Whereof what's past is prologue; what to come, in yours and my discharge.
—William Shakespeare, The Tempest, Act 2, scene
It may be the “perfect storm.” The continued rise in healthcare expenditures, the increasing segment of the U.S. population that is uninsured or underinsured, the growth in demand for care from the changing patient demographic of the aging baby-boomer population, and declining reimbursement for physician services and provider manpower shortages are just a few of the several catalysts that are driving the turbulent transactional marketplace for healthcare enterprises, assets, and services in this new era of reform.
Those valuation analysts, whose healthcare engagements have been focused on appraising historically traditional provider organizations, for example, physicians in solo and small group practices, are seeing a decline in their client base as the healthcare industry consolidates, and greater numbers of providers form new and larger emerging healthcare organizations (EHOs). These EHOs are driven by the need to develop new affiliations, capital structures, and governance configurations, in order to align the interests of patients/consumers, as well as various U.S. healthcare industry subsectors, including inpatient and outpatient providers, suppliers and vendors, payors, and managed care entities, in such a manner as to address the emergence of value-based reimbursement initiatives, such as Accountable Care Organizations.
This book will ...