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.
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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Primary Care Growth Leads to 75% Increase in Hospital Net Revenue
Thoughtful strategic planning in healthcare can produce great results. This organization experienced a 75% growth in net revenue, increase of $161 million, over 5 years.
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Building Differentiated Healthcare Service Lines (Webinar)
This webinar discusses key components that are critical to building differentiated healthcare service lines in an increasingly competitive marketplace.
