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Physician Practice/Medical Group

For CV physicians, non-clinical issues are more important than ever to group practice success.

Strategically positioning your practice to best serve your patients and become invaluable to your hospital is critical. A commitment to formal strategic and business planning can pay off in ongoing practice growth and business success.


Vision & Strategy

Business Planning

Hospital Partnerships

Strategic and Business Planning/Positioning

  • Integrate a regular strategic positioning/planning process to mitigate competitive threats, take advantage of opportunities, ensure readiness for successful growth in an evolving marketplace
  • Incorporates market and environmental assessment; trends in managed care and population health management; competitor assessment; regulatory burden trends; technological trends/projections; vision refinement/development; mission statement
  • Strategic Planning Retreats; Strategic Practice Assessments; Strategic Development Plans to address practice expansion, managed care/payer interaction, physician recruitment, outreach development

 Market Assessment/Marketing Plans

  • Market demographics and environmental assessment; local, regional, national trends; technological trends/projections; detailed demand forecasting; competitor impact; referral pattern analysis
  • Marketing strategy and tactic development


  • Strategic and business planning; financial feasibility and market assessments; financial forecasts; organizational, operational and legal structures; corporation formation
  • Staffing plans/recruitment of key physicians/staff; operating P&Ps; fee schedule; reimbursement issues
  • Technology and Information System infrastructure; hardware and software
  • Insurance requirements; compliance plans; risk management (CMS, HIPAA, other); medical license, DEA, Federal/State Tax ID numbers; third party payer provider numbers; hospital privileging/ credentialing
  • Location and facilities design; office lease and tenant improvements; medical and office equipment; clinical and operational technology assessment/acquisition
  • Hospital partnership negotiations; managed care relationships

 Hospital Partnerships; Physician-Hospital Alignment; Co-Management

  • Align strategic, operational and financial incentives between hospital and physicians to neutralize physician competition with hospitals for outpatient business; gain competitive advantage; retain and expand market share; reduce competitive risk; prevent predatory recruitment of physicians; improve performance and profitability
  • CFA can provide a metrics-driven operations improvement platform within a physician-led culture; negotiate terms, conditions, and expectations of the participants; set benchmarks and timeframes; determine key deliverables or “targets of opportunity;” engage/catalyze physician expertise/experience; provide measurability, objectivity, and timeliness
  • Customized integration strategies include pay-for-performance, gainsharing, joint ventures, co-management agreements, professional/managerial service agreements

Technology Assessment/Acquisition

  • Clinical efficacy and “fit” within the practice’s vision/goals; reimbursement issues – current/projected
  • Initial purchase and startup costs; ongoing operational and maintenance/upkeep costs; technician needs and availability
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