The New Hospital-Physician Enterprise: Meeting the Challenges of Value-Based Care

by David Wofford

Overview

Shifting reimbursement models are forcing hospital executives to rethink their approach to physician relationships. New cost and quality demands require hospitals to explore all alternatives—including tighter alignment with physicians. This book provides expert advice on structuring and sustaining hospital-physician relationships in the post-reform environment.

This comprehensive guide discusses:

Strategies for successful acquisition and integration of physician practices, including advice on managing the transaction, governance and management structures, sustainable physician compensation models, and optimized revenue cycle operations Alternative alignment strategies for physician practices that remain a separate legal entity, such as joint ventures, clinical comanagement arrangements, accountable care organizations, and the use of information technology Special considerations for physician practice acquisitions, including fair market value compliance and the implications of payment reform

Product Details

ISBN-13:	9781567935981
Publisher:	Health Administration Press
Publication date:	07/01/2013
Series:	ACHE Management
Edition description:	None
Pages:	250
Product dimensions:	7.00(w) x 10.00(h) x 0.50(d)

About the Author

David A. Wofford is senior manager in ECG Management Consultants, Inc.’s healthcare practice. His consulting experience at ECG includes operations, strategic and business planning, revenue cycle management, and hospital/physician affiliations. Dave is a member of the Healthcare Financial Management Association (HFMA).

Editorial Reviews

Reviewer: Phillip Stephens, DHSc, PA-C(A. T. Still University)
Description: Part of the ACHE Management Series, this timely book is a valuable contribution to the cooperative management paradigm for value-based care. Models, checklists, graphs, charts, bullet points and a variety of methodological approaches provide necessary information for organizations shifting from volume to value-based models.
Purpose: The book is organized into three purposeful parts. Integrated models are discussed in part one for the purpose of addressing employment models in which the health system owns the entities, such as clinics. Alignment models, where physicians maintain independent practices, are addressed in part two. This part discusses clinical joint ventures and cooperative management arrangements as well. Fair market value and payer contracting modalities are reviewed in part three. The authors successfully address current management concerns and offer solutions in strategic context with realistic approaches.
Audience: Though intended for healthcare executives and administrators, the work is written with the integration of physician managers in mind. It has utility at many levels of management and is written at the foundational level of understanding.
Features: The best feature of the book is its layout in terms of supporting charts and tables. This allows leaders to conceptualize the material within differing learning and management styles. Although there are a variety of chapter authors, the editors have done an excellent job of maintaining a common voice. The effect is seamless integration of the material. Readers benefit from the focused expertise each author provides without sacrificing flow of the material. Realistic perspectives are the other great feature. The authors are practically oriented and acknowledge the dangerous assumptions managers will face. This makes the work practical rather than theoretical.
Assessment: This work is clear and well written. It contains the needed variety of functional information, but it is also foundational and strategic. Each of the three parts could eventually be expanded into its own independent work to add more detail. The fluid nature of the Affordable Care Act will also potentially require future editing in some areas.

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