Published on the April 11, 2012, DiagnosticImaging.com website
By Whitney L.J. Howell
This article addresses issues uncovered in a recent Diagnostic Imaging survey that found nearly 70 percent of private practice radiologists said they were concerned about being acquired by a local hospital and losing business. A majority also reported that they wanted to remain independent. Click here for the entire survey.
A practice merger or acquisition — it’s a concept that often unnerves the independent radiology practice or imaging center. It’s also a professional relationship that’s quickly becoming more common, and many of you might find yourself wanting to know how best to handle it.
In fact, a recent Diagnostic Imaging survey found nearly 70 percent of respondents were “very” or “a little” worried about being acquired by a hospital or health system. It’s likely that an increasing number of radiology practices will be faced with the possibility as healthcare reform barrels toward an accountable or coordinated care model. Industry experts predict integrated providers, including ones with imaging specialists, will be the leaders within the new systems.
“Integration is not a question. It’s a given. It is happening and is going to happen with greater intensity and with greater velocity and vector over the next 10 years,” said Doug Smith, managing partner of Barrington Lakes, a healthcare consulting firm specializing in integrated imaging strategy development. “Either be the consolidator or be consolidated. Make up your mind what to do.”
Historically, when an imaging practice or center has joined with a hospital, the fusion has been either a traditional merger or a traditional acquisition. However, Smith said, two additional models exist today: the merge-light and network models.
In a merge-light situation, both entities share a tax ID number, a board of directors, and an executive committee. However, they retain their original compensation, benefits, and management structures. Within the network model, practices, such as pediatric and neurointerventional radiologists, affiliate and refer cases within the same web of providers. Linking this way alleviates any worries about providers within the network poaching patients, Smith said.
Whether you opt to move forward with a merger or acquisition or prefer to remain independent, there are steps you can follow to make either process less arduous. Either way, Smith said, first identify what you want your end-goal to be.
“My advice at the front end is for practices or groups to comprehensively understand why they’re considering a merger or acquisition,” Smith said. “At the end of the day, they need to be able to identify how life will be different as a result of a merger. They better clearly understand that or they’ll float around, trying to figure it out.”
To read the remainder of the article: http://www.diagnosticimaging.com/practice-management/content/article/113619/2057389
April 11, 2012 Posted by wljhowell | Healthcare | Barrington Lakes, different types of mergers and acquisitions in imaging, Doug Smith, fears about mergers & acquisitions by radiologists, identifying objective of a radiology merger, integrated imaging strategy development, Jonathan Burklund, mergers & acquisitions in diagnostic imaging, River Corporate Associates, tips for avoiding a merger or acquisition in diagnostic radiology, tips for navigating a merger or acquisition in diagnostic imaging | Leave a Comment
Who am I?
I’m a seasoned reporter, writer, freelancer and public relations specialist with a master’s degree in international print journalism from The American University in Washington, D.C. I launched my journalism career as a stringer for UPI on Sept. 11, 2001, on Capitol Hill. That day led to a two-year stint as a daily political reporter in Montgomery County, Md. As a staff writer for the Association of American Medical Colleges, a public relations specialist for the Duke University Medical Center and the public relations director for the UNC-Chapel Hill School of Nursing, I’ve earned in-depth experience in covering health care, including academic medicine, health care reform, women’s health, pediatrics, radiology, and Medicare.
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