When considering new providers for clinical contract services, healthcare executives often discover they’ve got lots of “catching-up” to do. These sorts of decisions aren’t made by a Hospital everyday. And they are at a distinct disadvantage—they know very little about the vendors or the specific contract service industry while the vendors know great deal about them.
- the clinical contract industry is characterized by periods of consolidation and divestiture
- comprehensive evaluation of each vendor is expensive and time-consuming
- the only source of performance information is the vendor itself
- making a change in contract services is a high-risk endeavor
Too often the final selection comes down to a “gut sense” of who made the best presentation instead of an objective assessment of critical performance criteria.
How We Help
Here is what you can expect us to do for you:
1. Identify Appropriate Vendors
Based on your staffing and coverage methodology, we identify vendors whose operational characteristics fit best. Hospitals appreciate that our two principals have over 60 years of experience in Clinical Contract Services (see our experience
2. Craft and Evaluate RFPs
After creating a precise request for proposal (RFP), we help decide which clinical service providers to invite for presentations. Before the presentations we educate the selection committee so they are prepared. After the presentations we synthesize feedback and put details into perspective. This is often where our clients benefit most from our insight.
3. Support the Transition
Finally we assist you and the new clinical service provider during the transition. This often involves resolving any complications, clarifying expectations, and ensuring that the new relationship begins on a proper foundation. Watching this new relationship develop is the fruit of our labor.
"I have known Robert Fielder professionally for nearly 20 years. I have worked with Robert on three different occasions in three different hospitals—twice for RFP Development/Vendor Evaluations, and once for Provider Transition. In every engagement he has commanded the respect and attention of board members, medical staff leadership, ER physicians, senior management staff, and vendors. Without hesitation I would recommend Mr. Fielder for such engagements."
William (Bill) Webster, Chief Executive Officer
Medical Center Hospital
Medical Center Hospital
A contract for emergency department physician services had not been bid out in more than a decade. Since their existing regional service had been acquired by a multi-hospital contract management group (CMG) the service and the relationship had deteriorated. It was time to look at other options.
But how to go about it? How about another CMG or a small regional vendor, or should they create their own coverage group? Was it advantageous to use an employment model or form a local independent practice? Before going to the board with a decision, they wanted to consider all available options.
Robert Fielder conducted an exhaustive search of available emergency physician providers, assessing the strengths and weaknesses of each. He also met with the affected constituencies within the hospital to seek out their interests and expectations. Having established the objectives and performance standards, he guided the RFP process toward a small number of candidates representing a wide range of options.
The physicians’ services are now provided by a group practice of local emergency medicine residency trained and ABEM board certified physicians. The new group is meeting or exceeding all of the performance expectations, and everyone is confident we've found the right solution.