As competitive pressures continue to force health care delivery organizations to seek economies of scale, increase productivity, and/or expand into new markets or services, many utilize mergers, acquisitions, and/or joint ventures as vehicles to achieve such objectives.  To be successful, such efforts generally require:

• A detailed review of the market and competitive landscapes
• An analysis of the organization's current service mix and any "gaps" that may provide a strategic opportunity
• Involvement of senior management to forge "the deal"
• Construction of an integration/implementation management plan and team (some or all of whom were part of "the deal") that moves swiftly 
• Development of early warning "signals" that identify behaviors or potential obstacles that may sidetrack the strategy (e.g., culture, management personalities, insufficient resources dedicated to integration, poor communication plan).

Although most health systems will continue to implement strategies that draw them closer to their medical staffs, there are others who wish to divest themselves of the costs associated with owning medical practices and/or employing physicians while retaining a strategic link to the group.  As a result, such divestitures are generally even more delicate than acquisitions in that the relationships of the remaining parties must not only be clearly defined, they must also be amicable, built on mutual trust, and maintain community benefit.

Wipfli senior consultants bring extensive experience and expertise in supporting a variety of transactions whether as a third party or as a representative of a participant.  Wipfli also works with the participants' legal and tax advisors to ensure the transaction is properly consummated.