Healthcare organizations can no longer question whether vertical and horizontal integration are vital to their success; their future viability depends on it. Since withstanding challenges to its legitimacy, the Affordable Care Act (ACA) has catalyzed rapid transformation of the fee-for-service payment model across the healthcare industry. Specifically, transformation efforts have focused on shifting financial risk to providers and incentivizing value-based care (high quality and low cost). During the past year, for example, numerous announcements from the likes of the Department of Health & Human Services (HHS) and the Health Care Transformation Task Force have outlined intentions to shift significant portions of reimbursement to alternative, risk-based payment models within the next 3 to 5 years.1
To flourish in this dynamic environment,providers need to demonstrate the ability to reliably deliver high-value care. Doing so, however, requires strategic, financial, and clinical integration across a full continuum of healthcare services. Many healthcare organizations are facing an intensifying strategic need to undertake rapid growth and assimilation initiatives during the coming years in order to develop a comprehensive portfolio of integrated clinical services. For organizations that do not currently possess the complete suite of services they want or need to be competitive, the question is “Do we build, buy, or align with existing organizations in order to provide missing services?” Continue here >>
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