Case Studies

Aultman Medical Group (AMG) Revenue Cycle Redesign Case Study

Summary Aultman Medical Group is a not-for-profit healthcare system that employs 140 providers across 19 specialties with locations that span six counties in Canton, Ohio.  Challenge Aultman Medical Group sought to optimize its revenue cycle operations to help address internal structural factors impacting the organization financially. The leadership also was determined to standardize its processes […]

Case Study: Shared Vision Positions Employed Medical Group for Success

Challenge The employed medical group of a highly successful hospital system in northeast Ohio requested assistance with catalyzing enhancement of its physician leadership and charting its future course to ensure success in the evolving healthcare environment. Specifically, the administration desired to promote collaborative group function, appropriately enhance the network infrastructure, improve practice operations, cultivate physician […]

Case Study: Care Coordination – A Unique Application of the Shared Vision Process

Summary Care coordination among PCPs, hospitalists and ED physicians is a challenge for most hospitals. Recently, the medical leadership of two health system hospitals decided to tackle this problem by using HSG’s approach to building a shared vision. The leadership believed that by developing a “virtual” multi-specialty group, the organization could deliver safer, more seamless […]

Shared Vision: Unique Application of the Process

Care coordination among PCPs, hospitalists and ED physicians is a challenge for most hospitals. Recently, the medical leadership of two health system hospitals decided to tackle this problem by using HSG’s approach to building a shared vision. This approach had been used by HSG to develop a shared vision within established groups and advocated in […]

Case Study: Avoid Stark Issues through Contract Management

This case study shows how a physician contract management system can help hospitals uncover Stark issues and smooth the contract negotiation process. Background A community hospital in the Northeast was struggling to manage its contractual relationships with employed and independent physicians. Hospital leadership did not have a systematic approach to creating or managing physician deals, […]

Case Study: Saint Francis Strategic Plan

EXECUTIVE SUMMARY Saint Francis Healthcare System is located in Cape Girardeau, MO and is anchored by the 307-bed Saint Francis Medical Center. They were number three in consumer preference in a two-hospital community in 1999 with an ADC of 124. After 16 years of aggressive strategic action and effective leadership, the organization has grown to be […]

Case Study: Creating a Common Vision to Accelerate Employed Group Development

Summary St. Luke’s Hospital in Chesterfield, MO employs over 110 providers in its medical group, and more than 100 more in hospital-based programs. The organization has a long history of close ties with physicians, has experienced substantial growth, and has been ranked as one of the 50 best hospitals in the country on numerous occasions. […]

Case Study: Talent Acquisition for your Physician Group: Interim CEO and Search

Background: A 300-bed hospital in the southeast engaged HSG to perform an operational assessment of their rapidly growing employed physician network. Leadership was concerned that the infrastructure of the network had not kept pace with the growth. After reviewing the findings, the senior executive team decided to make a change in the management of the […]

Case Study: Building a Common Vision with Employed Physicians

Executive Summary St. Claire Regional in Morehead, Kentucky employs over 75 physicians and other providers. As the group expanded, a physician leadership group was created with the objective of integrating the various practices and defining group direction. Significant progress was made, but had plateaued and progress slowed. HSG helped the physicians and executives define their […]

Case Study: Avoid Stark Issues with Contract Management

  Background A community hospital in the Northeast was struggling to manage its contractual relationships with employed and independent physicians. Hospital leadership did not have a systematic approach to creating or managing physician deals, and as a result, faced the following problems: Contract terms were highly inconsistent across deals, with several executives engaged in physician […]