About the Session
This seminar will begin with an overview of the challenge a large healthcare system had with the largest neurosurgery group in its market. The system was being paid large sums for ED call and medical directorships in addition to other support. No matter how much the system did for the group, it never seemed to be enough. One of the system leaders said, “It’s not that I mind paying them more, but in today’s environment, I have to get more value out of what I’m paying.” This became the springboard for a creative, interest-based negotiation between the system and the neurosurgery group that produced a co-management arrangement and deep partnership that has outperformed the highest hopes of both parties.
Faculty will share how the system then used the same approach to develop a new service line co-management arrangement to deal with groups that had even higher conflict and lower trust with the system. These groups included a large employed cardiology group and a large independent orthopedic group. Key insights on what made the process work, including how keeping quality improvement and compliance with Stark Law and anti-kickback requirements in focus throughout, will be shared. You will come away with new approaches for achieving enhanced physician-hospital collaboration and alignment, especially in settings of low trust and high conflict in key service lines.
- Discover how to navigate challenges with conflict and low trust between physicians and hospitals to achieve enhanced physician-hospital partnering in key service lines.
- Explain how key Stark Law and anti-kickback requirements that apply to service line co-management arrangements create helpful boundaries for more effective dealmaking.