Mr. Kaufman's valuable advice and information assist organizations in focusing on what is important and how to measure what is important. His high impact programs are customized for the needs of specific audiences. He participates in multiple program formats such as keynote presenter, retreat facilitator, audio conferences, webcasts, and satellite programs. Click here to see current presentation topics.
SUMMARY: Industry thought leaders are encouraging health systems to transition their operating model based on the market shifting from fee for service (volume) to risk (value.) The conventional wisdom is that health systems must move rapidly to “population health,” “risk-based contracts,” “bundled payments” and ACOs. But industry thought leaders have been wrong before! The data is mixed on whether these strategies will be effective, sustainable and/or will contribute to the future success of health systems. Even more critical is whether the physicians are committed to the transition. The AMA/Rand Corporation’s 2015 study Effects of Health Care Payment Models on Physician Practice in the United States, along with a number of other studies, found that “changing the payment system probably isn't enough to ensure that patient care will improve…". The introduction of MACRA is clearly a game changer. Independent physicians and health system-affiliated medical groups must now decide whether to develop an APM or default to MIPS.
The purpose of this presentation is to review today’s popular strategies and separate the fact from fiction. Specific case studies will be used to profile what is working and what is not and why. Based on this presentation the participants will be able to critically examine industry concerns on where the market is headed and the essential competencies they will need to succeed in the future. Finally the presentation will conclude with a specific set of pitfalls to avoid and strategies and tactics for success.
Mr. Kaufman will provide participants with a likely scenario of what the healthcare system will look like in 2020 and the critical competencies necessary for success. He will differentiate between fads and key strategies for success. There is no cookie cutter solution to prepare a physician group or health system for the new environment. For each competency, there will be a discussion, using specific examples, of the underlying factors that will determine whether the strategy will succeed or fail. He will identify characteristics and competencies that will be the key differentiators between winners and losers. These strategies focus on reducing cost while improving outcomes; effectively engaging, employing and integrating with physicians; collaborating with payers and maintaining strong financial performance.
Unfortunately many of the key strategies and new competencies for success run counter to the traditional culture and practice of the current delivery model. Thus retooling for the new environment will take time, money, trial and error, leadership and the fortitude to overcome resistance. The organizations that now begin developing these key strategies and competencies will be best positioned to deal with the challenges and demands of the new transparent, value-based healthcare market.
Every engagement is tailored to address critical issues facing each client and achieve real and measurable results.
The broad range of consulting engagements include:
• Board and management retreats and workshops
• Hospital-physician employment strategies
• Feasibility studies and financial modeling for medical imaging, ASCs, and other services
• Joint venture strategies, development, negotiation support
• Performance overview assessment
• Medical staff analysis and physician development planning
• Physician-hospital negotiation, mediation, and dispute resolution
• Valuation, fairness opinions, and determination of fair market value
• Strategic and business planning
• Structuring/restructuring affiliated physician organizations/groups
• Pricing assessment and managed care negotiating support
• Due diligence on acquisitions and mergers (special expertise in imaging centers)
• Expert witness services for physician, managed care, joint venture, CON, and regulatory services
• Negotiating the purchase or sale of a healthcare business
Board and Management Retreats
Most retreats include a detailed review and analysis of the client's strategic plans, market data, utilization data, and financial reports. Our retreats are tailored to the specific needs of the organization and may include a 'workbook' developed in collaboration with senior management that will focus on the critical issues facing the client. The ultimate end product is the identification of strategic issues that are the focus for discussion at the retreat.