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Sylk Sotto-Santiago,1 Chemen Neal,2 Darren Caudill,1 Amanda Gist,1 Susannah Eastwick,3 Megan M Palmer,4 Mark W Geraci,5 David M Aronoff1 1Department of Medicine, Indiana University School of Medicine, Indianapolis, IN, USA; 2Department of Obstetrics and Gynecology, Indiana University School of Medicine, Indianapolis, IN, USA; 3Kelley School of Business, Indiana University, Indianapolis, IN, USA; 4Department of Emergency Medicine, Indiana University School of Medicine, Indianapolis, IN, USA; 5Department of Medicine, University of Pittsburgh Health Sciences, Pittsburgh, PA, USACorrespondence: Sylk Sotto-Santiago, Department of Medicine at Indiana University School of Medicine, Emerson Hall 305 545 Barnhill Dr, Indianapolis, IN, 46202, USA, Email ssotto@iu.eduPurpose: To develop healthcare professionals as clinical leaders in academic medicine and learning health system; and uncover organizational barriers, as well as pathways and practices to facilitate career growth and professional fulfillment.Methods: The Department of Medicine strategic plan efforts prompted the development of a business of medicine program informed by a needs assessment and realignment between academic departments and the healthcare system. The business of medicine leadership program launched in 2017. This descriptive case study presents its 5th year evaluation. Competencies were included from the Physician MBA program and from specific departmental needs and goals.Results: The program hosted a total of 102 clinical faculty. We had a 37% response rate of those retained at Indiana University School of Medicine. Overall, responses conveyed a positive experience in the course. Over 80% of participants felt that they gained skills in professional reflection, professional socialization, goal orientation, critical thinking, and commitment to profession. Financial literacy was overwhelmingly the skill that was reported to be the most valuable. Finance and accounting were mentioned as the most difficult concepts to understand. Familiar concepts included communication, LEAN, and wellness related topics. One hundred percent of participants said they are utilizing the skills gained in this program in their current role and that they would recommend the course to others.Conclusion: Business of medicine courses are more common now with programs describing elements informed by health system operations. However, few programs incorporate aspects of wellness, equity, diversity, inclusion, and health equity. Our program makes the case for multiple ways to develop inclusive leaders through a focused five-month program. It also recognizes that to really impact the learning health system, health professionals need leadership development and leaders suited to work alongside career administrators, all aiming towards a common goal of equitable patient-centered care.Keywords: business of medicine, professional development, business competencies, health equity, leadership |
