Overview
When a network, practice or functional leader departs, major disruptions to operations and financial performance can occur. HSG’s experienced Interim Management brings on-site leadership supported by HSG’s Employed Provider Network advisory team, to focus on the following goals:
- Stabilizing leadership
- Providing experienced on-the-ground resource to advise executive leadership
- Absolving existing leadership positions of additional responsibilities
- Addressing high priority or high value issues as identified and as appropriate
- Defining and executing a workplan focused on high-value activities defined by health system leadership
- Training and mentoring
- Supporting onboarding of future leaders into their role to ensure success
HSG Interim Leadership Resources
- Overall Employed Provider Network Leadership
- Specialty or Service Line Leadership
- Practice Leadership
- Ambulatory Revenue Cycle
Additional Analysis and Consulting
Performance Improvement
While a Health System’s Employed Provider Network is a source of tremendous strategic and financial value, investment into the Employed Provider Network’s practices must still be optimized in order for health systems to have a healthy bottom line.
Revenue Cycle
Ambulatory Provider Revenue Cycle frequently finds itself under resourced within a health system; with resources diverted towards Inpatient and focused on larger dollar outcomes. However, many health systems stand to realize significant financial gains with increased performance on the Ambulatory side and without significant investment in personnel or other fixed resources to achieve it.
Coding and Documentation
Paying adequate attention to and investing in a professional service coding program is crucial for employed network sustainability. An effective program directly supports patient care revenue generation, provider productivity determinations, and corporate compliance assurance. While technical services coding and billing are also important facets of the network revenue cycle – especially in provider-based billing scenarios, many networks experience greater inadequacies in the professional services elements as these differ significantly from other hospital billing practices.
APP Utilization
Advanced Practice Professionals (APPs) are an increasingly important part of care delivery and make up an increasing percentage of a health system’s employed provider networks. However many health systems struggle to effectively integrate APPs and utilize them at top-of-license within the care delivery environment.
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