INTEGRATED HEALTH SYSTEMSConnecting Operations, Operating Economics, and Finance for Integrated Health SystemsZismer, Daniel K. PhD Author Information Wegmiller Professor in Healthcare Administration and director, MHA and Executive Studies Program, University of Minnesota, Minneapolis Journal of Healthcare Management 58(5):p 314-319, September 2013. Buy Abstract The integrated model of community healthcare delivery offers unique potential for value enhancement in reforming markets (Zismer & Thompson, 2012). It also may present unique operational, operating economics, and financial performance challenges that require new perspectives and managerial competencies that are not ordinarily practiced by the classically trained healthcare leaders: administrators, chief financial officers, operations managers, and clinicians. This column presents a novel managerial framework for the analysis and evaluation of the operating and financial performance of integrated health systems (IHSs), where most, if not all, providers are employees. It takes advantage of the physicianproduced work relative value unit (WRVU) as the fulcrum, or point of leverage, for all other clinical activities and resulting operating inputs, clinical outputs, and accounted operational financial performance. Case vignettes are provided to demonstrate the framework's application. © 2013 Foundation of the American College of Healthcare Executives
