The Accountable Health Communities model attempts to bridge a critical gap between clinical care and community and social services.
AMCs are increasingly using PSAs to move away from the historical model of deficit funding.
Academic and community health care providers are still too often trying to position themselves as winners in a competition for patients rather than as collaborators in population health. The result has historically been duplicative investments despite geographic alignment and shared patient populations.
Academic medical centers (AMCs) have over the years been adding community hospital platforms to their networks, either to expand into a geographically desirable location or to provide a chassis where clinical activity can take place away from the main campus. But now, against a backdrop of payment reform, a third reason has emerged: to lower the per-unit cost of care across their networks.
The degree of integration between the clinical components of an academic medical center (AMC) has a measurable impact on overall organizational performance.
If strategically designed and managed, affiliations with independent research institutes have the potential to strengthen AMCs’ research enterprises.
Children’s hospitals need to develop networks and strategic alliances with physicians, health systems, academic affiliates, and research partners in order to flourish within and beyond this era of transformational change.
This article introduces some of the institute's strategic design considerations and highlights the importance of partnerships and differentiation in institute design.
As payment models increasingly shift from volume to value, Academic Medical Centers face additional pressures relative to their non-academic health system peers due to their unique mission of delivering patient care, teaching the next generation of providers, and pursuing medical research.
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