Summary:
This article explores the many complexities and challenges faced when collaborating across 26 administrative departments to successfully plan and implement a multifaceted practice acquisition.
Abstract:
A private practitioner independently provided cardiac care to patients in five underserved counties for 30 years. Faced with impending retirement, this practitioner was concerned with his patients’ future care and the already unmet community need. Discussions were initiated with the Heart Institute at Cincinnati Children’s Hospital Medical Center (CCHMC) to determine the feasibility of selling the practice to CCHMC. As the discussions progressed, it became clear that the acquisition reflected CCHMC’s community-oriented mission and provided a robust and favorable business case. Consequently, the practice was acquired, and a localized strategy was developed to provide continuity of care close to home, invest in technology, increase clinic capacity, and expand care to additional underserved counties regionally via partnerships and telehealth. This article explores the many complexities and challenges faced when collaborating across 26 administrative departments to successfully plan and implement a multifaceted practice acquisition.
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