Physician-Hospital Alignment
There are many ways to describe the desire to enhance physician-hospital relationships: alignment, engagement, integration, and even "bonding." The Camden Group has worked with hospitals and physician organizations as well as the resulting integrated delivery structures for over 20 years in designing strategies for enhancing relationships and ensuring mutual success. With experienced consultants that come with both hospital and medical group management expertise, we are uniquely qualified to understand the perspectives and challenges faced by each party.
Our direct involvement in the creation, management, turnaround, and sometimes dissolution of integrated structures gives us a wealth of knowledge that we bring to our clients - regardless of their stage of physician-hospital integration. Outlined below are some of the ways we have and are assisting our clients in this area:
Designing Integrated Structures and Strategies to
The Camden Group has been on the front lines of developing medical foundations, PHOs, MSOs, provider-owned health plans, joint ventures, co-management structures, and direct employment models across the country. We understand what works and what doesn't - and why. We facilitate a process that results in a structural model and associated strategies to fit your vision. Our skill and experience with medical practice management also allows us to provide associated implementation plans that include the "recipe" for the resources, capabilities, compensation models, and leadership necessary for success. We are also often utilized to lead the implementation of the selected strategies and set-up of the required operational functions, such as centralized business office, clinical integration, and payer contracting. Our roles may include the following activities:
Articulating a New Vision for Clinical Care Delivery
Many health systems have cobbled together a variety of strategies and structures to strengthen hospital-physician relationships, but too many times they are disjointed, do not create a clear continuum, or are not as synergistic as they could be. Typically, they form a clinical delivery "patchwork" rather than a system of care. As your own diagnostic, ask yourself:- Does our primary care strategy effectively support and strengthen our centers of excellence strategy?
- How do employed physicians relate to private practices? What is our vision for the future in terms of the size/scope of our employed practices vs. the strength and growth (and integration) of private group practices?
- Do our hospital-based physicians, including hospitalists and intensivists, share our system's goals for clinical service delivery (quality and efficiency) as well as market growth?
- Do our physician engagement strategies adequately support our quality improvement initiatives?
- Do we have mechanisms to consider, pilot, and implement new care delivery concepts and modalities such as the medical home, acute care episodes, home monitoring, and telemedicine?
Designing Integrated Structures and Strategies to
Fit the Vision
The Camden Group has been on the front lines of developing medical foundations, PHOs, MSOs, provider-owned health plans, joint ventures, co-management structures, and direct employment models across the country. We understand what works and what doesn't - and why. We facilitate a process that results in a structural model and associated strategies to fit your vision. Our skill and experience with medical practice management also allows us to provide associated implementation plans that include the "recipe" for the resources, capabilities, compensation models, and leadership necessary for success. We are also often utilized to lead the implementation of the selected strategies and set-up of the required operational functions, such as centralized business office, clinical integration, and payer contracting. Our roles may include the following activities:
- Articulating the strategies and required structures
- Developing the business plan for a new endeavor (e.g. medical foundation, joint venture, PHO), including financial projections, scenario planning, and detailed operational plans
- Facilitating the development of a new integrated entity: structure, governance, operational requirements, and market and growth strategy
- Designing physician compensation methodologies
- Providing fairness opinions and valuations to assure compliance with applicable regulations
- Conducting and/or facilitating due diligence for medical group, surgery centers, or other acquisitions
- Preparing and leading the execution of detailed implementation and transition plans
