St. Luke’s Medical Staff Retreat
November 2007
Summary and Recommendations*
On November 10, 2007, the Medical Executive Committee of St. Luke’s Hospital and invited guests of the medical staff met for a day long retreat in response to Dr. Martin Brotman’s announcement that California Pacific Medical Center plans to close inpatient care at the St. Luke’s Campus at the end of 2009.
Robert Kaufman, consultant for Health Futures, presented his group’s recommendations to CPMC concerning ambulatory care strategy for the South of Market area. Dr. William Miller, Chief Medical Executive for St. Luke’s Campus, gave a presentation on the background and rationale for the CPMC Institutional Master Plan.
Dr. Ed Kersh, Vice Chief of Staff, focused the discussion on two key questions: Where would the attendees practice if inpatient care closes at the end of 2009? What does the St. Luke’s medical staff need from CPMC and Dr. Brotman?
The responses to the first question indicated that the vast majority of attendees would relocate their practices if inpatient care was to close, and many would utilize other hospitals besides CPMC.
The MEC and physician leaders were united in their support of the following:
1. St. Luke’s Hospital needs to remain open as an acute care hospital. The proposed development of outpatient clinics is not an acceptable alternative to a functioning hospital that can provide inpatient care. The two concepts are complementary, not mutually exclusive. We believe that St. Luke’s should be revitalized and made into an even more valuable resource for the community. With the right changes St. Luke’s can reduce its financial losses and contribute to the CPMC mission.
2. The dismantling of services at St. Luke’s Hospital must stop immediately. Continued cutting or consolidation of services from St. Luke’s to other Campuses is not conducive to productive dialogue. Although we recognize that changes may need to be made at St. Luke’s, we feel that all stakeholders, including city officials and community advisors, must be involved before any further changes are made at St. Luke’s.
3. In the spirit of partnership and collegiality there must be transparency. Physician leaders of St. Luke’s must be included in discussions regarding changes to our hospital. Major decisions have been made without input from physicians, nurses, other personnel, and especially the community, resulting in anger and alienation. The physicians at St. Luke's would like to play a constructive role in open dialog to help shape a viable and productive future for our Campus.
*This statement was presented by the Medical Executive Committee to, and unanimously affirmed by, the quarterly St. Luke’s Hospital Medical Staff meeting on December 20, 2007.
November 2007
Summary and Recommendations*
On November 10, 2007, the Medical Executive Committee of St. Luke’s Hospital and invited guests of the medical staff met for a day long retreat in response to Dr. Martin Brotman’s announcement that California Pacific Medical Center plans to close inpatient care at the St. Luke’s Campus at the end of 2009.
Robert Kaufman, consultant for Health Futures, presented his group’s recommendations to CPMC concerning ambulatory care strategy for the South of Market area. Dr. William Miller, Chief Medical Executive for St. Luke’s Campus, gave a presentation on the background and rationale for the CPMC Institutional Master Plan.
Dr. Ed Kersh, Vice Chief of Staff, focused the discussion on two key questions: Where would the attendees practice if inpatient care closes at the end of 2009? What does the St. Luke’s medical staff need from CPMC and Dr. Brotman?
The responses to the first question indicated that the vast majority of attendees would relocate their practices if inpatient care was to close, and many would utilize other hospitals besides CPMC.
The MEC and physician leaders were united in their support of the following:
1. St. Luke’s Hospital needs to remain open as an acute care hospital. The proposed development of outpatient clinics is not an acceptable alternative to a functioning hospital that can provide inpatient care. The two concepts are complementary, not mutually exclusive. We believe that St. Luke’s should be revitalized and made into an even more valuable resource for the community. With the right changes St. Luke’s can reduce its financial losses and contribute to the CPMC mission.
2. The dismantling of services at St. Luke’s Hospital must stop immediately. Continued cutting or consolidation of services from St. Luke’s to other Campuses is not conducive to productive dialogue. Although we recognize that changes may need to be made at St. Luke’s, we feel that all stakeholders, including city officials and community advisors, must be involved before any further changes are made at St. Luke’s.
3. In the spirit of partnership and collegiality there must be transparency. Physician leaders of St. Luke’s must be included in discussions regarding changes to our hospital. Major decisions have been made without input from physicians, nurses, other personnel, and especially the community, resulting in anger and alienation. The physicians at St. Luke's would like to play a constructive role in open dialog to help shape a viable and productive future for our Campus.
*This statement was presented by the Medical Executive Committee to, and unanimously affirmed by, the quarterly St. Luke’s Hospital Medical Staff meeting on December 20, 2007.
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