Memorial Health System (MHS) owns and operates two hospitals and multiple outpatient locations in southeast Ohio and West Virginia. These communities are serviced by MHS’s employed physician group that includes almost 300 multispecialty physicians. Through organic growth and strategic partnerships and acquisitions, MHS has become one of the largest employed medical practices in the region.
MHS was challenged by the ability to scale its revenue cycle operations concurrently with the growth of its footprint in the community. Policies and procedures were outmoded, limited controls were in place, and the organization lacked the tools necessary to establish measurable performance metrics and accountabilities. These gaps resulted in challenges with maintaining financial performance when, over one year, MHS’s operating margin declined by 6% and accounts receivable (A/R) increased by 15%.