Strategic Alliance In Health Care: Coordination, Challenges

Strategic Alliance in Health Care: Coordination, Challenges, and Outcomes

Strategic alliance in health care arises about with accountable care in organization as related reforms aims to increase coordination between health care providers. Due to the uneven nature of health care system. Strategic alliance in health care along with successful coordination will pivot in large part on the ability of health care organization to successful partner across organizational boundaries. Furthermore, under Medicare partnership accountable care organization has lower quality enactment. This is arrived at by the use of qualitative interviews released that providers are motivated to partner for resource complementarity, risk lessening and legislative requirements.

By way of conjointly bringing together official as well casual responsibility device. Strategic alliance in health care may provide an important window to screen a potential wave of health care consolidation or in contrast new models of independent providers’ successfully coordinating patient care. There has been development in the number of physicians joining the practices and physician practice joining hospital and health care system. As result coordination of clinical care often requires working transversely in organizational boundaries. This is predominantly true when providing care to intricate or high need patients who often require attention for post-acute care facilities such as skilled nursing facilities, rehabilitation centers and home health agencies strategic alliance in health care aims to encourage coordinating through financial incentive and rewards for meeting quality performance targets and total cost of care benchmarks.

With required dynamic trust of association. So as to meet desired cost and quality objective. Strategic alliance in health care is recognized arrangements between two or more independent organization to succeed shared or harmonious goals. This is substantial growth in such relationships in health care sector. Notably, these arrangements between autonomous organizations are non-ownership relation based.

The primary motivation for this strategic alliance in health lie in understanding needs for resources and capabilities needs to frontier transaction cost and the need to respond to external requirements from Medicare. The benefit of the strategic alliance in health care contribution risk or gaining resources, personnel benefits including improved staffing and management capabilities and organization benefits including growth, opportunities to learn and gain new proficiencies and mutual support and group collaboration. Numerous methods have been used hence mixed method analysis which involves survey data, performance data, and semi-structured interviews. Questions examined involved to what range is strategic alliance in health benefit to the health sector organization, second how is strategic alliance performance in different organization.

The research gap tends to see the disjointed nature of health care system (Maccoby, M., Norman, C., Norman, C. J., & Margolies, R., 2014). If there will be need to partner strategic alliance in health care sources. So, to have the patient population that allow stable population estimation of cost and quality to influence more patient care in health facilities.

Survey data analysis- this series on question on organization characteristics, contract features and range of clinical and practical capabilities. The respondent at each organization was an exclusive or director-level administrator. (b) Qualitative data analysis-this involved semi interviews across the distinctive, situate was from the population, while diversity of patient was put in thought. Studied the distribution of sites by leadership structure, number of primary care, field of mastery physicians, region, semi structured interview was done by phone and emails. (Etbeze, P. 2015) Three separate interviews guides were used, two in the first time period, while another in the second time period.

The survey data shown that strategic alliance in health care was very shared among the health care fraternity overall only 19%responded of the existence, 27% were coming to terms with strategic alliance in health care 55% indicated that strategic alliance in health care was proficient alongside other new partners forum. With both having a high degree of alliance. Addressing the second question there were existing organization were most likely to have clinicians on a single electronic medical record and to be actively engaged in evaluating patient care gratification, working to improve ambulatory care, considering inappropriate use of the emergency department and engaged in reducing hospital admission and preventable hospital re-admissions.

Probable success of the strategic alliance in health care will in large bring turning point on the success of new partnership between health care providers. These new partnerships as well face greater contests as they have lower capability around care management, quality improvement and health information technology. (Terhune, C. 2012). They also have lesser score particularly those measure focused on risk population and preventive health in the initial years, they are achieving cost saving at the same time as existing organizations this in line with the unit of study as it looks on policy requirement about minimum numbers of patients or prerequisite about regional partners. The results can be viewed as the claim of the article with literature on healthcare strategic alliances and add to this literature by highlighting the significant effects of border contextual forces such as policies that promote partnerships.

For example, policy requirement about minimum number of patient requirement about regional partner encouraged. As they provide both helpful and undesirable consequences. On the positive side, health care providers. Particularly those in lesser organization may prefer working in alliance setting than consolidating. Hence providing self-sufficiency thus brings value in health sector.

In conclusion understanding the mechanisms help to Supporting positive strategic alliance association. With option of higher risk and high return to achieve a better result. Understanding the path trail and challenges will help policy makers enhance attempt at aggressive or encouraging health providers to take greater financial risk for population health management hence adjusting the health sector. Given the uneven viable nature of many health care market and subdivisions, this perception could prove instrumental in helping transition to more harmonized, clinically integrated and commendable based health care system.

References

• Colla, C. H., Lewis, V. A., Bergquist, S. L., & Shortell, S. M. (2016). Accountability across the continuum: The participation of postacute care providers in accountable care organizations. Health Services Research.
• Etbeze, P. (2015). CEO exchange: Different problems, shared solutions for survival. Health Leaders Media. Retrieved from Healthcare Finance.
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• Lewis, V. A., Colla, C. H., Schoenherr, K. E., & Shortell, S. M. (2014). Innovation in the safety net: integrating community health centers through accountable care. Journal of General Internal Medicine, 29(11), 1484–1490.
• Maccoby, M., Norman, C., Norman, C. J., & Margolies, R. (2014). Transforming health care leadership: A systems guide to improve patient care, decrease costs, and improve population health. Jossey-Bass.
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• Terhune, C. (2012). HealthCare partners to be bought by DaVita in $4.42-billion deal. Los Angeles Times.