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The Healthcare Executive's Guide to Physician-Hospital Alignment With millions of dollars riding on a hospital's quality and patient satisfaction scores, hospitals and physicians need to work together to succeed. But how best to align? "The Healthcare Executive's Guide to Physician-Hospital Alignment" is an essential resource to develop your own roadmap, overcome common roadblocks, and choose the right alignment model and strategies for each service line. This comprehensive look at the drivers of physician-hospital alignment will help you and your organization: Understand key drivers of alignment from the physician and hospital perspective Identify common roadblocks and challenges of various physician-hospital alignment strategies Examine alignment models Create alignment strategies based on service line Take a look at the table of contents: Introduction Chapter 1: Overview of Alignment Reasons for alignment Hospitals' interest in aligning with physicians Current trends Summary Chapter 2: Strength in Numbers and Other Alignment Benefits Strength in numbers' impact on health systems Strength in numbers' impact on physicians Strength in numbers' impact on patients Overarching pros and cons of alignment Summary Chapter 3: Impact of Healthcare Reform and New Structures on Alignment Accountable care organizations Patient-centered medical homes American Recovery and Reinvestment Act Patient Protection and Affordable Care Act Summary Chapter 4: Alignment Models Limited integration models Moderate integration models Full integration models Summary Chapter 5: Alignment Strategies Continuum of alignment strategies Employment as an alignment strategy Professional services agreements as an alignment strategy Other alignment strategies Summary Chapter 6: Physician Practice Perspective Security and stability Respect and appreciation Adequate market share Continuing education and training Participation in managed care plans Financial support and compensation Access to capital Work-life balance Summary Chapter 7: Hospital Perspective Quality care Satisfactory margins Market share Physician collaboration Partnership against the competition Positioning for the ACO criteria Decreased HIT costs and improved efficiencies The continual process--dealing with reality Summary Chapter 8: Compensation Strategies Limited integration strategies Moderate integration strategies Full integration strategies Summary Chapter 9: Legal and Regulatory Considerations Economic issues Structural issues Unwind mechanics Do your due diligence Summary Chapter 10: Financial Considerations Key terms Standard of value Valuation approaches Summary Chapter 11: Information Technology Driving forces for IT Clinical HIT integration Designing the model The economics of aligning The role of electronic health records Procuring alignment-enabling technology Summary Chapter 12: Alternatives to Physician Alignment Strategies Practice-based quality collaboratives/clinically integrated networks Quality collaboratives and clinically integrated networks within a physician-hospital alignment strategy How do quality collaboratives differ from clinically integrated networks? Summary Chapter 13: Mergers and Acquisitions Types of mergers Why merge? Merger process The four-stage process Summary Chapter 14: Comparative Case Studies: Real Life Alignment Experiences and Outcomes Case study #1: Multiple service locations as a driver for a global payment PSA Case study #2: Securing a primary care base through employment Case study #3: Selecting a full form of alignment for strategic partnership Case study #4: Using moderate forms of alignment to develop service line cohesion Case study #5: Utilizing "new" forms of employment Chapter 15: Where Do We Go From Here? Preparing for alignment through clinical integration Population health planning and management Behavioral adjustments Fiscal considerations Final takeaways
The Healthcare Executive's Guide to Physician-Hospital Alignment With millions of dollars riding on a hospital's quality and patient satisfaction scores, hospitals and physicians need to work together to succeed. But how best to align? The Healthcare Executive's Guide to Physician-Hospital Alignment is an essential resource to develop your own roadmap, overcome common roadblocks, and choose the right alignment model and strategies for each service line. This comprehensive look at the drivers of physician-hospital alignment will help you and your organization: Understand key drivers of alignment from the physician and hospital perspective Identify common roadblocks and challenges of various physician-hospital alignment strategies Examine alignment models Create alignment strategies based on service line Take a look at the table of contents: Introduction Chapter 1: Overview of Alignment Reasons for alignment Hospitals' interest in aligning with physicians Current trends Summary Chapter 2: Strength in Numbers and Other Alignment Benefits Strength in numbers' impact on health systems Strength in numbers' impact on physicians Strength in numbers' impact on patients Overarching pros and cons of alignment Summary Chapter 3: Impact of Healthcare Reform and New Structures on Alignment Accountable care organizations Patient-centered medical homes American Recovery and Reinvestment Act Patient Protection and Affordable Care Act Summary Chapter 4: Alignment Models Limited integration models Moderate integration models Full integration models Summary Chapter 5: Alignment Strategies Continuum of alignment strategies Employment as an alignment strategy Professional services agreements as an alignment strategy Other alignment strategies Summary Chapter 6: Physician Practice Perspective Security and stability Respect and appreciation Adequate market share Continuing education and training Participation in managed care plans Financial support and compensation Access to capital Work-life balance Summary Chapter 7: Hospital Perspective Quality care Satisfactory margins Market share Physician collaboration Partnership against the competition Positioning for the ACO criteria Decreased HIT costs and improved efficiencies The continual process--dealing with reality Summary Chapter 8: Compensation Strategies Limited integration strategies Moderate integration strategies Full integration strategies Summary Chapter 9: Legal and Regulatory Considerations Economic issues Structural issues Unwind mechanics Do your due diligence Summary Chapter 10: Financial Considerations Key terms Standard of value Valuation approaches Summary Chapter 11: Information Technology Driving forces for IT Clinical HIT integration Designing the model The economics of aligning The role of electronic health records Procuring alignment-enabling technology Summary Chapter 12: Alternatives to Physician Alignment Strategies Practice-based quality collaboratives/clinically integrated networks Quality collaboratives and clinically integrated networks within a physician-hospital alignment strategy How do quality collaboratives differ from clinically integrated networks? Summary Chapter 13: Mergers and Acquisitions Types of mergers Why merge? Merger process The four-stage process Summary Chapter 14: Comparative Case Studies: Real Life Alignment Experiences and Outcomes Case study #1: Multiple service locations as a driver for a global payment PSA Case study #2: Securing a primary care base through employment Case study #3: Selecting a full form of alignment for strategic partnership Case study #4: Using moderate forms of alignment to develop service line cohesion Case study #5: Utilizing "new" forms of employment Chapter 15: Where Do We Go From Here? Preparing for alignment through clinical integration Population health planning and management Behavioral adjustments Fiscal considerations Final takeaways
Surgical services carry some of the highest risks and rewards of all healthcare specialties. They also present specific challenges. Those unfamiliar with the surgical suite’s inner workings may struggle to lead and manage this complex and often isolated department. The Healthcare Executive’s Guide to Navigating the Surgical Suite: A Roadmap to the OR and Perioperative Services provides experienced and novice healthcare leaders with the information, leadership structures, and practical strategies needed to successfully oversee both patient outcomes and balance sheets. This book covers contemporary market realities, business challenges, labor requirements, and clinical and operational complexities as it points leaders toward the most pressing issues in strategic surgical services leadership.
The Hospital Executive's Guide to Physician Staffing Hugo J. Finarelli, Jr., PhD How many physicians make a health system? The Hospital Executive's Guide to Physician Staffing helps hospital CEOs answer a question that healthcare analysts and policymakers have debated for nearly 30 years: How many physicians do you need? The Hospital Executive's Guide to Physician Staffing challenges accepted beliefs and practices about the science of physician staffing. Insightful and data-rich, this unique resource guides hospital executives in creating a staffing model for physician services by outlining proven strategies for determining community physician need and fulfilling those needs appropriately. This timely and informative book presents practical approaches for engaging different types of physicians--the hospital dependent, hospital independent, and full-time office-based--in various markets, including those facing a shortage and rural communities. Complete with benchmarking tables and other resources, The Hospital Executive's Guide to Physician Staffing includes sections on: Physician supply and demand--a macro view Assessing physician need Measuring physician contribution How many physicians make a health system Recruitment and retention strategies The executive's role in recruitment Planning for an uncertain future Build a quality organization, and the doctors will come Central to the underlying philosophy of the book is the notion that hospitals must "attract the best by being the best" and includes strategies executives can use in achieving that goal. Who will benefit from this book? Hospital CEO President CFO COO Medical staff director Director of physician relations Praise for this book "The Hospital Executive's Guide to Physician Staffing is a valuable resource for any hospital facing the difficult task of determining the right number and mix of physicians." --Jerry Senne, President, Holmes Regional Medical Center "...effective tool kit for any planning executive trying to meet their organization's goals or community's needs with successful physician strategies...It is a must read for those interested in exceptional accuracy in their forecasting, and those treading into physician supply and demand metrics where the ultimate recommendations will be a future P & L you need to defend." --Elizabeth Jaekle, Vice President, Business Development, Crozer-Keystone Health System "I recommend this book for all healthcare executives who are planning for the future." --Walter H. Ettinger, MD, MBA, President, UMass Memorial Medical Center and Associate Vice Provost Clinical and Population Research, University of Massachusetts Medical School
Through healthcare reform, payment modifications, transparency, and a renewed focus on value, the healthcare industry is changing its organizational structure from one of a multitude of individual entities to one of a system-of-care model. This restructuring and subsequent alignment of information presents new risks and opportunities for physicians, hospitals, and other healthcare providers. Emphasizing effective interactions between physicians and the health system, Physician Alignment: Constructing Viable Roadmaps for the Future examines the different ways physicians and hospitals can create systems to not only survive, but thrive through the changes facing healthcare. It draws on experienced authors in the area of physician purchasing to explain the various integrative models for physicians and hospitals. Provides an accessible introduction to the different types of healthcare delivery models Covers the various types of integration—starting with the simplest and evolving into full employment models with full integration Includes helpful information for doctors considering a transition to physician employment Highlights emerging trends in healthcare Explaining how these systems should be constructed and aligned, the book provides healthcare organizations with a roadmap for planning for the future. The book concludes with a chapter on accountable care organizations and patient-centered medical homes that moves from the conceptual to administrative embodiments of the principles of an integrated health system as we now know it.
Health Sciences & Professions
Twenty-first century healthcare will be defined by better care, smarter spending, and healthier people. All eyes are on technology as the means to drive down costs and improve efficiency, enabling physicians to deliver care in a way that realizes the vision of a healthier planet. The transition from the acute care focus of the 20th century to the quality and data-driven organizations of tomorrow requires incredible effort and collaboration between all members of the healthcare community. Healthcare professionals are challenged to understand and rapidly adapt to new business models while achieving improved patient care and health outcomes. Physician engagement with the whole community has never been more important than it is today. Mastering Physician Engagement: A Practical Guide to Achieving Shared Outcomes explores strategies and tactics for engaging physicians in a meaningful way in a broad spectrum of change initiatives. Using proven techniques to create alignment with physicians, this book delivers practical approaches for effectively: Fostering engagement in revenue cycle, information technology, and population health initiatives Creating a data-driven culture Training physicians on new technologies and workflows Communicating insights and metrics Identifying and presenting return on investment Developing and achieving common goals
Winner of the 2016 ACHE James A. Hamilton Book of the Year Award Healthcare organizations are facing many challenges in this new era of healthcare reform, one of which is to establish a new operating model for the organized medical staff. Deeply rooted in tradition, the current medical staff model can no longer hold in an environment where quality, safety, service, and cost-effectiveness are required for healthcare organizations to not only survive but truly thrive. In this book, the author, an experienced physician leader and healthcare consultant, describes key changes that must be made to redesign the medical staff model. He provides specific guidance and examples to help healthcare leaders and executives work with their physician leaders to face these changes successfully. Well-regarded contributors and subject matter experts offer additional examples and insights with special content throughout the book. The author provides an in-depth look into: The evolution of the physician culture from autonomy to collaboration and accountability that must take place for US healthcare providers to remain competitive in an increasingly global economy Select strategic medical staff development planning and credentialing/privileging approaches that are needed to ensure physician-organization alignment Components of an effective and rigorous performance management system that enables leaders to help physicians achieve mutually agreed-on goals and metrics and align them with those of the organization Medical staff performance assessment and improvement activities, including peer review best practices, ways to incentivize excellence, and how to address issues in a timely, compassionate way Negotiation of performance expectations with management and the hospital's board that are consistent with the organization's strategic plan Physician engagement and alignment strategies that will enable physicians and management to work together to achieve the goals of population health and reduced operating costs Healthcare executives and administrators, physician executives, and board leaders can use this book as a guide to learn from organizations that have successfully integrated and aligned with their medical staffs into a collaborative environment. Examples of organizations with medical staffs that have made a complete commitment to the success of their enterprises and the health of their communities are incorporated throughout the book.
The Medical Staff Leader''s Survival Guide William K. Cors, MD, MMM, FACPE An affordable, time-sensitive solution to medical staff leadership training. Physicians who accept or are assigned leadership positions are often left on their own to develop leadership skills and educate themselves about their responsibilities as medical staff leaders. Just because a physician is a great clinician does not mean he or she is a great leader. The challenges of being a successful medical staff leader are twofold: You must be well-versed in your role and responsibilities (i.e., peer review, credentialing, medical staff bylaws), and you must inspire other medical staff members to follow the rules while continuing to deliver excellent patient care. A well-trained medical staff leader is vital to the culture of a hospital''s medical staff and can save a hospital from the expense of lawsuits affiliated with negligent credentialing/peer review. This book aims to teach physicians how to become great medical staff leaders and how to motivate other medical staff members on topics such as: AHP credentialing and supervision Reappointment challenges Physician-hospital competition Liability risks Medical staff disharmony and distrust Table of Contents Chapter 1: Where to Begin? Principles of Governance Chapter 2: Meetings: The Cost of Holding a Meeting Chapter 3: Meetings: How to Run an Effective Meeting Chapter 4: Overcoming Physician Apathy Chapter 5: Job Descriptions: Medical Staff Leaders Chapter 6: The VPMA/CMO: Where This Fits Chapter 7: Credentialing and Privileging: Requirements, Guidelines and Tips Chapter 8: New Technology Privileges Chapter 9: Privileging Disputes and How to Resolve Them Chapter 10: Advanced Practice Professionals Chapter 11: Low-Volume, No-Volume Practitioners Chapter 12: The Aging Physician Chapter 13: Proctoring (FPPE) Chapter 14: Peer Review (OPPE): Some Best Practices Chapter 15: Dealing with the Physician with Problems Chapter 16: Corrective Action: The Good, the Bad and the Ugly Chapter 17: Physicians and Hospital Administration: They''re Just Different Chapter 18: EMTALA and Emergency Department Coverage Chapter 19: Conflicts of Interest Chapter 20: Economic Credentialing Chapter 21: Physician-Nursing Relationships Chapter 22: Health Care Finance: A Primer Chapter 23: Medical Errors Disclosure Chapter 24: Employed Practitioners Chapter 25: Contracted Practitioners Chapter 26: Confidentiality Chapter 27: Accreditation and Regulation Chapter 28: Bylaws and Related Documents Chapter 29: Medical Staff Governance: Myths and Misconceptions Chapter 30: Personal Characteristics of Great Leaders Who will benefit from this book? Directors of medical staff offices, vice presidents of medical affairs, medical staff presidents, credentials committee chairs and members, committee and department chairs
When medicine meets leadership everything changes: the culture, the care, the way we collaborate, and most importantly, outcomes.