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.
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?
Executive responsibility for women’s services: Who’s in charge?
We frequently receive questions about how to right-size physicians networks, a need that has become more acute as hospitals simultaneously increase the number of physicians they employ and expand their primary care base. For many, the question is: how do we build a network with enough specialists to support primary care physicians, and vice versa?
There is no simple way to answer this question—quantitative data alone isn’t sufficient. That said, some CDC data provides valuable guideposts for thinking about the question. And they seem to suggest that the answer—if one exists—will differ by disease.
Disease prevalence as a factor in sizing physician networks