Setting the record straight: physician networking is an effective strategy.

Case studies of 11 leading integrated delivery systems (IDSs) disclose that, despite the widespread perception that integrated health care--and particularly the acquisition of physician networks--is a failed strategy, integration can be a vibrant and effective strategy if approached properly. The successful case-study IDSs have certain attributes in common: many were founded by multispecialty clinics; they involve physicians in a partnership role with administrators; and the primary purpose of their physician networks is to offer patients convenience and broader access to the system, rather than simply to increase referrals to the hospital or to compete for capitation contracts. Moreover, all of the IDSs are actively pursuing measures to improve the financial performance of their physician networks, including closing marginal clinics, improving economies of scale, adding ancillary and specialty services, seeking administrative procedures, and enhancing information technology capabilities.

Opportunities and issues for medical group practices.

For the second consecutive year, McManis Associates, a health care management consulting firm and subsidiary of MMI Companies Inc., held, in conjunction with the 1996 MGMA/AMA joint legislation conference, an executive forum for leaders of medical group practices for a discussion of some of the key trends and issues they are facing today. The forum included five group practice executives from a variety of organization types and situations, and was structured to encourage them to engage in a candid exchange about their own opinions and experiences. Discussion was facilitated by Gerald L. McManis, president of McManis Associates, Louis Pavia Jr., executive vice president, and F. Kenneth Ackerman Jr., FACMPE, principal associate. This article provides a summary of the forum proceedings, as well as some commentary by the authors, based on their experience in working with medical group practices around the country.

Integration: opportunities and issues for medical group practices.

McManis Associates, a health care management consulting firm, recently gathered several medical group practice leaders for an informal discussion of integration and other key trends affecting medical groups. The goal of this "Forum for Medical Group Practice Leaders" was to elicit candid discussion among a small group of executives (who are in key positions in medical group practices), identify some of the key strategic issues they are facing and encourage them to share their opinions and experiences. The forum participants come from diverse backgrounds, a wide range of geographic locations and many different types of professional settings, including a single specialty medical group; independent, physician-owned multispecialty groups; an integrated medical center with its own hospital; the physician component of a large, integrated, multi-hospital system; and the leadership of the Medical Group Management Association (MGMA). The discussion was facilitated by Gerald L. McManis, president of McManis Associates, Inc., Louis Pavia Jr., senior vice president, and F. Kenneth Ackerman Jr., FACMPE, principal associate with the management consulting firm. This article provides a summary of the forum's proceedings, and the executive views and opinions of some of the key issues and challenges facing medical group practices today, including integration initiatives, governance, access to capital, critical success factors for group practices, as well as trends and projections for the future.

CEO summit. The leadership experience--roundtable discussion.

All across the country, hospitals, physicians and insurers are sizing each other up as potential strategic partners. But there's much ground to be covered before a final agreement is reached, and not every decision is based on facts and figures. Sometimes it's the personal interaction between CEOs that makes the deal happen--or not. McManis Associates and Hospitals & Health Networks brought together a roundtable of CEOs to talk about the ups and downs and the ins and outs of the leadership experience. Following is a series of first-person accounts by roundtable participants.

The movement toward vertically integrated regional health systems.

Due to existing internal forces, a movement toward vertically integrated regional health systems is imperative in order to ensure the future viability of our health care system. However, in order for these systems to be successful, they must first overcome several imposing barriers.

Teaching the tenets of quality: a survey of medical schools and programs in health administration.

This article reports the results of a survey of medical schools and programs in health administration to determine the national scope of the teaching of quality assurance in higher education. The responses from 98 medical schools and 64 schools of public health or health administration programs suggest that medical schools have not yet successfully integrated training in QA into the medical school or residency curriculum. Health administration programs appear to give QA courses more serious attention, to offer a more well-rounded program in QA, and to evaluate students' progress in QA courses more carefully. No statistically significant differences were found between public and private medical schools, between undergraduate and graduate levels, or across geographic regions in response rates or in provision of QA training.

Geisinger Medical Center and the Geisinger Health Plan: the rural HMO.

The Geisinger Health Plan (GHP) in Danville, Pennsylvania represents one of the nation's first rural health maintenance organizations. Opened in the Geisinger Medical Center in 1972, this hospital-based, multi-specialty group practice today provides comprehensive care to an enrolled population of 6,000 members in Montour County. Cost and utilization statistics for GHP compare favorably with other HMO settings.

The Susquehanna Valley Health Care Consortium.

Multihospital "systems" and "consortiums" are gaining widespread interest for a number of reasons. One such program involves the Geisinger Medical Center. Are there lessons to be learned and opportunities to be pursued for group practices in applying this new organizational concept?

Management peer review.

By implementing a management audit program, you can not only improve your clinic's operation, but also demonstrate a forward-thinking management style and strengthen your public image.