Overview
Transforming a group of employed practices into a cohesive multispecialty group that is aligned with the health system’s strategic direction requires a Shared Vision between administration and providers and evolve the organization’s structure to focus on its future. HSG works with employed networks to reset the path and engage stakeholders in leadership towards the future.
Asking the right questions
HSG Employed Provider Network Transformation
Lacking the culture, structure and buy-in to effect change, Health System and Network leadership are often unable to adequately pursue priority initiatives that are critical to health system success, resulting in negative impacts to strategic, operational and financial performance.
HSG Employed Provider Network Transformation focuses on setting up employed networks for future success by creating context for organizational change – focused on setting a vision, organizing the management structures of the network, and engaging provider leadership to build the leadership structures that can support change and implement high-priority initiatives.
Defining a Shared Vision
Collaboratively defining the Shared Vision of the employed provider network’s ideal future state provides the direction and context for how the network will need to evolve to attain that vision. It provides a picture of how the group would look and function in 5-10 years if it develops and matures in an ideal environment. This is the crucial foundational step toward Employed Provider Network Transformation. Without a defined vision of what the group is working toward, leadership activities end up being focused on the day-to-day; strategy does not progress; capabilities do not progress. Without the Shared Vision, the network lacks a context for change.
Evolving Organizational Structures and Administrative Leadership Infrastructures
Health systems must be willing to elevate the employed network within the health system structure. It cannot be treated as a subservient entity to the hospital(s). Investments in the employed network leadership and management infrastructure must be made proactively with the goal of achieving operational efficiency and a long-term ROI. Employed provider networks must have dedicated leadership and sufficient dedicated support services to execute day-to-day operations as well as develop and execute the strategic capabilities required to fulfill the health system’s long-term needs.
Engaging Provider Leadership
A key component of the network organizational structure and management infrastructure is physician and APP (“provider”) leadership. The importance of directly involving providers in the strategic planning and operational problem-solving and decision-making processes within the network has received heightened focus as the transition to value-based care has evolved. Directly involving provider leadership also increases engagement, enhances alignment, improves outcomes, promotes recruitment and retention success, and mitigates burnout risk. The direct input of clinician leaders through dyad leadership structures and a Provider Leadership Council is indispensable to moving the group forward and achieving positive outcomes.
Areas of Service
Shared Vision Development
Collaboratively defining the Shared Vision of the employed provider network’s ideal future state provides the direction and context for how the network will need to evolve to attain that vision. It provides a picture of how the group would look and function in 5-10 years if it develops and matures in an ideal environment.
Organizational Structure Development
Health systems must be willing to elevate the employed network within the health system structure. It cannot be treated as a subservient entity to the hospital(s). Investments in the employed network leadership and management infrastructure must be made proactively with the goal of achieving operational efficiency and a long-term ROI.
Provider Leadership Structure Development
A key component of the network organizational structure and management infrastructure is physician and APP (“provider”) leadership. The importance of directly involving providers in the strategic planning and operational problem-solving and decision-making processes within the network has received heightened focus as the transition to value-based care has evolved.
Related Resources
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SHSMD Webinar | 5 Best Practices for Integrating Market and Provider Data into Your Health System Management Structure
SHSMD Educational Webinar outlines best practices for centralizing market and provider data, tying data to organizational goals and objectives, and distributing data throughout the organization
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Building Strategic Value with Your Medical Group
How a physician network evolved to meet the mutual objectives of the stakeholders and the demands of the market
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SHSMD Presentation: Key Market and Provider Metrics to Drive Strategic Service Line Growth
Learn how to measure and interpret key data analytics.
