Medical Staff Planning
A hospital without a medical staff is an empty building. Successful service lines are dependent upon the optimal mix and location of physicians, and service lines are dependent upon a strong primary care base.
In our view, hospitals’ medical staff planning should not be limited to supply/demand studies and retirement planning. Rather, a medical staff plan should address key issues, such as:
How many physicians are needed to meet strategic and service line objectives?
When is employment the optimal alignment model?
When a specialty has both employed and private practice physicians, how are the different relationships managed?
When should a joint venture be pursued with a physician group?
Would a Clinically-Integrated Network (per FTC/DOJ) address key sustainability issues of private practice physicians?
What governance structure should be designed for care management entities, to align the interests of key stakeholders?
How much physician capacity growth does the health system need, and how will it work with both the employed group and private practice groups to address that need?