How can you meet the challenges of demonstrating measurable improvements in the quality of care and health of the community?

Many of today’s health systems were formed twenty or more years ago in response to the advance of managed care and pressure from government and other payers to cut costs. Hospitals merged, joined nominal networks, acquired primary care practices, and established PHOs and MSOs, in an effort to guarantee patient referral channels and offer a network of providers to health insurers.

Back then, what was most important was operational efficiency, not measurability.

Today’s pressures are radically different: payer and patient focus has shifted from sharing financial risk to improving the quality of care, safety, and outcomes. Instead of managing care by controlling access to services, health systems are being asked to manage health and disease—optimizing clinical practices and improving the overall health of the community.

Meeting these goals requires the active involvement of physicians in both strategy and execution. To function well in this new environment, health systems must redesign the internal structures through which their component parts interact. And physicians must have effective representation in planning and implementing these vital changes.   They must be organized in a way that they can be held accountable for—and thereby realize exceptional—results.

Our organizational integration, clinical service line development, and performance excellence services help hospitals, physicians, and systems work more effectively together, to produce the results that benefit everyone.