Employed Network Organizational Structure 

Many employed provider networks have not dedicated enough attention to its organizational structure and associated management infrastructure to permit efficient operations and focus on strategic growth.  An inadequately defined or nonexistent organizational structure is often the legacy of the employed network’s development. Most networks arose and grew serendipitously as physician practices approached hospitals and health systems for employment because of rising administrative burdens, EMR requirements, or financial sustainability concerns. As new practices were progressively added and the network grew, often exponentially, the organizational structure expanded, but often in a piecemeal fashion resulting in a patchwork quilt design without much strategic consideration. 

Read: The Employed Provider’s Network within the Organizational Structure

Evaluating Your Needs

HSG partners with health systems to comprehensively evaluate the needs of the Employed Provider Network Organizational Structure and Management Infrastructure at its current size and scale, all within the context of the broader health system organizational structure and management culture:

  • Structure of Executive and Dedicated Leadership  
  • Dyad Management Structures  
  • Service Line Structures  
  • Practice Management Operational Structures  
  • Provider Leadership Councils
  • Dedicated Administrative Services  
  • Shared Health System Resources  
  • Sizing of FTE and Other Resource Needs  

Related Resources

Terrence R. McWilliams, MD, FAAFP

Chief Clinical Officer and Managing Director, Employed Provider Networks

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