With the economic challenges created and exacerbated by COVID-19, many comprehensive integrated delivery networks (IDNs) must rebuild their balance sheets and are actively reassessing their service line portfolio as one means for doing so.
The United States cancer care ecosystem has been significantly disrupted by COVID-19, producing financial hardship and an uncertain future for many cancer centers and physician practices. In this environment, opportunities are emerging as independent oncologists seek new partners to secure longer-term financial stability or avoid more immediate service rationalization and downsizing.
Listen to our webinar with Epstein Becker & Green and FocalPoint Partners, where we discussed how to navigate the ongoing COVID-19 uncertainty and intensifying levels of clinical, operational, and financial risk for independent hospitals.
Data & Analysis
The surge in Medicare Advantage enrollment has masked a concerning trend: For-profit health plans are far outpacing non-profits in capturing market share. With a renewed strategy, non-profits can narrow this gap.
Maintaining a diversified partnership portfolio has become a core skill set and business model used by leading health systems to support several elements of their strategy. The level of investment and dependency placed on partnerships requires health system leaders to regularly evaluate existing partnerships in the context of changing market conditions and their evolving strategy.
Over the past 20 years, the percentage of the nation’s hospitals over 200 beds that are part of health systems has risen from 5 to 77. From 2006 to 2016 alone, the number of independent hospitals over 200 beds declined nearly 40 percent from 502 to 308.
Over the last decade, healthcare partnerships have accelerated, with an ever-increasing number of transactions each year as health systems seek to gain scale, expand their reach and acquire new capabilities to enhance their position to better serve their communities.
Consolidation across the healthcare provider industry continues, with 2019 closing out as a banner year in size and
scope of transactions. All this merger and acquisition activity should lead to real value — delivering benefits in service
expansion, care coordination, efficiencies and cost savings, capital avoidance and population health.
Informed by experience working with many organizations before, during and following integration, our perspective is that the standard “holding company” model of IT integration for acquired entities is inadequate to meet the demands of today’s market.
In any merger or acquisition, it is critical that the resultant revenue cycle enterprise be aligned to support the newly formed organization’s strategy and to enable the realization of full revenue potential.