hospital-physician integration: what do we do now?
TRANSCRIPT
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Hospital-Physician Integration:What Do We Do Now?
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Objectives for Presentation
• Review of trends, drivers, and goals• Potential models• Recognize how to select the right model• Define metrics and tools needed for alignment• …..
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CURRENT TRENDS, DRIVERS, & GOALS
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Trend Slides
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Trend Slides
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Trend Slides
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MEDICAL STAFF:CARDIOLOGISTS; CT AND VASCULAR SURGEONS; INTERVENTIONAL
RADIOLOGY
EMPLOYMENT CO-MANAGEMENT
PSA/LEASE STRUCTURES
CLINICAL INTEGRATION
VISIONGOVERNANCEOPERATIONSALIGNMENT OUTCOMES
Move towards Alignment
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Always Ask: Why do I want to align?
RIGHT REASONS• Improve quality of care• Reduce costs• Improve efficiency• Provide additional services to the community• Prepare for Health Reform (including ACOs and global / bundled
payments)
WRONG REASONS• Create a new referral stream• Keep physicians happy • Prevent physicians from referring elsewhere• Everyone else is doing it (“Flavor of the Month”)• My competitor bought one
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As You Plan for Alignment• Establish Organizational Goals (hospital and physician
perspectives)• Business / Financial / Physician Income• Governance / Autonomy / Succession• Quality and Service Offerings• Operations and Technology• Culture
• Begin Development of Key Performance Expectations• Quality• Efficiencies• Market• Financial / Pro Forma / Dashboards
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Plan (cont.)
• Develop a Plan• Implementation• Operations / Business• Marketing
• Educate Administrative and Medical Staff• Business Purpose / Objectives• Operational Implications• Leadership
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Preparation
• Evaluate Market Opportunity– Demographics– Population– Technology / Services– Market / Payers – Financials – Detailed/Sustainable– Sensitivity Analysis
• Change in PCP Base• Change in Specialty Base• Shift in Market Share• Competitors (Traditional and New)
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Understanding Current Environment
Internal Environment• Key Specialty Issues
– Sub-specialization– Compensation disparities due
to reimbursement changes• Physician-Administration
Rapport• Information Systems• Operational Efficiencies• Locations
External Environment• Government Involvement/Health
Reform• Payer Involvement• Legal Implications• Impact on Comp/FMV• Relationship with Community
Physicians• System Employment of Referring
Physicians• Community / Patient Environment• Payer Mix• Market Factors
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INTEGRATION MODELS
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Models
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Models
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Models
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Crystal Ball Predictions
The “Big 3” Categories of Integration
1. Contractual Relationships (PSA’s; Co-Management)
2. Pseudo-Employment (Group Practice Subsidiary Approach)
3. Risk-Sharing Arrangements
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Contractual Arrangements:PSA’s and Co-Management
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Pseudo-Employment:Group Practice Model
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Tailored Leasing andMSA Arrangements
GPS Model (Leased Assets)
Physicians become employeesof Hospital subsidiary
Hospital
ExistingGroup Practice
MD MD MD
MD MD MD
Group PracticeSubsidiaryPayors
$
Employment
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Key Considerations
Legal / Structure– Purchase practice and employ physicians through a
subsidiary of the Hospital
– Physicians may participate in ancillary and mid-level revenue if structured as a group practice under the Stark Law
• Many legal requirements to meet definition of group practice including physician control of subsidiary
– Legal Agreements Required• Employment agreements between Hospital subsidiary
and physicians• Asset purchase agreement• Organizational / governance documents for new entity
including operational and governance policies
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Key Considerations (cont.)
Operational– Challenge to merge the independent practice concept
with an employed integrated model– Subsidiary must be sophisticated enough to manage
itself
Valuation and Compensation– Because subsidiary has to stand on its own, FMV
considerations related to practice acquisition and physician compensation may not apply
– To the extent that the Hospital buys services from the Subsidiary, FMV will need to be performed
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Key Considerations
Pros– Gives physicians ability to manage the Group Practice
Subsidiary like their own private practice– Allows physicians to share in ancillary and mid-level
revenue
Cons– Must meet “group practice” definition under Stark which
has many requirements– Hospital cannot subsidize subsidiary / physicians– Difficult to control evolution of the arrangement
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Tailored Leasing andMSA Arrangements
Em
ployment
MD MD MD
Hospital
IntegratedGroup Practice
Subsidiary
Physician Operating Board
MD
Division #1 Division #2
Group #2Group #1
GPS Model (2+ Groups)
Payors $
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Key Considerations
Legal / Structure– Employ physicians through a subsidiary of the Hospital
– Assets and staff can be leased from existing group practice
– Physicians may participate in ancillary and mid-level revenue if structured as a group practice under the Stark Law
– Legal Agreements Required• Employment agreements between Hospital subsidiary
and physicians• MSA and leases between subsidiary and existing
practices• Organizational / governance documents for new entity
including operational and governance policies
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Key Considerations (cont.)
Operational– Challenge to merge the independent practice concept
with an employed integrated model– Subsidiary must be sophisticated enough to manage
itself
Valuation and Compensation– If subsidiary is established as a group practice, FMV
considerations related to MSA, leases and physician compensation may not apply
– To the extent that the Hospital buys services from the Subsidiary, FMV will need to be performed
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Key Considerations (cont.)
Pros– Gives physicians autonomy on governance and
compensation structure– Minimal capital outlay for Hospital– Intermediate step to full employment and integration– Physician practice entity is preserved if integration is
unsuccessful– Can facilitate integration of multiple groups and specialties
in different divisions
Cons– More complicated structure than full employment– Physician lose existing Payer contracts
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NOTES
• Curt needs to modify to address foundation model in states with corporate practice of medicine
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Risk Sharing Arrangements
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• What is risk sharing?• How do you approach it? Options?
– Service line– Patient specific population (i.e. Commercial; Medicaid)– Global or bundled payments– Niche area instead of entire population
• Structure?– Integrated network (i.e. employed providers; PHO; etc.)– Contractual
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NOTES
• Need to build in unique issues, legal, valuation, compensation, operational into each of 3 buckets of issues.
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Cautions: Post-Integration Issues to Address Early in Process
• Can’t support operations (i.e. billing, IT, cost management, etc.)
• Physicians not as productive in new model• Compensation plan is problematic, too
complex, haven’t defined components such as quality metrics
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