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Strategic Plan Development for a new IDN To be formed through the privatization of one of the largest county hospitals in the country in conjunction with a community hospital, a teaching hospital, the employed medical staff and community based voluntary physicians. The client was a physician charged with the development of the professional component of this new entity. Interviews were conducted with the key administrative staffs at three hospitals and some eighty physicians. Through extensive discussions with the client we agreed that the IDN's professional component should be founded around a physician owned and managed group practice with a wrap-around IPA for the physicians not ready to join the group practice. The final report included this conclusion and recommended a bottom up step by step process to help the physicians form these two new organizations. At the same time they developed a strong alliance with the newly forming organization on the institution side. Mid Western Community Hospital Group Practice Formation Asked for an exploratory report on the feasibility of developing a physician owned, physician led, hospital aligned group practice. The entire medical staff was interviewed. All physicians were invited to participate in an information-sharing program that explored all organizational options open to them, from low to high commitment. The program focused on the process necessary to explore the feasibility of such an organization, including decision making on a large number of issues, ranging from developing a mission statement, policies and procedures, governing structure, position descriptions, income distribution and other matters. At the end of the program a series of meetings were held, twice monthly, with the physicians and the hospital CEO. The participants met to discuss, debate and make compromise decisions on the outlined agendas with a view towards developing the key components of a physician owned and managed multi specialty, primary care focused group practice. At the end of the process a number of physicians became founders of a new group practice that was strategically aligned to, but not owned by, the hospital. Development of a new Income Distribution Plan for a Major Group Practice A multi-specialty group practice in suburban New York asked for a new income distribution plan based on internal practice generated activity projections. This plan was presented to the group's physician leadership for their approval. Strategic Planning Software Development for a Pharmaceutical Company Developed software package for one of the country's largest pharmaceutical firms to be made available to physicians as an educational tool. This software package was an interactive process, which made it possible for physicians to evaluate their practice and prepare a forward-looking strategic plan. Key strategic and governance components of this material were prepared and resulted in participation on a national panel of experts to provide on-site or over-the-phone human support. MSO Development and Management Developed and managed one of the first management service organizations in Brooklyn, N.Y. involving the practice of 25 physicians in one central location and providing data management services to an additional 50 physicians in the metropolitan New York area. Responsibilities included all non-physician administrative functions this endeavor entailed. Academic Medical Center Specialty Department Feasibility Study Review the feasibility of developing a new specialty care and research department at one of the world's premier medical teaching and hospital facilities. The project entailed a detailed analysis of the present environment in this particular specialty with a view towards recruiting one the country's eminent specialists in this field and then staffing the department with the appropriate mix of clinicians, teachers and researchers. Mergers and Acquisition Project for an MSO This was a ten month project to assist a well respected PPM develop a new physician practice support services endeavor through the merger/acquisition of several, carefully chosen companies providing support services throughout the United States. We established the criteria and chose a select group of companies to start the process with. Prepared and led the initial negotiations. Valuation of Ambulatory Surgery Centers Review the feasibility of developing a new specialty care and research department at one of the world's premier medical teaching and hospital facilities. The project entailed a detailed analysis of the present environment in this particular specialty with a view towards recruiting one the country's eminent specialists in this field and then staffing the department with the appropriate mix of clinicians, teachers and researchers. HQA was engaged in a multi-year project to rescue a surgical practice from bankruptcy and set it on to a growth course. In this project we revamped the staff, practice administrative protocols and physician leadership and management structure. We were able to increase the revenues of the practice three hundred percent without increasing patient load. Physician Income Distribution was restructured following a long process along an incrementally increasing productivity formula. |
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