A primary care group has dramatically

increased its availability to patients over

the past $10$ years. As the group added

partners, it expanded from its initial

single location to the current four

satellite locations over that period. The

next phase of focusing on access was an

after$-$hours clinic option that rotated one

night each week across each location.

This approach allowed the physicians as

well as the sta$$ to have some quality$-$of$-$

life balance but still service patient

needs. In the past year, the group also

followed that approach with weekend

hours. Some of the younger partners in

the group have increasingly suggested

that these approaches may be beneficial

in today$$s marketplace, but they are

insu$$cient in response to customer

expectations. A core number of the

physicians have suggested that it is a

twofold challenge not only of leakage

but also of not even knowing where

patients are going for after$-$hour care.

The group has a strong brand name and

has $42$ primary care physicians and $15$

nurse practitioners. The group has

recently allowed patients to schedule

appointments online through the patient

portal, but a significant number of the

$4.$ physicians were resistant to the change.

To maintain the group$$s access

advantage, what are three possible

approaches this group might consider?