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The The RE-RE-EMRGENCEEMRGENCE of of Clinical Service Clinical Service

Line ManagementLine Management

Professor:Mr.MaProfessor:Mr.Ma Student:AllenStudent:Allen

Number:9651008MNumber:9651008M

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IntroductionIntroduction

healthcare leaders are positioning healthcare leaders are positioning their organizations for a more their organizations for a more competitive environment characterized competitive environment characterized by expanding consumer choice models.by expanding consumer choice models.

Bringing together clinical services in Bringing together clinical services in ways meaningful to patients can ways meaningful to patients can improve quality by better integrating improve quality by better integrating care.care.

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The Benefits of Service Line The Benefits of Service Line ManagementManagement

The potential benefits can include:The potential benefits can include:1. Improved hospital-physicians relationships 1. Improved hospital-physicians relationships

through joint management.through joint management.

2. Better defined roles and responsibilities.2. Better defined roles and responsibilities.

3. Greater coordination across the continuum of 3. Greater coordination across the continuum of care.care.

4. Improved alignment of strategies.4. Improved alignment of strategies.

5. Resource allocation decisions.5. Resource allocation decisions.

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In the short-term In the short-term benefitsbenefits

1.1. Provide a platform to facilitate decision Provide a platform to facilitate decision making, leading to clinical synergies making, leading to clinical synergies that provide consistent, quality care to that provide consistent, quality care to the community.the community.

2. Ability to create a brand identity 2. Ability to create a brand identity associated with quality.associated with quality.

3. Increased market share for the 3. Increased market share for the components of the service line.components of the service line.

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In the long-term benefitsIn the long-term benefits

1.1. Alignment strategy that connects the Alignment strategy that connects the hospitals and its physicians as partners.hospitals and its physicians as partners.

2. Creates a continuum of care that achieves 2. Creates a continuum of care that achieves measurable outcomes.measurable outcomes.

3. Integrates the clinical and economic 3. Integrates the clinical and economic structures to provide quality outcomes.structures to provide quality outcomes.

4. Setting the stage for pay-for-performance.4. Setting the stage for pay-for-performance.

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Swedish Medical CenterSwedish Medical Center

has fully embraced the service line has fully embraced the service line philosophy.philosophy.

Richard Keck believes the service Richard Keck believes the service line philosophy as the heart of line philosophy as the heart of Swedish's focus on customers.Swedish's focus on customers.

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A Little or A Lot: How Much A Little or A Lot: How Much Should You Embrace Service Should You Embrace Service

Line ManagementLine Management Every healthcare organization has some Every healthcare organization has some

level of service line involvement.level of service line involvement.

Q1:How extensive is their commitment Q1:How extensive is their commitment to service lines?to service lines?

Q2:How much of an impact will it have Q2:How much of an impact will it have on the basic structure of the on the basic structure of the organization?organization?

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Cecily Lohmar categorizes service line Cecily Lohmar categorizes service line implementation into four levels.implementation into four levels.

1.Service Line Marketing1.Service Line Marketing

2.Service Line Leadership2.Service Line Leadership

3.Service Line Management3.Service Line Management

4.Service Line Organization 4.Service Line Organization

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Service Line MarketingService Line Marketing

The Focus on this strategy is The Focus on this strategy is marketing—with service lines marketing—with service lines existing in the marketing arena only.existing in the marketing arena only.

This level is the easiest to This level is the easiest to implement.implement.

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Service Line LeadershipService Line Leadership

Service line leaders are tasked with Service line leaders are tasked with the responsibility of being the responsibility of being champions or thought leaders in champions or thought leaders in particular service areas.particular service areas.

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Service Line Service Line ManagementManagement

Managers are both operational and Managers are both operational and strategic leaders.strategic leaders.

This strategy facilitates more rapid This strategy facilitates more rapid responses to change and more responses to change and more awareness of market needs.awareness of market needs.

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Service Line Service Line OrganizationOrganization

Requiring a complete organizational Requiring a complete organizational redesign.redesign.

The benefit of this strategy is that The benefit of this strategy is that sometimes entire culture shifts are sometimes entire culture shifts are easier than mixing a service line easier than mixing a service line culture into a traditional one.culture into a traditional one.

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Service Line Management— TService Line Management— Two Case Studies(Providence Hwo Case Studies(Providence H

ospital)ospital) The objectives in forming the Institute were The objectives in forming the Institute were

to strategically align its members through prto strategically align its members through providing a focused approach on selected orthoviding a focused approach on selected orthopaedic and neurospine programs…etc.opaedic and neurospine programs…etc.

The Institute provides clinical quality outcoThe Institute provides clinical quality outcome measurement, innovative services in conme measurement, innovative services in conjunction with physician offices, and commujunction with physician offices, and community and professional educational opportunitnity and professional educational opportunities; clinical services and efficient operations ies; clinical services and efficient operations also were optimized.also were optimized.

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OutcomeOutcome

Service line implementation helped Service line implementation helped the Institute increase operating the Institute increase operating room usage from two to six and room usage from two to six and surgical volumes increased 135 surgical volumes increased 135 percent during the past two years.percent during the past two years.

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The Institute also add The Institute also add some…some…

Sports Health DivisionSports Health Division ：： serve as a “rserve as a “referral base” for the emergency depareferral base” for the emergency department and clinics.tment and clinics.

Spine CenterSpine Center ：： serve as a “one-stop” serve as a “one-stop” shop for back injury management.shop for back injury management.

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To help educate the community, the To help educate the community, the Institute started Joint-to-Joint classes Institute started Joint-to-Joint classes for patients. The Institute also for patients. The Institute also developed a credentialing strategy developed a credentialing strategy for physicians.for physicians.

Institute staff dramatically Institute staff dramatically redesigned the preadmission testing redesigned the preadmission testing process to improve surgical patient process to improve surgical patient flow.flow.

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Service Line Management— Two Case Service Line Management— Two Case Studies(Maricopa Integrated Health SyStudies(Maricopa Integrated Health Sy

stem)stem) William Vanaskie implemented servicWilliam Vanaskie implemented servic

e lines at other hospital systems and sue lines at other hospital systems and sums up the organization's rationale for ims up the organization's rationale for implementing service lines as follows.mplementing service lines as follows.

the biggest obstacle will be to convince the biggest obstacle will be to convince people to let go of the existing ways thpeople to let go of the existing ways that Maricopa conducts business to imprat Maricopa conducts business to improve outcomes.ove outcomes.

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Organizing for the Organizing for the FutureFuture

The opportunities to actively involve pThe opportunities to actively involve physicians.hysicians.

Improve coordination of previously fraImprove coordination of previously fragmented care.gmented care.

Focus resources on areas of clinical exFocus resources on areas of clinical excellence coalesce to create a level of cacellence coalesce to create a level of care and service that better meets patienre and service that better meets patient and family expectations.t and family expectations.

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~Thanks for your ~Thanks for your attention~attention~

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Q&AQ&A

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1.Brothers in harms 1.Brothers in harms 兄弟聯手兄弟聯手 MotherMother ：： AllenAllen ，， JeffJeff ，， you have to clyou have to cl

ean every rooms before noonean every rooms before noon ，， or you or you have not lunch.have not lunch.

JeffJeff ：：WhatWhat ？？ it’s impossible to be dit’s impossible to be done.one.

AllenAllen ：： Don’t worryDon’t worry ，， only brothers only brothers in harms,we can achieve it.in harms,we can achieve it.

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I am pulling your leg I am pulling your leg 我開玩笑的我開玩笑的 LauraLaura ：： HeyHey ，， CherryCherry ，， your mid-exayour mid-exa

m is not wellm is not well ，， Mr. Ma is already to mMr. Ma is already to meet you.eet you.

CherryCherry ：： ReallyReally ？？ LauraLaura ，， what can I what can I do.(she is crying)do.(she is crying)

LauraLaura ：： Don’t look so badDon’t look so bad ，， I am pulI am pulling your leg.ling your leg.