Strategy

Cybercrime, while impacting other industries over the past 20 years, has now attacked healthcare in a big way. Daily, we read about security breaches in small-, medium-, and large-scale healthcare organizations that often affect hundreds, thousands, or even millions of people and their private information.

Many health systems that have spent years building a critical mass of providers now find themselves in a reactive position to physician’s needs. The result may be that the physicians are not adequately integrated into the organization, lacking a unified voice.

Healthcare systems contend fiercely with their competitors for qualified professionals to fill their executive positions. Because senior leadership vacancies can be crippling, health systems must employ the right people to meld with the organization’s leadership team and to fit in culturally.

With the variety of legal cases that provider organizations can face, it is essential to prepare for appropriate defense if an event arises. Expert witnesses are a primary source of a sound testimony in healthcare lawsuits.

Gone are the days when the only way for physicians to “partner” with their local hospital meant to become an employee. The concept of strategic alignment has broadened and now affords a host of options for both physicians and hospitals.

When gaps in executive management occur in your healthcare organization, how can you ensure continuity during everyday challenges? In times of crisis, rapid growth, change, or transition, can you afford to have a vacant position in your leadership team? Perhaps engaging an interim manager is worth considering.

At Coker, we provide consultative assistance related to MACRA/MIPS Implementation to achieve five primary objectives: organizational development, program management, data management, clinician engagement, and auditing and validation.

With the Association of American Medical Colleges (AAMC) projecting that the United States could face a deficit of 120,000 physicians by 2030, it has become increasingly important for hospitals and health systems to plan appropriately to meet the changing needs of their communities for the future.

As health systems and physicians strive to provide better quality and more cost-effective care, it is imperative that they scrutinize all aspects of their operations and care delivery processes. Organizations must continually evaluate their infrastructure, operational procedures, and clinical outcomes that ultimately impact financial performance to succeed in an environment of changing reimbursement.

Transactions among healthcare organizations are nothing new. The healthcare industry is currently undergoing an era of major consolidation as the healthcare delivery paradigm continues to evolve daily. Whether it is hospitals merging or hospitals and physicians pursuing joint ventures and other alignment structures, leaders in most organizations know that doing deals is a normal part of conducting business in the current market environment.

Provider compensation strategies are continually evolving with the healthcare industry, which is fueled primarily by the growth in hospital-employed provider networks and the shift in the industry to value-based care. These changes call for standardizing provider compensation structures and developing models that require success in both fee-for-service and fee-for-value environments. Our consultants work with health

Revenue is the lifeblood of every business, and every hospital, health system, or physician group has some manner of fracture. Healthcare margins are tighter than many other service-oriented businesses and, arguably, hampered by stringent regulation. Given the narrow margins in healthcare, the importance of the revenue cycle is no less valid in the operation of hospitals, physician groups, or health systems that employ physicians.

At Coker, we assist hospitals, health systems, and physician groups set and achieve their strategic goals, including expanded clinical services, market growth, human capital development, financial strength, cost reduction, and technology advancements.

In today’s healthcare environment of consolidation, transactions are becoming more complex in structure, strategy, and execution. Achieving value from these ventures is increasingly difficult, as well. Organizations must navigate an onslaught of challenges and obstacles to ensure deals are successful in creating long-term, sustainable value.

Whether you’re a large healthcare system wondering whether you should enter into an at-risk population health management contract, a hospital considering how you will operate successfully under a bundled payment model, or a physician practice questioning how you will fare under MACRA/MIPS, these issues are critical decisions that must occur.