CASE STUDY
Implementing KPIs to Improve Efficiency, Satisfaction, and Revenue
CLIENT PROFILE
A regional multi state health system based on the East Coast with a large multi-specialty employed group providing a full range of medical services focused on improving health and wellness in their communities through outreach, screenings and education. The employed group providers consist of primary care, medical and surgical specialists providing care to the communities they serve.
THE OPPORTUNITY
The employed medical group had expanded right at the onset of Covid with the acquisition of another hospital that had a significantly employed medical group of its own. The system had not fully integrated a standardized set of front office policies and procedures for the employed medical group and was looking for a firm to come in, review opportunities and help them implement the recommended policies and procedures that would result in greater patient access, enhancement in patient scheduling and improvement in both patient and employee satisfaction.
THE SOLUTION
MMG worked with the medical group to deploy new front office and patient service representatives (PSR) training manuals and workflows throughout their primary care locations. MMG established work groups around patient referrals, phone systems, front office and the medical group leadership teams to ensure all medical partners team members were working towards the same goals and objectives. MMG facilitated virtual and on-site meetings for the implementation and roll-out of the work groups findings and recommendations. Throughout the engagement, we continued to provide training and support to supervisors and practice managers to meet their goals and objectives, including skills assessments, training and development plans for these roles. MMG established data driven key performance indicators (dashboards) for ongoing operational and economic management of these primary care clinics.
THE OUTCOME
The primary care clinics have achieved enhanced front desk and support staff onboarding processes with improved patient registration processes. Staff have a higher clarity in their front office roles and responsibilities and have seen almost a 20% decrease in staff turnover rates. The practice managers have heightened their visibility into daily provider activity which has added to effectiveness in management via tools, education and overall support.
Patient access has increased prior to the workflow engagement which has resulted in increased primary care patient visits and a 15% increase in the overall level of patient satisfaction.
These items together have resulted in a 19% increase in Primary care average monthly WRVUs, a 20% increase in monthly charges and a realized improvement in overall net patent revenues of almost $2.7 million on an annualized basis.