Hospital M&A Series Part 6: Hospital M&A: Is This a Fair Deal? What to Consider

by Daniel Grauman, Managing Director & CEO
and Kevin Cope, Manager

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Board members of not-for-profit community hospitals face enormous pressure to protect their community’s access to care. Even when the economic reasons for hospital mergers and acquisitions (M&A) are compelling, the decision to give up control to another system cannot be made based on purchase price alone. It’s just one reason why not-for-profit board members must […]

4 Myths of Physician Compensation

by Karin Chernoff Kaplan, Director
and Richard Chasinoff, Principal

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There are a number of common beliefs about setting physician compensation that are pervasive. When closely examined, they turn out to be untrue. Once you know the facts, you can do a better job of establishing appropriate compensation structures and levels.   Contact the Authors: Karin Chernoff Kaplan, Director, kkaplan@veralon.com Richard Chasinoff, Principal, rchasinoff@veralon.com

Hospital M&A Series Part 5: Hospital M&A During COVID-19: 3 Considerations in Determining the Right Affiliation Model

by Daniel M. Grauman, Managing Director & CEO

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Hospital mergers and acquisitions (M&A) slowed down during the pandemic, with M&A volume declining each quarter and sinking to a 10-year low as management teams focused on the immediate operational priorities of the pandemic. Now, as the initial shock of the pandemic wears off, leaders who were leaning toward partnership before the pandemic are left […]

Designing the Right Healthcare Service Line Governance Structure: 4 Key Considerations

by Lynda Mischel, Principal


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Prior to the coronavirus pandemic, healthcare CEOs ranked financial challenges (e.g., reducing the operating costs for staff and supplies, declining reimbursement) and increasing competition from other providers, among the top issues facing hospitals. But with coronavirus expenses straining hospital budgets, in 2020, a new element, service line optimization has become critical to hospitals’ ability to […]

COVID-19: Scaling Ambulatory Services to Maximize Volumes While Controlling Costs

by Lynda Mischel, Principal
and Meredith Inniger, Manager

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The pandemic has placed significant constraints on capacity, making volume growth, or simply maintaining normally budgeted volume levels, a formidable challenge. Organizations must implement novel clinical and administrative workflows that allow for the most efficient use of provider and patient time, ensure patient and staff safety, and drive bottom line performance. Many have opened services […]

A Post-COVID Alternative to Physician Employment

by Karin Chernoff Kaplan, Director
and Richard Chasinoff, Principal

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Independent physician practices took a financial beating during the first months of COVID-19—and not just due to postponement of elective procedures. Today, consumers remain fearful of returning to a physician office environment, with office visits down 20 to 30 percent compared with pre-COVID levels. Now, many of these practices are coming to hospitals to make […]

Hospital M&A Series Part 4: Finding the Right Partner During COVID-19: 3 Considerations for Hospitals

by Scott Stuecher, Manager

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As hospitals rethink their approach to care delivery during the pandemic, many also are weighing whether partnership is needed. Now is a good time for leaders to consider: What would make an ideal partner? Even as hospitals face extreme financial pressure following COVID-19, some independents are finding that their financial standing may not be as […]

Focus on Three Levers to Urgently Address Leakage

by Lynda Mischel, Principal
and Rudd Kierstead, Principal

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Among the many unexpected effects of COVID-19 is the loss of the “normal” patient population coming through physician offices to address their health concerns and seeking procedures. This lost volume has heightened the urgency to effectively address “leakage.” Research indicates that acquiring a new customer is anywhere from 5 to 25 times more expensive than […]