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By expanding a preexisting occupational medicine program into a full-fledged health management consulting business, ProHealth Care has forged closer partnerships with local employers and expanded overall market share.
By consolidating their home health departments, multiple hospitals could feasibly compete against national corporations that are currently turning a profit in the home health arena.
An interview with Richard J. Zall To be successful in today's highly competitive and cost conscious environment, hospitals need to be closely linked with their physicians. One way hospitals are going about this is to acquire physician practices. But how
The Medicare Shared Savings Program has created the impetus for accountable care organizations. But financial leaders should heed two important lessons from past integration efforts-and six influential forces-before pursuing an accountable care organization.
Unity Medical Group, which was previously limited to 75 employed primary care physicians, is expanding to include 100 additional employed physicians.
"The most important way of dealing with monumental change is to have frequent, timely, and transparent communications," says Richard J. Henley.
Joint ventures with physicians can help health systems expand their geographic presence, improve their bottom line and delivery of care, increase physician satisfaction, and reduce outmigration of cases.
Read about some billing and collection pitfalls that hospitals should avoid when acquiring physician practices.
In two years, a health system went from losing $10 million in operations to earning about $7 million, which allowed it to restructure its debt.
Hospitals and health systems contemplating a merger or acquisition can boost their chances of improved financial performance by focusing on some key factors.
A list of key items/data to analyze during the due diligence stage of a merger or acquisition.
Not-for-profit Abington Health has extended its mission in recent years by acquiring two for profit hospitals, says CFO Michael B. Walsh.
Current valuation levels will remain firm during 2011 and into 2012. However, beyond 2012, transaction valuations may experience downward pressure.
Smart facility planning can help improve efficiencies and reduces surplus capacity after a merger or acquisition.
By merging with IHA, a large multispecialty group, Saint Joseph Mercy Health System acquired many of the components it needed to establish an accountable health network.
List of potential cost savings from M&As, beyond staffing cuts of 5 percent to 10 percent in redundant departments and processes.
Sharp HealthCare has formed a preferred provider, value-based purchasing arrangement with a major employer and payer, forming San Diego County's first tiered HMO network.
As AtlantiCare moves to an accountable care delivery model, its leaders are clear about what needs to happen.
Skilled nursing facilities that participated in an INTERACT quality improvement project experienced a 17 percent year-over-year reduction in hospital admissions.
South Carolina hospital leaders are joining forces with payers, clinics, churches, and others in a community effort to improve population health.
Horizon BCBSNJ provides medical groups with extensive operational and financial support, including a paid nurse to coordinate the care of high-risk patients, a care coordination fee, and shared savings payments.
Virginia Mason saves local employers healthcare costs by reducing unnecessary treatments and needless referrals to specialists.
Partnership between Cleveland Clinic and Chester County Hospital has proved to be a win-win business affiliation for both organizations.
Several factors, including hospital-physician alignment, have contributed to a successful integration effort between St. Luke's Hospital and Cardiologists L.C.
AtlantiCare's Special Care Center has implemented several practices that have helped patients manage their chronic illnesses.
Russ Graney, founder and CEO for Aidin, and John Laursen, head of business development for Aidin, share insights on how to improve care transitions between acute and post-acute care settings and incentivize high-quality patient outcomes.
Scott Elston, strategic accounts manager, GE Healthcare Services, describes how substantial cost reduction in health care requires rethinking business strategy and asset use.
Robert Williams, MD, director, Deloitte Consulting LLP, and Arielle Freiberger, product strategist, ConvergeHEALTH by Deloitte, explain how sophisticated retrospective, real-time, and predictive data analytics can inform decision making to reduce costs and improve care.
Stuart Hanson, director of business development (healthcare solutions) at Citi Retail Services, discusses how improving the payment experience can benefit consumers and healthcare providers.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
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