Developing a High-Performing Physician Enterprise

A county health system (CHS) in the Southeast engaged Coker Group to assess and improve financial and operational performance. CHS employs 40 multi-specialty providers and has a primary hospital location with roughly 150 licensed beds.


Initially, we conducted a revenue cycle assessment for the employed provider network and provided recommendations related to performance improvement, resource and staffing needs, and IT system utilization.Our analysis and recommendations highlighted multiple areas of opportunity directly related to the revenue cycle and indicated broader opportunities across medical group operations.After developing an implementation work plan with prioritized initiatives and action items, it was clear that CHS did not have the internal bandwidth or leadership experience to manage these efforts efficiently.CHS engaged Coker to serve as the interim Vice President (VP) of the physician enterprise for the next ten months, charged with improving all areas of medical group operations, financial performance and developing a sustainable infrastructure and leadership team for the future.The VP continues to serve in an advisory capacity as both a resource and mentor to ensure sustained performance, support accountability, and provide thoughts and insights for critical issues.Download the case study to learn more about our approach and review our performance improvement team's results and tactics.

Case Study

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