Main Line Health Improves Its Bottom Line by Creating a Collaborative Culture

Executives from Main Line Health, Kate Goonan, MD, and Apurv Gupta, MD, in HFMA

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In 2017, Main Line Health, a not-for-profit health system serving areas of Philadelphia and its western suburbs, launched an initiative, called “Performance Excellence 2020,” aimed at achieving breakthrough organizational performance on population health and clinical outcomes, to help pave the way for financial success under value-based payment models.

Main Line recognized it needed to take proactive measures to ensure expenses under such models would not grow faster than revenues. Such a trend would erode the health system’s ability to maintain financial health through standard approaches to reducing costs, such as leaving vacant positions unfilled, postponing IT upgrades and freezing capital spending.

The health system also understood its financial and performance-quality goals would be out of reach if clinicians and other stakeholders were not engaged in the effort. Success would depend on shared commitment to transforming processes, with a focus on improving quality and revenue performance while avoiding excess cost. Thus, to build the needed collaborative culture, Main Line Health embarked on an initiative of transformational engagement, called “Performance Excellence 2020.”

The primary objective of the initiative was to foster organization-wide commitment to:

  • Eliminating disparities and preventable harm while achieving top-decile results around quality and performance
  • Reducing costs through more informed operational decisions
  • Improving the patient and employee experience

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