VERTICAL INTEGRATION OF COMMUNITY-BASED HOME HEALTH AGENCIES WITH HOSPITALS: A DESCRIPTIVE STUDY.
Contributors: Union Institute (U.S.)
Published: 1994
Number of pages: 177
Subjects: Health Sciences, General.; Business Administration, Management.; Health Sciences, Nursing.
Description: Trends of the 1990's, driven by the anticipation of health care reform and changes from indemnity insurance coverage to managed care, have spurred a new wave of alliances, vertical and horizontal integrations and diversification strategies. While consolidation of the hospital industry has been occurring since the 1960's, the new wave is characterized by the inclusion of non-institutional and long-term-care providers with hospitals and multi-hospital systems.

While considerable literature exists describing the expectations, aspiration and accommodation within the hospital integration process, little has been written about the accommodation and adaptation required of dissimilar providers when consolidating with hospitals' acute-care culture.

Using a qualitative research methodology which gathered data from multiple sources, the accommodation and adaptation of the community-based, free-standing, non-profit home health agency was investigated. Visiting Nurse Services were chosen as the study population because this is a homogeneous population and most representative of the free-standing home health agency.

A nationwide mailed survey, which had a 42.5% return rate, developed a profile of the current integration activities of this home health agency population. Formal and informal interview techniques were employed to elicit diverse opinions from Visiting Nurse Services and other health care industry leaders. Finally, a critical incident case study of a Visiting Nurse Service vertically integrated with a hospital system was completed.

The findings suggest that, while the VNS is economically vulnerable in the changing health care delivery system, vertical integration with a hospital system does weaken the bonds with the community stakeholder. The findings further suggest a two-level decision process. The first is the strategic planning process, which is logical and decisive; the second is the sociologic, which considers those corporate values associated with tradition, pride and power relationships. Finally, the findings raise a question about the meaning of "community-based" and how a community advocacy role for home care will be carried out in a restructuring health care environment.
Notes: Source: Dissertation Abstracts International, Volume: 55-02, Section: B, page: 0353.

Thesis (PH.D.)--THE UNION INSTITUTE, 1994.

School code: 1033.