Building Your Digestive Health Network Strategy...Service Line Strategy Advisor Building Your...
Transcript of Building Your Digestive Health Network Strategy...Service Line Strategy Advisor Building Your...
Service Line Strategy Advisor
Building Your Digestive Health
Network Strategy
Vik Srinivasan
Senior Analyst
Service Line Strategy Advisor
©2014 The Advisory Board Company • advisory.com
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©2014 The Advisory Board Company • advisory.com
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Service Line Strategy Advisor
Building Your Digestive Health
Network Strategy
Vik Srinivasan
Senior Analyst
Service Line Strategy Advisor
©2014 The Advisory Board Company • advisory.com
5
Introducing Service Line Strategy Advisor
Deep Bench of Experts Serve as an Extension of Your Staff
Program in Brief
Service Line Strategy Advisor provides service line, business development, planning, and operational leaders comprehensive
planning support through customized projects and unlimited consultation from a team of 35 dedicated experts. Our
mission is to drive successful service line planning, investment, and growth strategy for our members facing new rules of
competition in a value-based market.
Consultative Support for Strategic Planning Endeavors
“What investments will grow
our market share?”
“What service gaps do we need to
fill to compete across the
continuum?”
“How do we restructure service
lines
to win patients on value?”
• 360-Degree Technology
Investment Assessment
• Capital Investment
Prioritization Plan
• Service Line Growth Playbooks
• COE/Institute Development
Plan
• Service Line Gap Analysis
• Outmigration Opportunity
Assessment
• Service Rationalization
Assessment
• Service Line Footprint Analysis
• Organizational Performance
Audit
• Disease Center Assessment
• Population Health Readiness
Audit
Acute Care Focus Outpatient Focus Network Focus
©2014 The Advisory Board Company • advisory.com
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Common Planning Questions
Core Service Lines and Strategic Goals we Support
• What growth and revenue priorities
should I pursue?
Grow Market
Share
Defend Against
Competition
• How can I differentiate myself when
faced with aggressive competitors?
• What is the root cause of my poor
performance and how can I fix this?
• How can I better engage physicians?
• Which outpatient opportunities
should we prioritize?
• What should my ambulatory strategy
be?
Capture New
Outpatient
Opportunity
Rationalize Service
Footprint
• How do I improve patient access
without duplicating scarce
resources?
• How do I principally invest in clinical
technologies for value-based care?
Transform for Population
Health
• Which continuum investments help
me compete both today and
tomorrow?
• How can I best position my program
to appeal to consumers?
Optimize
Performance
System
Strategy
Cardio-
vascular
Diagnostic
Imaging
General
Surgery
Neuro-
sciences
Oncology Orthopedics Women’s
Health
©2014 The Advisory Board Company • advisory.com
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2
3
1
Road Map
Understanding the Landscape for GI Growth
Identifying the Right Physician Partners
Narrowing Your GI Program Strategy
©2014 The Advisory Board Company • advisory.com
8 State of the Union
1) Basic General Surgery category includes appendectomy, breast,
cholecystectomy, hernia; Complex General Surgery category includes
adhesions, endocrine, skin, splenectomy, tracheostomy, transplant, trauma.
Aging Population, Cancer Rates Drive GI Growth
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
-10% -8% -6% -4% -2% 0% 2% 4% 6% 8% 10% 12% 14%
FY
20
13
IP
Me
dic
are
Co
ntr
ibu
tio
n P
rofit
Pe
r C
ase
Opportunity Comparison for General Surgery-Related Services
Bubble Size Equals National Inpatient Volumes, 2013
5-Year Growth
Source: Advisory Board Inpatient and Outpatient Market Estimators;
Service Line Strategy Advisor Research and Analysis
Complexity of Oncologic Cases Attracts Favorable Reimbursement
GI Surgery
Bariatric
Complex GS
Urology Gynecology
Basic GS
©2014 The Advisory Board Company • advisory.com
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Efficacy of Screenings Fuels Growth, Rising Demand
Patient
Demographics
Health Care
Reform
Continued Efficacy
of Endoscopy
• Aging population,
colorectal cancer rates
increase screening and
diagnostic procedures
• Increased prevalence of
reflux drive volumes for
GERD treatment
• Through cost sharing
reform, ACA promotes
greater utilization of
preventative screenings
in more accessible
ambulatory settings
• Endoscopy remains
highly effective
diagnostic and
therapeutic tool
State of the Union
Source: Advisory Board Inpatient and Outpatient Market Estimators;
Service Line Strategy Advisor Research and Analysis
ACA Amplifies Importance of Screening Access
Projections of Outpatient Shift for Endoscopy Services
Five-year projected growth
rate for outpatient GI
endoscopy services
15% Number of outpatient GI
endoscopies performed in
the U.S. in 2013
18M Growth in U.S. ambulatory
surgery centers since 2011
7.1%
Drivers of Increasing Demand for GI Screenings
©2014 The Advisory Board Company • advisory.com
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Endoscopy Volumes Split Across Care Settings
State of the Union
Source: Advisory Board Inpatient and Outpatient Market Estimators;
Service Line Strategy Advisor Research and Analysis
Despite Ambulatory Shift, Favorable HOPD Reimbursement Persists
Increasing Role of
ASCs in GI Care
“All GI should be
done in the
ambulatory setting…
Billions have been
saved by patients
and Medicare by
moving routine cases
to ASCs.”
- ASC Administrator in
Florida
+11%
+12%
+18%
+21%
+22%
+23%
+25%
+11%
-2%
+8%
-4%
-3%
+7%
ERCP
Enteroscopy
Other GI Diagnostics
GERD Testing
EGD
Esophagoscopy
Colonoscopy
non-HOPD Growth
HOPD Growth
Positive non-HOPD
Growth
Positive HOPD
Growth
Volume Growth Projections for GI
Endoscopy, 2013-2018
+13%
©2014 The Advisory Board Company • advisory.com
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Cost Pressures Mobilizing Shift to ASCs
State of the Union
Increasing Demand Requires Ambulatory Site Efficiencies
Source: http://www.beckershospitalreview.com/finance/oig-says-
bring-down-hopd-rates-for-surgery-to-asc-rates-cms-disagrees-11-
things-to-know.html; Service Line Strategy Advisor Research and
Analysis
Factors Motivating Shift Away From Hospital-Based GI Care
1 2 3 4 5
Need for Improved
Efficiencies
Hospital units
stretched by
growing demand
Cost
Pressures
Lower costs to
provider and
patient at ASCs
Importance of
Expanded Access
Access critical to
retain and
compete for PCP
referrals
GI Group
Consolidation
Economies of
scale for
launching
ventures
Viability of ASC
Investment
Proliferation of
ASCs for
multiple use-
cases across
specialties
Estimated Medicare Savings from ASC Use
Office of Inspector General found that
Medicare saved $7 billion from 2007 to
2012 due to the use of ASCs
$7B
©2014 The Advisory Board Company • advisory.com
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ASC Growth Disrupts Hospital-Based Care Continuum
State of the Union
Defensive Posture for GI Poses High Risk of Volume Loss
Source: Service Line Strategy Advisor Research and Analysis
Digestive Health Care Continuum
Disruptions
Case in Brief: Hitching Hospital1
• Hitching has a shortage of PCPs and
general GI physicians, resulting in a
narrow referral base and consequently
decreased downstream volumes
• Rising competition in Hitching’s
metropolitan area may further erode
Hitching’s interventional endoscopy
volumes unless Hitching broadens its
referral base
1
2
Hospital at risk of losing
high margin GI inpatient
surgical referrals
Hospital at risk of losing HOPD
endoscopy volumes due to
increasing ASC competition
1) Pseudonym
©2014 The Advisory Board Company • advisory.com
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GI Care Requires Cross-Continuum Strategy
State of the Union
Growing Opportunity Heightens Competitive Market
Source: Service Line Strategy Advisor Research and Analysis
Three Key Takeaways
Lucrative Cross-
Continuum
Opportunity
Highly
Competitive
Market
New Strategy
Required
• Digestive health
poised for significant
five-year growth
across inpatient and
outpatient settings
1 2 3
• Growth in ASCs
accommodates rising
patient sensitivity to
price, access
• Hospitals must adopt
a new strategy for
digestive health to
plan around
ambulatory shift
©2014 The Advisory Board Company • advisory.com
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2
3
1
Road Map
Understanding the Landscape for GI Growth
Identifying the Right Physician Partners
Narrowing Your GI Program Strategy
©2014 The Advisory Board Company • advisory.com
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Patient Access is the Centerpiece of Changing Dynamics
Narrowing Your GI Program Strategy
Source: Service Line Strategy Advisor research and analysis.
Partnership Depends on Stakeholder Engagement
Physicians Payers
Patients
Digestive
Health Program
• Patients seek convenient
care site
• Healthy patients see
endoscopy as
commoditized service
• Physicians seek high-
throughput environment
to meet rising demand
• Center ownership allows
doctors to capture facility
fees
• Increasing co-pays
drives patients to lower
cost site of care
• Providers compete to
offer lower-cost care
Priorities of Key GI Program Constituent Groups
©2014 The Advisory Board Company • advisory.com
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Inefficient Hospital Throughput Limits Ability to Serve Rising Demand
Sources: Service Line Strategy Advisor research and analysis;
Advisory Board Outpatient Market Estimators.
1) Becker’s Hospital Review, January 2012.
2) Becker’s ASC Review, October 2013.
Lucrative Business Supports GI’s Independence
25 - 35
7 - 10 Minutes on average for
procedure room turnover at
ASCs2
Minutes on average for
hospital room turnover1 16%
37%
11%
28%
2013 2018 2023
Colonoscopy and EGD
Other OP GI
GI Outpatient Market Growth Projections Advisory Board Company Market Estimators,
2013-2023
Average Room Turnover for Hospitals
and ASCs
Narrowing Your GI Program Strategy
Colonoscopy and
EGD account for
75% of outpatient
GI volume
©2014 The Advisory Board Company • advisory.com
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Source: Service Line Strategy Advisor research and analysis
Partnerships Mitigate Upfront Costs and Risks
Narrowing Your GI Program Strategy
Smaller GI Groups Need Help to Scale
Partnership Incentives for GI Groups by Size
1) Length of Stay
Smaller GI
Groups
(0-5 Physicians)
Medium-Sized GI
Groups
(6-20 Physicians)
Large-Sized GI
Groups
(20+ Physicians)
+ Access to hospital-affiliated
PCP base
+ Capital expense of ASC
investment
+ Access to hospital-based
capital technology
- Long-established
independent physician
culture
+ Access to hospital-affiliated
PCP base
+ Capital expense of ASC
investment
- Inefficiencies from hospital
management
+ Access to hospital-affiliated
PCP base
- Inefficiencies from hospital
management
- Benefits of alignment
unclear for screening
©2014 The Advisory Board Company • advisory.com
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Joint Venture Models Reflect Diversity of Partnership Approaches
Narrowing Your GI Program Strategy
Source: Service Line Strategy Advisor research and analysis.
Partnership No Longer About “If,” but “How”
Spectrum of Hospital-GI Group Partnership Models
Joint Venture
• Hospital cedes
screening business,
secures complex care
referrals
GIs
Employed
GIs
Run Own
Endoscopy
Centers
• Hospital captures
facility and physician
fee for screenings
• Care primarily based
out of hospital facilities • Models highly variable
• Hospital may take share of facility fee
• Hospital secures referrals for complex
care
Third Party
Management
Company
Brought In
GI Group Owns
Majority Stake
Hospital Owns
Majority Stake
Other Models
©2014 The Advisory Board Company • advisory.com
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Acute GI Care Naturally Aligns with Hospital Strengths
Narrowing Your GI Program Strategy
Source: Service Line Strategy Advisor research and analysis.
1) “Strengths, Weaknesses, Opportunities, Threats”
Cede Screening, Secure Referrals for Complex Care
Decision Process for Collaborating with
Independent GI Endoscopy Centers
1
Evaluate State of
Hospital GI Services
• Assess scope of
services
• Scan competitor
landscape
• Conduct SWOT
analysis1
2
Engage GI Groups
• Understand GI group
priorities
• Identify overlap in
needs
• Elevate group
leadership’s concerns
in hospital
3
Define Terms of
Partnership
• Consider formalizing
referral relationships
• Set formal clinical
guidelines around sites of
service
©2014 The Advisory Board Company • advisory.com
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Third Party Management Can Ensure Efficient Processes
Narrowing Your GI Program Strategy
Source: Service Line Strategy Advisor research and analysis.
Hospital Supplies Capital, Care Pathway Under JVs
Division of Responsibility Under Third Party Management of
Joint Venture Endoscopy Center
Hospital
• Covers plurality
or majority of
facility cost
GI Group
• Perform procedures
• Holds some equity stake
3rd Party
• Handles billing
• May employ office
staff
• Conducts day-to-day
office management,
facilitates efficient
processes
©2014 The Advisory Board Company • advisory.com
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Retain Productivity Incentives Under Employment
Narrowing Your GI Program Strategy
Source: Service Line Strategy Advisor research and analysis.
Employment Delicate, Competes with Referring GIs
Case in Brief: West
River Community
Hospital
• Community hospital
loses GI physician,
employs
replacement with
generous tuition
reimbursement
provisions
• Weekly productivity
drops, reflecting
weak incentives
• Hospital concerned
about losing
physician
Weak Incentive Structure Fails to Encourage
Employed GI Productivity
Weekly procedures at
surgery center for
previous GI physician
17.1 Weekly procedures at
surgery center for new
GI physician
12.4
Employ new GI with end of year bonus
Need for short-term
incentive to shift
volume growth
©2014 The Advisory Board Company • advisory.com
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Rural, Community Hospitals Face Less Pressure
Narrowing Your GI Program Strategy
Source: Service Line Strategy Advisor research and analysis.
Population Dense Markets See Greater ASC Shift
Relationship Between Provider Density and Pressure for GI Ambulatory Shift P
ressure
to S
hift S
cre
enin
gs
Out of H
ospital
Geographic Provider Density
Rural
Hospital
Community
Hospital
Suburban
Hospital
Urban Health
System
©2014 The Advisory Board Company • advisory.com
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2
3
1
Road Map
Understanding the Landscape for GI Growth
Identifying the Right Physician Partners
Narrowing Your GI Program Strategy
©2014 The Advisory Board Company • advisory.com
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Assess Primary Care Footprint, Current GI Resources
Identifying the Right Physician Partners
Source: Service Line Strategy Advisor research and analysis.
GI Strategy Must Follow System Vision
A Multi-Step Process for Identifying Ideal Physician Partners
Size PCP Referral
Base 1
Assess Current GI
Resources 2
Scan Competitive
Landscape 3
Formulate GI Strategy 4
• Size referring base for GI
services and alignment with
hospital, competitors
• Identify subservices with greatest
referral leakage and assess
opportunity to recoup business
from competitors
• Prioritize key GI subservices
for investment, growth
• Understand scope of current
services
©2014 The Advisory Board Company • advisory.com
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Evaluate Current Alignment of Regional Groups Prior to Discussions
Identifying the Right Physician Partners
Source: Service Line Strategy Advisor research and analysis.
Competitive Scan Identifies Partnership Candidates
Process for Identifying Best-Fit Partnership Candidates
Isolate Top
Partnership
Candidates
• Formalize
vision for
success of
short-term and
long-term
partnership
• Ensure group
alignment with
system goals
Rank Best-Fit
Partners
• Conduct
preliminary
discussions
with groups
• Compare
overlaps
between group
incentives and
institutional
goals
Understand GI
Group
Priorities
• Evaluate
market
positioning of
independent
GI groups
• Assess size
of regional GI
groups,
access to
capital
Define
Competitive
Environment
• Identify top
competitors
• Assess GI group
alignment with
competitor
institutions
• Understand your
institution’s
bargaining
position
©2014 The Advisory Board Company • advisory.com
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Align Incentives to Sustain Long-Term Partnership
Identifying the Right Physician Partners
Source: Service Line Strategy Advisor research and analysis.
Early Communication Can Surmount Politics
Independent GI
Group
Hospital
Digestive Health
Service Line
Medical
Director
of GI Group
Hospital Taps GI
Group Leader as
Service Line Director
Build and Manage
Partnership Through Medical
Director
Case Study: Hospital Integrates Independent Group President Into
Service Line Leadership
©2014 The Advisory Board Company • advisory.com
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Continued Inpatient GI Needs Can Strengthen Relationship
Identifying the Right Physician Partners
Source: Service Line Strategy Advisor research and analysis.
1) Pseudonym
Be Wary of Partnership with Misaligned Incentives
Capital Technology Still an
Effective Tool for Enticing
Physicians
• Ridgemont Hospital1 was
unable to partner with its GI
physicians around screening
business
• Ridgemont instead invested
in capital technology to make
the hospital a more attractive
place for independent GIs to
bring cases
Case Study: Hospital Charts Gradual Strategy for Closer Alignment
Hospital invests in
endoscopic ultrasound
to increase share of
business performed at
hospital
Hospital
Endoscopy
Center
Hospital and GI
Group Directly
Competing for
Screenings
Hospital Invests in
Technology to
Entice Physicians
©2014 The Advisory Board Company • advisory.com
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Strategies Span PCP Alignment, Specialist Engagement
Identifying the Right Physician Partners
Source: Service Line Strategy Advisor research and analysis.
Open Dialogue Facilitates Clear-Eyed Partnership
• Leverage PCP assets
to base GI program
strategy, shift GI
incentives
• Let referring geography
set framework for
strategy
1
PCP Alignment
2
Specialist Engagement
• Create incentives for
closer ties
• Set near- and long-term
institutional objectives to
guide partnership
Strategies for Identifying Physician Partners
©2014 The Advisory Board Company • advisory.com
29
Shift Not Always Desirable or Necessary
Case Profiles – Strategic Drivers
Cross-Setting Parity in Cost and Efficiency Eliminates Shift Incentives
Source: Service Line Strategy Advisor Research and Analysis
Case Study: Royal Health System1 Experiences No Payer Pressure and
Thus No Ambulatory Shift
Common Drivers of Shift Limited for Royal
Health System
Royal Health System GI
Growth Strategy
1
2
GI care is reimbursed at a lower rate
in ambulatory settings than in
hospital-based sites
Volumes are declining due to a highly
saturated market with multiple
competing ASCs
Healthy system’s capacity is tested
by rising demand for digestive health
services
Maintain efficiency in
hospital to preempt
competition that may arise in
future
Build additional capacity
within system to
accommodate rising demand
pressures and alleviate long
wait times for GI services
1) Pseudonym
©2014 The Advisory Board Company • advisory.com
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Prioritizing Cost Reduction Over Margin Opportunity
Case Profiles – Strategic Drivers
For Large Systems, OP Presence Key to Population Health Management
Source: Service Line Strategy Advisor Research and Analysis
Case Study: For Franklin Health1, Ambulatory Investment in GI Presents
Opportunity to Reduce Preventable Care and Costs
Fee-For-Service
Model
Value-Based
Payment Model ACA reform prompting Franklin
Health to pursue a GI strategy
leading to improved outcomes at
lower costs
Outpatient Expansion Aligns Strategically With
Different Payment Models
Increase Capture
Grow market share;
feed downstream IP
business
Improve Quality
Cover care
continuum; improve
patient satisfaction,
outcomes
Minimize Costs
Capitalize on more
efficient, specialized
site with lower
overhead
1) Pseudonym
©2014 The Advisory Board Company • advisory.com
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PCP Proximity a Proxy for Access
Case Profiles – PCP Alignment
Network Expansion Makes GI Strategy Reactive to Primary Care Needs
Source: Service Line Strategy Advisor Research and Analysis
Case Study: Marion Hospital’s Digestive Health Growth
Strategy Hinges on Primary Care
Key Considerations for Developing Marion’s Outpatient Endoscopy Facility
Primary
Care
Independent
GIs
Ambulatory
Endoscopy Center
Hospital-Based
Site
High priority for UCLA’s GI strategy
Key
Medium priority for UCLA’s GI strategy
Referral
Generation
Place OP facility near
PCPs to tap large
number of GI referrals
Cost
Structure
Weigh opportunity for
reduced costs at ASC
against opportunity for
higher HOPD
reimbursement
Site
Ownership
Evaluate financial,
operational
considerations of JV
model versus hospital-
owned ASC 1) Pseudonym
©2014 The Advisory Board Company • advisory.com
32
Facility Construction Not Always Needed For Access
Case Profiles – PCP Alignment
Embedded GI Physician in PCP Clinic Expands Access Channels
Source: Service Line Strategy Advisor Research and Analysis
Case Study: Skyfall Healthcare1 Captures Referrals Early in the Continuum
Key Steps for Determining Whether Placing GIs in PCP
Practices is a Viable Strategy
1 Evaluate GI Provider
Capacity
Review surgeon’s
employment agreement and
assess capacity to split time
between clinic and hospital
2 Determine Referral
Potential
Analyze expected number of
referrals to ensure primary
care site generates sufficient
numbers to merit GI
placement
3 Compare Workflows for
Compatibility
Align schedules and
workflows for GI and PCP
buy-in
1) Pseudonym
©2014 The Advisory Board Company • advisory.com
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PCP Base Creates Partnership Incentive for GIs
Case Profiles – PCP Alignment
Source: Service Line Strategy Advisor Research and Analysis
Case Study: Hopper Hospital1 Leverages Strong PCP Relations to Win GI
Partners
Strategic Advantages Afforded by Provider Partners
Segmented by Provider Type
Hospital
Hospital-owned ASC
Independent GI Groups
PCPs
Provides backstop for patients seeking
more acute, complex GI interventions
Offers a cost efficient, high throughput,
and accessible site for patients and
providers
Expands access to screening and clinic-
based services, further widening a health
system’s referral base
Expands referral base for hospital and GI
groups; strong hospital-PCP relations
can incentivize independent GI groups to
partner 1) Pseudonym
©2014 The Advisory Board Company • advisory.com
34
Patients More Brand-Sensitive for Interventional Care
Case Profiles – PCP Alignment
Partnership With AMC Improves Upstream Care Coverage
Source: Service Line Strategy Advisor Research and Analysis
Case Study: Foley Health1 Addresses Brand Sensitivity through AMC
Affiliate
Level of
Procedure
Commoditization
Degree of Provider Brand Sensitivity by Procedure
High Low
Therapeutic
procedures
Colonoscopy
screenings Complex
Interventions
Foley Health estimates that it can accommodate
85% of its digestive health procedures while 15% of
cases are referred out to a large academic medical
center for more complex, subspecialized care
1) Pseudonym
©2014 The Advisory Board Company • advisory.com
35
Resources, Referral Base Outweigh Cost-Efficiencies
Case Profiles – Specialist Engagement
Profitability of Ancillary Services Can Limit Large Group Alignment
Source: Service Line Strategy Advisor Research and Analysis
Case Study: East Ridge Health Center1 Increasingly Vulnerable to Hospital
Partnership, Purchasing
Benefits of Maintaining
Independence Benefits of Partnering
with Hospital
+ GIs at large centers profit from
ancillary services, such as
anesthesiology
+ Hospital takes on administrative
burden, including HR and billing
+ Operational efficiencies can
create a high margin for ASCs
+ Hospital gives GIs access to
wider referral base in
increasingly competitive market
+ As reimbursement decreases,
smaller groups experience
difficulty in managing business
1) Pseudonym
©2014 The Advisory Board Company • advisory.com
36
Align Physician Relationship With Rising Demand
Case Profiles – Specialist Engagement
Preserve Physician Volume Incentives Under Employment
Source: Service Line Strategy Advisor Research and Analysis
Case Study: Gibson Health Made Employment a Reality at its ASC Through
Shared Incentives
Example GI Employment
Agreement
Gibson’s Employment
Agreement for Volume
Growth
Salary ($)
Above a
certain
volume
threshold,
GI receives
salary
bonus
Salary ($)
Advantages:
• Motivates volume stability and
growth more effectively than mere
bonus volume threshold
• Shared incentives drive physician
employment with collaboration
Volume
thresholds
are
graduated
and more
integrated
into GIs total
salary
1) Pseudonym
©2014 The Advisory Board Company • advisory.com
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Shift Can Compromise Inpatient Performance
Case Profiles – Lost Volumes
Failure to Proactively Engage GIs Leads to Volume Loss
Source: Service Line Strategy Advisor Research and Analysis
Case Study: Failure to Adapt to Changing Ambulatory Dynamics Led to
Decreased Market Share for Starboard Hospital1
GI Care Continuum Disruption:
Proactive GI Strategy:
Inpatient GI
volumes
decline
GIs leave
hospital for
competing
ASCs
Broken referral
pathway,
resulting in
further volume
loss
Evaluate inpatient
performance for GI
Services
Identify strategies for
retaining GIs through
new contracts and
ASC development
Robust Digestive
Health Network
Strengthen referral
pathways through GI
specialist
engagement, PCP
alignment 1) Pseudonym
©2014 The Advisory Board Company • advisory.com
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Hasty Shift Can Alienate GI Partners
Case Profiles – Lost Volumes
Proactive Communication, Political Awareness Necessary for Buy-In
Source: Service Line Strategy Advisor Research and Analysis
Case Study: Parker Health1 Demonstrates Importance of Maintaining
Physician Buy-In Throughout Shift Process
Threats to Maintaining Buy-In Tactics to Address Threats
Shifting to the ambulatory space with
a higher throughput environment can
result in physician issues with
compensation level
• Proactively gauge physician
interest in shift with keen focus on
physician compensation; explore
possibility for joint venture model
with GIs
Endoscopic technologies at ASC are
not up-to-date, resulting in physicians
taking their book of business to a
competitor freestanding ASC
• Consider advanced technology
investments, as well as staff
training to support the use of new
endoscopic equipment in order to
ensure physician retention
1) Pseudonym
©2014 The Advisory Board Company • advisory.com
39
How Service Line Strategy Advisor Can Help
How Service Line Strategy Advisor Can Help
Source: Service Line Strategy Advisor Research and Analysis
1) Pseudonym
Service Line Strategy Advisor Extends Help For Digestive Health Growth
Digestive Health
Market Opportunity
Assessment
• Evaluate historical market
performance and future
growth projections
• Identify core challenges in
current GI program;
recommend strategies to
support growth
Decision Guide for
Outpatient Facility
Placement
• Highlight key considerations
when deciding where to
place an ambulatory surgery
center
• Provide insight into the
decision making process
through various case studies
Digestive Health
Technology Scan
• Benchmark technology
capabilities within a hospital
or health system to regional
competitors and national
trends
• Outline strategy to
differentiate offerings
©2014 The Advisory Board Company • advisory.com
40
Any Questions?
Source: Service Line Strategy Advisor Research and Analysis
For Questions, Contact:
Vik Srinivasan
©2014 The Advisory Board Company • advisory.com
41
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