C3: Developing a Culture of Transparency to Foster Provider Engagement

Eligible for: ACMPE: 1 | ACHE: 1 | CEU: 1 | CME(AAPC*): 1 | CPE: 1.2 | PDC: 1
Advanced | Traditional | Synthesis

The financial shockwaves caused by the COVID-19 pandemic will still be felt by health systems and medical groups for some time. It's imperative for organizations to engage in some introspection and reevaluate their operations. While provider productivity improvements can be one of the largest immediate sources of financial opportunity, such initiatives can often highlight the need for new organization leadership models and communication pathways. Goshen Health and its medical group Goshen Physicians use various organizational leading practices that drastically help to aid provider buy-in and rapidly accelerate productivity improvements. In collaboration with Kaufman Hall, Goshen Physicians is on course to raise group productivity to the 65th percentile and improve their net margin by more than 18.6%. In this conversation, we will discuss the importance of having a transparent culture and establishing a strong provider leadership council to help drive change and foster provider engagement. We will outline specific initiatives, such as developing individual provider action plans, identifying and removing organizational barriers, and how Goshen Physician’s leadership models were leveraged to achieve these goals. Our aim is to provide organizational and medical group leaders with strategies and examples they can use to support growth in their organizations and help respond to their specific challenges.