Doctors, hospitals and delivery systems are spurring new payment models that reward organizations for keeping patients healthy and impose penalties for patient readmissions to hospitals. They also are reconsidering the acquisitions and strategic partnerships that they first tried 20 years ago.
Operational problems were encountered in the 1990s when hospital executives who were aiming for rapid growth in market share acquired large numbers of physician practices. They usually overpaid for the practices, realized that they had no competence in managing physicians or their practices and saw physician productivity fall after they began compensating them through salaries. Often, the original physician owners ended up repurchasing the practices. So, what's new?
A New Landscape
Decades later, the health care landscape looks very
different and key players are much wiser. Physicians want more than
a quick capital gain on the sale of their practices and the chance
to practice a 9-to-5 day when entering into collaborations with
hospitals. They are more interested in a partner with deep pockets
who offers investment capital to finance the EHR systems and other
technologies required by accountable care organizations and new
value-based reimbursement models. It is an added benefit if the
partner has existing expertise in these areas.
The process by which hospitals and physician practices get to know each other as they contemplate working together has become more businesslike. Hospitals are making sure they find the right physicians, pay them appropriate compensation and ensure they make a positive contribution to the combined organization.
In its due diligence, a hospital will assess how well a practice's services complement the hospital's current offerings. They also want to see a match between the physician's expectations for the partnership arrangement and the hospital's vision for itself.
Shared Savings
Shared savings programs are being promoted by CMS for all
providers. To participate in this new generation of partnerships,
physicians and their staffs must be able to work effectively under
such initiatives. To do this, they must be open to new practice
management systems, re-engineering workflow patterns and modifying
processes.
Physician productivity is of great interest to hospital partners. The best partnerships recognize that there is an initial period of adjustment and they allow new physicians time to bring themselves up to speed. One approach that physicians may encounter is a fixed-year contract with which, perhaps three years, followed by an assessment of the physician's productivity and apparent commitment to the organization's goals. Renewal of the contract depends on that assessment. Productivity through full transparency is promoted by your partner hospital.
Partnership Negotiations
Extensive demands for data and documents can be expected by physicians entering partnership negotiations. They will be asked to provide financial statements going back several years, including tax documents. In some cases, the hospital may use this historical data to project the practice's likely experience within the partnership.
More attention will be paid to creating the groundwork for successful integration of the physicians and their staffs into the larger combined organization when a viable match seems imminent. The hospital partner will be looking for solid physician leadership coupled with a robust governance structure.
During this stage, final agreement will be reached on productivity expectations for the physicians. They, and members of their staffs (such as billers and coders), will be given the opportunity to meet their counterparts within the hospital and observe their performance of common tasks.
Focus on the Numbers
Financial advisors should be involved if you are
considering collaborating with hospitals in order to tap into some
investment capital.
Sidebar: Planning Ahead for
Potential Strategic Partnerships
Preparations should begin now if a physician practice
believes that its future lies in a strategic partnership with a
hospital or health system. Here are some ways to accomplish that
goal:
Identify practice leaders and offer them leadership training. Your partner wants to negotiate with responsible individuals and admit them to the leadership team of the integrated organization.
Get your books and records in order. Make sure necessary documents are readily accessible. Financial statements should be cleaned up and resolve any anomalies. Be aware that your partner may not wish to acquire your accounts receivable.
Engage in a little introspection with your prospective partners. Your visions for the future and your philosophies of health care delivery should be determined. Come to understand the cultures of your practice and the hospital and appreciate the patience it will take for them to merge.
Avoid radical changes during the negotiation process. Dramatic proposals may lead the hospital to reconsider other issues in the arrangement.
When you find an appealing partner, begin the due diligence process. You are ready to bring the negotiation to a conclusion.
Interview key hospital decision makers. Gather data on the hospital's history and current operations as the hospital is gathering data about your practice. A pro forma analysis leading to financial projections should be conducted in cooperation with hospital personnel.
The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.
