In today’s healthcare environment, physicians are seeking alternative revenue opportunities. This often puts them in a competitive position with the hospitals and health systems; therefore it is critical that organizations be proactive in pursuing physician alignment opportunities. Hospital/Physician Alignment planning results in board, hospital administration, and physician leadership having a shared understanding of their specific competitive environment, the range of alignment strategies that may be pursued (within Stark Laws) and a framework to make informed and strategic decisions.
The hospital/physician alignment planning will provide:
Development of the organization’s hospital/physician alignment position involves:
· Validating shared goals, deal makers and deal breakers
· Establishing criteria and protocols for evaluating future alignment opportunities and strategies
The hospital/physician alignment planning will provide:
- A clear picture of the local physician/hospital/market competitive landscape including factors contributing to physician loyalty and alignment
- An organizational position to support effective alignment both at a local and system level
- Criteria to evaluate each alignment opportunity
- Legal and regulatory parameters
- Ability to respond to opportunities “in doctor time” and avoid the “slow no”
Development of the organization’s hospital/physician alignment position involves:
- Inventory of physician needs and wants at system and market level
- Interviews with hospital and physician leadership
- Identifying goals and criteria for alignment
- Market and competitor analysis
- Work sessions with administration and physician leadership
· Validating shared goals, deal makers and deal breakers
· Establishing criteria and protocols for evaluating future alignment opportunities and strategies
