Case Study: Strategic Planning for a Rapidly-Growing Employed Physician Group

The number of physicians employed by a 300+ bed hospital in the Midwest had grown from 30 to 120 over a three-year period. While this growth was driven by a strategic initiative to increase alignment with the community physicians, the group that the physicians were put into lacked any formal infrastructure or identity. As a result, the hospital had a large group of physicians that were essentially operating as independent practices – so much so that many physicians in the group didn’t know who the other physicians in the employed group were.

Case Study: Defining the Tolerance for Subsidies by Specialty within an Employed Physician Group

Background Our client is a community hospital in the Midwest that operates a PHO consisting of 50+ physicians (largely employed, but some independents) across a number of specialties.  With mounting losses on the employed physicians in the PHO, executives within the organization began assessing practice losses by specialty. However, given competing strategic priorities within the organization, […]

Case Study: Cardiology Co-Management Agreement

Our client was a two-hospital system in the Mid-Atlantic region that was experiencing inefficiencies in their cath lab. The inefficiencies resulted in high costs-per-case, substandard outcomes and lost market share. The lab was used by interventionalists from two different, independent cardiology groups.

Case Study: Performing a Practice Assessment

Over a three-week period, HSG performed a complete audit of an employed physician network consisting of over 120 providers, 90 of which were physicians. It was operating at an annual loss of approximately $18 M.

Case Study: Physician Employment Entity and Infrastructure

We’ve had more than a few hospital clients who never made a formal decision to start hiring physicians, but nonetheless found themselves with a goodly number and mix of doctors on their payrolls. One particular client came to Healthcare Strategy Group in just that situation. They had a group of employed physicians, but that “group” didn’t function like a group in any sense of the word.

Case Study: Building Relationships Between a Hospital, a Medical Community and Self-Insured Employers

Our client, a community health system in the eastern U.S., was experiencing significant competition in its primary market from nearby tertiary health systems. These tertiary systems were particularly aggressive in attempting to poach the commercially-insured population of a local large, self-insured employer with about covered 9000 lives. Our client needed a strategy to align with the employer to retain commercial market share at both the hospital and its physician practices.