Lessons Learned in the Transformation of a Multispecialty Medical Group to a Management Services Organization Supporting Multiple Service Lines

Abstract

A 30% growth of providers within the multispecialty Centra Medical Group’s health system was associated with increasing operational costs, inefficiencies of incentivized production, and poor alignment around the Quadruple Aim. Clinical services and management services were associated with redundancy and unclear roles and responsibilities. As the services grew quickly in scale, they required more autonomy, accountability, and self-governance, necessitating a change in the operating model. The service line model (SL) was selected as an efficient system for delivering cost-effective, patient-centered, disease-specific care when organized and led effectively. Key lessons with examples of specific actions and outcomes, as well as processes followed, are shared. Preliminary financial results of a $4M in savings from the initial deployment of four of the SLs are also discussed.