Optimizing Medical Group Operations in a Regional Health System
We managed comprehensive improvements for a Southeast health system’s physician enterprise operations, boosting productivity, financial outcomes, and patient satisfaction.
Challenge
A regional health system (RHS) in the Southeast, with a primary hospital location of approximately 150 licensed beds and an employed network of 40 multi-specialty providers, engaged us to assess and enhance its financial and operational performance. Initially, the project’s focus was a revenue cycle assessment, targeting opportunities in performance improvement, staffing, and IT utilization. However, the assessment revealed broader areas for improvement across medical group operations. Lacking the internal bandwidth and leadership to execute these changes efficiently, RHS needed a strategic partner to drive sustainable improvements.
Solution
Our consultant served as the interim Vice President of the physician enterprise for 10 months, managing client and Coker resources to improve medical group operations and financial performance and developing a sustainable leadership framework. Following this, we continued in an advisory role, supporting RHS’s leadership for an additional year to ensure sustained progress and accountability and provide ongoing strategic insights.
Approach
- Step 1Conducted revenue cycle assessment and strategic review
- Step 2Developed prioritized action plan and consensus on priorities with client leadership
- Step 3Served as interim leader of the physician enterprise
- Step 4Implemented revenue cycle processes and systems of accountability
- Step 5Enhanced provider productivity and revised compensation strategy
- Step 6Established data-driven staffing policies and KPIs
- Step 7Provided ongoing mentorship and support to transition leadership capabilities
Conclusion
Through our partnership, RHS achieved significant financial and operational improvements, including a 25% increase in provider productivity, a 21% net revenue increase, and a 39% improvement in operating margin. Patient satisfaction scores rose by 27%, with lasting enhancements in provider capacity, governance, and interdepartmental efficiency. The impact of these changes continues to benefit RHS, establishing a foundation for sustained growth and high-performance care delivery.
Operational Transformation with Tangible Results
Results At a Glance
- 25%Increase in Provider Productivity
- 39%Improvement in Operating Margin
- 27%Rise in Patient Satisfaction Scores
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