HJAR Nov/Dec 2019

HEALTHCARE JOURNAL OF ARKANSAS I  NOV / DEC 2019 45 Scott Street CEO Medical Center of South Arkansas Scott holds a Master of Healthcare Administration from University of Missouri, Columbia, MO, and a Bachelor of Science in business administration from Ouachita Baptist University (OBU), Arkadelphia, AR. He has served in leadership roles for over 29 years, after starting his career as an administrative resident with Baptist Health. Currently, Scott serves on the board of directors at OBU, the School of Business advisory board, SHARP Bancshares board of directors, Bank of Cave City board of directors, and locally serves on the El Dorado Chamber of Commerce board of directors and the South Arkansas Community College Foundation board of directors. pital, the goal of forming an alliance is just that—surrounding yourself with the best of the best in the business of healthcare, and uniting for the common goal of providing great patient care. Alliances are often created out of ne- cessity, to either serve the community or benefit the organizations forming the al- liance. Ideally, alliances should serve both of these needs, and hopefully, offer even more. Every healthy and productive al- liance should be beneficial for both par- ties. A strength and weakness analysis can quickly determine what type of alliances could be advantageous for your organiza- tion. Alliances can be game changers for solving many of the challenges we have in healthcare today. Successful alliances are taking place all over our state and country. Alliances are offering solutions for improving patient access, education and training, recruitment, quality care, ef- ficiency, transition of care, etc. As the de- mands on health care providers continue to escalate, our resourcefulness to meet the challenges must also increase. Creating an alliance is creating a rela- tionship of trust. Forming an alliance is of- ten times asking two competitors to open their doors to each other in order to obtain a common greater good. Alliances need to be nurtured. They are not something that you begin only to ignore or overlook. It is important to use the strengths of both partnerships to overcome challenges and to work together to find solutions in a re- sponsive and timely manner. By working collaboratively, sharing best practices, and focusing on improving quality, alliance members can jointly tackle the challenges they face. The institution of healthcare is con- Pictured: Dr. Bruce E. Murphy, Co-Founder and Chief Executive Officer, Arkansas Heart Hospital; Scott Street, Chief Executive Officer, Medical Center of South Arkansas; Jon Tryggestad, Founder and Chief Executive Officer-Landmark Cancer Center stantly transforming, and we have to adapt to meet the needs of both patients and or- ganizations. Healthcare alliances not only have the possibility of changing patients’ lives and ensuring successful organiza- tional structures, but they also have the possibility of creating new healthcare so- lutions that can change the world. When two separate entities become united in purpose, they can do great things. n