Before provider organizations choose a path toward clinical integration, they need to understand their existing capabilities and the dynamics of their markets.
Given the high level of merger and acquisition activity in the market, employing a well-defined approach to acquisition assessment is imperative to success.
In this follow-up to our webinar “Healthcare Acquisitions: The Key to Integrated Care in a Value-Based Environment,” Senior Manager Matt Sturm takes a few additional questions.
As organizations pursue clinical integration strategies, many are asking whether they should build or buy clinical services, or align with providers to offer a comprehensive portfolio of services.
According to the “Rule of Three” in business and economics, all major industry sectors, no matter how fragmented, ultimately coalesce such that no more than three full-line generalist mega players together dominate the market. Most healthcare provider markets today are moving in that direction; some are already there. But the most dramatic changes are still to come.
Academic and community health care providers are still too often trying to position themselves as winners in a competition for patients rather than as collaborators in population health. The result has historically been duplicative investments despite geographic alignment and shared patient populations.
Developing integrated, value-based care delivery models requires unraveling existing systems and processes and weaving together new ones in new ways. It’s an uncomfortable, disruptive effort with few guidelines, and most hospitals and health systems in the midst of it are finding it messy and complicated.
The Bipartisan Budget Act of 2015 will exclude newly acquired, off-campus HOPDs from being reimbursed under Medicare's outpatient hospital prospective payment system.
Congratulations to John Fink on receiving the Healthcare Financial Management Association's Helen Yerger/L. Vann Seawell Best Article Award for 2014–2015!
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