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在短暂的: Forward-looking 领导人 are actively reshaping academic health systems.
心电图很自豪与贝克尔的医疗保健合作设计, 赞助商, and launch the first ever Academic Medical Center (AMC) Leadership Forum at the Becker’s Annual Meeting in April 2024. 在两天的时间里, 多于1,000名AMC高管, 领导人, and other experts convened a series of panels to discuss emerging trends, 新的机遇, 以及学术医疗方面的挑战.
每个会话中都会出现一个词——复杂性. 资产管理公司本质上一直是复杂的企业, 平衡跨越临床护理的三方任务, 教育, 和研究. 但正如小组成员和与会者所指出的那样, market forces are driving the convergence of traditional AMCs and health systems, 模糊了学术医学和社区医学之间的界限. 由于amc在学术bet8网站备用(AHSs)内运作, executives find themselves with a much larger platform and opportunity for even greater impact, 以及与更多样化的组织相关的新动态.
Navigating this transformation requires innovative thinking and a willingness to, 正如一位小组成员所说, 适应不舒服.
Over the course of three sessions moderated by 领导人 of 心电图’s 学术医疗 Division, several themes emerged as panelists shared strategies for thriving in a changing landscape.
1. 合作
AHSs must foster productive relationships between faculty and community physicians, all of whom are critical to the success of an integrated physician enterprise.
- 不断改善沟通. As AMCs expand into new communities, their 领导人 need to ensure that they are listening. 一位小组成员强调了避免的重要性 告诉人们他们会得到什么,而不是 问他们想要什么. 这一建议适用于与实体领导人的沟通, 患者和患者家属, 供应商, 以及许多其他内部和外部利益相关者. Understanding that different people will be motivated differently is key.
- 词汇问题. Using language that elevates and includes (“integrated AHS”) rather than diminishes and excludes (AMC as the “mothership” or “the hub”) goes a long way.
- 透明建立信任. 我们的小组成员说, 完全透明T,即使很疼. This is especially true when the conversation turns to sensitive topics (e.g.、提供者补偿). They may not like your answer, but they’ll appreciate your honesty.
- 聚在一起. One panelist lamented the way that community and social interactions can be lost in today’s do-more environment. Bringing people together to get to know one another goes a long way in terms of fostering resilience and wellness. Even 供应商 with different backgrounds and practice profiles often find they are more alike than different, and individual relationships pave the way for meaningful work together.
心电图合伙人Leah Gassett主持了论坛的半主题小组讨论.
2. 考虑新的伙伴关系
由于资产管理公司面临劳动力短缺, 不断变化的患者对准入的期望, 成本上升, 许多公司正在寻求非传统的合作伙伴关系.
- 营利性/非盈利合作伙伴. One panelist recounted how, 20 years earlier, his organization partnered with a for-profit entity. 这一举动在当时并不常见,而且极具争议. 如今,它正日益成为一种常态. As clinical margins dwindle, new ventures are imperative to sustaining a vibrant research enterprise. Panelists talked about how finding the right tension between for-profit and nonprofit activities can be a huge boon for the AHS.
- 走向全球. 合作伙伴关系不必建立在当地,甚至不必在美国. One panelist explained how his AMC partnered with Oxford University on a 10-year agreement to form a rare disease center. 他们的目标是让FDA批准40种新药.
- 与竞争对手合作. One AMC leader described partnering with a rival health system to purchase a local hospital system that was up for sale. 通过分摊出资额, 临床专业知识, 以及运营支持, together they were able to accomplish something to benefit their community that neither could have done independently. Their partnership resulted in expanded training for future healthcare workers (long-term solution) and improved access for patients (immediate term solution).
心电图 partner Dan Harrison leads a discussion on academic health system economics.
3. 要灵活,要迅速.
If there was one word used nearly as often as “complex,” it was “nimble.“这不是一个通常与bet8网站备用相关的词. But it’s clear that speed and agility are not only aspirational goals but necessary characteristics.
- 大流行的教训. More than one panelist talked about the need to make decisions faster and with less consensus. 大流行证明他们有能力做到这一点. COVID最糟糕的时期可能已经过去, but being able to pivot when new information becomes available will be an advantage for AMCs, 尤其是当它们变得更大更复杂的时候.
- 赋予地方领导人权力. 随着资产管理公司的扩张和与社区系统的合作, they need to get more comfortable relying on the expertise and decision-making of those who are closer to the action. Empower local people to make decisions and give service line 领导人 more authority. 一位小组成员简洁地说: no amount of central 领导人hip can account for lack of local 领导人hip.
心电图 partner Greg Silva moderates a panel on the evolving academic physician enterprise.
关于AMC领导力论坛
Three partners from 心电图’s 学术医疗 Division led sessions.
Leah Gassett moderated a semi-keynote panel titled “Academic Medical Center Growth: What it Takes to Thrive in Care, 研究, 和创新.她接着说:
- 丹•西蒙, MD, 总统, 学术和对外事务及首席科学官, Ernie and Patti Novak Distinguished Chair in Health Care Leadership, 大学医院bet8网站备用
- 克里斯蒂页面, MD, 英里每小时, 行政院长, University of North Carolina School of Medicine; Chief Academic Officer, UNC健康
- 大卫Battinelli, MD, 迪安, Donald and Barbara Zucker School of Medicine at Hofstra/Northwell and Executive Vice 总统 and Physician in Chief, Northwell健康
Dan Harrison moderated a panel titled “Forecasting the Future: The Intersection of Healthcare Economics and Health System 策略.和他一起的还有:
- Amit Rastogi,医学博士,朱庇特医疗中心首席执行官
- 标志着. Davis, MD, Chief Operating Officer, Miami Cancer Institute, Baptist Health Cancer Care
- Aaron Hajart, MS, ATC, FACHE, Chief Operating Officer, RWJBarnabas Health Community Medical Center
- Paul Babcock, The Health公司总裁兼首席执行官 & 马里恩县医院公司
Greg Silva served as moderator for a panel titled “The Evolving bet8网站备用的企业 at Academic bet8网站备用.他的客人包括:
- 约翰D. Couris, 总统 and Chief Executive Officer, Tampa General Hospital
- 保罗·凯西, MD, 工商管理硕士, FACEP, Senior Vice 总统; Chief Medical Officer; Interim 总统, Faculty Practice Group; Professor, 急诊医学, 拉什大学医学中心
- 阿米尔Ghaferi, MD, 德文, 工商管理硕士, 总统 and Chief Executive Officer of bet8网站备用的企业; Senior Associate 迪安 for Clinical Affairs, Froedtert & 威斯康辛医学院
- Andy Anderson, MD, 工商管理硕士, Chief Medical Officer and Chief Quality Officer, RWJBarnabas Health
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