Networks that pass,
launch, and hold.
A complete look at how Kearny Street Management helps health plans, IPAs, and risk-bearing organizations build, fix, and run provider networks until your own team can take them over.
Builds stall between strategy, contracting, credentialing, and operations.
One accountable team that owns the whole network, not a slice of it.
On-time launches, adequacy met at filing, and a network your team can run.
Standing up a provider network is where good healthcare strategy most often breaks. The plan is sound; the execution fragments across too many hands. This brief lays out why that happens, what it costs, and how one team that owns strategy, contracting, credentialing, and operations turns a high-risk build into a predictable one. It closes with the way we work and how to start.
Strategy is easy. The build is where it breaks.
Almost every organization can produce a network strategy. Far fewer can turn that strategy into signed contracts, verified providers, and an accurate directory before the filing window closes. Three failure patterns show up again and again.
The kickoff energy fades, the easy contracts are signed, and what remains is the hard middle: health systems that negotiate slowly, specialties with thin supply, the credentialing backlog. Progress slows just as the deadline gets close.
Time-and-distance standards, minimum provider counts, and appointment-availability rules don't hold still, and neither do your providers. A network that was adequate at filing can fail after a single group departure. Without someone watching it continuously, you find out from a regulator or a member complaint.
Strategy hands to contracting, contracting to credentialing, credentialing to operations, and every handoff loses information. A provider signs but never makes it into the directory. A rate is agreed but loaded wrong. That's where builds fail.
The price of a stalled build is rarely a line item. It’s a market entry pushed a full year. It’s an access complaint that invites regulatory scrutiny. It’s the board asking why the network isn’t ready, and a leadership team spending its credibility on a problem that was preventable.
One team that owns the whole network.
Builds fail at the handoffs, so we remove them. We hold all four network functions under one accountable team. A decision in strategy is already understood in contracting, and a signature in contracting is already moving through credentialing.
We map where your members live against CMS and state time-and-distance standards, find every gap before a regulator does, and build the recruitment list that closes it. You pass adequacy when you file, and stay adequate after normal attrition.
Outreach, rate conversations, redlines, and closing, with clean language and a rate posture that survives a competitive market. We move agreements from 'interested' to countersigned instead of parked in an inbox.
Primary-source verification, CAQH hygiene, and committee-ready files, run on the launch schedule. A provider who signs in March is payable at go-live, not months later.
Directory accuracy, provider-data operations, and the weekly review that keeps a network adequate after launch. Then we document it and give it to your team to run.
Credentialing as a standalone service. When the build is fine but credentialing is the bottleneck, we take just that (primary-source verification and committee-ready files, scoped and priced on its own) and get your providers payable.
Listen, map, execute.
Our method is deliberately plain: we listen to the opportunity, map a plan, and execute it. Each task has an owner and a date, on a weekly cadence. Simple solutions to complex problems.
A focused two-week read of your network, your gaps, and the honest path to adequacy, before any long commitment.
Contracting and credentialing run in parallel against a live tracker, reviewed every week so nothing stalls unnoticed.
We take it to go-live, prove adequacy, document how it runs, and turn it over to your team.
We’ve spent two decades on the payer side and the provider side. That means we can read a contract from the health system’s chair and the plan’s chair at the same time, anticipate where a negotiation stalls, and price a deal that both parties will sign. When a build needs specialized hands, we bring in experienced healthcare professionals from our network, scoped to the work.
An independent orthopedic ASC was ready to do total joints, but its payer contracts made every case a loss. We built the cost model, brought in an implant purchasing group so the center didn't carry the implant cost, and took a defensible rate to a national payer. The payer signed, and knee cases started right away, at a projected $2,500 to $3,500 more margin per case.
A network you stop worrying about.
No. Many engagements start with a single bottleneck, often credentialing or a stalled contracting effort. The Diagnostic scopes exactly what you need.
That's a common starting point. We inherit stalled builds, find where the work stopped, and get it moving again without restarting from zero.
We plan our exit from day one. You keep the trackers, the playbook, and a network your team already knows how to run.
Two weeks to a clear, honest read on your network and the path to adequacy, with no long commitment. Then we build.