HJAR Sep/Oct 2025

THE FUTURE OF MEDICINE 22 SEP / OCT 2025 I  HEALTHCARE JOURNAL OF ARKANSAS   For decades, medical education has cen- tered on mastering the art and science of medicine. Students learn to diagnose, treat, and heal. They study anatomy and physiol- ogy, master the nuances of clinical decision- making, and train in hospitals and clinics across a range of specialties. This core train- ing is vital and will always be the bedrock of our profession. However, in today’s fast- changing healthcare environment, it is no longer enough. Physicians and surgeons must also become literate in the business of medicine — a domain that influences every aspect of patient care but is rarely included in formal medical training. From the cost of a hospital stay to the availability of life-saving medi- cations, from insurance negotiations to the logistics of delivering medical supplies, the business side of healthcare plays a powerful, and often invisible, role in clinical outcomes. Recognizing this gap, the University of Arkansas for Medical Sciences (UAMS), in partnership with the SamM. Walton College of Business at the University of Arkansas in Fayetteville, has launched a first-of-its- kind business certificate program for resi- dents and fellows. This yearlong program is designed to teach foundational busi- ness principles to physicians-in-training, equipping themwith the tools they need to lead and thrive in a complex and evolving healthcare system. A Collaborative Effort Rooted in Vision The idea for the program emerged from the recognition that many of the frustrations faced by physicians — burnout, inefficiency, systemic barriers — stem not from medical shortcomings, but frommisunderstandings or malalignment with the business infra- structure of healthcare. These frustrations not only affect physician well-being but can compromise patient care. It’s essential for today’s physicians to understand how healthcare is delivered in this country. They need to know how deci- sions are made at the administrative level, how resources are allocated, how costs are managed, and how innovation happens in a system where business and medicine are deeply intertwined. To bring the vision of a business certifi- cate program to reality took more than a year of planning. The team at UAMS worked closely with leaders at Walton College of Business to create a curriculum that would meet the unique needs of medical trainees. As a physician leader, Steve Webber, MD, dean of the UAMS College of Medicine, knows firsthand the day-to-day challenges clinicians face and the importance of pre- paring them not just to practice medicine, but to lead its evolution. With that in mind, the shared com- mitment of Webber and Brent Williams, PhD, dean of the Walton College of Busi- ness, helped overcome the traditional silos between disciplines. Instead of treating medicine and business as separate or even opposing fields, the business certificate pro- gram brings them into conversation, helping physician trainees see how understanding one strengthens the other. Inside the Program: What Participants Are Learning The inaugural class includes 15 residents and fellows from a wide range of medical and surgical specialties. Orthopedic sur- geons, internal medicine residents, neuro- surgery residents, pediatricians, and others bring different perspectives — but share a common drive to become better clinicians, leaders, and problem-solvers. Over the course of the year, participants meet regularly to learn about topics such as: • Healthcare finance and budgeting: Understanding hospital and depart- mental budgets, funds flow, insurance models, and reimbursement policies. • Operations and logistics: Exploring how hospitals run efficiently (or inef- ficiently), including staffing models, supply chain management, and qual- ity metrics. • Health policy and regulation: Gaining insights into the legislative and regu- latory frameworks that shape health- care delivery. • Strategic planning and leadership: Learning how to lead teams, manage change, and contribute to institutional growth. • Innovation and entrepreneurship: Understanding how new technologies and business models emerge — and how to be part of that innovation as a clinician. Rather than approaching these topics in abstract or purely theoretical ways, the program emphasizes real-world appli- cation. Case studies, interactive lectures, and practical exercises help participants see how these skills apply directly to their everyday clinical practice. One powerful example is the humble syringe. Physicians often take for granted the tools they use every day. But a syringe doesn’t just appear on a tray. It had to be designed, manufactured, distributed, and paid for — often involving multiple vendors, regulatory steps, and cost considerations. Understanding that process helps physi- cians appreciate the complexity of the sys- tem they work in and gives them a voice in improving it. Physician Satisfaction and Patient Care: Two Sides of the Same Coin Amajor goal of the program is to reduce physician frustration and burnout — issues that have reached alarming levels across the country. Physicians who don’t understand how their healthcare systems function often feel powerless, excluded from decisions that affect their daily practice and their patients. This can lead to disengagement, inefficiency, and even early retirement. “Empowering physicians with business knowledge allows them to advocate for themselves and their patients,”said Deanna Saski-Adams, MD, course director and one of the program’s organizers at UAMS. “It builds confidence. When you understand how and why decisions are made at the administrative level, you’re better equipped to influence those decisions and improve outcomes.” The ultimate beneficiaries of this program are not just the physicians — it’s the patients. When clinicians are better informed, less