PubMed Health⌕ Search

Biomedical subjects

K M Korenchuk

Publications and source records attributed to K M Korenchuk.

18 recordsLinked to original sources
PubMed1997

Six steps to successful network integration.

Some integrated delivery systems have not been successful for a number of reasons. Substantial expenses incurred when initially purchasing physician practices, higher than anticipated operating costs, and a lack of mechanisms whereby physicians can assume leadership roles all may contribute to network failure. As a result, participants in integration efforts are continually modifying their strategies. Implementation of six specific strategies can improve the odds that integrated delivery systems will be successful: placing physicians at risk, enabling physicians to assume leadership roles and be involved in governance, strategically incorporating specialty care, managing group practices as ambulatory care businesses, building a competitive system, and continually redefining the system's strategic focus.

Capitation Fee↗
PubMed1996

Managed care plans and the organizational arrangements with group practices.

This article addresses the variety of structural and legal arrangements between group practices and health plans. The continuum of relationships will be discussed, including long-term arrangements whereby in exchange for long-term commitments to provide physician capacity, providers are given a capital contribution from managed care plans; management services organizations whereby managed care plans create management companies that provide turnkey management services in exchange for capital, with a commitment by the group practices to provide physician services to the health plan over a long period of time; mixed equity relationships where physicians and managed care plans jointly own the group practice, which group practice also has an ownership interest in the managed care plan itself; and acquisition of the group practice by the managed care plan. Each of these structures will be described, along with the legal issues that may be considered in any of these relationships.

Group Practice↗
PubMedDate not supplied

Negotiating and analyzing managed care contracts.

Despite some uneven performance in the 1980s, health maintenance and preferred provider organizations are here to stay. Author Keith Korenchuk believes that negotiating satisfactory managed care contracts will become increasingly important in the next decade and he offers several suggestions to reach this goal.

Contract Services↗
PubMedDate not supplied

Making the choice. A close look at the joint venture option. Part I.

The rapidly changing, highly challenging present and future marketplace facing group practices raises many questions for administrators. One answer to this new marketplace is to form an alliance with a financial partner who can provide capital and management expertise. Author Keith Korenchuk, J.D., M.P.H., describes the concept of acquiring such a partner and how to handle the process.

Commerce↗
PubMedDate not supplied

A new look at restrictive covenants.

While the restrictive covenant issue most often arises in medical group practice with the announcement of a physician's departure, addressing this issue in the planning phase of a group's operation will produce dividends for years to come. It allows preventive planning on these issues to be made in a less emotional context.

Contract Services↗
PubMedDate not supplied

The manager's checklist: how to keep your group legally up-to-date.

Most groups depend on their administrators to lead them through the maze of legal rules, regulations and arrangements that businesses in health care must now confront, writes Keith Korenchuk, J.D., M.P.H. He, therefore, presents an indispensable checklist to aid administrators in systematically keeping their group legally up-to-date.

Contract Services↗
PubMedDate not supplied

The art of the merger.

In part one of a two-part series, Keith Korenchuk, J.D., M.P.H., looks specifically at the conceptual basis and pertinent issues involved once a decision has been made to consider a merger. Part two, appearing next issue, will then look at the implementation process and players involved in a merger.

Attitude of Health Personnel↗
PubMedDate not supplied

Analyzing vendor and supplier contracts.

Contracts increasingly govern the way medical groups operate their businesses. While physician employment contracts and contracts with HMOs and PPOs usually receive significant scrutiny and analysis, little attention has been paid to the myriad contractual relationships by which physicians secure services for their own practices.

Commerce↗
PubMedDate not supplied

A legal primer for direct contracting.

The mystique of direct contracting has prevented many groups from formulating a direct contracting strategy, writes Keith Korenchuck, J.D., M.P.H., in this opening article. This article reviews several suggested ways that medical groups can contract directly with employers, and suggests how they can develop contractual arrangements to best represent their interests.

Contract Services↗
PubMedDate not supplied

Managing risk in group practice.

As group practice confronts the threat of increasing competition, the prospect of health care reform, and the challenges of decreasing revenues and increasing costs, a reorientation in the management approach used by many groups must occur, writes Keith Korenchuk, J.D., M.P.H. Administrators must become proactive to manage the many risks confronting their groups.

Contract Services↗
PubMedDate not supplied

Single specialty renaissance: the promise of disease management.

The conventional wisdom that all single-specialty providers outside of primary care will lose their ability to be significant contributors in the managed care marketplace is now being questioned. Subspecialty groups and single-specialty practices have the opportunity to reinventing themselves and offer their services with a disease management strategy. While groups have the opportunity to challenge the stasus quo, they must develop new ways of providing the services for which they are best qualified. The structures that can be utilized to implement this include group practice mergers, carve-out managed care networks, development of hospital relationships and fostering a relationship with a physician practice management company that focuses on their area of health care.

Case Management↗