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Employed Provider Network Transformation: Building a Sustainable Path to Higher Performance

Utilizing years of network performance improvement experience, HSG partners with employed provider networks to guide their journey toward higher performance. Regardless of the employed network’s maturation state, HSG can apply the illustrated three-phase process to achieve progressively higher performance over a 12-18 month time frame.

Through the Shared Vision process, networks develop a multi-year roadmap through which to steer their course to an ideal future state. The process invariably entails review and potential revision of the organizational structure, including physician and advanced practice provider (APP) leadership, necessary to pilot the ship and the associated management infrastructure required to fully support the trek. Building upon this solid foundation, specific assessments and analyses target areas of opportunity leading to specific action plan development, alignment of efforts, and continual improvement.

The employed provider network transformation process produces tangibly improved provider and staff satisfaction, enhanced financial performance, and an enriched reputation that translates to greater attraction and retention of patients, providers, and staff.

Employed Provider Network Transformation Process

Using data gathered from dozens of engagements and thousands of respondents to the HSG Network Evaluation Survey, we have identified two elements that drive overall physician satisfaction with their employed provider network – having a common culture and having adequate management infrastructure. Details of these results are available here. These results support the impressions expressed in HSG’s 2019 publication Employed Physician Networks: A Guide to Building Strategic Advantage, Value, and Financial Sustainability – that key elements for moving an employed network forward along the Growth Curve include a shared vision and adequate management infrastructure. As outlined above, these elements form the foundation for our Employed Provider Network Transformation process.

The importance of these elements makes empiric sense. The collegiality associated with being part of a group whose culture embraces common values and a common vision is a satisfier. Likewise, having the management expertise and administrative support to drive that vision and culture through daily operations, and avoid or address day-to-day hassles, is critical.

Start the journey toward higher performance through our Employed Provider Network Transformation roadmap and realize the benefits for your organization.

Read the White Paper Here Nine Elements of an Employed Provider Group Shared Vision

Employed Provider Compensation White Paper


Travis Ansel

Chief Executive Officer and Managing Director, Strategy

Terrence R. McWilliams, MD, FAAFP

Chief Clinical Officer and Managing Director, Employed Provider Networks