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Continuing development in leadership and management
Published in John Wattis, Stephen Curran, Elizabeth Cotton, Practical Management and Leadership for Doctors, 2019
John Wattis, Stephen Curran, Elizabeth Cotton
There are a range of roles in medical leadership and management and some of these have been discussed in Chapter 1, and the main roles and responsibilities of the Medical Director are summarised in Table 1.2. The terminology can be confusing and although Medical Director and Deputy Medical Director have a consistency of meaning across services, other terms such as Associate Medical Director, Clinical Director, Programme Director, Clinical Lead and Head of Service will vary across organisations and over time. When applying for a leadership role or aiming to develop your knowledge and skills for a particular role, it makes sense to focus on the key aspects of the role, usually outlined in a job description. The authors advocate a developmental approach to acquiring the knowledge and skills required for leadership roles, rather than attending a series of ‘random’ courses in the hope that this, over time, will equip you with the skills and knowledge you need and as such it’s important to plan your training. The approach used for clinical development is a good model. Training and development should to be over time, and although there will be a specific period of training and development, it needs to be ‘life long learning’. There should be experience of both practical and academic aspects, with opportunities for contemporaneous feedback, reflection and learning. Your organisation should support your educational and training needs, but you also need to ensure these are aligned with the needs of your organisation so you can both benefit.
The Role of the Physician in Hospice
Published in Bruce Jennings, Ethics in Hospice Care: Challenges to Hospice Values in a Changing Health Care Environment, 2018
Being relieved of responsibilities directly related to the function of the team allows the hospice medical director to focus on the medical care delivered in the hospice program as a whole. In this way, the medical director can devote attention to such activities as the evaluation of the overall quality of patient care provided by the hospice, the supervision of the hospice team physicians, education and training of hospice staff, and direct participation in administrative functions of the hospice program. They also have time available to provide increased community professional education and liaison activities, and can involve themselves in developing and participating in medical education programs and palliative care research projects (Hadlock 1983, Kinzbrunner 1993, Academy of Hospice Physicians 1993a, Vitas Healthcare Corp. 1993b, Williams 1993).
A historical perspective on medical leadership
Published in Peter Spurgeon, John Clark, Chris Ham, Sir Bruce Keogh, Medical Leadership: From the Dark Side to Centre Stage, 2017
Peter Spurgeon, John Clark, Chris Ham, Sir Bruce Keogh
In addition to the appointment of clinical directors, hospitals appointed a medical director. The vast majority of these were again appointed on the basis of seniority, willingness, interest, etc., and not on any formal assessment of leadership competence or indeed by competition. Initially, most medical directors did not accept any reduction in clinical sessions and were offered additional sessions in recognition of their leadership activities.
State Requirements for Medical Directors in the United States
Published in Prehospital Emergency Care, 2023
Travis Sharkey-Toppen, Jordan D. Kurth, Osama Saadoon, Betty Yang, Emily Gibbons, Jonathan R. Powell, Ashish R. Panchal
The primary information collected for each state was the minimum education required to serve as a medical director, divided into five categories: (1) non-physician, (2) licensed physician, (3) general (any specialty) board eligible, (4) general board certified, and (5) emergency medicine board certified. If two levels of education were allowed (e.g., board eligible in emergency medicine or board certified in surgery), board eligibility was considered the lower requirement. Secondary data were collected to assess the duties of each medical director, including (1) quality improvement and assurance, (2) EMS oversight, (3) EMS clinician training, (4) EMS credentialing, (5) remediation and suspension, and (6) protocol development. These duties were also evaluated for state-defined differences in medical director’s responsibility for either a BLS or ALS service.
Effect of a Mobile Integrated Hospice Healthcare Program on Emergency Medical Services Transport to the Emergency Department
Published in Prehospital Emergency Care, 2022
Amelia Breyre, Michael Taigman, Angelo Salvucci, Karl Sporer
This retrospective observational study evaluated the effect of an MIHH program in Ventura County. Ventura County is a 2,208 square mile county with a population of 823,318, spanning both urban and rural communities and an average annual volume of 70,000 EMS calls (12). This project was a collaboration between the Ventura County EMS agency, local transporting agencies (American Medical Response (AMR) Ventura, Gold Coast Ambulance, Lifeline Medical Transportation) and local hospice providers (Assisted Hospice Care of Ventura and Thousand Oaks, Livingston Memorial, Roze Room Hospice, TLC Hospice). Medical oversight of the project was provided by a committee of stakeholders including hospice medical directors, the County EMS medical director and members of the County Department of Public Health. The Ventura County Medical Center Institutional Review Board, a Division of the Ventura County Health Care Agency associated with the UCLA School of Medicine, granted institutional review board approval. This project adhered to the strengthening and reporting of observational studies in epidemiology (STROBE) checklist as applicable.
Position Statement: Mass Gathering Medical Care
Published in Prehospital Emergency Care, 2021
Asa M. Margolis, Alison K. Leung, Matt S. Friedman, Sean P. McMullen, Francis X. Guyette, Nathan Woltman
The Medical Director should:Be a physician who is knowledgeable regarding EMS, emergency medical conditions, and their treatment, as well as logistical and personnel limitations inherent in mass gatherings.Have an active leadership role in developing the event Medical Plan, which should be documented on Incident Command System (ICS) Form 206, and provide oversight of the development of the Safety Plan, which should be documented on ICS Form 208.Oversee EMS clinician credentialing and their treatment capability with respect to local scope of practice and protocols.Participate with other key members of the unified command system in preplanning for MCIs at the event, including law enforcement, fire, rescue, and EMS operations leadership.