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    John Rezen
    John Rezen, MBA, MHA, FACHE, LSSBB

    The following 12-part series is focused on optimizing medical group financial performance. Each brief in this series takes two to three minutes to read and identifies specific actions medical groups can take to achieve sustainable financial improvements.

    Please make an opportunity to read these briefs and use this information to move forward in your quest for financial strength and sustainability. Review each part and identify areas where action can drive meaningful financial improvement. A comprehensive assessment of the six revenue and six expense improvement opportunities will provide a clear view of the total financial opportunity in your physician enterprise and serve as the basis for your financial improvement plan. For each area where performance falls short of expectations, a root cause analysis should be conducted to determine the most effective corrective actions. 

    Successful execution of improvements requires adopting an agile continuous improvement approach. Each month, actual performance should be compared to established standards, with an expectation that any deficiencies be addressed through a structured corrective action plan. To ensure accountability, managers should be actively mentored and their improvement efforts evaluated regularly. Monthly follow-ups should focus on tracking the progress, analyzing results and defining next steps if issues persist. 

    By fostering a culture of continuous learning and improvement, organizations will develop more effective corrective strategies over time. As managers refine their understanding of the factors influencing performance, their ability to implement targeted solutions will improve — ultimately driving sustained financial and operational success.

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    John Rezen

    Written By

    John Rezen, MBA, MHA, FACHE, LSSBB

    John Rezen, MBA, MHA, FACHE, LSSBB, Executive Consultant, Value Health, can be reached at JRezen@ValueHealth1.com.


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