• Skip to primary navigation
  • Skip to main content
  • Skip to primary sidebar
  • Skip to footer
HSG Advisors

HSG Advisors

Building High-Performing Physician Networks

MENUMENU
  • Home
  • About HSG
    • About HSG
      • Shared Vision
      • Leadership Team
    • Careers
  • Healthcare Consulting
    • Physician Strategy
      • Health System Strategic Plans
      • Employed Physician Network Strategy
      • Physician Growth Strategy
      • Shared Vision and Culture Development
      • Physician Manpower Plans
      • Service Line Strategy
      • Physician Co-Management
    • Physician Leadership
      • Shared Vision and Culture Development
      • Physician Burnout
      • Physician Governance and Leadership
    • Performance Improvement
      • Network Performance Improvement
      • Performance Improvement Implementation
      • Network Revenue Cycle
      • Practice Care Model Transformation
      • Practice Acquisitions
      • Advanced Practice Provider (APP) Utilization
      • Virtual Health
    • Network Integrity
      • Patient Share of Care
      • Patient Flow
      • Provider Service Location Analysis
      • Market Insight
      • Physician Network Intelligence
    • Physician Compensation
      • Compensation Plan Design
      • Fair Market Value and Commercial Reasonableness Opinions
      • Advanced Practice Provider (APP) Compensation
      • Medicare Physician Fee Schedule
  • Thought Leadership
  • Contact Us
  • Medicare Changes
  • Client Log-In
Client Log-In LinkedIn LinkedIn

Contact Us

5 Steps to Developing a Common Vision for Your Employed Network

September 18, 2015 by HSG

Faced with the transition to value, clients are raising a relatively new question: “How do we create a shared vision with our physicians, particularly those that we employ?” Healthcare Strategy Group recommends a five-step process.

Step 1: Create Mutual Understanding
First, physicians must understand the environment that the system operates in, and vice versa. The challenges created with the move to value-based will be significant, and all players must understand the implications of that transition. From the physician perspective, this requires significant education on market realities. From the lay system executive perspective, it requires engagement with physician leaders to understand their perspective and ensure its incorporation into potential solutions.

Step 2: Hammer Out a Draft
The second step is to begin articulating a shared vision, engaging physician leaders in that process. We advocate a comprehensive, detailed vision statement that describes physician roles in many areas, such as:

  • decision making,
  • care coordination efforts,
  • organizational structure,
  • IT integration,
  • geographic area covered by the group,
  • physician group engagement with payers,
  • group branding,
  • cultural & behavioral norms,
  • patient experience and access requirements.

This runs counter to the adage that vision statements must be short and memorable. But given the state of the art in most physician groups, we’ve found that descriptive statements more effectively create a common understanding.

Step 3: Share the Draft
The third step is sharing the draft vision statement with the entire physician group. This discussion should be led by physician leaders. During this process, we encourage physicians to describe their “ideal group” — a group with which they would be proud associate. The ideal can’t ignore market realities, but otherwise you should be open to physician thoughts and embrace their input.

Step 4: Implementation
Some physicians will view vision statement development as a theoretical process; thus, step four is a tangible implementation process. Drilling down to a set of actionable steps is required each year. If the vision says the group will set behavioral norms so the responsibilities of being in the group are clearly understood, a physician subcommittee must be tasked with defining those norms and developing a control process.

Step 5: Use the Vision Statement for Control
The fifth and final step is to use the vision statement as a control mechanism. It should be formally reviewed annually, by physician leaders first and then by the entire group. That review should address three questions:

  1. Is the statement still appropriate; if not, how should it be changed?
  2. Has the group made progress toward achieving the vision?
  3. What must we do in the coming year to accelerate that progress?

Category iconArticles,  Physician Leadership Tag iconemployed group vision,  group vision,  shared vision

Primary Sidebar

David W. Miller

(502) 814-1188 dmiller@hsgadvisors.com

Terrence R. McWilliams, MD, FAAFP

(502) 614-4292 tmcwilliams@hsgadvisors.com

Receive Physician Strategy News

  • This field is for validation purposes and should be left unchanged.

Recent Thought Leadership

  • HSG Claims Data Analytics Updates: February 2023
  • 2023 Medicare Physician Fee Schedule Updates
  • HSG Advisors Expands Consulting Services and Data Analytics Capabilities in Response to National Outpatient Utilization Trend
  • Creating a Win/Win System of Advanced Practice Provider Oversight
  • Employed Provider Network Shared Vision: Process and Intent

Insights for Confident Leaders

Sign Up for HSG's Physician Strategy News™ and Notifications on New Thought Leadership
  • This field is for validation purposes and should be left unchanged.

Footer

9850 Von Allmen Court
Suite 201
Louisville, Kentucky 40241

(502) 814-1180

info@HSGadvisors.com

  • Physician Strategy
  • Physician Leadership
  • Performance Improvement
  • Network Integrity
  • Physician Compensation
  • About HSG
  • Purchase HSG’s Book
  • Leadership Team
  • Careers at HSG
  • Thought Leadership
  • Privacy Policy

Take HSG’s Physician Network Evaluation Survey
Get Started Here

  • LinkedIn
  • Vimeo

© 2023 HSG Advisors. Website managed by SiteCare.com