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Most physicians aren’t exposed to the art and science of referral development in medical school, but it can significantly impact practice growth and success. Learn how to best equip new and established physicians to be stronger at building and nurturing referral partnerships.
In this session, we will explore examples of real health systems’ varying approaches to positioning employed physician groups, from complete autonomous enterprises, to adjuncts and extensions of hospital-based services, to primary drivers of downstream revenue.
TMCA went from the 50th percentile to Top 10 nationally in terms of physician engagement and alignment, with double digit increases on the satisfaction survey, physician turnover decreased by 5%, with first year physician turnover cut in half, and quality improved with a significant decline in Hospital Acquired Infection. TMCA saw measurable results on decreasing referral leakage, improving referral development, and gaining access for their Physician Relations Manager (PRM) team to meet with key physicians.
As economic reform and regulatory forces accelerate physician group practice formation, health systems must bring diverse personalities and priorities together. Imagine groups that combine academic and community-based physicians, span facilities large and small (sometimes across state lines), and merge differing views about compensation and the role of advanced practice providers.
Gaining a deep understanding of physician behavior by evaluating physician activity and referral data from your market paves the way to achieving physician alignment that drives growth. University Hospitals understood the need to augment their current use data and analytics to continue to grow intelligently.
As hospitals and health systems increasingly implement physician alignment strategies, physician relations teams must concentrate on ways they can bring value to their organizations in this new environment. This article explores the ways in which physician relations professionals can be more engaged in physician alignment.
The trend of acquiring former private physician practices involves a variety of challenges. From an internal culture shift to streamlining patient communication and processes, these obstacles require a strategy, strong leadership, physician buy-in and ongoing maintenance.
Problem: Ambulatory strategy decisions and physician practice acquisitions were reactive in response to internally identified opportunities. The goal for Thomas Jefferson University Hospital was to create a tool to evaluate markets in relation to each other that would inform future decision-making around regional strategy.
Problem: Current trends in physician employment and ACO models can create significant barriers for competitors to meet strategic goals. Such rapid alignment proves it increasingly difficult to establish a strong and loyal referring physician base for new and existing clinical programs.
Learn the difference between leakage and keepage and what strategies are needed to get results.