The central challenge for most organizations is to develop physician incentives that drive productivity and quality while ensuring that compensation remains grounded in the fiscal reality of the organization.
SOMs have two choices to make in determining the overarching scope of the BI effort: a full-scale data warehouse or an academic mission- or department-specific data mart (or series of marts).
System sophistication and technological advances have provided medical schools with the opportunity to implement business intelligence (BI) programs that will facilitate accomplishing strategic objectives and remaining competitive. In this first of three articles, we define BI and explain how it can be effectively deployed in SOMs.
This article highlights five opportunities for greater alignment within an AMC. There is no shortage of successful models to adopt; rather, it is typically institutional politics and long-standing culture that stand in the way of a more sustainable strategy for the AMC.
A renewed interest in funds flow among academic medical centers (AMCs) is driven by efforts to improve integration across missions and incent behavior across a set of strategic goals. Interest is also driven by a need to improve the financial performance of all assets as AMCs face funding reductions for each mission: teaching, research, and clinical care.
|This article provides a summary of federal research funding key considerations to the NIH and other programs that will change the research funding environment, resulting in an increased focus on translational medicine and outcomes research, both planned and expected, in the next 5 years.|
While we do not know exactly how much federal funding will be allocated to the National Institutes of Health (NIH) in FY 2013, we know that we are not likely to see increased funding. Between the President's proposed budget and legislation affecting 2013 and beyond, we can anticipate that competition for research funding will only increase.
Integration is one of the most important concepts for healthcare institutions to embrace in order to thrive in the next several years. Yet, most AMCs and health systems believe that integration has been achieved once an integrated governance structure is in place.
|This article identifies core capabilities that every academic institution should strengthen. We believe that academic institutions with strength in these core capabilities will be successful in the evolving healthcare market, regardless of changes in Affordable Care Act legislation and other key drivers.|
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