelf solution like athenaOne was helpful to achieve that certification," Zeitzer says. "If we had tried to get Medicare certification with our homegrown EHR, it would have taken about three years."
Making Medicare services financially sustainable
ZoomCare is confident that it can make serving Medicare patients work financially and sustainably, according to Zeitzer.
"Thousands of people age into Medicare every day—it is an important population," Zeitzer says. "These are often complicated patients, but there are many things we can do to prevent problems down the line and maximize their healthy years."
Managing costs is an essential strategy to serve Medicare beneficiaries, Zeitzer explains.
"We believe that by making healthcare easy and accessible we can reduce costs," Zeitzer says. "By being able to see more Medicare patients and being able to maximize preventative services working with Medicare Advantage contracts, we believe we can serve these patients at a low cost in an efficient and effective way."
Access is pivotal, according to Zeitzer.
"If you can get into your provider, your overall health will be better, you will have less side effects, and you will have lower costs," Zeitzer says. "For example, if you can keep hemoglobin A1C scores low and keep Medicare patients who have diabetes healthier, having more frequent touch points with patients helps to make care cheaper."
Centralizing business functions and clinical services is another way ZoomCare is prepared to serve Medicare beneficiaries, Zeitzer explains.
For example, ZoomCare has a centralized team of nurses that process prior authorizations, and there is always a physician on call to answer questions from doctors and advanced practice providers about complicated cases, Zeitzer says.
A recent study found that measures of physical function, such as grip strength and gait speed, are strongly associated with hospital readmission risk.
CMOs looking to reduce costly hospital readmissions should pay closer attention to their patients’ physical activity in the hospital.
According to recent research, physical function impairments can help predict the risk of readmission. Addressing them could help healthcare leaders reduce readmissions within 30 days—and the reimbursement penalties of up to 3% that can come from the Centers for Medicare & Medicaid Services for those returning patients.
"If you talk to CFOs, they will tell you that the margins are thin in treating Medicare patients, and it is hard to give back 3% of your reimbursement," says John Romano, acting CMO of Fremont, California-based Washington Health.
The recent research, which was published by the Journal of Hospital Medicine, features a systematic review of 17 studies representing 80,000 patients.
The study includes several key findings:
Patients with chronic obstructive pulmonary disease are 10 times more likely to be readmitted within 30 days if their grip strength is weak, compared to patients with normal grip strength.
Impaired gait speed is one of the strongest predictors of readmission risk among patients undergoing transcatheter aortic valve replacement.
Impairments in daily living activities were associated with a higher number of 30-day hospital readmissions among Medicare beneficiaries with a cancer diagnosis.
Hospitalized patients at least 75 years old with low mobility, such as those limited to their beds, are twice as likely to be readmitted within 30 days, compared to those patients who can walk on their own.
Patients with deficits in instrumental activities of daily living (IADL), such as managing a trip to the grocery store, face higher risk of readmission, according to two studies. One study estimated a 17% higher chance of readmission for patients with any IADL limitations as compared with those with no limitations.
"Functional impairments are robust predictors of hospital readmissions in older adults," the journal article's co-authors wrote. "Routine assessment of physical function during hospitalization can improve risk stratification and may support successful care transitions, particularly in older adults."
Why physical function is linked to readmission risk
Physical function reflects the status of several body systems, the lead author of the journal article says.
"Physical function tells us a lot about the musculoskeletal system and the cardiovascular system as well as a patient's cognitive status and psychosocial well-being," says Erin Thomas, PT, DPT, associate professor of practice at The Ohio State University College of Medicine‘s School of Health and Rehabilitation Sciences. "Physical function gives us a lot of insight, and when physical function is compromised, patients are at higher risk for readmission."
Romano says hospitalization can compromise a patient’s physical function.
"We know that movement and activity both promote health," he says. "Hospitalized patients are inherently at risk of physical decline due to their medical needs and their need for bed rest most of the time. Hospitals are a disruptive environment for rest and recovery. For example, you can get awakened early in the morning for blood draws."
At Washington Health, which includes a 415-bed acute-care hospital, Romano says about 60% of the hospital's patients automatically work with physical therapists. That figure is likely to increase, he says, with the findings of the journal article and other research.
"Now, there are more and more protocols for post-surgical care to optimize early mobility because we know that if patients stay in bed they are not going to get well," he says.
Measuring physical function
Thomas says there are many ways to assess physical function.
"You can look at strength," she says. "You can look at mobility issues such as walking. You can look at how a person is able to handle their activities of daily living such as managing bathing and dressing. The are many opportunities for clinicians and nurses to look at physical function and to think inter-professionally about physical function."
Given the research, Thomas and Romano say, hospital leaders should prioritize assessing physical function during a hospital stay.
"An important finding of our study was the importance of routine measurement of physical function," Thomas says. "In addition, you need to recognize that physical function is like a vital sign. We should be checking physical function early and frequently during a hospitalization. This can help identify patients who are at risk for readmission."
"We want to be able to identify the deficits, then provide the tools for measurement similar to lab tests for diabetes, where you measure the blood sugar," Romano says. "You measure to understand what the problem is initially. Once you identify the problem, you apply modalities to improve it."
Improving transitions of care
Understanding a hospitalized patient's physical function impairments can also improve transitions of care, Thomas and Romano say.
"Knowing about physical function impairments helps us to plan and think about where an individual should go after a hospitalization," Thomas says. "It helps us make sure we are making the right decisions for post-acute care. For some individuals, it may not be safe for them to go home. They might need to go to a skilled nursing facility or a rehab facility."
"When a patient is discharged, we have a case manager who looks at all of the patient's needs and recommends to the attending physician what to order for the patient's post-hospitalization," Romano says. "Now, because we have measures of physical function, we can apply that same process for the patient's activity needs."
Health systems and hospitals should have social media policies but should avoid limiting protected speech, a legal expert says.
Social media can be a powerful tool for CMOs, other healthcare leaders, and physicians. However, there are pitfalls.
A recent pitfall example is a wrongful termination lawsuit filed in North Carolina by a pharmacist who had complained on LinkedIn about inadequate staffing at her hospital and its corporate parent, HCA Healthcare. The lawsuit claims the pharmacist was fired to silence her and cover up staffing shortages at Mission Hospital in Asheville, North Carolina.
The firing of the pharmacist puts Mission Hospital and HCA Healthcare in legal jeopardy. According to Amanda Hill, JD, founder of Hill Health Law Group, health systems and hospitals should have social media policies, but there are limits to restricting speech on social media platforms.
"There is a fine line in setting rules," Hill says. "That is why you should have your social media policy reviewed by legal counsel. Sometimes, organizations go too far. They say you cannot talk about your pay and workplace conditions. But that is protected speech."
Suzanne Wenderoth, MD, is executive vice president and CMO of Tower Health. Photo courtesy of Tower Health.
Stephanie Duggan, MD, is chief clinical officer of SSM Health. Photo courtesy of SSM Health.
