Resource Library

This session will explore core principles in the field of change management that can improve the odds that your next reorganization, process improvement, or behavior change initiative will achieve the results your leadership wants.

The Jackson Story is the account of a strategic initiative resulting in the development of Meridian Health Village at Jackson, a health/fitness/wellness center. This presentation focuses on the consumer-centric planning, implementation, and communications which were key to turning this concept into a reality for the local community.

Before Facebook, YouTube, or even an electronic health record system, MD Anderson implemented its patient portal. It has since become a critical component of the patient's journey with over 75 percent usage. Attendees will learn how to exceed the national average of 36 percent with tools like real-time results release, self-service, and incorporating social work and patient advocacy.

This presentation will focus on Hartford HealthCare's rapid-cycle approach to business development.

The PowerPoint presentation, Futurescan 2015, features highlights from the latest edition of Futurescan, one of the industry's most respected healthcare trends forecasts

This session will focus on two case studies that demonstrate leadership techniques to address the internal and external expectations with practical examples and demonstrated results. Attendees will see how reports can motivate everyone. The session will end with a list of 10 must-haves to assure program leaders are nimble and ready to address their role in the present environment and in the future.

How to utilize data to improve organizational decision making. Today, the volume of raw data a healthcare organization collects can be overwhelming. In fact, it is estimated that 90 percent of all the data in existence today was created in the last two years. The challenge for healthcare strategists is to figure out ways to make sense of all this information. But how?

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.

Gundersen Health System is using an online consumer panel to make and validate marketing decisions. As hospital and health system leaders and marketers, we must evolve to meet the expectations of the engaged healthcare consumer. But how? Many of us have adjusted our business models or made changes to our marketing strategies to try to meet the needs of these new healthcare decision makers. But how do we know if our direction aligns with the opinions and needs of this more engaged and influential consumer?

St. Luke Health System turned its outdated online brochure into a dynamic website that drives engagement and empowers patients. Healthcare consumers expect the digital experience to be as easy to use and personalized as Amazon. But with the tight restrictions placed on patient information and privacy, delivering on the promise of a seamless, customer-friendly experience can be difficult. So, how can healthcare providers meet those expectations and integrate all their patient touchpoints?

Many hospital marketers want to engage physicians in marketing campaigns. This usually involves physicians sitting for interviews, posing for photos, and signing off on tag lines. But this level of engagement is only a start.

As healthcare strategists, we may also long for a similar scorecard to help us turn potential opportunities into real winners. The hospital leadership at AAMC teamed up to pinpoint gaps in services as well as the missing pros—the physician specialists and other clinicians—that might help grow patient volume and meet the healthcare needs of the community they serve.

A retail health initiative calls for careful planning. Here are five keys to a successful retail strategy.

"Leakage" is a buzzword today, especially for physician relations professionals and healthcare strategists as they prepare for the future of network referral management. Simply defined, leakage is what happens when primary care physicians send their patients to out-of-system providers rather than to those within your organization's network.

Here are answers to several questions about Spectrum Health's new approach to brand journalism.

The emergency department (ED) is often considered to be the hospital's "front door." For this reason, healthcare strategists have historically focused their attention—and marketing dollars—on driving ED volume, which subsequently drives inpatient admissions, surgical procedures, diagnostic testing, contribution margin, and net revenue.

In its white paper entitled "Managing Populations, Maximizing Technology," the nonprofit Patient-Centered Primary Care Collaborative listed 10 recommendations for achieving comprehensive population health management.1 Among those recommendations are: risk stratification, automated outreach, and advanced population analytics.

As healthcare strategists, we can no longer focus most of our resources on simply growing inpatient volume. Instead, we need to broaden our focus to the entire healthcare experience for patients and their caregivers—from initial research and preparation, to appointment scheduling, to doctor and hospital visits, to rehabilitation, to post-care follow up.

Today, many people in the hospital industry are trying to "think different" about healthcare. How can we use technology to redesign the way people interact with caregivers, become more active, and manage their own health? The answer might come from the tech industry itself.