|
|
 |
|
Viewing report
|
|
|
|
National Directory of Integrated Healthcare Delivery Systems, 2nd Ed
Managed Care Information Center, June 2005, Pages: 557
Inadequate reimbursement and the growth of managed care has had hospitals in financial turmoil for years. A number of hospitals are closing their doors. Most of those that are surviving are battling cutbacks in Medicare and Medicaid reimbursement. As financial reports turned negative, hospitals had to try to work on more profitable contracting with managed care organizations. But, as a single hospital, the administrative staff brought little bargaining power to the negotiation table.
Over the past 20 years, managed care organizations controlled negotiations at the contracting table. Hospital administrators soon discovered that it was important to put aside their competitiveness and join together into integrated healthcare delivery systems. Together their aim was to lock up major provider territory so that MCOs would be forced to be more flexible during negotiations.
Hospitals across the country formed integrated healthcare delivery systems for increased negotiating clout with managed care organizations to create savings through operating efficiencies, and for increased buying power because of their new size.
Today the typical IDS includes several hospitals, nursing homes, home care agencies, hospices and ambulatory care units, and other affiliated healthcare entities. The IDS networks now represent the largest hospital systems in the country.
Its no surprise that information-solution suppliers and systems integrators have identified information systems integration for healthcare as a major financial growth area.
Historically, the healthcare industry has not invested as high a share of revenue in information technology as other information-intensive industries such as banking and financing. But that all is changing because true profitable integration requires that patient records and billing be accessible through an information system that allows all IDS affiliates seamless access. The accountability to contracted MCOs also requires IDSs to beef up their information technology. Integrated healthcare delivery systems are expected to spend more than $2 billion annually for integration of services over a period of five years.
The National Directory of Integrated Healthcare Delivery Systems, Second Edition, profiles more than 850 IDSs operating in the U. S. It includes contact information on more than 6,500 key executives. Researchers and marketers have told us that some of their best prospects have been found in this niche provider market.
Each IDS administrative office is a major purchasing power for multiple hospitals and health systems, contracted physician groups and affiliated healthcare providers. The National Directory of Integrated Healthcare Delivery Systems, Second Edition also provides you with more than 10,000 affiliated providers. This reference book provides important information for marketing and selling to this special market.
Who uses the directory?
Information technology vendors, consultants, government agencies, integrated healthcare delivery systems, physician groups, pharmaceutical companies, executive search firms, managed care organization executives and industry analysts.
|
|
|
|
