OUR FOUNDERS
John M. Geesbreght, M.D.,M.S.,FACEP
Chief Executive Officer
- Emergency Department Medical Director - Harris Methodist Fort Worth Hospital (1974 - present)
- Past President, Texas College of Emergency Physicians
- 32 years experience in the field of Emergency Medicine
- Winner USA Today/RIT Quality Cup for Customer Service & Process Improvement
A. Compton Broders, III, M.D., M.M.M., FACEP
Chief Operating Officer
- Chief of Emergency Medicine Department, Presbyterian Hospital of Dallas (1980 - 2005)
- Vice Chief of Emergency Services (2005 - Present)
- Chairman of Physician Leadership Council, Texas Health Resources (2003 - 2005)
- Past Medical Staff President, Presbyterian Hospital of Dallas
- Past President, Texas College of Emergency Physicians
- Masters of Medical Management
- 31 years experience in the field of Emergency Medicine
- Clinical Professor Emergency Medicine, Southwestern Medical School
James S. Cox, M.D., FAAFP, FACEP
Chief Administrative Officer
- Associate Medical Director-Harris Methodist Fort Worth Hospital (1995-2006)
- Past Secretary of the Medical Staff-Harris Methodist Fort Worth Hospital
- Past Chief of Staff-Lakeland Medical Center -Chairman of the Harris Methodist Fort Worth Medical Foundation
- Board of Directors-Tarrant County Medical Society -Delegate-Texas Medical Association
- 24 years experience in the field of Emergency Medicine
OUR MISSION
To support physicians and physician staffing of hospital emergency departments and outpatient clinics with a special emphasis on process improvement.
OUR VISION
To provide optimal physician support services in northern Texas.
OUR VALUES
The needs of the individual patient are best met by a physician who is independent in his judgment and acts in the best interest of that particular patient.
- A good clinical process supports the functioning of the independent physician and is not contrary to the ideas of coordinated care.
- The key to superior service is a system that is responsive to patient needs as defined by the patients and professionals.
- The ingredients of ambulatory process improvement are complete team member involvement and institutional commitment.
- To bring about process improvement and process redesign at our contract facilities using past actual experiences.
- Improve the efficiency, effectiveness, and professional longevity of physicians by minimizing the stress and burden of the nonclinical aspects of practice.
- Optimal support for physicians and hospitals by providing scheduling, coding/billing/collecting, and recruiting/retention services.
- Responsiveness to our patients and associated physician contractors and hospitals.
- Respectful treatment for patients, physicians and hospital personnel.
- Resourcefulness is more important than resources.
- Embrace sound fiscal policies.
- Have fun on the job - life is too short.
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