Driving a common strategic focus with engaged physicians is a key to success in an environment with increasing focus on accountability for quality, costs, and access. Our team can guide you through that process, whether the objective is a health system strategic plan, creating a shared vision around the employed physician network, or building strategic priorities that focus on growth.
To discuss the right physician strategy for your organization, please call Travis Ansel at (502) 814-1182.
PHYSICIAN STRATEGY SERVICE LINES
Physicians are key to success. Use their expertise to paint a vision and set strategic priorities
Employed Physician Network Strategy
Build a physician network strategy that supports your health system vision and strategy
Strategy focused on improving access, geographic expansion, primary care, and specialty expertise
Shared Vision and Culture Development
An employed physician network shared vision is a cornerstone for high performing networks
The right physician complement is critical to drive volume and manage populations
Define the expertise and distribution of physicians required to drive clinical excellence and growth
Align incentives and create a common focus on quality improvement and cost reduction
RELATED THOUGHT LEADERSHIP
Strategic Implications of the Pandemic
As the nation begins to emerge from the depths of the COVID-19 Pandemic, there is a high probability hospital business models will change. Review HSG’s observations on the six biggest strategic implications.
COVID-19 and Your Employed Physician Network (Checklist)
Review HSG’s COVID-19 pandemic checklist of short and long-term clinical and operational, financial, and strategic areas of evaluation.
Physician Manpower Planning
Move beyond the Community Need Approach in this white paper, which answers questions healthcare executives should be asking themselves.
OUR EXPERTS
One challenge we see health system executives continue to face is board concerns about physician employment. Goal should be for your board to understand the initial rationale for investment, reaffirm that decision, articulate current concerns, and discuss the long-term imperatives for the employed group.
In today’s environment, manpower planning should be the tool with which health systems answer the question “How do we execute our strategy through our providers?”
