We have been able to develop and execute a strategy of growth that has led to an overall increase in patient clinic volumes, surgical procedures, and referrals. The usual problems associated with enhancement of the call center, maintaining patient satisfaction, and appointment templates are increasingly complex but manageable. One problem we did not anticipate resides in one of our key divisions, which has languished (no growth) with physician productivity at or below the 25th percentile (as measured by RVU (relative value unit)) generation compared to nationwide peers. The members of the division are highly competent in their fields, excellent and dedicated teachers of residents and fellows, and collegial.
Our executive/leadership structure includes the division director of the team that has lagged. A variety of suggestions have been proposed at this level of the organization that might enhance the visibility of the unit within and external to the medical center, but the division leader has not developed an action plan for his portion of the organization.
Our department is transparent about its operations and members of the division are aware of the productivity data, and understand the need for improvement. However, the division leader is clearly not providing the leadership required to advance his division.
Thus far, we have allowed the division director leeway in advancing his division. What would be the best plan of action for more senior leadership? We have considered organizing a meeting of all members of the division to brainstorm solutions, but are somewhat reluctant to undermine the division director. Mentoring by direct supervisors and immediate has not been effective. Should we ask for assistance from others in the institution? Your comments would be appreciated.