Aligning Institutional Research Investment with Clinical Strategy: A Future-Focused Approach

In the second post in a two-part discussion series, look more closely at how service lines and employed medical groups should work together to achieve the goals of the overall health system and be jointly accountable for world-class, patient-centered outcomes.

With shrinking clinical margins, AMCs are increasingly focused on ensuring institutional expenses and investments are tightly aligned with the organization’s clinical strategy. For AMCs to strategically manage their institutional investments, they must first understand the full extent of their expenditures, especially with regards to research.

In the first of two discussions originally published by Becker's Hospital Review, Jessica Turgon, Principal and co-leader of the Operations Improvement and Technology Division at ECG Management Consultants, and Whitney Haller, Senior Manager at ECG and subject matter expert in service line strategy and operations, delve into the ways that service lines and employed medical groups can live symbiotically within an organizational ecosystem.

Tying a change management process to your EHR project is integral to the project’s long-term success. It will ease the transition for physicians, staff, and the organization as a whole.

High-performing provider organizations typically have at least one thing in common—clear performance goals tied to specific metrics. How an organization’s many stakeholders define what performance means, however, can vary widely.

These positive results are often achievable through a thoughtful and deliberate physician enterprise transformation effort.

Take a deep dive into creating sticky PSAs, with actionable steps you can take at your organization.

PSAs provide hospitals and health systems a convenient and highly flexible mechanism to obtain services from physicians and achieve care coordination, access, and alignment goals. How can we make them sticky?

A revolution in collaboration models is fundamentally changing the business of healthcare. In an effort to lower costs and expand access—and maybe to avoid antitrust laws—partnerships between seemingly unlikely and even unrelated organizations are becoming the norm. Is it also true in the public health world, where issues with costs and access can prevent care delivery to those who may need it most?