A private equity-backed platform (“Platform”) required operational integration for it’s several sizable practices providing different services, such as comprehensive ophthalmology, refractive cataract surgery, sub-specialty care (retina, glaucoma, cornea, pediatrics, oculofacial plastics, etc.), optometry, and optical.

Situation

The Platform had grown rapidly through acquisitions but had not achieved operational integration among the practices and locations. To improve the quality of care and the patient experience, the Platform needed to integrate its operations more effectively. The lack of integration resulted in long wait times, inconsistent procedures, and scalability challenges. Moreover, it affected the morale and productivity of the providers and staff who had to cope with inefficient workflows, conflicting policies, and disparate systems.

Solution

To evaluate the performance and efficiency of each location and select physicians, the VMG Health team collaborated with leadership, conducted on-site visits, and performed a Time-in-Motion study that measured provider productivity and patient wait times. They also examined the staffing levels and needs of each practice and provider. Based on the data collected, they compiled a comprehensive report with recommendations for improvement that could be implemented by the Platform’s operations team. The VMG Health team then collaborated with the Platform’s practice administrators and operational leadership to reach an agreement on the proposed initiatives. The patient experience was the primary focus of the team’s analysis of the practice operations. They examined how different aspects of the operations, such as scheduling, check-in, workflows, testing, charting, checkout, and billing, influenced the patient access/communication, IT systems, clinical environments, and the Platform’s culture.

Success

The VMG Health team proposed recommendations for each aspect of operations and assessed potential outcomes. They ranked their recommendations according to their impact on the patient experience, the staff/provider experience, and revenues. They also weighed the cost/investment and the ease of execution for each recommendation. The Platform’s board of directors received a presentation of the operational improvements that were selected based on these criteria.

Contributor:

Stacy Greenwood