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Articles

Oncologist-Hospital Alignment Models Built to Compensate Oncologists Fairly

Journal of Oncology Practice (ASCO)

July 2011

Reimbursement down; practice overhead up; oncologist income continues to erode – a common scenario today. No wonder community oncologists are interested in exploring alignment relationships with hospitals. It can actually work too: fragmented services can be consolidated; oncologist incomes can be stabilized; communities can be better served. This article describes compensation methodologies in oncologist-hospital alignments that fairly compensate oncologists for their contribution.

The Essential Steps in Transitioning Your Practice into an Oncology Medical Home - While Actually Getting Paid for your Efforts.

Presented at Medical Group Management Association Oncology/Hematology Program.

April 23, 2012

The oncology medical home is a practice model that formalizes care management and care coordination processes which result in reduction in cancer costs in the range of 10% to 15%. Explores the model and current approaches in associated reimbursement/payment re-design.

 

 

Physician Alignment, Affiliation Agreements & Network Strategies.

Presented at the Health Management Academy.

October 27, 2011

Explores strategies and  approaches for aligning the interests of physicians and hospitals in the new health reform environment. Identifies and discusses the features of the predominant models for achieving success.

Presentations

Positioning and Payment for Oncology within Accountable Care Initiatives.

Presented at the Cancer Center Business Summit

October 2011

Findings of National research survey exploring the placement of care delivery and associated payment of oncology/cancer care services within context of accountable care initiatives, both Medicare ACO and private-sector health insurance initiatives.

Oncologist-Hospital Alignment in the Era of Healthcare Reform.

Oncology Payers

September 2014

The trend in business alignment among oncology practices and hospital oncology services in the community setting has been a significant one during the past seven to eight years. The oncologist-hospital alignment dynamic, initially fostered by declining reimbursements coupled with concurrent increased costs of operation in the physician “office-based” setting, has experienced additional impetus as a result of federal health reform mandates of the Accountable Care Act (“ACA”). This article describes the fundamental oncologist-hospital alignment models and explores them in the context of today’s healthcare reform setting. 

Actionable Data Analytics in Oncology: Are We There Yet?

Journal Oncology Practice.

March 2014

Key findings and implications from the 2013 Cancer Center Business Summit annual industry research survey with regard to current data analytic capabilities in the oncology sector. A premise of the 2013 survey is that in order to succeed in a new value-based paradigm, oncology providers must be able to aggregate and analyze actionable clinical and economic data and report it in a form that articulates their value proposition, that is, their outcomes and associated costs. Some fifty oncology providers were surveyed to learn how they are currently performing these data aggregation and analytic functions. 

The essential finding from the study is that only a small number of oncology providers (7%) currently possess the analytical tools and capabilities necessary to satisfy internal and external demands for aggregating and reporting clinical outcome and economic data. However there is an expectation that a majority of oncology providers (60%) will have developed such capabilities within the next two years.

Oncology’s Fit in an ACO World.

Presented at the 2012 Cancer Center Business Summit

October 2012

Accountable Care Organizations (ACOs), the darling of healthcare reform, focuses on primary care initiatives. But shouldn’t oncology, which represents a 10% disproportionate share of the healthcare “spend,” have a place in the rapidly evolving accountable care world? This is the report on the 2012 Cancer Center Business Summit annual research survey that addressed this issue with ACO leaders nationally.

 

 

Cancer Costs Remain a Priority. Innovators Apply Accountable Care to Oncology Redesigns.

Managed Healthcare Executive

January 2013

Accountable care initiatives have traditionally had a primary care focus. But given the magnitude of the “cancer spend,” shouldn’t oncology be considered a stakeholder in the accountable care dynamic. This proposition is explored in  this Special Report of Managed Healthcare Executive.

Where Does Oncology Fit in the Scheme of Accountable Care?

Journal of Oncology Practice (ASCO)

March 2012

Oncology would seem an attractive candidate for achieving cost savings,  which could then be  shared under the umbrella of an accountable care organization (ACO), the vehicle for implementing the Medicare Shared Savings Program. But where does oncology fit within this schema? Article explores. Results of 2011 Cancer Center Business Summit findings that in the context of Medicare ACOs, is not considered an attractive candidate for readily achievable cost savings. However, the commercial health insurance sector has been quite active in pursuing nontraditional and innovative methodologies in payment redesign for oncology services.

Anatomy of a Cancer Center Transaction, Part II.

Journal of Oncology Practice (ASCO)

July 2010

In this second installment, an alternative hospital-based service model and associated oncology service line co-management arrangement is discussed. Includes comparisons of oncologist compensation anticipated before and after implementation of the new aligned model.

Anatomy of a Cancer Center Transaction

Journal of Oncology Practice (ASCO)

May 2010

This is the first of a 2-part article comparing two models for structuring a community based cancer center on a collaborative basis between oncologists and a hospital. In this installment, an on-campus private practice model is examined.

Practice-Hospital Partnerships:  A Marriage Made for Patients

Community Oncology
May 2008

Article describes how a community oncology practice can merge with an academic medical center without getting “swallowed up.” When a New Hampshire practice partnered with Dana Farber Cancer Institute, the result was a strengthened private practice able to offer more to its patients while retaining its grass roots culture.

Leadership in the Community Oncology Setting

Hematology & Oncology News & Issues

March 2008  

Article presents findings of the 2007 Cancer Center Business Summit Industry Survey. Respondents were asked to comment on physician leadership and managerial leadership as characteristics that were critical to the success of a cancer center.

Results of the Noteworthy Innovators Survey,  Handouts

October 2007 

Results of a research undertaking to identify examples and characteristics of business or programmatic innovation in the organization and delivery of cancer care that might contribute to the respective organizations position as a market leader.

Hospitalist Enhances Continuity of Care for Oncology Patients,  Abstract

October 2007

Abstract presented at the Northern New England Clinical Oncology Society annual meeting, October 2007. Oncology practice employs internist to serve as hospitalist for practice’s inpatients, freeing up time for oncologists to see clinic patients.

Compensation Models to Align Hospital and Oncologist Interests

Presented at the Cancer Center Business Summit

October 2011

Panel discusses compensation approaches to medical professional services, medical supervision and medical director services, service line management services and their  associated valuation issues.

Successful Hospital-Oncologist Alignment and Compensation Models

Presented at the Cancer Center Business Summit

October 2011

Following a case study format, explores today’s predominant hospital-oncologist alignment models and the associated compensation approaches applicable to each.

Anatomy of a Cancer Center Transaction

Presented at the Cancer Center Business Summit

October 2009

A “mock negotiation” among panel of medical oncologist, radiation oncologist and hospital to arrive at terms of a collaborative cancer center model.

Negotiating the Deal Breakers

Presented at the Cancer Center Business Summit

October 2009

Panel explores the economic and legal “deal breakers” to be overcome in arriving at terms of a collaborative cancer center from the perspectives of the stakeholders in the transaction.

The Financial Burden of Cancer Care

Presented at the “Let’s Talk” Community Educational Series

May 2007 

Panel discusses the costs associated with cancer care, the financial burden often created for patients and how to address the cost issues.