Introduction
The central theme of the project is the compatibility of systems in Mass General Brigham while simultaneously supporting the provision of consumer- and patient-oriented medical care in a cost-effective way. With an integrated healthcare system, Mass General Brigham brings teams and services together in one place to help patients get the most out of healthcare. Massachusetts General Brigham was one of the country’s first to use electronic medical records (Castro et al., 2022). One of the most critical virtual documents that allow doctors, nurses, and other caregivers to access the patient’s medical history easily (Boutin et al., 2022). It provides efficiency, closer communication, and better and safer patient care.
Discussion
The main problem is that the aggressive desire for integration causes tension and sows discontent among doctors and hospital managers. As the use experience has shown, the system’s compatibility turned out to be quite successful. However, judging by some performance indicators, it required significant institutional investment (Castro et al., 2022). In addition, there are several challenges, such as developing a sustainable cost model that does not depend so much on institutional funding and creating a diverse research resource that promotes equity in research.
After the merger, Brigham and Women’s Hospital became part of Mass General Brigham, a single integrated healthcare system consisting of 16 member institutions that cover several healthcare organizations. Thus, this problem affects all sixteen institutions, as they are all connected. This topic was chosen because the issue of integration is now particularly acute since the general trends and expansions of Mass General Brigham threaten the state’s efforts to make healthcare affordable (Townsend, 2019). The core value now lies in collaborative innovations that can reduce costs and improve care, supported by a value-based care model.
Conclusion
In conclusion, Mass General Brigham expects to save $5.3 million in fees annually by moving care to inpatients at home, expanding virtual care, and moving care to cheaper community hospitals and outpatient clinics (Mass General Brigham, 2022). With this theme, it will be possible to complete the strategic plan realistically. Since this topic reveals this problem from all sides, the company is making a lot of efforts to solve the existing situation. Thus, the most realistic strategic plan can be drawn up on the example of this institution.
References
Boutin, N. T., Schecter, S. B., Perez, E. F., Tchamitchian, N. S., Cerretani, X. R., Gainer, V. S., & Smoller, J. W. (2022). The Evolution of a Large Biobank at Mass General Brigham.Journal of Personalized Medicine, 12(8), 1323.
Castro, V. M., Gainer, V., Wattanasin, N., Benoit, B., Cagan, A., Ghosh, B., & Murphy, S. N. (2022). The Mass General Brigham Biobank Portal: an i2b2-based data repository linking disparate and high-dimensional patient data to support multimodal analytics.Journal of the American Medical Informatics Association, 29(4), 643-651.
Mass General Brigham. (2022) Performance Improvement Plan submitted by Mass General Brigham on September 20, 2022 and approved September 27, 2022.
Townsend, M. J. (2019). Increasing Primary Care Spending in Massachusetts: A Path Forward. Harvard University.