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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:
  • 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 
            ·  Presenting information on alignment strategies including regulatory implications pros and cons
            ·  Validating shared goals, deal makers and deal breakers
            ·  Establishing criteria and protocols for evaluating future alignment opportunities and strategies


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