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.
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
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Building Physician Leadership Capabilities Through a Physician Advisory Council
A Florida-based health system partnered with HSG to develop a physician advisory council to engage physicians in employed network leadership.
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Hospital-Based Anesthesia Subsidy Optimization
A midwest system partnered with HSG to assess their current anesthesia subsidy along with staffing, revenue cycle, and operations.
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Ambulatory Revenue Cycle Assessment and Turnaround
A regional system partnered with HSG to assess and overcome ambulatory revenue cycle performance issues resulting in 50% denial reductions.
