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In this webinar, we will present a case study of Ohio Gastroenterology detailing how they were able to harness the power of analytics and automation to rebuild clinic volumes to 91% in the first 15 days of reopening post-COVID. We’ll discuss identifying the right analytics for your practice, how to set up tracking, and the part marketing and automation plays in reducing patient fear and helping you return to healthy clinic volumes.
Executive Leaders of three diverse health care providers share their recent experiences and efforts to expand the impact of their ambulatory networks.
The speakers will discuss the design of a next-generation ambulatory care network that sustainably integrates services across the system and deploys them in the right geographies to bolster overall competitive advantage.
With over 85 percent of patients discharged directly home the day after surgery at Trinity's Bettendorf, Iowa, campus, strategic planning and market development leaders at UPH recognized an opportunity to work with Trinity to drive discussions on care delivery models for the future of joint replacement surgery. Read about the initiative and the results in this article.
Today, hip and knee replacement represents nearly half of all inpatient orthopedic service line volumes nationally. Over the next several years, Sg2 predicts aggressive outpatient procedural shifts that leave traditional inpatient providers feeling financially vulnerable and strategically stalled. Innovative organizations such as Unity Point are leveraging this trend to differentiate their program regionally and on a national scale.
In today's increasingly vertically, horizontally, and virtually integrated healthcare landscape, a service line focus on core diseases and conditions can be an effective strategy for managing patient care and boosting market share. But while clinical service lines - from cardiology to orthopedics to neurosciences - have gained considerable traction elsewhere in healthcare, they are much less common in children's hospitals. This is unfortunate because, like other health systems, children's hospitals are increasingly focused on providing care outside the hospital itself.
Problem: Ambulatory strategy decisions and physician practice acquisitions were reactive in response to internally identified opportunities. The goal for Thomas Jefferson University Hospital was to create a tool to evaluate markets in relation to each other that would inform future decision-making around regional strategy.
This session will explore MUSC's experience and extrapolate key lessons for organizations with increasing responsibilities for ambulatory care.