We were very pleased with the work of HSG on King’s Daughters strategic plan.  What differentiated them from other consultants was their engagement with the steering group.  They facilitated great discussions, members of the group felt they were heard, and that improved the quality of the plan and created greater ownership.  In addition, HSG’s analytics were very good and provided a lot of insights that helped us shape the plan.

We’ve seen a lot of gains from the growth strategies that were outlined in our strategic plan, and we’ve just engaged HSG to do a refresh of our plan. HSG also assisted both Baptist and Hardin on a primary care physician growth strategy about three years ago to help identify those markets where we had an opportunity.

North Country Healthcare was extremely impressed by the comprehensive Medical Staff Development Plan provided by HSG. They seemed to understand the challenges of our healthcare system, our strategic and community healthcare needs, and provider dynamics and were able to provide meaningful, actionable strategic recommendations, as well as offer ongoing support to work towards meeting these goals. It was truly a pleasure working with Travis Ansel, Eric Andreoli and Dr. Terry McWilliams and we look forward to opportunities to continue this relationship in the future. They listened to the key leaders in NCH for this project as well as to the practitioners and administrators during interviews. They helped us to prioritize next steps based on short versus long-term goals, feasability, and maturity (or lack thereof) of our young system. They were on time and on budget. HSG went far above our expectations to deliver one of the best Medical Staff Development Plans we have ever seen and we would highly recommend them.

HSG guided and catalyzed our co-management agreement with seven independent interventional cardiologists at Thomas Memorial Hospital. Since its inception in 2012, the co-management arrangement enhanced cardiologist engagement and alignment allowing for a more integrated approach in providing services with opportunities to effect consensus change in a more timely manner. Together, we vastly improved our performance on ACC NCDR metrics and we now exceed national benchmarks on all metrics. We decreased our cost per case by more than 50% through standardization of devices and initiation of uniform practices. We have improved the safety and convenience of our care by introducing radial approaches and utilizing Minx procedures for femoral cases, both of which decrease site bleeding risk, minimize staff compression time, and decrease length of stay. HSG has partnered with us throughout the program’s maturation and provided regular updates/revisions of incentive metrics and associated targets and Fair Market Value determinations. The Thomas Memorial arrangement was so successful that the concept was introduced and expanded to our cardiology program at Saint Francis Hospital – and HSG made that possible. We appreciate our partnership with HSG and the results we achieved because of it.

The whitepaper that HSG developed about physician burnout is truly one of the most well written, comprehensive, yet practical documents on this topic that I have read. It provides specifics without exaggeration and gives concrete suggestions on addressing the matter. Even more valuable is that they can spontaneously speak to the material with peers. The presentations I have heard them give to various groups are clear and their Q&A aptitude remarkable. Job well done.

…working with HSG allowed us to work beyond the anticipated challenges of ‘management’ trying to create a leadership structure for the physicians. HSG was able to help us and our medical group physicians clarify and codify our understanding of our physician culture and the positive relationship administration already has with our physicians, to help us move ahead with a plan for greater physician involvement in medical group leadership. …a cohesive medical group should make us substantially more responsive and unified in approach.

We recognized the need to have our physicians and APPs more intimately involved in our operational and strategic conversations if our employed medical group and our health system was going to prosper, and in fact, lead system efforts in terms of growth and care integration. We engaged HSG, whose expertise, support, and generous coaching helped us to launch a Provider Leadership Council and supporting committee structure to tackle the detailed work related to quality, clinical informatics, operational alignment, and finance. As a result of HSG’s guidance, our outcomes improved, provider engagement deepened, and the Council has become one of the most essential committees in our system. Most importantly, HSG fostered a relationship that allowed us to achieve self-sufficiency rather than long term dependence on external consultancy. I am personally grateful for their thoughtful direction, practical approach, and ability to keep us on track so that we could achieve sustainable growth and improvement.

Mon Health’s employed provider network grew substantially through practice and hospital acquisition, as well as incremental recruitment, over the past decade.  However, due to the nature of the group’s growth, the providers within the group were not culturally or operationally aligned.  With the group serving nine counties and three states, across all major health system service lines, Mon Health leadership desired to integrate the employed practices into one multispecialty group to drive the future success of the health system and its member hospitals. 

Mon Health executive and clinical leadership partnered with HSG to develop a Shared Vision of an ideal Mon Health Medical Group – focusing on the desired culture, operational structure, governance and capabilities needed for current and future success.  Working with HSG’s clinical and operational leaders, Mon Health created an integrated organizational structure and management infrastructure that is consistent with the group’s size and scale, and built a provider governance structure to ensure providers are active participants in the strategy and operations of the network going forward. 

HSG’s work has provided Mon Health with the basis for evolving MHMG to an integrated multispecialty group that can reduce variation in operations and clinical care delivery as well as support the organization’s overall success – now and in the future.