Service Line Transformation
About This Blog
Welcome to the Marketing and Planning Leadership Council’s blog, Service Line Transformation. This blog serves as the primary communication channel for our Service Line Transformation Initiative, a special multi-year research effort dedicated to helping organizations prepare key service lines for risk-based payment. We will address challenges ranging from growth strategy innovations for key services lines to chronic care strategy, service line leadership, innovative approaches to service line marketing, and more.
For more information on the Service Line Transformation Initiative, or to send us questions, comments, or leads on innovative service line and care delivery models, please email Eric Sanford.
Recent Posts
on February 14, 2013 |
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Topics: Marketing, Planning, Strategy, Strategic Alignment, Workforce, Workforce Planning
Shay Pratt, Marketing and Planning Leadership Council
We recently participated in a strategic planning session with an organization that is building out their women’s services. In discussing the new job description for the women’s program administrator, the planning team asked a question that I think is on the minds of many—to whom does the women’s services administrative director typically report?
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Executive responsibility for women’s services: Who’s in charge?
Shay Pratt on October 11, 2011 |
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Topics: Service Lines, Neurosciences, Strategy, Planning, Strategic Alignment, Workforce, Clinical Co-Management, Hospital-Physician Alignment, Physician Issues
Hospitals have increased use of co-management as a means for enfranchising physicians in quality and efficiency improvement efforts within service lines. In particular, hospitals have been turning to co-management to improve performance of cardiovascular and orthopedic service lines.
However, use of co-management models for neurology service lines is much less common: in a survey of 258 hospital and health system leaders, 5% reported co-management of the neuroscience service line and 6% reported co-management of the neurosurgery service line, only half the number that report co-management models for cardiology and orthopedics.
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Applying co-management models to neuroscience service lines
