Provider Compensation Strategy

  • Justin Chamblee, CPA

    Justin Chamblee, CPA

    Executive Vice President

  • Stephen Ross

    Stephen Ross

    Vice President


Provider compensation strategies are continually evolving with the healthcare industry, which is fueled primarily by the growth in hospital-employed provider networks and the shift in the industry to value-based care. These changes call for standardizing provider compensation structures and developing models that require success in both fee-for-service and fee-for-value environments.

Our consultants work with health systems and large medical groups to develop new provider compensation models or to revise existing compensation plans to create effective strategies. These initiatives can range from full redesign engagements to ongoing assistance in managing new or existing arrangements. Our expertise in compensation strategy spans the healthcare industry, including community hospitals, academic medical centers, critical access hospitals, single-specialty medical groups, multi-specialty medical groups, and others.

Specific examples of our compensation strategy work include the following:

  • Redesigning a health system’s 250 physician provider network to standardize compensation models across multiple specialties, clean up past practices and behaviors, incorporate panel size into primary care, allow for value-based incentives to play a more significant role, and develop an implementation strategy that allowed for change management to occur.
  • Forming a new compensation structure for a 50-physician private practice as they joined a local health system under a group practice structure. The project included adapting their prior eat-what-you-kill model to a wRVU-based model, while still incorporating the necessary elements to address all the needs of a dynamic multi-specialty group.
  • Assisting with a health system’s alignment strategies, crafting compensation model structures for the various medical practices they were acquiring and onboarding. This support included performing financial due diligence, developing a model structure consistent with the health system’s past practices, and comparing to the practice’s prior financial performance to determine the economic impact.
  • Providing day-to-day support for multiple health systems as they work through provider compensation issues.

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