Marc Halley, CEO of Halley Consulting,
was quoted in the March 21st edition of
Medical Economics.  Read "Selling Your Medical Practice In a Buyer's Market" by Wayne Guglielmo
by clicking HERE.

 

COMING IN late June, 2008

The Halley Consulting
Physician-Hospital Integration Newsletter
Issue I
"Winning the Medical Practice Game on the Revenue Side"

 

 

Selected Articles... 
Click on the links below to read the articles.

"The Case for Retail Strategy"
Published December, 2004, in the Journal of Medical Practice Management

Synopsis:  Although many hospitals have acquired primary care practices in the past several years, few have successfully implemented a retail strategy based upon building relationships with consumers at the retail primary care practice level. Many CEOs have remained hospital-centric, depending upon the “build it and they will come” strategies of the past. Few have successfully managed their supply chains with the consumer in mind, and few hospital CEOs have been satisfied with the results of their investment in primary care practices. Many are considering or have abandoned their acquired practices as a failed strategy. Yet those CEOs who choose or are forced to retain their primary care networks, who develop a retail strategy and manage their supply chains, are proving to have selected the most sustainable competitive strategy.

 

"How to Break Even on An Acquired Primary Care Network"
Published, November, 2000 with co-author Robin L. Lloyd, MPA in Healthcare Financial Management

Synopsis: Challenged by declining revenues, hospitals are taking steps to improve the financial performance of hospital-owned primary care group practices.  Although some hospitals are divesting themselves of their group practices, others are attempting turnaround strategies to help them break even on their investment.  Ensuring that expenses do not exceed revenues in a primary care network can be achieved by implementing initiatives on network wide and practice site levels and may require draconian measures.  By setting a financial target of break-even, primary care practices can experience dramatic improvements.
 

"Net One, Net Two: The Primary Care
Network Income Statement
"

Published October, 1999, with co-author
Anthony W. Little, MBA, CPA, in Healthcare Financial Management

Synopsis:  Although hospital-owned primary care practices have been unprofitable for most hospitals, some hospitals are achieving competitive advantage and sustainable practice operations.  A key to the success of some has been a net income reporting tool that separates practice operating expenses from the costs of creating and operating a networked of practices to help healthcare organization managers, physicians, and staff to identify opportunities to improve the network's financial performance.  The "Net One, Net Two" reporting allows operations leadership to be held accountable for Net One expenses and strategic leadership to be held accountable for Net Two expenses.

"The Orthopedist as Clinical Densitometrist: Cost- and Time-Effectiveness"

Andrew Halley of Halley Consulting
Published January, 2007,  with co-authors
John G. Skedros, MD; Kim C. Bertin, MD; Joshua D. Holyoak, BA; and Niki M. Milleson, BS in The American Journal of Orthopedics

Synopsis:  This original study tested the hypothesis that an orthopedic surgeon and his or her staff can efficiently and economically provide a bone densitometry service. This hypothesis reflects a philosophy that orthopedists should take a more active role in identifying patients at risk for osteoporosis. We evaluated the cost-and time-effectiveness of an orthopedic surgeon and his medical assistant in completing reports and related correspondence for dual-energy x-ray absorptiometry scans conducted in an orthopedic subspecialty clinic. Cost analysis showed that completing 14 or 15 reports per month was required to break even and that completing up to 40 reports per month was a highly efficient and economic use of the surgeon’s time.

Click here to order your copy today...
 

 

Recent Books...

The Business of Healthcare
Volume 1: Practice Management
Volume 2: Leading Healthcare Organizations
Volume 3: Improving Systems of Care

Kenneth H. Cohn (ed.), Douglas E. Hough (ed.)
Praeger Perspectives


Marc Halley, William Reiser and Brian Morton of Halley Consulting contributed to a three-volume set entitled
The Business of Healthcare.

Click here to order your
copy today.


Synopsis: The rapid pace of change in the healthcare industry is creating turbulence for just about everyone. For consumers, affordable access to quality healthcare is an issue of primary importance. For employers, health benefits have grown to be an alarmingly large component of their compensation packages. For physicians and other healthcare providers, practice management has become increasingly demanding. Each of this set's three volumes untangles the complexity, provides answers to knotty questions, and points the way toward better healthcare for all. Features include commentary, prescriptions, and insights from leaders in the healthcare industry, including physicians, attorneys, administrators, educators, and business consultants. The result: a landmark set filled with provocative analysis and practical recommendations destined to improve the delivery of healthcare.
 

The Primary Care - Market Share Connection: How Hospitals Achieve Competitive Advantage

Marc Halley's   
The Primary Care -
Market Share Connection
How Hospitals Achieve Competitive Advantage
was released in March, 2007 by Health Administration Press


Click here to order your copy today...

S
ynopsis:  While hospitals and health systems attempt to gain market share through new buildings, new equipment and new service lines, author Marc D. Halley contends that the true drivers of market share are primary care providers (PCPs).  Retaining between 2,000 to 5,000 patients in a practice, PCPs exert significant influence on where and how their patients receive care.  Despite brand identity, community image, and the trend toward employment of specialty physicians, referrals from PCPs are the key to success for most specialty practices and hospitals.

The Primary Care - Market Share Connection: How Hospitals Achieve Competitive Advantage discusses how to get back to the basics by focusing on where patients enter the healthcare "demand chain" and how to meet the needs, wants and priorities of key decision makers.  It outlines strategies for developing partnerships - between employed and affiliated primary care physicians, ambulatory specialists, facility-based doctors and hospitals - that lead to capturing and sustaining market share.

This book shares the proven techniques Halley has spent the last 20 years defining and implementing for a variety of hospital and health system clients around the country.
 

Read some of the reviews...

"Marc Halley presents a new and provocative theory of the business for healthcare providers--one that puts the patient at the center of the system, ironically by applying solid business and marketing techniques.  Halley writes with the wisdom that comes from decades of hands-on application.  He knows what works, and what doesn't."
Douglas E. Hough,
Associate Professor and Chair
The Business of Health
The Carey Business School of John Hopkins University

"In a healthcare environment focused on specialty service line development, complex joint ventures, and other transactional arrangements with physicians, this book reminds us of a fundamental principle: healthcare is all about relationships, and the primary care physician plays a key role in the healthcare relationship equation.  Even the most successful healthcare systems will find pearls of wisdom in Marc's book, especially in his discussions of relationship management and service excellence."
Theresa Lewis
FACHE, Director of Medical Affairs and
Practice Management
Catholic Health Initiatives

"This book is a landmark addition to the field of hospital management.  Bringing a fresh perspective on the primary drivers necessary to successfully compete in the healthcare marketplace, the book exposes the flaws of traditional hospital management thinking and better identifies the strategic foundation required to compete in a consumer-driven environment."
Thomas P. Peterson
FACMPE, Executive Director
Idaho Emergency Physicians
 

 
 
 

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