Assignment Prompt & Instructions
**files (2)**
– ## Week5LearningResources-HealthcareFinance.docx
– ## Week5DiscussionResponse-HealthcareFinance.docx
**## Week5LearningResources-HealthcareFinance.docx**
**Week 5 Learning Resources**
**Healthcare Finance**
**Required Reading**
· Getzen, T. E., & Kobernick, M. S. (2022).
_Health economics & financing_ (6th ed.). Wiley.
· Chapter 7, “Hospitals” (pp. 136–149)
· Chapter 11, “Financing and Ownership of Health Care Providers” (pp.207–227)
· Pink, G. H., & Song, P. H. (2020).
_Gapinski’s understanding healthcare financial management_(8th ed.). Health Administration Press.
· Chapter 7, “Equity Financing” (pp. 239–278)
· Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from ScotlandLinks to an external site.](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
· Bo, Y., Qi, M., Liu, S., Cui, J., & Han, Y. (2020).
[Profit distribution and managers’ behavior in vertical integrated medical delivery systems: An experimental economics studyLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edb&AN=144356488&site=eds-live&scope=site&custid=s6527200).
_BMC Health Services Research_,
_20_(1), 1–9. https://doi.org/10.1186/s12913-020-05467-0
· Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021).
[The association of vertically integrated care with health care use and outcomesLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=tsh&AN=153805122&site=eds-live&scope=site&custid=s6527200).
_Health Services Research_,
_56_(5), 817–827. https://doi.org/10.1111/1475-6773.13642
· Markovitz, A. A., Ryan, A. M., Peterson, T. A., Rozier, M. D., Ayanian, J. Z., & Hollingsworth, J. M. (2022).
[ACO awareness and perceptions among specialists versus primary care physicians: A survey of a large Medicare shared savings programLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=mnh&AN=33501534&site=eds-live&scope=site&custid=s6527200).
_Journal of General Internal Medicine_,
_37_(2), 492–494. https://doi.org/10.1007/s11606-020-06556-w
**## Week5DiscussionResponse-HealthcareFinance.docx**
**Week 5 Discussion Response**
**Healthcare Finance**
**Colleague 1- Robyn Qualls**
**Compare the advantages and disadvantages of the vertical integration of the hospital and physicians’ practice.**
Vertical integration is an effective way to improve patient care because providers and hospitals must work together, as Alonso & Andrews (2022) note. As with many things, there are advantages and disadvantages, and here are a few that have been highlighted.
**Advantages of vertical integration:**
1. Huckfeldt et al. (2021) state that an advantage of vertical integration is that it leads to interoperable health information systems, which allow patient information sharing and easy referrals. This also means that doctors in the system refer to other doctors within the system, which can generate more revenue.
2. Improve care coordination and lead to no duplications of tests and procedures, which leads to better patient outcomes and more efficient care.
3. Combines resources and coordinates spending per Alonso & Andrews (2022).
**Disadvantages of vertical integration:**
1. Lack of consistency in workflows due to the different work cultures of the providers and hospitals.
2. As mentioned by Huckfeldt et al. (2021), if leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs. Therefore, it could ultimately affect the patient's outcomes and the quality of care provided. Communication challenges between the providers and the hospital led to miscommunication with the patients.
**Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice.**
The flow of revenue depends on the flow of patients, per Getzen and Kobernick (2022). Therefore, the number of patients physicians see determines the cost of integration; this is one reason why hospitals consider vertical integration. An additional factor is the economic and population characteristics of the communities they will serve, as these determine the demand for healthcare, the types of reimbursements they will receive based on patients' insurance, and, in turn, the revenue they generate.
**Propose strategies for integrating the hospital and practice. Defend or argue your recommendations using economic principles.**
Alonso and Andrews (2022) found that integrated healthcare organizations achieve the greatest benefits when integration is accompanied by strong coordination mechanisms and shared organizational objectives. Henceforth, these are a few proposed strategies:
1. Collaborative decision making. As the hospital and practice groups have different priorities and agendas, they must work together to improve the entire system and patient care. As well as achieving the hospital and provider quality metrics.
2. Utilize electronic health records. This will reduce costs by eliminating service and lab duplication.
3. Merging in stages. As this will allow a slow transition, reducing risk, resources can be used sparingly rather than all at once.
**References:**
Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from Scotland](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
Getzen, T. E., & Kobernick, M. S. (2022). Health economics & financing (6th ed.). Wiley
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes. Health Services Research, 56(5), 817–827.
[https://doi.org/10.1111/1475-6773.13642](https://doi.org/10.1111/1475-6773.13642)
**Colleague 2- Scott Davis**
**Compare the advantages and disadvantages of the vertical integration of the hospital and physicians’ practice.**
Vertical integration is an effective way to improve patient care because providers and hospitals must work together, as Alonso & Andrews (2022) note. As with many things, there are advantages and disadvantages, and here are a few that have been highlighted.
**Advantages of vertical integration:**
1. Huckfeldt et al. (2021) state that an advantage of vertical integration is that it leads to interoperable health information systems, which allow patient information sharing and easy referrals. This also means that doctors in the system refer to other doctors within the system, which can generate more revenue.
2. Improve care coordination and lead to no duplications of tests and procedures, which leads to better patient outcomes and more efficient care.
3. Combines resources and coordinates spending per Alonso & Andrews (2022).
**Disadvantages of vertical integration:**
1. Lack of consistency in workflows due to the different work cultures of the providers and hospitals.
2. As mentioned by Huckfeldt et al. (2021), if leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs. Therefore, it could ultimately affect the patient's outcomes and the quality of care provided. Communication challenges between the providers and the hospital lead to miscommunication with the patients.
**Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice.**
The flow of revenue depends on the flow of patients, per Getzen and Kobernick (2022). Therefore, the number of patients physicians see determines the cost of integration; this is one reason why hospitals consider vertical integration. An additional factor is the economic and population characteristics of the communities they will serve, as these determine the demand for healthcare, the types of reimbursements they will receive based on patients' insurance, and, in turn, the revenue they generate.
**Propose strategies for integrating the hospital and practice. Defend or argue your recommendations using economic principles.**
Alonso and Andrews (2022) found that integrated healthcare organizations achieve the greatest benefits when integration is accompanied by strong coordination mechanisms and shared organizational objectives. Henceforth, these are a few proposed strategies:
1. Collaborative decision making. As the hospital and practice groups have different priorities and agendas, they must work together to improve the entire system and patient care. As well as achieving the hospital and provider quality metrics.
2. Utilize electronic health records. This will reduce costs by eliminating service and lab duplication.
3. Merging in stages. As this will allow a slow transition, reducing risk, resources can be used sparingly rather than all at once.
**References**
Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from Scotland](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
Getzen, T. E., & Kobernick, M. S. (2022). Health economics & financing (6th ed.). Wiley
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes. Health Services Research, 56(5), 817–827.
[https://doi.org/10.1111/1475-6773.13642](https://doi.org/10.1111/1475-6773.13642)
**Colleague 2- Scott Davis**
Compare advantages and disadvantages of the vertical integration of the hospital and physicians’ practice:
Vertical integration could help the hospital compete under value-based reimbursement, but it also brings major financial and operational risk (Getzen & Kobernick, 2022; Huckfeldt et al., 2021).
Advantages:
1.
Better care coordination: Owning or affiliating with physicians can improve communication, referrals, discharge planning, chronic disease management, and population health efforts (Alonso & Andrews, 2022)
2.
Stronger value-based performance: Under ACO and other value-based contracts, the hospital needs influence over outpatient care, utilization, quality metrics, and prevention. Physician integration can help reduce avoidable admissions, readmissions, and unnecessary testing (Markovitz et al., 2022; Huckfeldt et al., 2021).
3.
Referral stability and market position: Since the competing hospital has already acquired a large practice, integration may protect the hospital’s 30% market share and prevent patient leakage to the competitor (Getzen & Kobernick, 2022).
4.
Greater negotiating leverage: A larger integrated system may have more bargaining power with private insurers when negotiating reimbursement rates and value-based contracts (Getzen & Kobernick, 2022).
5.
Shared data and analytics: Integration can support common electronic health records, quality reporting, risk stratification, and financial tracking (Alonso & Andrews, 2022; Markovitz et al., 2022).
6.
Economies of scale: Administrative functions such as billing, compliance, contracting, purchasing, and IT may be consolidated (Getzen & Kobernick, 2022; Pink & Song, 2020).
Disadvantages:
1.
High acquisition and operating costs: Buying a large physician practice may require significant upfront capital, ongoing salary guarantees, technology investment, and integration costs (Pink & Song, 2020).
2.
Physician productivity risk: Employed physicians may become less productive if compensation incentives are not well designed (Bo et al., 2020).
3.
Cultural conflict: Hospitals and physician practices often differ in decision-making style, workflow, autonomy, and financial priorities (Markovitz et al., 2022).
4.
Regulatory and antitrust concerns: In a competitive urban market, acquisition could raise concerns related to market concentration, referral arrangements, Stark Law, Anti-Kickback Statute, and fair market value compensation (Getzen & Kobernick, 2022).
5.
Execution risk: If systems, leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs (Alonso & Andrews, 2022; Huckfeldt et al., 2021).
6.
Potential price increase: Vertical integration can increase negotiating leverage, by that may also raise payer concern that consolidation will increase process without improving outcomes (Getzen & Kobernick, 2022; Pink & Song, 2020).
The main benefit is strategic control over the continuum of care, which is increasingly important under value-based reimbursement. The main risk is that the hospital could pay a high price for integration without achieving enough costs savings, quality improvement, or physician alignment to justify the investment (Huckfeldt et al., 2021; Getzen & Kobernick 2022).
Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice:
Key economic factors to consider include the investment required, expected returns, operating costs, reimbursement risk, and market effects of integration (Getzen & Kobernick, 2022; Pink & Song, 2020)
·
Acquisition cost and valuation: The hospital must determine whether the purchase price of the physician practice is justified by expected future cash flows, referrals, savings, and strategic value (Pink & Song, 2020).
·
Return on investment: Leadership should compare the cost of acquiring or affiliating with the practice against expected gains from increased patient volume, reduced leakage, better payer contracts, and improved value-based reimbursement performance (Getzen & Kobernick, 2022).
·
Operating costs: Integration may increase expenses through physician salaries, benefits, malpractice coverage, administrative support, EHR implementation, compliance, and practice management costs (Pink & Song, 2020).
·
Physician compensation incentives: Compensation should balance productivity, quality, patient outcomes, and cost control. Poorly designed compensation can reduce productivity or encourage unnecessary utilization (Bo et al., 2020).
·
Referral patterns and patient volume: The hospital should access whether integration will increase referrals, stabilize admissions, retain patients within the system, and protect market share from the competing hospital (Getzen & Kobernick, 2022).
·
Payer mix reimbursement risk: The hospital must examine how much revenue comes from Medicare, Medicaid, and private insurers, especially as payers move toward ACO contracts, bundled payments, shared savings, and downside risk (Markovitz et al., 2022).
·
Economies of scale: Integration may reduce average costs by consolidating bilking, purchasing, staffing, technology, contracting, and administrative functions (Getzen & Kobernick, 2022).
·
Market power and pricing: A vertically integrated system may gain negotiating leverage with insurers, but excessive market power could trigger payer resistance, public concern, or antitrust scrutiny (Getzen & Kobernick, 2022).
·
Cost savings from care coordination: The hospital should estimate whether better outpatient management can reduce preventable admissions, readmissions, emergency department use, duplicate testing, and unnecessary specialist referrals (Alonso & Andrews, 2022; Huckfeldt et al., 2021).
·
Risk sharing under value-based care: Because ACO contracts reward quality and efficiency, the hospital must evaluate whether it can manage population health costs and avoid financial losses under downside-risk arrangements (Markowitz et al., 2022).
·
Opportunity cost: Capital used to acquire the practice cannot be used for other investments, fair market value requirements, Stark Law, Anti-Kickback Statue compliance, and ongoing monitoring (Getzen & Kobernick, 2022).
In short, the hospital should ask whether integration creates enough
**economic value** through improved coordination, stronger market position, better reimbursement performance, and cost control to outweigh the acquisition price, added operating expenses, and financial risk (Pink & Song, 2020).
Consider strategies for the organization integration of the hospital and physicians’ practice. Defend or argue your recommendations using economic principles:
Strategies for organizational integration should focus on aligning the hospital and physician practice clinically, financially, culturally, and technologically while accounting for investment costs, incentives, market position, and value-based reimbursement risk (Getzen & Kobernick, 2022; Pink & Song, 2020).
·
Choose the right integration model: The hospital should not assume that full acquisition is the only option. It could compare models, including full employment, professional services agreements, co-management agreements, clinically integrated networks, or an ACO partnership. From an economic perspective, the best model is the one that creates enough value to justify its cost and risk. If full acquisition is too expensive or creates too much antitrust concern, a contractual affiliation may preserve physician autonomy while still improving care coordination and value-based performance (Markovitz, et al., 2022).
·
Conduct financial due diligence: Before purchasing or affiliating with the practice, the hospital should evaluate the practice’s revenue, payer mix, referral patters, debt, compensation structure, malpractice exposure, productivity, staffing costs, and technology needs. This protects the hospital from overpaying and helps determine whether the expected return on investment is realistic. The CFO should model best-case, expected-case, and worst-case scenarios under both fee-for-service and value-based reimbursement (Pink & Song, 2020).
·
Align physician compensation with value-based goals: Physician compensation should not rely only on volume or work RVU’s. It should include incentives for quality outcomes, patient satisfaction, access, care coordination, reduced readmissions, appropriate utilization, and performance under AACO contacts. This addresses the economic risk that employed physicians may become less productive or that incentives may encourage unnecessary services. A balanced compensation model can protect productivity while supporting cost control and quality improvement (Bo et al., 2020).
·
Create shared governance: The hospital should include physicians in leadership committees, service-line planning, quality improvement, care management, and contracting strategy. Shared governance can reduce cultural conflict and help physicians feel like partners rather than employees. Economically, this improves the chance that integration will generate real savings, because physicians influence referrals, testing, admissions, length of stay, and chronic disease management Alonso & Andrews, 2022).
·
Integrate information systems: A common health record and shared analytics platform are essential. The hospital and physician practice should be able to track referrals, patient outcomes, utilization, risk scores, readmissions, emergency department use, and total cost of care. Although EHR integration requires upfront investment, it supports value-based reimbursement by improving care coordination, quality reporting, and population health management (Alonso & Andrews, 2022; Markovitz et al., 2022).
·
Standardize clinical pathways: The integrated organization should develop evidence-based care pathways for high-cost and high-volume conditions such as diabetes, heart failure, COPD, orthopedic care, and emergency department follow-up. Standardization can reduce duplicate testing, avoidable admissions, readmissions, and unnecessary specialist referrals. These savings are especially important under ACO contracts, where the hospital may share in savings or losses based on total cost and quality performance (Huckfeldt et al., 2021).
·
Manage market power carefully: Because the hospital is in a highly competitive urban market and the rival hospital has already acquired a physician group, integration may be strategically necessary to protect market share. However, the hospital should avoid using the acquisition only to raise prices. Instead, it should demonstrate that integration improves access, quality, efficiency, and patient outcomes. This reduces payer resistance and helps address antitrust and regulatory concerns (Getzen & Kobernick, 2022).
·
Phase the integration: The hospital should use a phased implementation plan rather than trying to combine everything at once. Early priorities should include financial due diligence, legal compliance, compensation redesign, EHR planning, care coordination infrastructure, and physician engagement. Later phases can include full operational consolidation, expanded value-based contracting, population health analytics, and service-line growth. Phasing reduces disruption and allows leadership to measure whether projected savings and revenue gains are actually occurring (Alonso & Andrews, 2022).
· T
rack performance metrics: The hospital should monitor financial and clinical metrics after integration, including operating margin, physician productivity, referral retention, patient leakage, payer contract performance, readmission rates, emergency department use, quality scores, patient satisfaction, and total cost of care. These metrics allow leadership to determine whether integration is achieving its economic goals (Getzen & Kobernick, 2022).
Recommendation: The hospital should pursue integration, but only if due diligence shows that the partnership can improve value-based performance, protect market share, and generate enough savings or revenue growth to justify the acquisition and operating costs. A phased affiliation or acquisition with strong physician governance, aligned incentives, shared data systems, and value-based performance metrics would be the most economically defensible strategy (Getzen & Kobernick, 2022; Pink & Song, 2020).
**References:**
Alonso, J. M., & Andrews, R. (2022). Does vertical integration of health and social care organizations work? Evidence from Scotland.
_Social Science & Medicine, 307_. https://doi.org/10.1016/j.socscimed.2022.115188
Bo, Y., Qi, M., Liu, S., Cui, J., & Han, Y. (2020). Profit distribution and managers’ behavior in vertical integrated medical delivery systems: An experimental economics study.
_BMC Health Services Research, 20_(1), 1–9. https://doi.org/10.1186/s12913-020-05467-0
Getzen, T. E., & Kobernick, M. S. (2022).
_Health economics & financing_ (6th ed.). Wiley.
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes.
_Health Services Research, 56_(5), 817–827. https://doi.org/10.1111/1475-6773.13642
Markovitz, A. A., Ryan, A. M., Peterson, T. A., Rozier, M. D., Ayanian, J. Z., & Hollingsworth, J. M. (2022). ACO awareness and perceptions among specialists versus primary care physicians: A survey of a large Medicare shared savings program.
_Journal of General Internal Medicine, 37_(2), 492–494.
Pink, G. H., & Song, P. H. (2020).
_Gapinski’s understanding healthcare financial management_ (8th ed.). Health Adminis
**## Week5DiscussionResponse-HealthcareFinance.docx**
**Week 5 Discussion Response**
**Healthcare Finance**
**Colleague 1- Robyn Qualls**
**Compare the advantages and disadvantages of the vertical integration of the hospital and physicians’ practice.**
Vertical integration is an effective way to improve patient care because providers and hospitals must work together, as Alonso & Andrews (2022) note. As with many things, there are advantages and disadvantages, and here are a few that have been highlighted.
**Advantages of vertical integration:**
1. Huckfeldt et al. (2021) state that an advantage of vertical integration is that it leads to interoperable health information systems, which allow patient information sharing and easy referrals. This also means that doctors in the system refer to other doctors within the system, which can generate more revenue.
2. Improve care coordination and lead to no duplications of tests and procedures, which leads to better patient outcomes and more efficient care.
3. Combines resources and coordinates spending per Alonso & Andrews (2022).
**Disadvantages of vertical integration:**
1. Lack of consistency in workflows due to the different work cultures of the providers and hospitals.
2. As mentioned by Huckfeldt et al. (2021), if leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs. Therefore, it could ultimately affect the patient's outcomes and the quality of care provided. Communication challenges between the providers and the hospital led to miscommunication with the patients.
**Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice.**
The flow of revenue depends on the flow of patients, per Getzen and Kobernick (2022). Therefore, the number of patients physicians see determines the cost of integration; this is one reason why hospitals consider vertical integration. An additional factor is the economic and population characteristics of the communities they will serve, as these determine the demand for healthcare, the types of reimbursements they will receive based on patients' insurance, and, in turn, the revenue they generate.
**Propose strategies for integrating the hospital and practice. Defend or argue your recommendations using economic principles.**
Alonso and Andrews (2022) found that integrated healthcare organizations achieve the greatest benefits when integration is accompanied by strong coordination mechanisms and shared organizational objectives. Henceforth, these are a few proposed strategies:
1. Collaborative decision making. As the hospital and practice groups have different priorities and agendas, they must work together to improve the entire system and patient care. As well as achieving the hospital and provider quality metrics.
2. Utilize electronic health records. This will reduce costs by eliminating service and lab duplication.
3. Merging in stages. As this will allow a slow transition, reducing risk, resources can be used sparingly rather than all at once.
**References:**
Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from Scotland](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
Getzen, T. E., & Kobernick, M. S. (2022). Health economics & financing (6th ed.). Wiley
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes. Health Services Research, 56(5), 817–827.
[https://doi.org/10.1111/1475-6773.13642](https://doi.org/10.1111/1475-6773.13642)
**Colleague 2- Scott Davis**
**Compare the advantages and disadvantages of the vertical integration of the hospital and physicians’ practice.**
Vertical integration is an effective way to improve patient care because providers and hospitals must work together, as Alonso & Andrews (2022) note. As with many things, there are advantages and disadvantages, and here are a few that have been highlighted.
**Advantages of vertical integration:**
1. Huckfeldt et al. (2021) state that an advantage of vertical integration is that it leads to interoperable health information systems, which allow patient information sharing and easy referrals. This also means that doctors in the system refer to other doctors within the system, which can generate more revenue.
2. Improve care coordination and lead to no duplications of tests and procedures, which leads to better patient outcomes and more efficient care.
3. Combines resources and coordinates spending per Alonso & Andrews (2022).
**Disadvantages of vertical integration:**
1. Lack of consistency in workflows due to the different work cultures of the providers and hospitals.
2. As mentioned by Huckfeldt et al. (2021), if leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs. Therefore, it could ultimately affect the patient's outcomes and the quality of care provided. Communication challenges between the providers and the hospital lead to miscommunication with the patients.
**Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice.**
The flow of revenue depends on the flow of patients, per Getzen and Kobernick (2022). Therefore, the number of patients physicians see determines the cost of integration; this is one reason why hospitals consider vertical integration. An additional factor is the economic and population characteristics of the communities they will serve, as these determine the demand for healthcare, the types of reimbursements they will receive based on patients' insurance, and, in turn, the revenue they generate.
**Propose strategies for integrating the hospital and practice. Defend or argue your recommendations using economic principles.**
Alonso and Andrews (2022) found that integrated healthcare organizations achieve the greatest benefits when integration is accompanied by strong coordination mechanisms and shared organizational objectives. Henceforth, these are a few proposed strategies:
1. Collaborative decision making. As the hospital and practice groups have different priorities and agendas, they must work together to improve the entire system and patient care. As well as achieving the hospital and provider quality metrics.
2. Utilize electronic health records. This will reduce costs by eliminating service and lab duplication.
3. Merging in stages. As this will allow a slow transition, reducing risk, resources can be used sparingly rather than all at once.
**References**
Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from Scotland](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
Getzen, T. E., & Kobernick, M. S. (2022). Health economics & financing (6th ed.). Wiley
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes. Health Services Research, 56(5), 817–827.
[https://doi.org/10.1111/1475-6773.13642](https://doi.org/10.1111/1475-6773.13642)
**Colleague 2- Scott Davis**
Compare advantages and disadvantages of the vertical integration of the hospital and physicians’ practice:
Vertical integration could help the hospital compete under value-based reimbursement, but it also brings major financial and operational risk (Getzen & Kobernick, 2022; Huckfeldt et al., 2021).
Advantages:
1.
Better care coordination: Owning or affiliating with physicians can improve communication, referrals, discharge planning, chronic disease management, and population health efforts (Alonso & Andrews, 2022)
2.
Stronger value-based performance: Under ACO and other value-based contracts, the hospital needs influence over outpatient care, utilization, quality metrics, and prevention. Physician integration can help reduce avoidable admissions, readmissions, and unnecessary testing (Markovitz et al., 2022; Huckfeldt et al., 2021).
3.
Referral stability and market position: Since the competing hospital has already acquired a large practice, integration may protect the hospital’s 30% market share and prevent patient leakage to the competitor (Getzen & Kobernick, 2022).
4.
Greater negotiating leverage: A larger integrated system may have more bargaining power with private insurers when negotiating reimbursement rates and value-based contracts (Getzen & Kobernick, 2022).
5.
Shared data and analytics: Integration can support common electronic health records, quality reporting, risk stratification, and financial tracking (Alonso & Andrews, 2022; Markovitz et al., 2022).
6.
Economies of scale: Administrative functions such as billing, compliance, contracting, purchasing, and IT may be consolidated (Getzen & Kobernick, 2022; Pink & Song, 2020).
Disadvantages:
1.
High acquisition and operating costs: Buying a large physician practice may require significant upfront capital, ongoing salary guarantees, technology investment, and integration costs (Pink & Song, 2020).
2.
Physician productivity risk: Employed physicians may become less productive if compensation incentives are not well designed (Bo et al., 2020).
3.
Cultural conflict: Hospitals and physician practices often differ in decision-making style, workflow, autonomy, and financial priorities (Markovitz et al., 2022).
4.
Regulatory and antitrust concerns: In a competitive urban market, acquisition could raise concerns related to market concentration, referral arrangements, Stark Law, Anti-Kickback Statute, and fair market value compensation (Getzen & Kobernick, 2022).
5.
Execution risk: If systems, leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs (Alonso & Andrews, 2022; Huckfeldt et al., 2021).
6.
Potential price increase: Vertical integration can increase negotiating leverage, by that may also raise payer concern that consolidation will increase process without improving outcomes (Getzen & Kobernick, 2022; Pink & Song, 2020).
The main benefit is strategic control over the continuum of care, which is increasingly important under value-based reimbursement. The main risk is that the hospital could pay a high price for integration without achieving enough costs savings, quality improvement, or physician alignment to justify the investment (Huckfeldt et al., 2021; Getzen & Kobernick 2022).
Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice:
Key economic factors to consider include the investment required, expected returns, operating costs, reimbursement risk, and market effects of integration (Getzen & Kobernick, 2022; Pink & Song, 2020)
·
Acquisition cost and valuation: The hospital must determine whether the purchase price of the physician practice is justified by expected future cash flows, referrals, savings, and strategic value (Pink & Song, 2020).
·
Return on investment: Leadership should compare the cost of acquiring or affiliating with the practice against expected gains from increased patient volume, reduced leakage, better payer contracts, and improved value-based reimbursement performance (Getzen & Kobernick, 2022).
·
Operating costs: Integration may increase expenses through physician salaries, benefits, malpractice coverage, administrative support, EHR implementation, compliance, and practice management costs (Pink & Song, 2020).
·
Physician compensation incentives: Compensation should balance productivity, quality, patient outcomes, and cost control. Poorly designed compensation can reduce productivity or encourage unnecessary utilization (Bo et al., 2020).
·
Referral patterns and patient volume: The hospital should access whether integration will increase referrals, stabilize admissions, retain patients within the system, and protect market share from the competing hospital (Getzen & Kobernick, 2022).
·
Payer mix reimbursement risk: The hospital must examine how much revenue comes from Medicare, Medicaid, and private insurers, especially as payers move toward ACO contracts, bundled payments, shared savings, and downside risk (Markovitz et al., 2022).
·
Economies of scale: Integration may reduce average costs by consolidating bilking, purchasing, staffing, technology, contracting, and administrative functions (Getzen & Kobernick, 2022).
·
Market power and pricing: A vertically integrated system may gain negotiating leverage with insurers, but excessive market power could trigger payer resistance, public concern, or antitrust scrutiny (Getzen & Kobernick, 2022).
·
Cost savings from care coordination: The hospital should estimate whether better outpatient management can reduce preventable admissions, readmissions, emergency department use, duplicate testing, and unnecessary specialist referrals (Alonso & Andrews, 2022; Huckfeldt et al., 2021).
·
Risk sharing under value-based care: Because ACO contracts reward quality and efficiency, the hospital must evaluate whether it can manage population health costs and avoid financial losses under downside-risk arrangements (Markowitz et al., 2022).
·
Opportunity cost: Capital used to acquire the practice cannot be used for other investments, fair market value requirements, Stark Law, Anti-Kickback Statue compliance, and ongoing monitoring (Getzen & Kobernick, 2022).
In short, the hospital should ask whether integration creates enough
**economic value** through improved coordination, stronger market position, better reimbursement performance, and cost control to outweigh the acquisition price, added operating expenses, and financial risk (Pink & Song, 2020).
Consider strategies for the organization integration of the hospital and physicians’ practice. Defend or argue your recommendations using economic principles:
Strategies for organizational integration should focus on aligning the hospital and physician practice clinically, financially, culturally, and technologically while accounting for investment costs, incentives, market position, and value-based reimbursement risk (Getzen & Kobernick, 2022; Pink & Song, 2020).
·
Choose the right integration model: The hospital should not assume that full acquisition is the only option. It could compare models, including full employment, professional services agreements, co-management agreements, clinically integrated networks, or an ACO partnership. From an economic perspective, the best model is the one that creates enough value to justify its cost and risk. If full acquisition is too expensive or creates too much antitrust concern, a contractual affiliation may preserve physician autonomy while still improving care coordination and value-based performance (Markovitz, et al., 2022).
·
Conduct financial due diligence: Before purchasing or affiliating with the practice, the hospital should evaluate the practice’s revenue, payer mix, referral patters, debt, compensation structure, malpractice exposure, productivity, staffing costs, and technology needs. This protects the hospital from overpaying and helps determine whether the expected return on investment is realistic. The CFO should model best-case, expected-case, and worst-case scenarios under both fee-for-service and value-based reimbursement (Pink & Song, 2020).
·
Align physician compensation with value-based goals: Physician compensation should not rely only on volume or work RVU’s. It should include incentives for quality outcomes, patient satisfaction, access, care coordination, reduced readmissions, appropriate utilization, and performance under AACO contacts. This addresses the economic risk that employed physicians may become less productive or that incentives may encourage unnecessary services. A balanced compensation model can protect productivity while supporting cost control and quality improvement (Bo et al., 2020).
·
Create shared governance: The hospital should include physicians in leadership committees, service-line planning, quality improvement, care management, and contracting strategy. Shared governance can reduce cultural conflict and help physicians feel like partners rather than employees. Economically, this improves the chance that integration will generate real savings, because physicians influence referrals, testing, admissions, length of stay, and chronic disease management Alonso & Andrews, 2022).
·
Integrate information systems: A common health record and shared analytics platform are essential. The hospital and physician practice should be able to track referrals, patient outcomes, utilization, risk scores, readmissions, emergency department use, and total cost of care. Although EHR integration requires upfront investment, it supports value-based reimbursement by improving care coordination, quality reporting, and population health management (Alonso & Andrews, 2022; Markovitz et al., 2022).
·
Standardize clinical pathways: The integrated organization should develop evidence-based care pathways for high-cost and high-volume conditions such as diabetes, heart failure, COPD, orthopedic care, and emergency department follow-up. Standardization can reduce duplicate testing, avoidable admissions, readmissions, and unnecessary specialist referrals. These savings are especially important under ACO contracts, where the hospital may share in savings or losses based on total cost and quality performance (Huckfeldt et al., 2021).
·
Manage market power carefully: Because the hospital is in a highly competitive urban market and the rival hospital has already acquired a physician group, integration may be strategically necessary to protect market share. However, the hospital should avoid using the acquisition only to raise prices. Instead, it should demonstrate that integration improves access, quality, efficiency, and patient outcomes. This reduces payer resistance and helps address antitrust and regulatory concerns (Getzen & Kobernick, 2022).
·
Phase the integration: The hospital should use a phased implementation plan rather than trying to combine everything at once. Early priorities should include financial due diligence, legal compliance, compensation redesign, EHR planning, care coordination infrastructure, and physician engagement. Later phases can include full operational consolidation, expanded value-based contracting, population health analytics, and service-line growth. Phasing reduces disruption and allows leadership to measure whether projected savings and revenue gains are actually occurring (Alonso & Andrews, 2022).
· T
rack performance metrics: The hospital should monitor financial and clinical metrics after integration, including operating margin, physician productivity, referral retention, patient leakage, payer contract performance, readmission rates, emergency department use, quality scores, patient satisfaction, and total cost of care. These metrics allow leadership to determine whether integration is achieving its economic goals (Getzen & Kobernick, 2022).
Recommendation: The hospital should pursue integration, but only if due diligence shows that the partnership can improve value-based performance, protect market share, and generate enough savings or revenue growth to justify the acquisition and operating costs. A phased affiliation or acquisition with strong physician governance, aligned incentives, shared data systems, and value-based performance metrics would be the most economically defensible strategy (Getzen & Kobernick, 2022; Pink & Song, 2020).
**References:**
Alonso, J. M., & Andrews, R. (2022). Does vertical integration of health and social care organizations work? Evidence from Scotland.
_Social Science & Medicine, 307_. https://doi.org/10.1016/j.socscimed.2022.115188
Bo, Y., Qi, M., Liu, S., Cui, J., & Han, Y. (2020). Profit distribution and managers’ behavior in vertical integrated medical delivery systems: An experimental economics study.
_BMC Health Services Research, 20_(1), 1–9. https://doi.org/10.1186/s12913-020-05467-0
Getzen, T. E., & Kobernick, M. S. (2022).
_Health economics & financing_ (6th ed.). Wiley.
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes.
_Health Services Research, 56_(5), 817–827. https://doi.org/10.1111/1475-6773.13642
Markovitz, A. A., Ryan, A. M., Peterson, T. A., Rozier, M. D., Ayanian, J. Z., & Hollingsworth, J. M. (2022). ACO awareness and perceptions among specialists versus primary care physicians: A survey of a large Medicare shared savings program.
_Journal of General Internal Medicine, 37_(2), 492–494.
Pink, G. H., & Song, P. H. (2020).
_Gapinski’s understanding healthcare financial management_ (8th ed.). Health Adminis
**## Week5LearningResources-HealthcareFinance.docx**
**Week 5 Learning Resources**
**Healthcare Finance**
**Required Reading**
· Getzen, T. E., & Kobernick, M. S. (2022).
_Health economics & financing_ (6th ed.). Wiley.
· Chapter 7, “Hospitals” (pp. 136–149)
· Chapter 11, “Financing and Ownership of Health Care Providers” (pp.207–227)
· Pink, G. H., & Song, P. H. (2020).
_Gapinski’s understanding healthcare financial management_(8th ed.). Health Administration Press.
· Chapter 7, “Equity Financing” (pp. 239–278)
· Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from ScotlandLinks to an external site.](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
· Bo, Y., Qi, M., Liu, S., Cui, J., & Han, Y. (2020).
[Profit distribution and managers’ behavior in vertical integrated medical delivery systems: An experimental economics studyLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edb&AN=144356488&site=eds-live&scope=site&custid=s6527200).
_BMC Health Services Research_,
_20_(1), 1–9. https://doi.org/10.1186/s12913-020-05467-0
· Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021).
[The association of vertically integrated care with health care use and outcomesLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=tsh&AN=153805122&site=eds-live&scope=site&custid=s6527200).
_Health Services Research_,
_56_(5), 817–827. https://doi.org/10.1111/1475-6773.13642
· Markovitz, A. A., Ryan, A. M., Peterson, T. A., Rozier, M. D., Ayanian, J. Z., & Hollingsworth, J. M. (2022).
[ACO awareness and perceptions among specialists versus primary care physicians: A survey of a large Medicare shared savings programLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=mnh&AN=33501534&site=eds-live&scope=site&custid=s6527200).
_Journal of General Internal Medicine_,
_37_(2), 492–494. https://doi.org/10.1007/s11606-020-06556-w
**## Week5DiscussionResponse-HealthcareFinance.docx**
**Week 5 Discussion Response**
**Healthcare Finance**
**Colleague 1- Robyn Qualls**
**Compare the advantages and disadvantages of the vertical integration of the hospital and physicians’ practice.**
Vertical integration is an effective way to improve patient care because providers and hospitals must work together, as Alonso & Andrews (2022) note. As with many things, there are advantages and disadvantages, and here are a few that have been highlighted.
**Advantages of vertical integration:**
1. Huckfeldt et al. (2021) state that an advantage of vertical integration is that it leads to interoperable health information systems, which allow patient information sharing and easy referrals. This also means that doctors in the system refer to other doctors within the system, which can generate more revenue.
2. Improve care coordination and lead to no duplications of tests and procedures, which leads to better patient outcomes and more efficient care.
3. Combines resources and coordinates spending per Alonso & Andrews (2022).
**Disadvantages of vertical integration:**
1. Lack of consistency in workflows due to the different work cultures of the providers and hospitals.
2. As mentioned by Huckfeldt et al. (2021), if leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs. Therefore, it could ultimately affect the patient's outcomes and the quality of care provided. Communication challenges between the providers and the hospital led to miscommunication with the patients.
**Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice.**
The flow of revenue depends on the flow of patients, per Getzen and Kobernick (2022). Therefore, the number of patients physicians see determines the cost of integration; this is one reason why hospitals consider vertical integration. An additional factor is the economic and population characteristics of the communities they will serve, as these determine the demand for healthcare, the types of reimbursements they will receive based on patients' insurance, and, in turn, the revenue they generate.
**Propose strategies for integrating the hospital and practice. Defend or argue your recommendations using economic principles.**
Alonso and Andrews (2022) found that integrated healthcare organizations achieve the greatest benefits when integration is accompanied by strong coordination mechanisms and shared organizational objectives. Henceforth, these are a few proposed strategies:
1. Collaborative decision making. As the hospital and practice groups have different priorities and agendas, they must work together to improve the entire system and patient care. As well as achieving the hospital and provider quality metrics.
2. Utilize electronic health records. This will reduce costs by eliminating service and lab duplication.
3. Merging in stages. As this will allow a slow transition, reducing risk, resources can be used sparingly rather than all at once.
**References:**
Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from Scotland](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
Getzen, T. E., & Kobernick, M. S. (2022). Health economics & financing (6th ed.). Wiley
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes. Health Services Research, 56(5), 817–827.
[https://doi.org/10.1111/1475-6773.13642](https://doi.org/10.1111/1475-6773.13642)
**Colleague 2- Scott Davis**
**Compare the advantages and disadvantages of the vertical integration of the hospital and physicians’ practice.**
Vertical integration is an effective way to improve patient care because providers and hospitals must work together, as Alonso & Andrews (2022) note. As with many things, there are advantages and disadvantages, and here are a few that have been highlighted.
**Advantages of vertical integration:**
1. Huckfeldt et al. (2021) state that an advantage of vertical integration is that it leads to interoperable health information systems, which allow patient information sharing and easy referrals. This also means that doctors in the system refer to other doctors within the system, which can generate more revenue.
2. Improve care coordination and lead to no duplications of tests and procedures, which leads to better patient outcomes and more efficient care.
3. Combines resources and coordinates spending per Alonso & Andrews (2022).
**Disadvantages of vertical integration:**
1. Lack of consistency in workflows due to the different work cultures of the providers and hospitals.
2. As mentioned by Huckfeldt et al. (2021), if leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs. Therefore, it could ultimately affect the patient's outcomes and the quality of care provided. Communication challenges between the providers and the hospital lead to miscommunication with the patients.
**Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice.**
The flow of revenue depends on the flow of patients, per Getzen and Kobernick (2022). Therefore, the number of patients physicians see determines the cost of integration; this is one reason why hospitals consider vertical integration. An additional factor is the economic and population characteristics of the communities they will serve, as these determine the demand for healthcare, the types of reimbursements they will receive based on patients' insurance, and, in turn, the revenue they generate.
**Propose strategies for integrating the hospital and practice. Defend or argue your recommendations using economic principles.**
Alonso and Andrews (2022) found that integrated healthcare organizations achieve the greatest benefits when integration is accompanied by strong coordination mechanisms and shared organizational objectives. Henceforth, these are a few proposed strategies:
1. Collaborative decision making. As the hospital and practice groups have different priorities and agendas, they must work together to improve the entire system and patient care. As well as achieving the hospital and provider quality metrics.
2. Utilize electronic health records. This will reduce costs by eliminating service and lab duplication.
3. Merging in stages. As this will allow a slow transition, reducing risk, resources can be used sparingly rather than all at once.
**References**
Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from Scotland](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
Getzen, T. E., & Kobernick, M. S. (2022). Health economics & financing (6th ed.). Wiley
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes. Health Services Research, 56(5), 817–827.
[https://doi.org/10.1111/1475-6773.13642](https://doi.org/10.1111/1475-6773.13642)
**Colleague 2- Scott Davis**
Compare advantages and disadvantages of the vertical integration of the hospital and physicians’ practice:
Vertical integration could help the hospital compete under value-based reimbursement, but it also brings major financial and operational risk (Getzen & Kobernick, 2022; Huckfeldt et al., 2021).
Advantages:
1.
Better care coordination: Owning or affiliating with physicians can improve communication, referrals, discharge planning, chronic disease management, and population health efforts (Alonso & Andrews, 2022)
2.
Stronger value-based performance: Under ACO and other value-based contracts, the hospital needs influence over outpatient care, utilization, quality metrics, and prevention. Physician integration can help reduce avoidable admissions, readmissions, and unnecessary testing (Markovitz et al., 2022; Huckfeldt et al., 2021).
3.
Referral stability and market position: Since the competing hospital has already acquired a large practice, integration may protect the hospital’s 30% market share and prevent patient leakage to the competitor (Getzen & Kobernick, 2022).
4.
Greater negotiating leverage: A larger integrated system may have more bargaining power with private insurers when negotiating reimbursement rates and value-based contracts (Getzen & Kobernick, 2022).
5.
Shared data and analytics: Integration can support common electronic health records, quality reporting, risk stratification, and financial tracking (Alonso & Andrews, 2022; Markovitz et al., 2022).
6.
Economies of scale: Administrative functions such as billing, compliance, contracting, purchasing, and IT may be consolidated (Getzen & Kobernick, 2022; Pink & Song, 2020).
Disadvantages:
1.
High acquisition and operating costs: Buying a large physician practice may require significant upfront capital, ongoing salary guarantees, technology investment, and integration costs (Pink & Song, 2020).
2.
Physician productivity risk: Employed physicians may become less productive if compensation incentives are not well designed (Bo et al., 2020).
3.
Cultural conflict: Hospitals and physician practices often differ in decision-making style, workflow, autonomy, and financial priorities (Markovitz et al., 2022).
4.
Regulatory and antitrust concerns: In a competitive urban market, acquisition could raise concerns related to market concentration, referral arrangements, Stark Law, Anti-Kickback Statute, and fair market value compensation (Getzen & Kobernick, 2022).
5.
Execution risk: If systems, leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs (Alonso & Andrews, 2022; Huckfeldt et al., 2021).
6.
Potential price increase: Vertical integration can increase negotiating leverage, by that may also raise payer concern that consolidation will increase process without improving outcomes (Getzen & Kobernick, 2022; Pink & Song, 2020).
The main benefit is strategic control over the continuum of care, which is increasingly important under value-based reimbursement. The main risk is that the hospital could pay a high price for integration without achieving enough costs savings, quality improvement, or physician alignment to justify the investment (Huckfeldt et al., 2021; Getzen & Kobernick 2022).
Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice:
Key economic factors to consider include the investment required, expected returns, operating costs, reimbursement risk, and market effects of integration (Getzen & Kobernick, 2022; Pink & Song, 2020)
·
Acquisition cost and valuation: The hospital must determine whether the purchase price of the physician practice is justified by expected future cash flows, referrals, savings, and strategic value (Pink & Song, 2020).
·
Return on investment: Leadership should compare the cost of acquiring or affiliating with the practice against expected gains from increased patient volume, reduced leakage, better payer contracts, and improved value-based reimbursement performance (Getzen & Kobernick, 2022).
·
Operating costs: Integration may increase expenses through physician salaries, benefits, malpractice coverage, administrative support, EHR implementation, compliance, and practice management costs (Pink & Song, 2020).
·
Physician compensation incentives: Compensation should balance productivity, quality, patient outcomes, and cost control. Poorly designed compensation can reduce productivity or encourage unnecessary utilization (Bo et al., 2020).
·
Referral patterns and patient volume: The hospital should access whether integration will increase referrals, stabilize admissions, retain patients within the system, and protect market share from the competing hospital (Getzen & Kobernick, 2022).
·
Payer mix reimbursement risk: The hospital must examine how much revenue comes from Medicare, Medicaid, and private insurers, especially as payers move toward ACO contracts, bundled payments, shared savings, and downside risk (Markovitz et al., 2022).
·
Economies of scale: Integration may reduce average costs by consolidating bilking, purchasing, staffing, technology, contracting, and administrative functions (Getzen & Kobernick, 2022).
·
Market power and pricing: A vertically integrated system may gain negotiating leverage with insurers, but excessive market power could trigger payer resistance, public concern, or antitrust scrutiny (Getzen & Kobernick, 2022).
·
Cost savings from care coordination: The hospital should estimate whether better outpatient management can reduce preventable admissions, readmissions, emergency department use, duplicate testing, and unnecessary specialist referrals (Alonso & Andrews, 2022; Huckfeldt et al., 2021).
·
Risk sharing under value-based care: Because ACO contracts reward quality and efficiency, the hospital must evaluate whether it can manage population health costs and avoid financial losses under downside-risk arrangements (Markowitz et al., 2022).
·
Opportunity cost: Capital used to acquire the practice cannot be used for other investments, fair market value requirements, Stark Law, Anti-Kickback Statue compliance, and ongoing monitoring (Getzen & Kobernick, 2022).
In short, the hospital should ask whether integration creates enough
**economic value** through improved coordination, stronger market position, better reimbursement performance, and cost control to outweigh the acquisition price, added operating expenses, and financial risk (Pink & Song, 2020).
Consider strategies for the organization integration of the hospital and physicians’ practice. Defend or argue your recommendations using economic principles:
Strategies for organizational integration should focus on aligning the hospital and physician practice clinically, financially, culturally, and technologically while accounting for investment costs, incentives, market position, and value-based reimbursement risk (Getzen & Kobernick, 2022; Pink & Song, 2020).
·
Choose the right integration model: The hospital should not assume that full acquisition is the only option. It could compare models, including full employment, professional services agreements, co-management agreements, clinically integrated networks, or an ACO partnership. From an economic perspective, the best model is the one that creates enough value to justify its cost and risk. If full acquisition is too expensive or creates too much antitrust concern, a contractual affiliation may preserve physician autonomy while still improving care coordination and value-based performance (Markovitz, et al., 2022).
·
Conduct financial due diligence: Before purchasing or affiliating with the practice, the hospital should evaluate the practice’s revenue, payer mix, referral patters, debt, compensation structure, malpractice exposure, productivity, staffing costs, and technology needs. This protects the hospital from overpaying and helps determine whether the expected return on investment is realistic. The CFO should model best-case, expected-case, and worst-case scenarios under both fee-for-service and value-based reimbursement (Pink & Song, 2020).
·
Align physician compensation with value-based goals: Physician compensation should not rely only on volume or work RVU’s. It should include incentives for quality outcomes, patient satisfaction, access, care coordination, reduced readmissions, appropriate utilization, and performance under AACO contacts. This addresses the economic risk that employed physicians may become less productive or that incentives may encourage unnecessary services. A balanced compensation model can protect productivity while supporting cost control and quality improvement (Bo et al., 2020).
·
Create shared governance: The hospital should include physicians in leadership committees, service-line planning, quality improvement, care management, and contracting strategy. Shared governance can reduce cultural conflict and help physicians feel like partners rather than employees. Economically, this improves the chance that integration will generate real savings, because physicians influence referrals, testing, admissions, length of stay, and chronic disease management Alonso & Andrews, 2022).
·
Integrate information systems: A common health record and shared analytics platform are essential. The hospital and physician practice should be able to track referrals, patient outcomes, utilization, risk scores, readmissions, emergency department use, and total cost of care. Although EHR integration requires upfront investment, it supports value-based reimbursement by improving care coordination, quality reporting, and population health management (Alonso & Andrews, 2022; Markovitz et al., 2022).
·
Standardize clinical pathways: The integrated organization should develop evidence-based care pathways for high-cost and high-volume conditions such as diabetes, heart failure, COPD, orthopedic care, and emergency department follow-up. Standardization can reduce duplicate testing, avoidable admissions, readmissions, and unnecessary specialist referrals. These savings are especially important under ACO contracts, where the hospital may share in savings or losses based on total cost and quality performance (Huckfeldt et al., 2021).
·
Manage market power carefully: Because the hospital is in a highly competitive urban market and the rival hospital has already acquired a physician group, integration may be strategically necessary to protect market share. However, the hospital should avoid using the acquisition only to raise prices. Instead, it should demonstrate that integration improves access, quality, efficiency, and patient outcomes. This reduces payer resistance and helps address antitrust and regulatory concerns (Getzen & Kobernick, 2022).
·
Phase the integration: The hospital should use a phased implementation plan rather than trying to combine everything at once. Early priorities should include financial due diligence, legal compliance, compensation redesign, EHR planning, care coordination infrastructure, and physician engagement. Later phases can include full operational consolidation, expanded value-based contracting, population health analytics, and service-line growth. Phasing reduces disruption and allows leadership to measure whether projected savings and revenue gains are actually occurring (Alonso & Andrews, 2022).
· T
rack performance metrics: The hospital should monitor financial and clinical metrics after integration, including operating margin, physician productivity, referral retention, patient leakage, payer contract performance, readmission rates, emergency department use, quality scores, patient satisfaction, and total cost of care. These metrics allow leadership to determine whether integration is achieving its economic goals (Getzen & Kobernick, 2022).
Recommendation: The hospital should pursue integration, but only if due diligence shows that the partnership can improve value-based performance, protect market share, and generate enough savings or revenue growth to justify the acquisition and operating costs. A phased affiliation or acquisition with strong physician governance, aligned incentives, shared data systems, and value-based performance metrics would be the most economically defensible strategy (Getzen & Kobernick, 2022; Pink & Song, 2020).
**References:**
Alonso, J. M., & Andrews, R. (2022). Does vertical integration of health and social care organizations work? Evidence from Scotland.
_Social Science & Medicine, 307_. https://doi.org/10.1016/j.socscimed.2022.115188
Bo, Y., Qi, M., Liu, S., Cui, J., & Han, Y. (2020). Profit distribution and managers’ behavior in vertical integrated medical delivery systems: An experimental economics study.
_BMC Health Services Research, 20_(1), 1–9. https://doi.org/10.1186/s12913-020-05467-0
Getzen, T. E., & Kobernick, M. S. (2022).
_Health economics & financing_ (6th ed.). Wiley.
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes.
_Health Services Research, 56_(5), 817–827. https://doi.org/10.1111/1475-6773.13642
Markovitz, A. A., Ryan, A. M., Peterson, T. A., Rozier, M. D., Ayanian, J. Z., & Hollingsworth, J. M. (2022). ACO awareness and perceptions among specialists versus primary care physicians: A survey of a large Medicare shared savings program.
_Journal of General Internal Medicine, 37_(2), 492–494.
Pink, G. H., & Song, P. H. (2020).
_Gapinski’s understanding healthcare financial management_ (8th ed.). Health Adminis
**## Week5LearningResources-HealthcareFinance.docx**
**Week 5 Learning Resources**
**Healthcare Finance**
**Required Reading**
· Getzen, T. E., & Kobernick, M. S. (2022).
_Health economics & financing_ (6th ed.). Wiley.
· Chapter 7, “Hospitals” (pp. 136–149)
· Chapter 11, “Financing and Ownership of Health Care Providers” (pp.207–227)
· Pink, G. H., & Song, P. H. (2020).
_Gapinski’s understanding healthcare financial management_(8th ed.). Health Administration Press.
· Chapter 7, “Equity Financing” (pp. 239–278)
· Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from ScotlandLinks to an external site.](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
· Bo, Y., Qi, M., Liu, S., Cui, J., & Han, Y. (2020).
[Profit distribution and managers’ behavior in vertical integrated medical delivery systems: An experimental economics studyLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edb&AN=144356488&site=eds-live&scope=site&custid=s6527200).
_BMC Health Services Research_,
_20_(1), 1–9. https://doi.org/10.1186/s12913-020-05467-0
· Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021).
[The association of vertically integrated care with health care use and outcomesLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=tsh&AN=153805122&site=eds-live&scope=site&custid=s6527200).
_Health Services Research_,
_56_(5), 817–827. https://doi.org/10.1111/1475-6773.13642
· Markovitz, A. A., Ryan, A. M., Peterson, T. A., Rozier, M. D., Ayanian, J. Z., & Hollingsworth, J. M. (2022).
[ACO awareness and perceptions among specialists versus primary care physicians: A survey of a large Medicare shared savings programLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=mnh&AN=33501534&site=eds-live&scope=site&custid=s6527200).
_Journal of General Internal Medicine_,
_37_(2), 492–494. https://doi.org/10.1007/s11606-020-06556-w
**## Week5DiscussionResponse-HealthcareFinance.docx**
**Week 5 Discussion Response**
**Healthcare Finance**
**Colleague 1- Robyn Qualls**
**Compare the advantages and disadvantages of the vertical integration of the hospital and physicians’ practice.**
Vertical integration is an effective way to improve patient care because providers and hospitals must work together, as Alonso & Andrews (2022) note. As with many things, there are advantages and disadvantages, and here are a few that have been highlighted.
**Advantages of vertical integration:**
1. Huckfeldt et al. (2021) state that an advantage of vertical integration is that it leads to interoperable health information systems, which allow patient information sharing and easy referrals. This also means that doctors in the system refer to other doctors within the system, which can generate more revenue.
2. Improve care coordination and lead to no duplications of tests and procedures, which leads to better patient outcomes and more efficient care.
3. Combines resources and coordinates spending per Alonso & Andrews (2022).
**Disadvantages of vertical integration:**
1. Lack of consistency in workflows due to the different work cultures of the providers and hospitals.
2. As mentioned by Huckfeldt et al. (2021), if leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs. Therefore, it could ultimately affect the patient's outcomes and the quality of care provided. Communication challenges between the providers and the hospital led to miscommunication with the patients.
**Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice.**
The flow of revenue depends on the flow of patients, per Getzen and Kobernick (2022). Therefore, the number of patients physicians see determines the cost of integration; this is one reason why hospitals consider vertical integration. An additional factor is the economic and population characteristics of the communities they will serve, as these determine the demand for healthcare, the types of reimbursements they will receive based on patients' insurance, and, in turn, the revenue they generate.
**Propose strategies for integrating the hospital and practice. Defend or argue your recommendations using economic principles.**
Alonso and Andrews (2022) found that integrated healthcare organizations achieve the greatest benefits when integration is accompanied by strong coordination mechanisms and shared organizational objectives. Henceforth, these are a few proposed strategies:
1. Collaborative decision making. As the hospital and practice groups have different priorities and agendas, they must work together to improve the entire system and patient care. As well as achieving the hospital and provider quality metrics.
2. Utilize electronic health records. This will reduce costs by eliminating service and lab duplication.
3. Merging in stages. As this will allow a slow transition, reducing risk, resources can be used sparingly rather than all at once.
**References:**
Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from Scotland](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
Getzen, T. E., & Kobernick, M. S. (2022). Health economics & financing (6th ed.). Wiley
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes. Health Services Research, 56(5), 817–827.
[https://doi.org/10.1111/1475-6773.13642](https://doi.org/10.1111/1475-6773.13642)
**Colleague 2- Scott Davis**
**Compare the advantages and disadvantages of the vertical integration of the hospital and physicians’ practice.**
Vertical integration is an effective way to improve patient care because providers and hospitals must work together, as Alonso & Andrews (2022) note. As with many things, there are advantages and disadvantages, and here are a few that have been highlighted.
**Advantages of vertical integration:**
1. Huckfeldt et al. (2021) state that an advantage of vertical integration is that it leads to interoperable health information systems, which allow patient information sharing and easy referrals. This also means that doctors in the system refer to other doctors within the system, which can generate more revenue.
2. Improve care coordination and lead to no duplications of tests and procedures, which leads to better patient outcomes and more efficient care.
3. Combines resources and coordinates spending per Alonso & Andrews (2022).
**Disadvantages of vertical integration:**
1. Lack of consistency in workflows due to the different work cultures of the providers and hospitals.
2. As mentioned by Huckfeldt et al. (2021), if leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs. Therefore, it could ultimately affect the patient's outcomes and the quality of care provided. Communication challenges between the providers and the hospital lead to miscommunication with the patients.
**Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice.**
The flow of revenue depends on the flow of patients, per Getzen and Kobernick (2022). Therefore, the number of patients physicians see determines the cost of integration; this is one reason why hospitals consider vertical integration. An additional factor is the economic and population characteristics of the communities they will serve, as these determine the demand for healthcare, the types of reimbursements they will receive based on patients' insurance, and, in turn, the revenue they generate.
**Propose strategies for integrating the hospital and practice. Defend or argue your recommendations using economic principles.**
Alonso and Andrews (2022) found that integrated healthcare organizations achieve the greatest benefits when integration is accompanied by strong coordination mechanisms and shared organizational objectives. Henceforth, these are a few proposed strategies:
1. Collaborative decision making. As the hospital and practice groups have different priorities and agendas, they must work together to improve the entire system and patient care. As well as achieving the hospital and provider quality metrics.
2. Utilize electronic health records. This will reduce costs by eliminating service and lab duplication.
3. Merging in stages. As this will allow a slow transition, reducing risk, resources can be used sparingly rather than all at once.
**References**
Alonso, J. M., & Andrews, R. (2022).
[Does vertical integration of health and social care organizations work? Evidence from Scotland](https://www.sciencedirect.com/science/article/pii/S0277953622004944).
_Social Science & Medicine_,
_307_. https://doi.org/10.1016/j.socscimed.2022.115188
Getzen, T. E., & Kobernick, M. S. (2022). Health economics & financing (6th ed.). Wiley
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes. Health Services Research, 56(5), 817–827.
[https://doi.org/10.1111/1475-6773.13642](https://doi.org/10.1111/1475-6773.13642)
**Colleague 2- Scott Davis**
Compare advantages and disadvantages of the vertical integration of the hospital and physicians’ practice:
Vertical integration could help the hospital compete under value-based reimbursement, but it also brings major financial and operational risk (Getzen & Kobernick, 2022; Huckfeldt et al., 2021).
Advantages:
1.
Better care coordination: Owning or affiliating with physicians can improve communication, referrals, discharge planning, chronic disease management, and population health efforts (Alonso & Andrews, 2022)
2.
Stronger value-based performance: Under ACO and other value-based contracts, the hospital needs influence over outpatient care, utilization, quality metrics, and prevention. Physician integration can help reduce avoidable admissions, readmissions, and unnecessary testing (Markovitz et al., 2022; Huckfeldt et al., 2021).
3.
Referral stability and market position: Since the competing hospital has already acquired a large practice, integration may protect the hospital’s 30% market share and prevent patient leakage to the competitor (Getzen & Kobernick, 2022).
4.
Greater negotiating leverage: A larger integrated system may have more bargaining power with private insurers when negotiating reimbursement rates and value-based contracts (Getzen & Kobernick, 2022).
5.
Shared data and analytics: Integration can support common electronic health records, quality reporting, risk stratification, and financial tracking (Alonso & Andrews, 2022; Markovitz et al., 2022).
6.
Economies of scale: Administrative functions such as billing, compliance, contracting, purchasing, and IT may be consolidated (Getzen & Kobernick, 2022; Pink & Song, 2020).
Disadvantages:
1.
High acquisition and operating costs: Buying a large physician practice may require significant upfront capital, ongoing salary guarantees, technology investment, and integration costs (Pink & Song, 2020).
2.
Physician productivity risk: Employed physicians may become less productive if compensation incentives are not well designed (Bo et al., 2020).
3.
Cultural conflict: Hospitals and physician practices often differ in decision-making style, workflow, autonomy, and financial priorities (Markovitz et al., 2022).
4.
Regulatory and antitrust concerns: In a competitive urban market, acquisition could raise concerns related to market concentration, referral arrangements, Stark Law, Anti-Kickback Statute, and fair market value compensation (Getzen & Kobernick, 2022).
5.
Execution risk: If systems, leadership, incentives, and clinical processes are not aligned, integration may fail to improve quality or reduce costs (Alonso & Andrews, 2022; Huckfeldt et al., 2021).
6.
Potential price increase: Vertical integration can increase negotiating leverage, by that may also raise payer concern that consolidation will increase process without improving outcomes (Getzen & Kobernick, 2022; Pink & Song, 2020).
The main benefit is strategic control over the continuum of care, which is increasingly important under value-based reimbursement. The main risk is that the hospital could pay a high price for integration without achieving enough costs savings, quality improvement, or physician alignment to justify the investment (Huckfeldt et al., 2021; Getzen & Kobernick 2022).
Evaluate economic factors that should be considered for the vertical integration of the hospital and physicians’ practice:
Key economic factors to consider include the investment required, expected returns, operating costs, reimbursement risk, and market effects of integration (Getzen & Kobernick, 2022; Pink & Song, 2020)
·
Acquisition cost and valuation: The hospital must determine whether the purchase price of the physician practice is justified by expected future cash flows, referrals, savings, and strategic value (Pink & Song, 2020).
·
Return on investment: Leadership should compare the cost of acquiring or affiliating with the practice against expected gains from increased patient volume, reduced leakage, better payer contracts, and improved value-based reimbursement performance (Getzen & Kobernick, 2022).
·
Operating costs: Integration may increase expenses through physician salaries, benefits, malpractice coverage, administrative support, EHR implementation, compliance, and practice management costs (Pink & Song, 2020).
·
Physician compensation incentives: Compensation should balance productivity, quality, patient outcomes, and cost control. Poorly designed compensation can reduce productivity or encourage unnecessary utilization (Bo et al., 2020).
·
Referral patterns and patient volume: The hospital should access whether integration will increase referrals, stabilize admissions, retain patients within the system, and protect market share from the competing hospital (Getzen & Kobernick, 2022).
·
Payer mix reimbursement risk: The hospital must examine how much revenue comes from Medicare, Medicaid, and private insurers, especially as payers move toward ACO contracts, bundled payments, shared savings, and downside risk (Markovitz et al., 2022).
·
Economies of scale: Integration may reduce average costs by consolidating bilking, purchasing, staffing, technology, contracting, and administrative functions (Getzen & Kobernick, 2022).
·
Market power and pricing: A vertically integrated system may gain negotiating leverage with insurers, but excessive market power could trigger payer resistance, public concern, or antitrust scrutiny (Getzen & Kobernick, 2022).
·
Cost savings from care coordination: The hospital should estimate whether better outpatient management can reduce preventable admissions, readmissions, emergency department use, duplicate testing, and unnecessary specialist referrals (Alonso & Andrews, 2022; Huckfeldt et al., 2021).
·
Risk sharing under value-based care: Because ACO contracts reward quality and efficiency, the hospital must evaluate whether it can manage population health costs and avoid financial losses under downside-risk arrangements (Markowitz et al., 2022).
·
Opportunity cost: Capital used to acquire the practice cannot be used for other investments, fair market value requirements, Stark Law, Anti-Kickback Statue compliance, and ongoing monitoring (Getzen & Kobernick, 2022).
In short, the hospital should ask whether integration creates enough
**economic value** through improved coordination, stronger market position, better reimbursement performance, and cost control to outweigh the acquisition price, added operating expenses, and financial risk (Pink & Song, 2020).
Consider strategies for the organization integration of the hospital and physicians’ practice. Defend or argue your recommendations using economic principles:
Strategies for organizational integration should focus on aligning the hospital and physician practice clinically, financially, culturally, and technologically while accounting for investment costs, incentives, market position, and value-based reimbursement risk (Getzen & Kobernick, 2022; Pink & Song, 2020).
·
Choose the right integration model: The hospital should not assume that full acquisition is the only option. It could compare models, including full employment, professional services agreements, co-management agreements, clinically integrated networks, or an ACO partnership. From an economic perspective, the best model is the one that creates enough value to justify its cost and risk. If full acquisition is too expensive or creates too much antitrust concern, a contractual affiliation may preserve physician autonomy while still improving care coordination and value-based performance (Markovitz, et al., 2022).
·
Conduct financial due diligence: Before purchasing or affiliating with the practice, the hospital should evaluate the practice’s revenue, payer mix, referral patters, debt, compensation structure, malpractice exposure, productivity, staffing costs, and technology needs. This protects the hospital from overpaying and helps determine whether the expected return on investment is realistic. The CFO should model best-case, expected-case, and worst-case scenarios under both fee-for-service and value-based reimbursement (Pink & Song, 2020).
·
Align physician compensation with value-based goals: Physician compensation should not rely only on volume or work RVU’s. It should include incentives for quality outcomes, patient satisfaction, access, care coordination, reduced readmissions, appropriate utilization, and performance under AACO contacts. This addresses the economic risk that employed physicians may become less productive or that incentives may encourage unnecessary services. A balanced compensation model can protect productivity while supporting cost control and quality improvement (Bo et al., 2020).
·
Create shared governance: The hospital should include physicians in leadership committees, service-line planning, quality improvement, care management, and contracting strategy. Shared governance can reduce cultural conflict and help physicians feel like partners rather than employees. Economically, this improves the chance that integration will generate real savings, because physicians influence referrals, testing, admissions, length of stay, and chronic disease management Alonso & Andrews, 2022).
·
Integrate information systems: A common health record and shared analytics platform are essential. The hospital and physician practice should be able to track referrals, patient outcomes, utilization, risk scores, readmissions, emergency department use, and total cost of care. Although EHR integration requires upfront investment, it supports value-based reimbursement by improving care coordination, quality reporting, and population health management (Alonso & Andrews, 2022; Markovitz et al., 2022).
·
Standardize clinical pathways: The integrated organization should develop evidence-based care pathways for high-cost and high-volume conditions such as diabetes, heart failure, COPD, orthopedic care, and emergency department follow-up. Standardization can reduce duplicate testing, avoidable admissions, readmissions, and unnecessary specialist referrals. These savings are especially important under ACO contracts, where the hospital may share in savings or losses based on total cost and quality performance (Huckfeldt et al., 2021).
·
Manage market power carefully: Because the hospital is in a highly competitive urban market and the rival hospital has already acquired a physician group, integration may be strategically necessary to protect market share. However, the hospital should avoid using the acquisition only to raise prices. Instead, it should demonstrate that integration improves access, quality, efficiency, and patient outcomes. This reduces payer resistance and helps address antitrust and regulatory concerns (Getzen & Kobernick, 2022).
·
Phase the integration: The hospital should use a phased implementation plan rather than trying to combine everything at once. Early priorities should include financial due diligence, legal compliance, compensation redesign, EHR planning, care coordination infrastructure, and physician engagement. Later phases can include full operational consolidation, expanded value-based contracting, population health analytics, and service-line growth. Phasing reduces disruption and allows leadership to measure whether projected savings and revenue gains are actually occurring (Alonso & Andrews, 2022).
· T
rack performance metrics: The hospital should monitor financial and clinical metrics after integration, including operating margin, physician productivity, referral retention, patient leakage, payer contract performance, readmission rates, emergency department use, quality scores, patient satisfaction, and total cost of care. These metrics allow leadership to determine whether integration is achieving its economic goals (Getzen & Kobernick, 2022).
Recommendation: The hospital should pursue integration, but only if due diligence shows that the partnership can improve value-based performance, protect market share, and generate enough savings or revenue growth to justify the acquisition and operating costs. A phased affiliation or acquisition with strong physician governance, aligned incentives, shared data systems, and value-based performance metrics would be the most economically defensible strategy (Getzen & Kobernick, 2022; Pink & Song, 2020).
**References:**
Alonso, J. M., & Andrews, R. (2022). Does vertical integration of health and social care organizations work? Evidence from Scotland.
_Social Science & Medicine, 307_. https://doi.org/10.1016/j.socscimed.2022.115188
Bo, Y., Qi, M., Liu, S., Cui, J., & Han, Y. (2020). Profit distribution and managers’ behavior in vertical integrated medical delivery systems: An experimental economics study.
_BMC Health Services Research, 20_(1), 1–9. https://doi.org/10.1186/s12913-020-05467-0
Getzen, T. E., & Kobernick, M. S. (2022).
_Health economics & financing_ (6th ed.). Wiley.
Huckfeldt, P. J., Gu, J., Escarce, J. J., Karaca-Mandic, P., & Sood, N. (2021). The association of vertically integrated care with health care use and outcomes.
_Health Services Research, 56_(5), 817–827. https://doi.org/10.1111/1475-6773.13642
Markovitz, A. A., Ryan, A. M., Peterson, T. A., Rozier, M. D., Ayanian, J. Z., & Hollingsworth, J. M. (2022). ACO awareness and perceptions among specialists versus primary care physicians: A survey of a large Medicare shared savings program.
_Journal of General Internal Medicine, 37_(2), 492–494.
Pink, G. H., & Song, P. H. (2020).
_Gapinski’s understanding healthcare financial management_ (8th ed.). Health Adminis