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5 Steps to Developing a Common Vision for Your Employed Network
Faced with the transition to value, clients are raising a relatively new question: “How do we create a shared vision with our physicians, particularly those that we employ?” Healthcare Strategy […]
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Halifax Health and HSG Enter Network Management Outsourcing Agreement
Halifax Health has entered into a network management outsourcing agreement with HSG to provide overall management and advisory services for the Daytona Beach-based, community healthcare system’s medical network, including employed and […]
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7 Steps for Adding Advanced Practitioners to Physician Networks
This is the first of a two-part series on using advanced practitioners in physician networks. The second article covers advanced practitioner compensation, including the development of productivity and quality […]
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How Many Primary Care Physicians Do You Really Need?
Executing a primary care strategy that provides the right number of primary care providers is critical to the success of your employed provider network. Traditional physician manpower planning models are […]
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Quality: Excerpt from “67 Tips for a High-Performing Physician Network”
Improving care processes and outcomes has never been more important as reimbursement systems and incentives change. Your employed group is the vehicle that can help you drive change throughout your […]
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Three Tips for Measuring Provider Productivity
Measuring and managing productivity is crucial to the sustainability of employed provider networks. However, many hospitals and healthcare systems continue to use outdated methodology overly-focused on physician wRVUs. HSG recently developed […]
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Webinar: Physician Leadership: A Critical Resource for Success
For hospitals and health systems, physician leadership is critical to success. It drives positive outcomes at every level — from the frontline delivery of patient care to board-level strategic planning. […]
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Case Study: Developing a Strategy for a Rapidly-Growing Physician Network
Background A two-hospital system in the Midwest had a 45-provider employed network that had grown tremendously over three years. Much of that growth was unplanned and primarily based on reactions to […]