Case Study

Focusing on Opportunity: How a Medical Group Identified Capabilities to Make Its Physician Enterprise a Value-Driver

3 minutes

The Client Challenge

As the physician enterprise of a comprehensive healthcare delivery system, a medical group of more than 900 providers sought to identify opportunities to advance performance and strengthen the organization after the recent integration of multiple entities across four distinct regions. Building on internal initiatives underway, leadership was actively working to address variability in clinical and financial outcomes, build “systemness,” and drive full value across all locations.

OPPORTUNITIES TO CREATE VALUE:
  • Direct patient revenue capture
  • Network revenue retention
  • Strategic execution and change management
  • Clinical differentiation/reputation-fueled growth
  • Hospital cost improvement
  • Provider subject matter expertise deployment
  • System clinical thought leadership
  • Population health/value-based payment performance

Navigating to Next: The Solution

The Chartis Group partnered with the medical group to conduct a rapid assessment of its physician enterprise to identify strengths, pinpoint areas of opportunity, and make recommendations for prioritization of system initiatives. The assessment was conducted for the system as a whole and for each of the four regions. Core activities performed at both the system and regional levels included:

  • Focused interviews with clinical and operational leaders and a review of high-level performance data.
  • Scoring across essential capability areas in comparison to leading practice.
  • Identifying areas of strength and opportunity, key themes, and insights, shared with the leadership team and Medical Group Council.
  • Developing prioritized recommendations across multiple areas, including advancement of systemness, an integrated care team model, clinical variation management, a stronger front-end revenue cycle, a digital-forward approach to consumer engagement, and more robust adoption of technology and analytics.

Navigating to Next: Key Components

Case Study - Focusing on Opportunity

CLINICAL OUTCOMES & RELIABILITY

Case Study - Focusing on Opportunity

CONSUMER/PATIENT EXPERIENCE

Case Study - Focusing on Opportunity

REVENUE & EXPENSE MANAGEMENT

Case Study - Focusing on Opportunity

STRATEGIC ALIGNMENT & EXECUTION

Case Study - Focusing on Opportunity

LEADERSHIP, CULTURE, & PERFORMANCE MANAGEMENT

Case Study - Focusing on Opportunity

CARE MODEL & DELIVERY INNOVATION

Case Study - Focusing on Opportunity

DIGITAL

Case Study - Focusing on Opportunity

INFORMATICS & TECHNOLOGY & ANALYTICS

Case Study - Focusing on Opportunity

ACCESS/REFERRAL MANAGEMENT

Case Study - Focusing on Opportunity

CONTRACT & NETWORK MANAGEMENT

Client Impact

While the medical group had made great strides toward systemness, significant opportunities were identified, including:

  • Developing a uniform change management approach to support systemness.
  • Creating an analytics program to enhance data-driven decision-making.
  • Investing in physician leadership education, development, and succession.
  • Driving care model innovation and a team-based approach with top-of-license practice.
  • Reducing clinical variation to drive efficiency, quality, safety, and cost savings.
  • Creating efficiency and consistency in front-end revenue cycle processes.
  • Establishing the consumer/patient experience as a stated system priority to drive brand differentiation and loyalty.

The project also established a process to increase physician engagement and communication across the system and prioritize system initiatives that drive physician enterprise value.

As this recently integrated medical group looks to the future, it is building on a foundation of insights and strategic alignment to optimize its physician enterprise to drive value creation.

The groundwork for this was a comprehensive assessment covering:
295

discrete items with maturity scores, across 10 capabilities and 60+ components

4

States

900 +

Providers


How Are We Making Healthcare Better

An outside perspective at this point in our transformation was very helpful. Several of the key themes and recommendations identified during the assessment became the framework for discussions we had at the system and regional levels around priorities and what ‘systemness’ looks like for our medical group. ”

-Physician leader at the medical group

Next Intelligence

An optimized physician enterprise starts with:
  • A comprehensive view of where it stands compared to leading practices
  • Identification of strengths and opportunities for advancement
  • Alignment on goals and priorities

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