Medical groups are core to a health system's ability to achieve its strategic objectives yet are often an untapped source of value. A case study on MercyOne Medical Group will examine how the employed enterprise formed, objectively assessed maturity and set priorities during a financial turnaround and integration. The employed medical group was historically segregated into six disparate markets and supported hospital executives’ local strategic decision-making. Through unification, optimization, standardization and efficiency, the 1,000-plus member team is now well positioned to become a high-performing medical group. Together, they’re laying the foundation for broader clinical transformation across Iowa and transitioning to a physician-led, professionally managed service line structure that guides system strategy. This session is for medical group and health system executives who are looking to invest in maturity and maximize their group’s value to the organization. Presenters will provide a maturity framework for understanding current capabilities versus leading practice across 10 key dimensions, a systematic approach to prioritize efforts, and share early results and next steps MercyOne
Learning Objectives:
Outline the 10 capabilities critical to your medical group for yielding value/success
Collect leverage market, productivity, network integrity, and patient access data to inform rational deployment of clinical assets in a hub-and-spoke model
Examine leading practices and effective tactics to position your medical group as a key participant in clinical strategic decision-making
