• 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

Maximizing Service Line Growth

September 9, 2009 by HSG

Building and maintaining strong service lines is central to growth and can require significant investment. And, with today’s economic climate magnifying risk, strategically defining your investments within a service line could not be more important.

Your physician leaders will have great insights into the investments that will maximize value, and their input is certainly crucial. However, national benchmarking will also provide valuable insights and will help to define
and prioritize opportunities. Through benchmarking, you’ll gain a better understanding of:

•  Physician capabilities that differentiate leading centers,

•  Trends in treatment modalities and service delivery

•  Emerging technologies

•  How your capabilities compare to those of institutions with    recognized strength in those service lines

•  How your service line volumes, mix, and market share    compare to those of other institutions

•  How top programs are marketing themselves

HSG employs a three-step benchmarking process when working with clients to evaluate the potential of proposed new or the expansion of existing service lines.

Step One:

Benchmark Services, Facilities, Equipment and Physicians

The first step is identifying market  leaders, four or so top centers or programs around the country. Your physicians will be helpful with that process, as will national comparative databases and measures. For these centers, we define the array of services, facilities, and physician specialties/capabilities offered. Defining the program details generally requires online research, telephone interviews, review of cost report data, and other analysis.

Step Two:

Benchmark Service Volumes

We then define the MS-DRGs, Procedure Codes, and other relevant units for the service line. Using Medicare data files, we identify volumes among the benchmark and client programs, volumes in the associated SMAs, ALOS, cost/charge ratios, and other comparisons. This invariably provides useful information on the patient mix of centers of excellence and how the client hospital is different.

Step Three:

Program Gaps and Opportunities

Utilizing the information derived from steps one and two, we then contrast the client’s current program with those at the top providers and define existing gaps and opportunities. This analysis looks at program components, facilities and technology, medical staff capabilities, relative profitability, and market share/potential and provides a solid basis to develop an effective service line growth plan.

This process consistently provides significant value to our clients in expanding vision and opening new areas for discussion. The most significant discussions occur with physician leaders, both in the selection of benchmark programs and data elements for comparison, and sharing findings in follow-up discussions. This helps set the table for physician engagement in and support of the growth initiative.

 

Category iconArticles,  Physician Strategy Tag iconHospital Service Line,  National Benchmarks,  Strategic Planning

Primary Sidebar

David W. Miller

(502) 814-1188 dmiller@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