- Buying a small building or park a nice trailer next to the ER.
- Get a few family docs and pay them a ton and I mean a ton (these are the toughest patients in the world).
- Give them adequate staff to call these patients, visit these patients, etc.
- Lastly, pay each of these patients $50 to show up to their regular visits.
- Sorry, and one more thing, remove the EMTALA law for these patients and have a staff member (runner) literally walk them over from the ER to this new clinic when they show up.
- The hospital and government would save millions of dollars each year.
- Dr. Brenner said that in an ideal primary care practice, RNs would handle the well-child visits, the sore throats, and the simple medication adjustments.
- “We need to industrialize primary care so that it becomes highly reliable, it becomes protocolized, standardized, and delegated so that we can stand out on a limb and customize and individualize for the sickest and most challenging patients,” Dr. Brenner said
- He wants to see nurses and project managers given the chance to run clinical care teams.
- The coalition also relies heavily on Americorps volunteers.
- “It’s time we got out of the way and let our nurse colleagues get into the game,” Dr. Brenner said. “I think their training is much better suited, frankly, for running teams, for working collaboratively, and for really improving quality and reducing costs.”
As you can see, Dr. Brenner and I do not have the same plan. Trust me, I want to delegate the time wasting stuff too but I define that as clerical work and computer entry not CLINICAL CARE! He wants to dilute healthcare by having lesser educated and lesser trained people deliver it. He wholeheartedly supports INDUSTRIALIZED MEDICINE (mooooo go the cows) versus AUTHENTIC MEDICINE. I fight every day against the concept of industrialized medicine and will continue that battle forever.
Dr. Brenner said that he knows firsthand what’s like to try to do it all – that was his approach in his own practice. He had a completely paperless office and open-access scheduling, but he tried to make everything work by simply working harder. Ultimately, declining reimbursement from payers made it impossible to keep the doors open.