by Mark Dubow, Director & Scott Stuecher, Manager
HFM Blog
May 2018
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When Amazon, Berkshire Hathaway, and JPMorgan Chase & Co. announced plans to form a jointly owned healthcare company, predictions started flowing about how these three mega-corporations might disrupt the industry and possibly displace key stakeholders, including hospitals. So far, the details of the partnership have been sparse. According to a press release, the goal is […]
by Meredith C. Inniger, MHA, Manager & Alexandra D'Innocenzo, MHA
Becker's Hospital Review
May 2018
There is no denying that health care organizations are striving to replace siloed services with a comprehensive continuum of inpatient and outpatient locations, providers, and service levels. However, what is yet to be determined is the ideal ownership portfolio for these components (e.g., own, partner, create preferred network). Over the past few years, health […]
by Rudd Kierstead, MBA, MPP
Becker's Hospital Review
May 2018
It’s one thing to sit down with a payer and negotiate incentivized goals in a value-based payment contract. It’s a different thing entirely to change the behavior of the practitioners in your medical group in order to meet those goals. Physicians who choose to sell their practice and become employees are typically relieved to […]
by Scott Stuecher, MHA and Laura Zacchigna, Veralon
Becker's Hospital Review
April 2018
It is no surprise that merger and acquisition (M&A) activity is on the minds of healthcare leaders across the country: There were an average of over 100 affiliations of various forms annually among health systems and/or individual hospitals between 2012 and 20171 as healthcare provider sector activity continues at a steady pace. Perhaps more surprisingly, […]
by Michael Rovinsky, Director & Sean Looby, Manager
HFM Blog
March 2018
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For most hospitals and health systems, orthopedic services are a major contributor to the bottom line and indirectly support many other critical acute care services. Demand for orthopedic services is increasing—but so is competition among providers. To protect orthopedic share and margin in this environment, it will be essential for health systems and hospitals to […]
by Craig Holm, Director & Meredith Inniger, Manager
HFM Blog
April 2018
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Healthcare organizations are moving beyond opportunistic physician practice acquisition and medical office building development to a more proactive, systematic approach to care and service. To become an ambulatory care leader, an organization must address the following three key factors. Optimal Service Mix and Configuration The organization should start by defining the ambulatory care service mix […]
by Amanda Brown, MHA, Molly Johnson, MHSA and Amanda Kueh
Becker's Hospital Review
March 2018
What CMS bundled payment initiative are we on? It can be hard to keep track. First there was the Bundled Payments for Care Improvement (“BPCI”) model, a voluntary bundled payment program beginning in 2013. Then in 2016, CMS introduced the CJR (Comprehensive Joint Replacement) bundled payment model, which was initially mandatory in 67 MSAs […]
by Meredith Inniger, MHA
Becker's Hospital Review
March 2018
When health system leaders are asked how they intend to make their ambulatory networks more consumer friendly, many point to their organization’s new one-stop ambulatory care center, on-line scheduling, patient portal or upcoming telehealth plans. In other words, they refer to specific tactics or initiatives rather than describing an overarching strategy for consumer engagement. […]
by John Harris, Director, and Michael Rovinsky, Director
Becker's Hospital Review
March 2018
Newton’s first law of motion states, in part, that a body in motion will remain in motion at the same velocity and direction unless acted on by an external force. Organizations tend to behave in the same manner. The advent of new leadership provides a moment of opportunity when a new CEO can set […]
by Sean Looby, Manager
Becker's Hospital Review
February 2018
Hospital M&A deals continue at a rapid pace. Evaluating a prospective deal requires a more detailed process of transaction due diligence than ever before, as tightening reimbursement and pressures to lower costs mean decreasing margins for error in decision making.