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Joint Ventures
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Joint Venture Experience
- Ambulatory Surgery Centers
(ASCs)
- Imaging Centers
- Oncology/Infusion Centers
- Cardiology/Cath Labs
- Endoscopy Centers
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Throughout the fragmented healthcare industry, joint ventures continue to proliferate as a means for
aligning incentives and long-term business interests. These ventures often involve physicians and hospitals,
but can also be between hospitals or between medical groups. Physician/hospital joint ventures continue to
be a major strategy for many health systems as this arrangement addresses physician need for alternative revenue
sources and assists hospitals in achieving greater alignment with providers.
For many hospitals, a joint venture means sharing revenue they previously enjoyed for themselves. However,
a successful joint venture can help preserve both revenue that might otherwise be lost to competition and fragile
relationships with physicians. For physicians, a joint venture provides increased revenue and can enhance the
group’s recruiting efforts – a result that hospitals also appreciate.
Whether the venture involves a service line (such as cancer, cardiac, or neurosciences), ambulatory surgery,
or imaging services, ECG understands both hospital and physician perspectives in undertaking a joint venture
and can help balance competing needs and priorities. We also understand the financial implications and the
operational necessities which ensure that a joint venture meets the goals established by its partners.
Specific tasks that we undertake in joint venture design and development include:
- Developing key operational assumptions, including service mix and volume, equity arrangements, and joint
venture valuation.
- Projecting financial performance, including analyzing the financial impact of the joint venture under
various scenarios, potential reimbursement changes, and the impact of not pursuing the joint venture.
- Developing a viable joint venture structure (including ownership and governance arrangements) based
on the needs of the investors.
ECG can also help clients with implementation and interim management to help ensure that the joint venture gets
off to a successful start.
To learn more about our work in this area, please see the following examples of our client’s successes:
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Selected Projects
- Assisting a hospital with business planning for and implementation of a multispecialty ambulatory surgery center (ASC).
ECG drafted key operating assumptions,
projected financial performance, and developed a viable joint venture structure based on the requirements and
objectives of the hospital and physician investors. We also implemented a detailed work plan to ensure a successful
and on-time opening of the ASC.
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Assisting a hospital and radiology group with developing an imaging center joint venture.
ECG assisted a 250-bed community hospital
with business planning for a joint venture between the hospital and radiology group for an existing, hospital-owned
outpatient imaging center. We developed the conceptual model of the joint venture, prepared financial statements
and related analyses, and facilitated agreement on the major terms of the proposed transaction.
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Assisting a hospital to develop an ambulatory surgery center joint venture.
ECG worked closely with physicians to gauge
their interest in an equity position, developed detailed financial projections, created a governance and management
structure, and prepared documents for and oversaw the investor subscription process. We also assisted with
developing the joint venture infrastructure.
- Developing a model for an infusion therapy joint venture between a hospital and select medical oncologists.
ECG developed and evaluated a conceptual model
that considered the impact of the conversion of freestanding infusion therapy services to a provider-based billing
situation and use of the 340B Drug Pricing Program for the purchase of chemotherapeutic agents.
- Assisting a hospital in evaluating joint venture options with affiliated radiation oncologists.
ECG evaluated joint venture options; built
consensus for the preferred joint venture approach; and modeled the financial impact of reimbursement, ownership,
and referral pattern changes to the existing cancer center.
- Assisting an existing joint venture cancer center to evaluate expansion potential.
ECG modeled the financial and operational
impact of expanding the business arrangement to include a medical oncology group and led negotiations with the group
on behalf of the two-hospital joint venture.
- Assisting a hospital, a school of medicine, and physicians with developing a comprehensive, stand-alone cancer hospital.
ECG developed a detailed business plan that
included the management structure, market analysis and volume projections, physician and support staff estimates,
facilities and capital requirements, and funds flow and financial projections. The plan demonstrated the business
case for the stand-alone hospital and served as a guide to implementation.
- Assisting in orthopedic institute joint venture development.
ECG assisted a regional health system and a
large orthopedic medical group with the development of an orthopedic institute, including the opening of a freestanding
ambulatory surgery center and medical office building. We defined the joint venture terms between the hospital,
orthopedic medical group, and individual physician investors.
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Related
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