Overland Park Regional Medical Center
2017 Report for Physicians
What’s inside... 4
Letter from Chief Medical Officer, George Stamos, MD
5
2017 in Review
7
About Overland Park Regional Medical Center
9
About HCA Midwest Health
11
Physician Engagement Survey Overview
19
Physician Performance Improvement Initiatives
23
Residency Program
25
Our People
27
Networking with Colleagues
29
Physician Continuing Education Opportunities
30
Overland Park Regional Medical Center Services and Specialties
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colleagues Dear Colleagues,
Unsurprisingly, our participation rates for the survey
As physicians, we're practicing in a time of
are extremely high—nearly 98 percent from eligible
unprecedented change. From the technology we use, to the ways we communicate and even the patient conditions we see, our world is evolving. One thing that hasn't changed at Overland Park Regional Medical Center, however, is our shared commitment to delivering the highest level of care for our communities. I'm continually impressed and gratified by the caring, professionalism and engagement exhibited by our medical staff, so thank you. In that spirit, I'm pleased to introduce Overland Park Regional Medical Center's 2017 Report for Physicians. This report reflects the feedback from our annual physician engagement survey, showcasing the areas that make our hospital special, and more important, providing detail on the many initiatives we're implementing for an ever-better physician and patient experience. Overland Park Regional Medical Center has many aspects that set it apart—the only nationally accredited Level II Trauma Center, Level III Neonatal Intensive Care Unit, and only Pediatric Intensive Care Unit in Johnson County, our award-winning stroke and heart care, and much more. But I truly believe we are most differentiated by the spirit of collaboration and
physicians in 2016. It is to your credit that hospital leadership understands where we excel and where we need improvement to continue offering a supportive environment for physicians, and a safe, best practiceoriented one for patients. As you read through, I hope it's evident to you that we heard and are responding to the feedback you provided, and that we have aggressive action plans in place to address your concerns and to build on our areas of strength. Among them: • A new Hospitalist team, recruited directly in response to your feedback • Soon-to-launch residency programs • Added physician depth with a new trauma surgeon and new general surgeons • Additional coverage in ICU with a new critical care physician and mid-level providers • Continued efforts to achieve Level I Trauma Center status I hope you enjoy reading about the ways we're improving care in our communities. With your input and help, we're building a better, stronger Overland Park Regional Medical Center. Thank you for all you do every day.
open communication evident in every facet of our organization. From administration to clinical leadership to bedside teams, everyone works together for the good of our patients. George Stamos, MD Chief Medical Officer
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Year in Review
2017 annualized based on volumes through September 2017
patient admissions 2015 - 11,108 2016 - 11,351 2017 - 11,127 annualized
deliveries 2015 - 3,331 2016 - 3,192 2017 - 2,916 annualized
NICU admissions 2015 - 615 2016 - 555 2017 - 528
annualized
trauma activations 2015 - 475 2016 - 502 2017 - 480
annualized
surgeries IP 2015 - 2,359
2016 2017 OP 2015 2016 2017
-
2,185 2,364 3,026 3,125 3,353
annualized
annualized
ER visits 2015 - 38,899 2016 - 43,372 2017 - 45, 132 annualized
admissions via ER 2015 - 7,230 2016 - 7,686 2017 - 7,484
annualized
outpatient visits 2015 - 42,504 2016 - 44,598 2017 - 45,055 annualized
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“Excellent institution striving to give good quality service and care, and still cares and respects its physicians and employees.” ◀6
About Overland Park Regional Medical Center
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Overland Park Regional Medical Center (OPRMC),
American Heart Association and American Stroke
part of HCA Midwest Health, Kansas City’s
Association. The Breast Center of Overland Park
leading healthcare provider, is a licensed 350-bed
Regional Medical Center is accredited by the
facility offering acute and outpatient medical care
National Accreditation Program for Breast Centers
services, including a Regional Trauma Center,
(NAPBC), which is administered by the American
an Accredited Chest Pain Center, The Women’s
College of Surgeons. Accreditation by the NAPBC
Center, a Level IIIB NICU, dedicated Pediatric
is only given to those centers that have voluntarily
Emergency Department, Johnson County’s only
committed to provide the highest level of quality
Pediatric Intensive Care Unit, the Human Motion
breast care and that undergo a rigorous evaluation
Institute, advanced diagnostic imaging, a Diabetes
process and review of their performance.
Center and many other services.
In addition, the HCA Midwest Neonatal Transport
Overland Park Regional Medical Center was
Team, serving Kansas City and outlying regions, is
named one of the nation’s top performing
headquartered at Overland Park Regional Medical
hospitals on key quality measures by The Joint
Center. Overland Park Regional Medical Center
Commission, the nation’s leading accreditor of
dedicated a historic $110 million expansion
healthcare organizations. Overland Park Regional
in August 2014, including a new patient tower,
Medical Center has received the Get With The
Emergency Department, and Trauma Center. For
Guidelines® Stroke - Gold Plus Honor Roll Elite
more information on Overland Park Regional
Performance Achievement Award from the
Medical Center, visit oprmc.com.
fast facts Overland Park Regional Medical Center Fast Facts
350+ beds
700+
providers
1
dedicated pediatric Emergency Department
616
1,300+
2
4
nurses
free-standing Emergency Departments (Olathe and Shawnee)
staff
CareNow urgent care centers in Johnson County, including afterhours Pediatrics
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About HCA Midwest Health
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“Love Overland Park Regional Medical Center. Great place to practice. NICU is top shelf!”
HCA Midwest Health is the Greater
the region, offering residents access
Kansas City area’s largest healthcare
to physicians, services and a wealth
network with 7 acute care hospitals,
of other healthcare resources
1 psychiatric hospital, 3 managed
within their own communities. The
partner hospitals, outpatient centers,
physicians, licensed professionals and
clinics, physician practices and surgery
support staff who comprise the HCA
centers—all focused on delivering
Midwest Health team are dedicated
exceptional healthcare services to the
to improving healthcare in Greater
residents of the community.
Kansas City and the outlying areas by
At HCA Midwest Health, everything we
focusing on five guiding principles:
do is designed to benefit patients in the communities we serve. We know that area residents, like most patients everywhere, prefer
Quality · Service People · Growth · Value
to be treated close to home. Our system consists of the area’s largest
We strive to provide the highest-quality
hospital network and largest physician
and most cost-effective care in the
group, 11 ERs conveniently located
metro area by employing experienced
throughout the region and 10 urgent
professionals and creating an
care locations across the metro
exceptional work environment. We
area, which allows us to easily direct
continue to invest in technology and
patients to the right care, in the right
expand our services and facilities
place, at the right time. The HCA
to ensure we are effectively meeting
Midwest Health presence extends
community needs. And we partner with
throughout the metro area and well
numerous local charitable and civic
into the surrounding communities.
organizations to provide leadership,
Outreach sites are located throughout
volunteers and funding.
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Physician Engagement Survey Overview Your voice is heard—physician feedback in action SURVEY BACKGROUND In 2016, 145 eligible Overland Park Regional
excellent level of participation that reflects the
Medical Center physicians were asked to
commitment of our physicians to communicate
participate in the engagement survey. Of those,
concerns and offer constructive feedback with a
nearly 98 percent completed the study—an
goal of constant improvement.
PHYSICIAN ENGAGEMENT
46 percent of our physicians are classified as highly engaged HIGH
46.3% 33.8%
MEDIUM LOW
19.9%
2016 PERCENT HIGH 2014 PERCENT HIGH 2012 PERCENT HIGH
46.3% 32.9% 27.5%
2016 HIGH PERCENTILE
95.3%
2014 HIGH PERCENTILE 2012 HIGH PERCENTILE
80.0% 71.1%
0% 20% 40% 60% 80% 100%
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Physicians were asked to evaluate two overall aspects: The hospital as a place to practice medicine, and the overall quality of care. Additionally, physicians were asked to rate 11 key service areas of the hospital: • Nursing Care
• Surgical Services
• Emergency Services
• Radiology Services
• Anesthesia Services
• Hospitalist Services
• Administration
• Laboratory Services
• Patient Safety
• EMR System
• Pathology Services
OUR RESULTS PHYSICIAN PERCEPTIONS OF PLACE TO PRACTICE MEDICINE
More than 90 percent of physicians responded positively to this question with the most common answer being "very good."
EXCELLENT
37.0%
VERY GOOD
39.3% 16.3%
GOOD FAIR POOR
2016 % EXCELLENT 2014 % EXCELLENT 2012 % EXCELLENT
5.2% 2.2%
37.0% 35.6% 48.0%
2009 % EXCELLENT
53.3%
2016 EXC PERCENTILE
49.4%
2014 EXC PERCENTILE 2012 EXC PERCENTILE 2009 EXC PERCENTILE
43.8% 71.0% 88.1%
0% 20% 40% 60% 80% 100%
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Physician Engagement Survey Overview (cont'd)
QUALITY OF CARE
More than 95 percent of physicians responded positively to this question with the most common answer being "very good." EXCELLENT
33.1%
VERY GOOD
45.1% 18.8%
GOOD FAIR POOR
2016 % EXCELLENT 2014 % EXCELLENT 2012 % EXCELLENT
2.3% 0.8%
33.1% 30.8% 39.2%
2009 % EXCELLENT
2016 EXC PERCENTILE 2014 EXC PERCENTILE 2012 EXC PERCENTILE 2009 EXC PERCENTILE
48.9%
37.6% 32.3% 54.2% 83.9%
0% 20% 40% 60% 80% 100%
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SERVICE AREAS
Physicians rated each of these 11 key service areas. 79.3%
EMERGENCY SERVICES ADMINISTRATION
71.6% 50.5%
ANESTHESIA SERVICES
49.4%
NURSING CARE RADIOLOGY SERVICES
42,4%
LABORATORY SERVICES
40.6%
PATIENT SAFETY
40.4% 31.3%
PATHOLOGY SERVICES HOSPITALIST SERVICES
17.4%
SURGICAL SERVICES EMR SYSTEM
9.6% 3.6%
0% 20% 40% 60% 80% 100%
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Physician Engagement Survey Overview (cont'd)
HISTORICAL COMPARISONS & GOALS
Of the 13 categories surveyed, physician perception improved in six areas since our last survey, while it declined in seven.
SURVEY AREAS
2016 % EXCELLENT
NET CHANGE
90th PERCENTILE % EXCELLENT
ADMINISTRATION
21.9%
29.5%
+7.6
41.1%
RADIOLOGY SERVICES
30.2%
35.1%
+4.9
56.4%
PATIENT SAFETY
28.8%
32.8%
+4.0
55.2%
NURSING CARE
27.3%
31.1%
+3.8
50.3%
QUALITY OF CARE
30.8%
33.1%
+2.3
59.7%
PLACE TO PRACTICE
35.6%
37.0%
+1.4
58.0%
EMERGENCY SERVICES
42.6%
41.2%
-1.4
49.7%
PATHOLOGY SERVICES
33.1%
31.7%
-1.4
56.9%
LABORATORY SERVICES
33.5%
31.1%
-2.4
50.8%
ANESTHESIA SERVICES
48.9%
43.4%
-5.5
59.7%
7.7%
1.5%
-6.2
20.5%
HOSPITALIST SERVICES
27.4%
19.6%
-7.8
55.2%
SURGICAL SERVICES
24.8%
16.2%
-8.6
47.9%
EMR SYSTEM
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2014 % EXCELLENT
“We are very excited about the addition of the pediatric unit and where that will take OPRMC in the years to come.” KEY DRIVERS Overland Park Regional Medical Center's Key
For each of the service lines, the survey results
Drivers of Excellence are those areas that are of
revealed a specific question that served as the
the greatest importance to physicians on staff.
Key Driver of Excellence, and drove physician
These are not necessarily areas where the hospital
perceptions of that service line. The Key Drivers of
is performing well or poorly, but areas that have
Excellence formed the foundation of action plans
the greatest influence on physicians' overall
created in response to 2016 survey results.
perception. The survey cited "Nursing Care" as the top Key Driver of Excellence for both "Place to Practice," and "Quality of Care." KEY DRIVERS OF EXCELLENCE®
KEY DRIVERS OF EXCELLENCE®FOR OVERALL AREAS Place to Practice Nursing Care (#1) Surgical Services (#2) Administration (#3)
Quality of Care Nursing Care (#1) Patient Safety (#2) Surgical Services (#3)
KEY DRIVERS OF EXCELLENCE®FOR SERVICE AREAS Nursing Care EMR System Surgical Services Anesthesia Services Laboratory Services Pathology Services Radiology Services Emergency Services* Hospitalist Services Administration Patient Safety
Care/Treatment of Patients Ease of Using Computerized Physician Order Entry Competency of OR Staff Level of Competence Timeliness of Results Timeliness of Reports Communication with Physicians Appropriate/Efficient Workups by ER Physicians Level of Competence Willingness to Involve Physicians in Strategic Decisions Initiatives to Improve Patient Care Relative to Safety Issues
* Indicates Top Performer
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ACTION PLANS MOVING FORWARD Action plans have begun or are being implemented for
physicians as a Key Driver. Underpinning all action plans
each Key Driver of Excellence cited by physicians. The
is an emphasis on open communication and discussion of
plans are not limited to only those areas cited as needing
issues, and constructive plans to resolve them. Physician
improvement, but also encompass any area deemed by
feedback is incorporated in all areas.
SERVICE AREA
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KEY DRIVERS OF EXCELLENCE
ACTION PLANS
Nursing Care
Patient care/treatment
More closely collaborate with physicians Enhance responsiveness to patient/family needs through hourly rounding; intervention for units not performing optimally Leverage StaRN program to enhance communication and overall nursing care Enhance communication and education for nurses around patient status best practices
Radiology Services
Communication with physicians
Utilize physician feedback to improve reliability and communication of interpretations Emphasize adherence to turnaround standards Ensure physicians are aware of new procedure capabilities
Administration
Willingness to involve physicians in strategic decisions
EMR System
Ease of using computerized physician order entry
Surgical Services
Competency of OR staff
Anesthesia Services
Communication with Physicians
Form Physician Advisory Boards Utilize physician input/involvement in service line growth initiatives Implement performance improvement projects for all service lines
Form Physician Advisory Group Continue communication, training and access to support Physician Advisory Group Utilize provider feedback to enhance specifics of Meditech
Continue OR staff competency training Leverage physician PI project to improve room turnover time Add/replace surgical equipment based on surgeon input Establish OR director/manager as escalation points for surgeon concerns
Refine desired communication methods based on physician feedback Establish practice standards to improve communication and practice with regard to patients during surgery Increase anesthesia availability for in-patient pre-op assessments
“Overland Park is very committed to improving patient care at every opportunity as well as the education and competence of its staff. ” SERVICE AREA
KEY DRIVERS OF EXCELLENCE
ACTION PLANS
Laboratory Services
Timeliness of results
Set/communicate appropriate expectations on results turnaround times in stat vs. routine instances Establish escalation process Establish tracking process for requested tests not currently available Establish escalation for questionable results Develop reporting method to physician leadership
Pathology Services
Timeliness of reports
Communicate appropriate expectations for turnaround times on pathology reports Establish escalation process for untimely results Establish communication protocol with pathology based on physician requests
Emergency Services
Appropriate/efficient workups by ER providers
Hospitalist Services
Patient Safety
Level of competence
Initiatives to improve quality of patient care relative to safety issues
Share success stories Provide updates on new processes Better communicate the "why" behind certain workups Communicate process times
New hospitalist team recruited
Implement Team STEPPS and use of Just Culture Antibiotic Stewardship Program Implement Critical Knowledge class Enhance certifications Leverage RN Residency and StaRN programs Utilitze Code Sepsis
Implement: · Noninvasive/hemodynamic tool · Virtual sitter technology · Halo expansion · Shared governance · Increased psych coverage · Nursing Advisory Council · Chest Pain observation unit
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Physician Performance Improvement Initiatives Driving continuous improvement The desire and the drive for consistent
valuable aspects of PI projects is the
improvement runs throughout Overland
proactive communication of the actual
Park Regional Medical Center. Nowhere
performance data—whether positive or
is that more evident than in the breadth
negative—to the medical staff.
and depth of the hospital's Performance
"Our data must be accurate, valid and
Improvement (PI) initiatives in which physicians play a key role. With an eye toward keeping patients safe and delivering quality care, PI projects are aligned with overall hospital strategies and encompass all departments and service lines.
to show physicians the 'how' of the results," says Bowden. "The great thing about our medical staff is that often we will simply provide the data, and if they see a need for improvement, our physicians will come up with the plans
"Performance Improvement initiatives
themselves. They are very open to
are designed to fall within three main
change and making improvements when
categories," explains Elizabeth Bowden,
they understand the 'why.'"
RN, MSN, Director of Quality. "Initiatives
Bowden and the PI implementation
geared toward patient safety; efficiency programs to ensure we are seeing patients in a timely manner and using our resources to the fullest benefit; and outcomes-based initiatives." Underpinning all PI projects is a commitment to open communication and transparency of the results. In fact, one of the most significant and
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meaningful, and we need to be able
team credit OPRMC physician leaders and PI "champions" for the buy-in and engagement in PI as well as for the sense of collaboration and shared accountability that ensures crossdepartmental success.
MORTALITY INDEX REDUCTION The Mortality Reduction Initiative is a multi-
physicians. Under the guidance of Chief Medical
faceted project that targets the very core of
Officer George Stamos, MD, Trauma Department
patient care and supports a public measure of
Chair Don Fishman, MD, and Pediatric Department
performance. The PI team began by diving into
Chair Thomas Lancaster, MD, education and
the data to uncover the drivers for the higher-
communications were implemented for physicians
than-desired mortality rate. After concluding there
to document with “key words” correlating more
were no standard of care or quality issues, the
accurately with coding. Within one month the
team discovered some flaws in the way conditions
coding improvement goal was met, followed by a
and outcomes were being coded to accurately
continued positive trend, which more accurately
represent the severity of illness for this patient
reflects the actual level of care.
population. One of the contributions to the coding opportunities was related to documentation of the
1Q16
2Q16
3Q16
4Q16
1Q17
2Q17
CARDIOLOGY
1.44
0.61
0.62
2.19
0.83
0.89
MEDICINE
0.82
1.60
1.01
1.30
1.36
0.76
1.03
NEUROLOGY
0.83
2.13
1.05
1.52
0.65
0.92
0.81
NEUROSURGERY
2.36
ORTHOPEDICS
2.26
NEONATOLOGY
1.46
1.23
2.58
0.76
1.18
0.93
GENERAL SURGERY
0.85
0.98
2.27
1.32
0.97
1.27
0.98
PULMONARY
0.64
0.87
0.56
0.70
1.58
0.42
0.44
TOTAL
1.19
1.16
1.40
1.25
1.17
0.79
0.59
MORTALITY INDEX
3Q17
2.65
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Featured Performance Improvement Initiatives SEPSIS INITIATIVE Sepsis is a condition that has received
collaboration to ensure patients are identified
widespread attention in the medical
and treated as soon as possible. With a large
community and general public. The sepsis
percentage of these patients being initially
treatments are extremely time sensitive,
seen in the emergency department (ED), the
meaning the sooner the patient receives the
sepsis committee engaged the ED medical
interventions, the better the outcome and
staff to meet the timed metrics. Under the
the lower the chance of mortality. Overland
guidance of Jared White, MD, the ED providers
Park Regional physicians followed the lead
were educated on the bundled interventions
of James Kaplan, MD, a champion for the
necessary for care. Subsequent data
sepsis committee. The committee fosters
displayed positive patient outcomes.
Overland Park Main - Mar 2017 - Aug 2017
42%
23%
22% 16% 8%
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68% 41%
83% 25%
74% 52%
56% 36%
75% 50%
Mar 2017
Apr 2017
May 2017
Jun 2017
Jul 2017
4% 71% 67%
Aug 2017
Increase Cardiac Rehab Outpatient Referral on all PCI Patients Goal: 100% CARDIAC REHAB OUTPATIENT REFERRAL 2017 % of Outpatient Cardiac Rehab Referrals Heart studies show that patients who receive cardiac intervention will experience better long-term success if they receive cardiac rehab soon after intervention. Overland Park Regional Medical Center's cardiovascular department devised a process to ensure physicians were providing this direction and encouragement to patients. One important aspect of any PI project—in addition to driving change initially—is to sustain the results. The
Increase Cardiac Rehab Outpatient Referral on all PCI Patients Jan Feb Mar Apr May Jun Jul Aug Jan
Feb
Mar
Apr
cardiology department has maintained
100 percent for post cath referrals since November 2016. The continued focus on
May
Jun
Goal: 100%
Jul
Aug
% of Referrals .......Linear (% of Referrals)
2016 % of Outpatient Cardiac Rehab Referrals
this project has led outstanding outcomes driven by evidence-based care.
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
% of Referrals .......Linear (% of Referrals)
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Residency Programs
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“Graduate Medical Education Programs make us a better hospital.”
New residency programs at Overland Park Regional Medical Center In 2018, Overland Park Regional
For physicians, the addition of second-
Medical Center will enter a new phase
and third-year residents means support
with the launch of two new physician
for on-call coverage.
residency programs—Internal Medicine
The first program to launch will be
and Surgery. In 2019, the hospital will add an OB/GYN residency program.
Internal Medicine, slated to start July 2018, with 12 residents. Clinical
The new residency programs will
coordinators have already been recruited
benefit multiple areas—our patients,
and space is currently being built out.
the hospital and community, and new medical school graduates. "There is a huge need for residency programs," says George E. Stamos, MD, OPRMC chief medical officer. "This is a way that we can help alleviate the coming physician shortage and also recruit and train young new physicians. Residency programs are also the way to expand our staff and knowledge and differentiate ourselves as a medical center."
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Front left to right: Rabiya Suleman, MD; Daniel Farrell, MD; George Stamos, MD; Scott Rawson, MD; Peter Park, MD; Thomas Lancaster, MD Back left to right: James Kaplan, MD; Jay Helsel, MD; Jared White, MD; Molly Black, MD; Joseph Varriano, MD; Dena Hubbard, MD; Tarek Darwish, MD; Devamurugan Chandramohan, MD; Kevin Policky, MD; Matthew Sigley, DO
Our People
Overland Park Regional Medical Center has a long history of physician strength, expertise and leadership. Our physician leaders represent a diversity of specialties, and decades of patient care experience. The leadership team serves as an invaluable resource to medical and hospital staff driving improvements, advocating for patients and colleagues, and working toward consistent improvement and differentiation.
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“The administration is very responsive. They make a continued effort to engage staff and physicians, and have made the work environment more open and collaborative than in years past.” Medical Staff Officers President—Daniel Farrell, MD President-elect—Joseph Varriano, MD Past President—James Kaplan, MD Secretary/Treasurer—Devamurugan Chandramohan, MD Members-at-large—Dena Hubbard, MD; Tarek Darwish, MD
Department Chairs/Vice Chairs ANESTHESIOLOGY
PATHOLOGY
Kevin Policky, MD – Chair
Jay Helsel, MD – Chair
Scott Henderson, MD – Vice Chair
PEDIATRICS
CARDIOVASCULAR SERVICES
Thomas Lancaster, MD – Chair
Peter Park, MD – Chair
James "Eddie" Hulse, MD – Vice Chair
Rajendran Sabapathy, MD – Vice Chair
RADIOLOGY
EMERGENCY MEDICINE
Matthew Sigley, DO -- chair
Jared White, MD – Chair
Bertrand Gallet De St. Aurin, MD -- vice chair
Christopher Ralph, MD – Vice Chair
SURGERY
MEDICINE
Molly Black, MD -- chair
Scott Rawson, MD – Chair
Justin Davis, MD -- vice chair
Vijaya Samuel, MD – Vice Chair OB/GYN Rabiya Suleman, MD – Chair Joseph "Tony" Heit, MD – Vice Chair
TRAUMA Don Fishman, MD -- chair Adam Kaye, MD -- vice chair
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Networking with Colleagues In addition to professional offerings, Overland Park Regional Medical Center also hosts an array of social and networking events, giving providers the opportunity to interact with colleagues in informal situations. Whether competing at Top Golf or sitting outside enjoying the sound of a doctor-led band, the hospital's staff enjoys the well-deserved downtime together.
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Physician Continuing Education Opportunites Excellence in patient care starts with expertise and
2017 CME Programs:
a commitment to ongoing training. Overland Park
Regularly scheduled series
Regional Medical Center offers physicians a robust Continuing Medical Education (CME) calendar with regularly held events such as our multidisciplinary breast case conferences and neonatal lecture series, as well as ad hoc programs encompassing an array of specialties and topics. The hospital's CME program is accredited by the Kansas Medical Society, and all offerings are designed to maximize our physicians' time and support their efforts to enhance their skills, expertise and overall knowledge. Over the past year, our hospital has provided 33 CME events which drew more than 500 attendees.
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• Multidisciplinary Breast Case Conference • Quality Orientation Program • Trauma M&M Conference • Neonatal Continuing Education Lecture Series • Emergency Department Journal Club • Inter-disciplinary Quarterly Conference Additional Programs • Acute Pain Service: Past, Present and Future • Annual Stroke Symposium • Annual Neonatal Symposium
Our Services and Specialties Ambulatory Surgery Centers Cardiology Cardiac MRI Dentistry Diabetes Emergency Services – Level II Trauma Center Gastroenterology Intensive Care Unit Joint Replacement Program Laboratory Maternal-Fetal Health Center Neurology/Neurosurgery Pediatric Services · Dedicated Pediatric ER · Level III NICU · Pediatric Intensive Care Unit · Pediatric General and Orthopedic Surgery · Pediatric Specialty Outpatient Services · Pediatric Psychological/Behavioral Services Pulmonary and Respiratory Services Radiology/Imaging Sarah Cannon Cancer Institute Rehabilitation Sleep Lab/Sleep Disorders Center Sports Medicine ·A dolescent/Adult Orthopedics · Concussion Management Program · Therapeutic Sports Programs
Surgery · Cardiothoracic · ENT · Gastroenterology · General · Gynecology - Center of Excellence in Minimally Invasive Gynecologic Surgery (COEMIG) · Ophthalmology · Oral and Maxillofacial Surgery · Orthopedic · Robotics · Pain Management · Plastic · Podiatry · Vascular Women’s Center ·B reastfeeding Support Groups · Certified Nurse Midwives · Fertility and Family Planning · Gynecologic Oncology · Gynecology · Labor and Delivery Unit · Maternity Navigators · Obstetrics · Urogynecology · Women’s Heart Health · Women’s Imaging
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Overland Park Regional Medical Center 10500 Quivira Road, Overland Park, KS 66215 (913) 541-5000 • oprmc.com