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Is Your Medical Group Performing at Peak Efficiency?

Posted by Matthew Smith on Nov 30, 2016 11:40:05 AM

Is-Becoming-a-Physician-Right-for-You.jpgHaving a high-performing medical group affiliated with your system is more important than ever. Physicians are vital not only to the success in the medical group, but across the continuum of care. However, running a medical group is getting more and more challenging. Reimbursement increases are not keeping up with rising costs, government regulations are increasing, payment models are shifting from volume to value, physicians are harder to recruit and retain, there is increased competition from new providers such as retail, concierge, and tele-providers, and patient expectations for access and service are at an all-time high. 

If you have recently found yourself asking the following questions, rest assured that we have the right answers:

How do we improve the financial performance of our medical group operations? 

  • We found $19 million in bottom line improvement for a 600-physician medical group.

How do we improve patient access and efficiency? 

  • By redesigning work flows in a large primary care and urgent care network, we reduced the time physicians spent on administrative tasks and rework by more than one hour per physician per day.

Can we make our recruitment process smoother, so physicians achieve maximum effectiveness faster?

  • We redesigned a health system’s physician recruitment and onboarding strategy, saving over $1,000,000 in non-productive physician wages during the first year and an additional revenue gain of $780,000 from reduced timeframes between start-date and enrollment date.

How do we get our employed physicians energized around the success of our medical group? 

  • We created a new governance and management model for a hospital-employed group that actively engaged physicians in the strategy and operations of the medical group and designed a physician leadership development program to help support new physician leaders

Can we align our physicians’ incentives with those of our organization? 

  • We facilitated the development of new physician and mid-level compensation plans that support performance under new payment models by incentivizing quality outcomes, access to care, efficiency, and patient loyalty.

Is it possible to facilitate the collaboration our physicians seek, while positioning them for greater market success?

  • We recently merged seven cardiology groups into one new medical group, including legal structure, governance, management, compensation, and operations. 

GE Healthcare Camden Group has been helping improve the performance of medical groups since 1970. Our consultants include experienced practice administrators, physicians, nurses, revenue cycle managers, care coordinators, EMR experts, change management experts, and Lean trained performance improvement specialists.

We would welcome an opportunity to speak with you regarding your physician enterprise and how we might be able to help you answer your specific questions. 

To contact our physician services experts, please click the button below and complete the short form. Our team will follow up with you at our first availability.

Medical Group, Efficiency

Topics: Aligned Incentives, Employed Physicians, Medical Group, Physician Services., Medical Group Efficiency

Download: Maximizing Physician Satisfaction and Patient Throughput

Posted by Matthew Smith on Oct 24, 2015 12:15:29 PM

Case study on maximizing physician satisfaction and patient throughput.This case study from The Camden Group focuses on a large independent primary care medical group (the “Medical Group”) with approximately 500 physicians in 200 primary care and 8 urgent care sites throughout the United States.

The Medical Group was committed to improving physician satisfaction and engaged The Camden Group to assist them in understanding the challenges faced by its physicians in their daily work life through the documentation of current-state work flows, identification of best practices, and prioritization of opportunities for improvement. It launched a major work flow assessment initiative including the use of surveys to identify issues and examining work flows in representative clinics throughout the country.

Based on recommendations by The Camden Group, the Medical Group would be able to add 90 minutes of productive time per physician per day.

(Download the PDF case study by clicking the button below and register for The Camden Group's upcoming November 12 webinar, Transforming Your Medical Group for Future Success here. If you do not see a button, please click here.)

Physician Services, The Camden Group, Case Study, Patient Throughput

 

 

Topics: Medical Practice Workflow, Medical Practice Workflow Redesign, Medical Group Efficiency, Physician Satisfaction, Patient Throughput, Case Study

Becoming the Practice of the Future Today: 10 Steps to Transform Your Practice and Provide Individualized Care

Posted by Matthew Smith on Oct 6, 2015 11:23:51 AM

By Susan Corneliuson, MHS, FACHE, Senior Manager, and  Mary Witt, MSW, Senior Vice President, The Camden Group

Practice Transformation, The Camden GroupCurrent business and care delivery models, even if combined with innovative or sustainable technologies, will not lead to future success. Practices must create new care delivery and business models while incorporating technological advances to effectively compete today and in the future. New payment models, disruptive technology, and care delivery vehicles (e.g., e-visits, home monitoring, retail clinics), along with changing consumer demands for immediate access and transparency, require medical practice transformation. Here are the top 10 steps you should be taking now to transform your medical practice in order to succeed now and in the future.

1. Create a profile of your current and potential patients

Who are they (e.g., age, sex, payer mix)? What is their health status? What are their priorities for their healthcare (e.g., convenience, access, relationship, continuity of care)? How do they want their care delivered? Perhaps through e-visits, urgent care, face-to-face visits, telemedicine, or e-mail? How do they want to communicate (e.g., e-mail, texting, phone, patient portal, face-to-face encounters)? Identifying who your patients are will allow you to tailor your practice to meet their needs.

2. Assess your market

What are the demographics (e.g., ages, sex, income, health status) of your service area, and how fast is it growing? What do consumers want from their physicians? What do employers want from providers? Where are payers going with their payment models? What are your competitors doing to position themselves for the future? Who else might come into your market? Market knowledge should inform your practice redesign efforts as you move to meet the needs of patients and payers.

3. Examine your practice from your patients’ perspective

Assess your practice from top to bottom as if you were a patient. Use patient shoppers and patient focus groups to understand their perspective and expectations. Scrutinize your patient satisfaction surveys for useful data on patient needs and wants. Identify the amount of value-added time (the amount of visit time spent in actual interaction about the patient’s care) versus non-value added time, and perform cycle time studies to identify reasons for long wait times. Target patient cycle time at 30 to 40 minutes for a routine visit, and value added time at 75 to 80 percent of the visit total. By examining your practice from the patient’s perspective, you will be able to identify the gaps and develop a roadmap to transform your practice.

4. Create process excellence to drive patient, provider, and staff satisfaction

Document and analyze your work flows for all key operational areas, including patient scheduling, check-in, vitaling, exam, check-out, and patient follow-up. Identify waste, duplication, and barriers in each operational function and develop revised workflows that reduce process variability. Focus on process excellence, ensuring that every step in the process is meaningful and leads to better care. This not only will improve patient satisfaction but motivates providers and staff because it eliminates unnecessary steps and increases direct patient care time.

5. Develop patient-directed, convenient access points to your practice

Based on your patient profile, develop the access points your practice requires to meet the needs of your patient population. Be able to offer same day patients appointments so they do not go elsewhere. Implement a robust patient portal with interactive email and scheduling capabilities. Offer e-visits, text messaging, expanded hours, and/or develop relationships with urgent cares. Create an environment that allows the patient to choose the method in which they will access care with convenience and ease.

6. Change your care delivery model to facilitate population health management

With the move to fee-for-value reimbursement and the new demands of patients in this technological age, providers need to use teams more effectively to meet patient needs. Based on your patient’s needs, determine what type of team will be most successful in managing your population of patients. Consider the use of medical assistants, care managers, social workers, and health coaches to create the support network required. For example, if your practice has a high volume of chronic care patients, consider a high-touch, high-contact delivery model with the use of care managers and health coaches to continuously engage patients in their care. For panels with high commercial, healthy populations, increase the use of advanced practice clinicians, offer e-visits, and expand hours to provide easy, convenient access. Ensure that all team members are working to the top of their license and skill sets to maximize efficiency and physician support.

7. Assess your current business model based on what is necessary to succeed in a fee-for-value world

Assess your capabilities to provide high quality, effective, affordable care not only today, but three to five years from now. Analyze your practice’s cost structure, and identify the profit formula that will allow you to compete. Based on the needs of your patients and resources required to manage your population, identify the profit margins, reimbursement, and volumes required to meet your business goals. Analyze your payer contracts and explore fee-for-value payment model options with your payers that build on your strengths as a practice. Understand the total cost of care for your patients so you can be part of the solution in bringing them the care they deserve in a cost-efficient manner. Ensure that your compensation models effectively align with practice goals and critical success factors.

8. Optimize your use of data to enhance care, ensure accountability, and achieve your goals

Create your practice’s value proposition for the future, and use it to guide your practice metrics and dashboard reports. Apply integrated technology and automated dashboards to track and report on practice performance, including quality measures to maximize pay for performance dollars. Use the electronic medical records (“EMR”) to proactively prompt you about a patient’s care needs. Utilize real time prompts to remind physicians of needed preventive and chronic care during the patient visit so needs can be immediately addressed. Implement a patient registry to manage patients with chronic diseases and consider the integration of home monitoring and diagnostic equipment in your care model. Gather data on your use of ancillaries, and assess if you are following best practices and only performing tests and procedures when necessary.

9. Implement strategies to foster patient “stickiness” to your practice

Focus on creating patient loyalty. Use texting, email, and social media to maintain contact outside of the face-to-face visit. Provide your patients with the information they need to stay healthy on a regular basis through texting, email, and phone calls. Develop your patient portal as the “go-to” site when they have questions by making patient education materials readily available on the portal, including the provision of links to reputable internet sites. Explore the creation of a phone application that can provide patients with a ready source to answer their immediate health concerns so they don’t have to go outside the practice’s sphere of influence. For example, the application could be linked to a branded call center which could provide an immediate response to health questions and concerns.

10. Optimize the use of technology

Utilize technology purposefully to allow providers more touch time with patients and make sure your technology works for you, not against you. Assess EMR efficiency by counting the number of clicks, screens, and typing required per task; observe physician and staff as they use the EMR and record extra steps. Work with your EMR vendor to decrease extra steps and streamline the data entry process. Note variations in the use of the system and train providers and staff in the most effective and efficient processes. Implement other technology such as automated appointment reminders and easy payment tools through the use of text, email, and phone. Use your patient portal to decrease call volume by activating patient scheduling, referral management, prescription refills, lab notifications, and pre-registration and check-in features. Consider the cost benefit of each technological feature and ensure that, once the feature is enabled, it is optimized to work for the practice.

Start now: make transformation a priority to ensure you successfully achieve your practice’s value proposition. Do not wait until your payers change how they pay, retail clinics proliferate in your community, your practice is losing patients or physicians, or you are losing money. Practice transformation does not occur over night. It takes time and hard work. To succeed in the future, you need to lay the foundation now.


 A New Webinar From The Camden Group

Is your medical group positioned to succeed in a value-based, consumer-driven world where access, quality, and cost are the drivers of success? Will your current business and care delivery models support new payment systems, meet technology requirements, and satisfy consumer demands? Have you started to transform the delivery of care to respond to competition and changing market forces?

Register for The Camden Group’s webinar Transforming Your Medical Group for Future Success on Thursday, November 12, 2015 at 1:00 PM ET (12:00 PM CT, 11:00 AM MT, 10:00 AM PT).

Practice Transformation, Webinar, The Camden Group


Ms. Corneliuson is a senior manager with The Camden Group and has over 13 years of healthcare management experience. She specializes in physician integration strategies, practice assessments, operational improvement, care and workflow redesign, and compensation arrangements. She is the co-author of The Governance Institute’s signature publication for 2012, Payment Reform, Care Redesign, and the New Healthcare Delivery Organization. She has a strong background in physician practice management with experience in medical foundations, provider-based clinics, and specialty hospital settings. She may be reached at scorneliuson@thecamdengroup.com or 714-263-8200.

 

Ms. Witt is a senior vice president with The Camden Group and has over 25 years of healthcare experience. She has held management positions in hospitals, health systems, and management services organizations (MSOs). She has extensive experience in medical group and integrated delivery system development and management. This includes developing patient-centered medical homes, practice management, performance improvement, physician compensation, managed care, strategic planning, healthcare marketing, and physician recruitment. She may be reached at mwitt@thecamdengroup.com or 424-201-3971.

 

 

Topics: Mary Witt, Medical Group, Susan Corneliuson, Medical Group Efficiency, Medical Group Transformation

Advanced Access: a Winning Approach for Patients, Providers, and Staff

Posted by Matthew Smith on Oct 5, 2015 3:14:13 PM

By Mary Witt, MSW, Senior Vice President, and William K. Faber, M.D., Vice President, The Camden Group

Advanced AccessAccess to the right medical care at the right time in the right setting improves patient satisfaction. It also attracts new patients, retains existing patients, supports safety, improves outcomes, and reduces cost. So why do so many medical practices still struggle to provide adequate access to achieve these goals?Traditional approaches to improving access have focused on:

  • Recruitment--which may be costly, impossible, or too much of a long-term challenge
  • Partnering with urgent care centers or retail clinics which do not facilitate continuity or an ongoing relationship with your medical practice
  • Managing demand through triage, which has only led to greater patient dis-satisfaction
  • Holding a fixed number of appointments for patients (which are never the right number) needing to be seen the day they call, often called "carve-out scheduling"

Under any of these approaches, physicians and staff struggle to meet the needs of today, as well as those of patients who have waited days or weeks for appointment.

Access may be improved significantly through practice optimization, and by employing the principles of advanced access. Advanced access is appointment availability that reflects the real-time demand of patients and, therefore, reduces or eliminates queuing. It is a philosophy that focuses on “doing today’s work today.” However, it is more than just changing the schedule. It is an innovative way of thinking about patient care. It emphasizes improvement of the total care experience, from the initial telephone call to follow-up care. Advanced access works because it predicts demand and then focuses on maximizing daily capacity so that daily demand can be met. It also does not occur in a vacuum. It requires that the processes in a practice be reviewed and often modified. 

Here are five tried and true principles:

1. Understand Your Demand and Capacity

It is well known that Monday is always the day of highest demand for primary care providers (or Tuesday after a three-day weekend). Tuesday often has the second greatest demand, and demand on Wednesday through Friday is about equal. Most patients would appreciate some early evening and weekend availability too. We also know that winter flu season is the busiest time of year and that if a practice performs school physicals, July and August will have greater demand.

Does your provider capacity match patient demand?  Do you maximize provider availability for your high-demand hours?  You may find that you have too many physicians working mid-day Thursday and not enough on Monday morning. Talk with your providers about the mismatch of appointment availability to the known hours of patient demand. Let them work out a fair distribution within the parameters you give them. Most of the redistribution can often be accomplished voluntarily. Provider vacations can be managed to minimize coverage holes at times of greatest demand.

2. Decrease Appointment Types

Much inefficiency and unnecessary queuing results from the creation of too many appointment types. Many systems try to handle demand by creating more appointment types to “manage” the schedule, but that has only created additional complexity and limited appointment availability. Best practice is to reduce appoint types to two: a short and a long (with the long being twice the length of a short). You may decide to have 15 and 30-minute appointments or 20 and 40-minute appointments for instance. Relegate all patient needs to one of the two. This gives your scheduler much more flexibility to get patients in. Also, if you know that a certain patient always runs over, give them a longer appointment.

3. Manage Your Daily Appointment Inventory

Many providers clog up all their future appointment availability for those who are acutely ill by unnecessarily scheduling follow-up appointments. A protocol change, for instance, of seeing patients for blood pressure checks every quarter instead of every other month immediately creates capacity. The same is true for diabetics or anyone with a chronic disease. Of course, different patients need to be seen on different intervals due to the severity of their disease or their compliance with treatment. The point is to be mindful of that need rather than rescheduling routinely in a pattern that limits future availability.

Use a morning and afternoon huddle with your medical assistant to review the schedule and plan for the day. Identify patients whose needs could be met by a phone call to free up space on the schedule. If someone being seen today has a future appointment, take care of both issues during the first appointment if possible.

4. Create Contingency Plans

Create provider care teams to ensure that vacations, sick time and temporary absences do not significantly impact same-day appointments. Proactively develop plans to handle peak demand such as flu season and school physicals.

5. Measure and Monitor Access on an Ongoing Basis

Unless access is routinely measured (third available appointment), it is easy to fall into old habits and slip into postponing work until tomorrow. When contingency plans are implemented, they need to be monitored to identify what is working and what is not so that problems can be quickly identified and resolved before backlog creep occurs.

Advanced Access Is Win-Win

Everyone wins with advanced access: patients, physicians, staff, and management by:

  • Increasing patient satisfaction
  • Improving clinical outcomes for patients through better continuity of care (patients now see their own doctor) and greater emphasis on prevention
  • Enhancing quality of practice life for physicians and staff
  • Increasing efficiency in patient flow
    • Fewer no shows
    • Less phone calls
    • Minimizes re-work
  • Decreasing costs through decline in ER and urgent care visits
  • Potentially increasing in net revenue
    • More new patients
    • Ability to do more for patient through max-packing
AccuTracker, Workflows

Ms. Witt is a senior vice president with The Camden Group and has over 25 years of healthcare experience. She has held management positions in hospitals, health systems, and management services organizations (MSOs). She has extensive experience in medical group and integrated delivery system development and management. This includes developing patient-centered medical homes, practice management, performance improvement, physician compensation, managed care, strategic planning, healthcare marketing, and physician recruitment. She may be reached at mwitt@thecamdengroup.com or 424-201-3971.

 

Dr. Faber is a vice president with The Camden Group. As a physician executive, he specializes in the development of accountable care organizations and clinically integrated networks, physician engagement, and health information technology. Prior to joining The Camden Group, Dr. Faber served as Senior Vice President of the Rochester General Health System in New York, where he guided the development of the system’s clinical integration program and assisted more than 150 providers at 44 sites through the conversion process from paper records to an electronic health records system. He may be reached at wfaber@thecamdengroup.com or 312-775-1703.

 

Topics: William K. Faber MD, Mary Witt, Medical Group Efficiency, AccuTracker, Advanced Access, Medical Group Transformation

Case Study: Maximizing Physician Satisfaction and Patient Throughput

Posted by Matthew Smith on Jul 8, 2015 2:30:12 PM

Case study on maximizing physician satisfaction and patient throughput.This new case study from The Camden Group focuses on a large independent primary care medical group (the “Medical Group”) with approximately 500 physicians in 200 primary care and 8 urgent care sites throughout the United States.

The Medical Group was committed to improving physician satisfaction and engaged The Camden Group to assist them in understanding the challenges faced by its physicians in their daily work life through the documentation of current-state work flows, identification of best practices, and prioritization of opportunities for improvement. It launched a major work flow assessment initiative including the use of surveys to identify issues and examining work flows in representative clinics throughout the country.

Based on recommendations by The Camden Group, the Medical Group would be able to add 90 minutes of productive time per physician per day.

(Download the PDF case study by clicking the button below. If you do not see a button, please click here.)

Physician Services, The Camden Group, Case Study, Patient Throughput

 

 

Topics: Medical Practice Workflow, Medical Practice Workflow Redesign, Medical Group Efficiency, Physician Satisfaction, Patient Throughput, Case Study

Top 10 Steps to Improve Medical Group Efficiency

Posted by Matthew Smith on Jun 17, 2015 9:25:04 AM
By Mary Witt, MSW, Senior Vice President, and 
Susan Corneliuson, MHS, FACHE, Senior Manager, The Camden Group

medpractice.jpgWith the transition to pay for value, the need for enhanced care coordination, EMR optimization, emphasis on quality reporting, and increasing patient expectations, medical groups are finding that work flow processes developed in a simpler time are no longer delivering the results required for success. Work flow optimization to improve efficiency and drive improved health outcomes is a necessary component of a successful medical group. As such, work flow redesign has become a required skill set for medical group leaders, and a culture of continuous process improvement must be established. Effective work flow redesign requires a formal, defined process to ensure that sustainable gains are maintained and continuously improved over time to stay current with the ever changing healthcare environment. The key steps for successful redesign are described below.

1.  Choose Effective Leaders and Champions

Work flow redesign cannot happen without leaders who understand and can drive the need for change. Leaders chosen must establish a clear and compelling vision and be able to articulate the need for process redesign, in terms that those doing the work can understand and embrace. Leaders should be able to speak reliably about the operations of the medical group in order to establish the credibility of the initiative and should have a clear understanding of the inherent challenges that will need to be addressed if the group is to achieve desired results. Effective leadership is critical to addressing and removing obstacles that arise during the redesign process.

2.  Make the Case for Redesign

Work flow redesign requires transformative change. Given that change is often intimidating and disruptive, it is critical that all involved understand why the status quo is no longer viable, how the process will work, and what the redesign process is going to achieve. Most importantly, the case for redesign needs to answer the question “what is in it for me” so those involved have a reason to buy-in. Buy-in at all levels of the organization is necessary if lasting change is to occur.

3.  Clearly Define Goals, Critical Success Factors, and Baseline Performance Metrics

Do not begin to redesign work flows until there is consensus regarding the expected outcome of the redesign initiative. Without clearly defined goals and agreement around what success looks like, it will be difficult to evaluate if the redesigned work flows are having the desired impact. Goals should reinforce the case for redesign and provide further context for the work that is to take place. It is also beneficial to identify the critical factors for success so they can be integrated into the process and help guide the redesign efforts. Lastly, baseline performance metrics must be established and will serve as the basis by which to gauge the effectiveness of the changes implemented.

4.  Create Cross-Functional Teams

Given the interdependence of all work flow processes in medical group operations, the redesign team should be cross-functional and cross-disciplinary; that is, include representatives from each of the areas that will be impacted by the work flow changes or will provide tools to assist in streamlining work flows (e.g., clinical staff, physicians, front office staff, information technology, human resources). Team members need to be content experts to ensure that the new work flows meet the needs of their area. Also, it is important that they have credibility within their area of expertise so they can serve as champions for the new work flows. Engage staff and physicians from multiple locations in order to ensure that the newly designed work flows can be adapted and applied across all sites.

5.  Describe Your Ideal State

To facilitate creative thinking, create a vision and description of the ideal state before work is started on the actual redesign of the work flows themselves. Rather than building on the current state, start with a clean slate so that the ideal state is not reined in by current practice. Using the current state can often limit thinking and build in biases based on what people think is or is not achievable. Allowing individuals to think beyond what is possible today will break the barriers of traditional thinking and assist in pushing the envelope to achieving the ideal future state.

6.  Create a New Work Flow that Drives Performance to the Ideal State

Mapping the current state is the starting point of the redesign work itself. The current state map identifies waste, duplication, bottlenecks, rework, and inconsistencies in the current process. The gap between the current state and the ideal state provides direction on changes needed in work flow and the challenges and obstacles required to be resolved in order to create a new work flow that successfully achieves the desired goals. Processes should be mapped in as much detail as possible to ensure that all eventualities are considered.

7.  Revise Staff Roles and Responsibilities to Fit the New Work Flow

Redesign of work flows may require that staff roles and responsibilities be re-configured. As the work flows are modified, job descriptions should to be reviewed to identify if changes need to be made to reflect these changes in tasks or responsibilities. Specific performance expectations related to new tasks should be included in the job description to facilitate accountability.

8.  Implement, Measure, and Refine

Upon agreement of the redesigned work flows, implementation begins with the development of the action plan which includes steps, assigned accountabilities, and a timeline. The action plan should address training requirements, the development of new tools, equipment needs, and detailed implementation of the processes themselves. Consider initially implementing the revised work flows in one or two pilot sites. Then refine work flow processes based on the performance to metrics before rolling it out throughout the organization. Choice of pilot sites is important to the success of the redesign process. Characteristics of an ideal pilot site include: an appetite for change, willingness to be flexible, and strong physician and administrative leadership at the pilot site level. Pilot implementation of new work flows should last for at least three weeks before any significant changes to new processes are made. Setting a three week target allows staff and physicians the time to adjust to the changes and ensures that changes are not made as a result of a reluctance or fear of change but are based on performance to identified metrics and end-user feedback. A performance dashboard should be established prior to implementation with ongoing tracking of defined measures and opportunity for end-users engagement and feedback. Daily huddles should be held to track progress and identify issues requiring resolution.

9.  Communication Throughout the Design Process Is a Must

When embarking on workflow redesign, you cannot communicate enough. Physician and staff will be nervous and uncertain about what redesign means for them, and communicating at each step of the process can build support and a comfort level with the changes. Also, it is helpful to utilize a variety of communication methodologies, both written and verbal, to address the differences in how people hear and learn. Depending on the size and complexity of the redesign process, consider creating a regular newsletter to keep people informed of progress. Provide an opportunity for physicians and staff to ask questions and receive feedback through regular meetings. As the new work flows are implemented, the use of dashboards to monitor and track progress can be very helpful in building momentum.

10.  Celebrate Success

Change is hard work and implementing new work flows can be very stressful for all involved. Therefore, it is important to celebrate success. Create opportunities for short term wins and celebrate as they are achieved. This lays the groundwork for creating a culture of continuous learning and improvement which is critical for long-term survival in a changing environment.

Medical Practice Workflow Redesign, The Camden Group,


Mary Witt, The Camden Group, Physician ServicesMs. Witt is a senior vice president with The Camden Group and has over 25 years of healthcare experience. She has held management positions in hospitals, health systems, and management services organizations (MSOs). She has extensive experience in medical group and integrated delivery system development and management. This includes developing patient-centered medical homes, practice management, performance improvement, physician compensation, managed care, strategic planning, healthcare marketing, and physician recruitment. She may be reached at mwitt@thecamdengroup.com or 424-201-3971.

 

Susan_Corneliuson.pngMs. Corneliuson is a senior manager with The Camden Group and has over 13 years of healthcare management experience. She specializes in physician integration strategies, practice assessments, operational improvement, care and workflow redesign, and compensation arrangements. She is the co-author of The Governance Institute’s signature publication for 2012, Payment Reform, Care Redesign, and the New Healthcare Delivery Organization. She has a strong background in physician practice management with experience in medical foundations, provider-based clinics, and specialty hospital settings. She may be reached at scorneliuson@thecamdengroup.com or 714-263-8200.

Topics: Mary Witt, Medical Groups, Susan Corneliuson, Medical Group Efficiency

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