In healthcare, we talk constantly about access, and yet, few organizations can clearly define it.

Health systems know how many visits their physicians perform, how many work RVUs they
generate, and how many FTEs are on staff. But ask a simple question — “How many actual
patients does each physician truly serve?” – and most systems can’t answer.

That number, which 3Dhealth defines as Served Lives, may be the most powerful and
overlooked measure of physician access in U.S. healthcare today. It is a methodology we’ve
refined over 24 years and applied with health systems across the country to plan, measure, and
expand access to providers with precision.

A Missing Metric in Access Strategy

Every community deserves access to the right physicians. Yet hospitals and health systems
struggle to balance growing demand, limited supply, and the need for defensible, data-driven
planning. Traditional metrics – visit volume, RVUs, and attributed panels – describe activity, not
access.

Served Lives represent something different: the true number of actual patients a physician or
APP manages over a defined period of time. It’s a deceptively simple measure that cuts through
the noise. Served Lives quantify actual access delivered, not just work performed. And when
analyzed across specialties and productivity levels, they reveal enormous variation in how
effectively different physicians translate capacity into reach.

“Two physicians with the same FTE status can be delivering radically different levels of access,”
notes 3Dhealth’s President & CEO, Ron Flower. “In many cases, the gap between them is the
equivalent of a full-time provider’s worth of patients.”

For more than two decades, 3Dhealth has partnered with hospitals and health systems
nationwide to apply Served Lives analytics in real-world planning. The result is a proven,
scalable approach that quantifies access and drives measurable improvement in provider
utilization and community reach.

Attribution vs. Actuarial: Why Served Lives Succeed

Most health systems rely on attribution models to define panels, counting how many “unique
patients” have seen a physician over the last 18 to 36 months. It’s convenient, but it’s flawed.

3Dhealth takes a different path. Our Actuarial Approach converts physician productivity – RVUs,
visits, and encounters – into an inferred count of Served Lives, producing a precise, data-driven
view of real access delivered. This actuarial model aligns measurable productivity with actual
patient reach, providing a much truer reflection of a provider’s active panel than attribution
ever could.

Attribution-based panels have three major weaknesses:

1. They overstate access.
   Attribution counts anyone who’s had a visit within a long look-back window, even if they
   haven’t returned in years. That inflates panel sizes and masks the fact that many of
   those “attributed” patients are no longer active.
2. They ignore productivity.
   A physician producing 1,000 RVUs and another producing 6,000 might have identical
   attributed panels. Attribution fails to distinguish between physicians serving hundreds
   of patients and those serving thousands.
3. They’re disconnected from workforce planning.
   Attribution tells you who was billed, not how many patients a provider can realistically
   manage given their capacity, specialty, or practice model.

Served Lives fix all three.
3Dhealth’s Actuarial Approach bridges productivity and access using a proprietary model that
infers the number of patients each provider can realistically serve based on observed
performance. By linking actual productivity (RVUs, visits, and encounters) to inferred patient
counts, this approach delivers an operationally valid measure of access, one grounded in
today’s activity, not historical attribution.

“Attribution tells you who’s ever been seen,” says Flower. “Served Lives tell you who’s being
cared for today.”

What the Data Show: A Story of Scale and Variation

Across thousands of physicians and advanced practice providers in General Primary Care,
OB/GYN, and Pediatrics, one pattern is unmistakable: as productivity rises, so does access.

In General Primary Care (including Family Medicine, Internal Medicine, and APPs), the
relationship between productivity and Served Lives is both clear and consistent.
At the 25th percentile of productivity, primary care clinicians manage an average of about 990
served lives. At the median, that rises to roughly 1,300 patients, and by the 75th percentile, the
number approaches 1,700 served lives per FTE.

This means that the most productive quartile of primary care providers serves nearly 700 more
patients than their lowest-productivity peers – a 70% increase in access within the same
staffing footprint. The pattern holds across all roles, physicians and APPs alike, confirming that
access optimization isn’t simply about adding providers, but about enabling every provider to
perform closer to their productive potential.

In OB/GYN, the curve is even steeper. A physician at the 25th percentile serves about 2,100
patients, rising to more than 4,100 at the 75th, nearly doubling reach. The episodic nature of
OB/GYN care and team-based efficiency amplify this effect.

Pediatrics shows a different dynamic. Pediatricians may have broad visit capacity – from roughly
3,000 visits per year at the 25th percentile to nearly 7,000 at the 75th – yet their served lives
rise more modestly, from 1,100 to 1,700 patients. Visit frequency and dependency ratios limit
panel expansion, even as productivity increases.

Across all specialties, the story is consistent: Served Lives scale with productivity. As clinicians
become more productive, they don’t just see more patients, they serve more people.

The Real Access Gap Is Within Existing Teams

Most health systems frame access challenges as a supply problem – we need more physicians.
But the data show a different truth: access variation already exists within current staff.

The difference between a 25th- and 75th-percentile physician in primary care represents
hundreds of patients – the equivalent of adding half an FTE per provider. Across a 100-provider
network, that’s tens of thousands of additional patients served without recruiting anyone new.

By identifying what limits served lives – scheduling inefficiencies, visit mix, APP utilization, or
administrative burden – health systems can expand access faster, at lower cost, and with
greater sustainability.

“Served Lives shift the question from ‘How many doctors do we have?’ to ‘How effectively are
we using the doctors we already have?’”

Specialty Context: Why It Matters

Each specialty’s curve tells a different story, but together they reinforce one principle: Served
Lives reflect real-world access, not theoretical capacity.

• General Primary Care: steady, linear panel growth as productivity rises – from 1,000 to
  1,700 patients per FTE.
• OB/GYN: panels nearly double from 2,100 to 4,100 as throughput increases.
• Pediatrics: narrower panel expansion but broad visit capacity, constrained by
  population dynamics.

These insights give health systems a quantifiable way to benchmark achievable served lives by
specialty and percentile, forming a more precise basis for workforce planning and physician
alignment.

From Recruitment to Optimization

When demand outpaces capacity, recruitment feels like the answer. But adding physicians is
slow, expensive, and often ineffective in solving access shortfalls.

3Dhealth’s Served Lives analytics reveal that most systems hold 10 to 20% hidden access
capacity within their existing workforce. Unlocking that potential often yields the same impact
as adding multiple new providers.

For example:
A 100-physician primary care network that moves its physicians from the 25th to the median
Served Lives level (roughly 1,000 to 1,300 patients) adds capacity for 30,000 additional patients.
Advancing to the 75th percentile adds another 40,000+ patients, equivalent to hiring 25 to 30
new physicians.

That’s the power of Served Lives: turning small, measurable improvements in provider
performance into large, measurable gains in community access.

A Better Foundation for Access Planning

Because Served Lives connect productivity, capacity, and reach through an actuarial model,
they form a common language for:

• Operations leaders defining capacity and staffing models,
• Physician executives setting realistic panel expectations, and
• Strategic planners aligning recruitment, retention, and network design with true patient
  reach.

This is what makes 3Dhealth a trusted partner in Provider Development Planning.
Our methodology integrates national data sources, proprietary analytics, and local market
insight, turning traditional metrics into actionable intelligence.

“Attribution counts every patient who’s ever touched your system,” says Flower. “Served Lives
calculate who you’re truly serving now, and how many more you could.”

Powered by 3Dhealth’s Proprietary Data Engines

For more than 24 years, 3Dhealth has combined the industry’s most accurate data, proven
methodology, and expert insight to help hospitals and health systems across the U.S. navigate
Provider Development Planning with precision and confidence.

Our proprietary data engines and 3Dperspectives form the industry’s most trusted foundation
for understanding physician need, availability, and opportunity at the market level.

Together, they allow healthcare leaders to visualize physician need, model growth scenarios,
and identify where access potential already exists. The result: planning that’s not just smart,
but actionable.

“Attribution looks backward. Served Lives look forward.”

Conclusion: Measuring Access That Matters

Health systems have long measured what’s easy to count – visits, RVUs, and headcount. But
access isn’t about how many encounters occur; it’s about how many people receive care.
Served Lives reframes the question. It measures access at the level that matters most, patients
served per physician, grounded in real productivity, not arbitrary attribution windows.

“The future of access planning isn’t about adding providers,” concludes Flower. “It’s about
understanding how effectively each one serves their community.”

At 3Dhealth, we believe healthcare strategy begins with access – the right physicians, in the
right places, for the communities that count on them. Because when it comes to physician
access, better is possible. And necessary.

For questions or more information, please contact:
Ron Flower at RFlower@3Dhealthinc.com or 312-423-2673. To schedule an appointment with
Ron, please contact Annalisa Reese at AReese@3Dhealthinc.com.