Simply put, medical groups are a focused network comprising independent doctors and medical professionals who practice on their own. Such a model is quite the reverse to being a salaried employee of an otherwise larger and extensive healthcare system.
The sole purpose of medical groups is to work independently while continuing to render support to patients in need.
For every functional healthcare system services, medical groups are an indispensable part.
With recent advancements in healthcare expanding size and scope, matching affordability and outcome can be quite challenging. Rising operating costs, demand for speedy treatment, on-time access to medical services, and declining rates of reimbursement are some of the inherent challenges that primary care physicians are up against. Hence, medical groups are increasingly becoming more responsible at work.
Reportedly, the Medical Group Management Association cites a median loss or more than $120,000 for each physician attached to a multi-specialty hospital. With ever-changing governance structure and ownership, it’s all rough tides ahead. As such, a highly functional team like Orange County medical groups work to impact multiple components of a commendable healthcare system like clinical services and outcomes, patient management and access, capacity and referrals, billing, and collection.
It’s no wonder how some of the best healthcare systems globally are largely dependent on medical groups for optimum health management, prioritizing across strategic and financial grounds.
In this post, we mull over how medical groups are changing the very fabric of caregiving and pushing the boundaries of a high performing healthcare system.
Following a neat strategy
High performing teams, like Orange County medical groups, are all about smart and strategic alignment. With their prime focus on realizing organizational goals, administrators and physicians work shoulder-to-shoulder to plan actionable solutions that include essentials like:
- An efficient infrastructural cost
- On-time access for patients
- Maximum Realization of targeted clinical outcome
- Mitigating chances of leakage
- Maximizing working capability
- Smart deployment of resources and additional information system
All such objectives are planned and executed in a way that it meets the pattern of caregiving. Take Orange County health network referrals for instance. They function as both the planning and execution arm to strengthen the strategic agenda of an enterprise. Such an approach is crucial to foster a wholesome experience around clinical, operational, and financial performance across all spheres.
Performance-driven goals for the greater good
The visionary ideas of medical group leadership are akin to the goals and strategies of the health system itself.
Every single individual within the framework is well aware of his role and strives to fulfill the same. In other words, all strategic goals are directly transferred into a comprehensive understanding guiding the medicos. Take Orange County family doctors for instance, who are completely aware of how their performance is rooted along their daily practice finding a way into a strategic output for the whole system.
Starting with physicians who lead the show as an owner-operator vested with decision-making powers. It sets forth an accountable and empowering angle to help manage the group and deliver results. Additionally, they keep a close vigil on practice dashboards to monitor financial, operational, and clinical performance as the key metrics for a particular medical group.
To enhance caregiving for all severe and chronic patients, medical groups have performance-driven revenue programs in place. The practice standards, from time-to-time, undergo certain changes in accord to factors like:
- Enhanced outcome
- Reduced cost
- Value-based payment models
Further, caregiving teams are deployed to ensure all staff uses their level of expertise to extend support to people in need. Here, a teamplay approach is given prime importance to offer a satisfying and effective caregiving experience.
Building a stronger patient-provider relationship
To extend timely care and support to one and all, Orange County medical groups adopt a multimodal approach.
At all times, patient preference is given utmost priority. All new patients and their case history are taken into account for follow-up visits within a week.
The primary caregiver division is managed actively and forms the basepoint for all new patient visits, uniquely aligned with strategic and community goals in place. Besides, the operational management structure consists of patient experience, financial outcome, productivity figures, and revenue collection as well.
Undeniably, emerging technology in the field of healthcare has helped medical groups address critical issues fast and reliably. All analytical viewpoints are also uniquely optimized to render support for transformative and innovative clinical outcomes. Maintaining electronic health records has come into service that helps doctors to maintain workflow of treatment, track its effectiveness, and maintain variation.
Putting patient needs first is one of the primary goals for all medical groups. For instance, the all-round performance of Orange County medical groups is measured and managed by utilizing data management, reporting, analytics, cost, and quality of service. As such, the performance dashboards are used extensively across all Orange County medical groups and associated practice sites by physicians at all specialty levels.
Group interactions comprising patients and doctors are also a commendable approach to foster stronger relationships and patient loyalty. From a much greater perspective, it translates to a seamless and commendable experience for both parties.
Medical groups have come a long way to coin a niche for themselves in delivering effective care and support for patients in need. With smart fulfillment of strategic goals, where patient needs assume priority, medical groups carry the potential to unlock even more befitting chapters in the future.