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Executive Briefing
Sponsored by:
Influencing physician alignment — Health systems' strategic options
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Difference between alignment and Integration described by the authors in a 2010 article "Physician Alignment or Physician Integration?" Kate Lovrien and Luke
Peterson, Becker's Hospital Review, August 27, 2010
H
ealth systems continue to face mounting profitability pressures. In response, system formation, growth and cost-cutting
strategies have accelerated the need for strong physician alignment. Effective physician partnerships require solid,
multifactor alignment in three areas:
• Clinical activity — Actively building systems of care
needed to deliver the highest quality and lowest
costs within the health system
• Purpose — Actively supporting and building the
mission, vision and values of the health system and
expending energy to promote a common culture
• Economic — Financials linked to the
long-term success of the health system
The mix and extent of alignment needed will vary by situation. However, even with structural integration (e.g., employment), all three
forms of alignment must exist to create a "unified whole" where:
• The providers' actions and activities are aligned with the health system's efforts (aligned clinical activity)
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• The providers' values and aspirations are consistent with the health system's mission, vision and values (aligned purpose)
• The providers finances are linked with the health system's long-term success (aligned economics)
How can the health system create physician interest in alignment and integration?
Health systems can create physician alignment with three types of actions:
