Marie Management has helped 21 health care entrepreneurs with for-profit companies  across 6 states with operational systems and strategies that resulted in 30% of the companies new earnings from scaling to philanthropic arms of their own through building a corporate responsibility program, nonprofit, NGO or trust with us.

Medical & Mental Health Group Practice Problems

Problem #1 Owner Balance: Medical & Mental Health Group Practice Owners are often guilty of over working in the business and transitioning that stress to the company, its staff and clientele. Often we found that the systems of the business were non-existent because the owner spends more time in the business and not on the business. Group practices require leadership from the owner and a business structure that allows everyone to thrive both collectively and together.    

Problem #2 Delegation & Outsourcing: Medical and Mental Health Group Practice Owners are not able to increase revenue, income streams and scale within their markets because one person is still completing all business and management tasks beyond the necessary development stage. Business Owners have to spend time determining what needs to be done, releasing power and control in order to get it done by someone that possesses the skills to complete it that does not require a learning curve.  

Problem #3 Internal Infrastructure: Medical and Mental Health Group Practices seldom possess thorough operating systems across the business that create consistent capacity. Internal Infrastructure for group practices consist of systems for documentation storing and distributing, human resources, marketing, advertising, compliance, fee schedules, financial management, contract storage etc. Group Practice owners avoid completing these steps, systems and structural necessities because they are caught up daily in offering/providing the services themselves.

• Mental Health Private Practices gained B2B and B2C strategies, systems and processes that contributed to increased revenue and the ability to serve more unrepresented individuals.  
• Medical Offices streamlined their internal systems, built cross-functional operations and trained both internal and contracted staff to deliver exceptional professional services; built separate corporate responsibility program for health related  
• Home Healthcare Agencies gained diversified revenue streams, proposal writing, business model development and training procedures to implement while contributing new profits to individuals with disabilities to receive care.
• Group Practices gained cross-functional management systems, contractor best practices implementations, automations and internal system integrations.

Identify the Ways Marie Management Can Solve Your Problems As a Medical & Mental Health Group Practice Business Entrepreneur

After an initial assessment, audit, strategic plan development and consulting all inefficient processes, existing technology systems and operating management systems required solutions in the following areas:

• Administrative Requirements: The difficulties of balancing clinical responsibilities with administrative work, such as coding and prior authorization. Not having a hold on administrative duties can result in group practices selling or closing if not addressed.  
• Payment Rates and Billing: The difficulties of determining and keeping up with private pay rates, Medicare, Medicaid and commercial insurers over time can affect the consistent income of a group practices performance.
• Contracting Leverage: The inability to negotiate contract terms among insurers, customers, other businesses and companies offering services needed to operate, grow, sustain or scale.
• Expensive Recruitment: The cost of recruiting for clinical, managerial, staff, contracted and outsourced roles is out of reach for most group practices in search of quality talent.
• Expensive Technology: From internal system software, to business software, compliance regulated and industry specific data management tools, group practices struggle with integrating IT into their internal infrastructure at a reasonable cost. In addition to that, the technology is unable to be serviced and updated annually.  
• Professional Practice Transition: Group practices seldom have the internal infrastructure to properly train and retain new clinicians into the practice fully able to operate independently. The reliance of school and hospital programs alone does not prepare a clinician to run a practice, own a practice or lead a practice from the business perspective. Therefore these methods, tools, practices, policies and procedures have to be built within the company.

Medical & Mental Health Group Practice Businesses scale to invest their profits in programs that provide services to vulnerable populations.

With these implemented solutions our Medical & Mental Health Group Practice companies become equipped to scale in order to implement their philanthropic arms with the following new operations and management processes in the following places:

• Human Resources Systems
• Training and Development Programs
• Management Protocols
• Policies and Procedures
• Standard Operating Procedures
• Project Management  
• Customer Relations Management Systems
• POS Systems
• Financial Management System
• Marketing & Advertising System
• Communication System

Upon completion of streamlining and scaling the for-profit, Marie Management consultants began to build the philanthropic arm of the entrepreneurs choice (nonprofit, non-governmental organization, philanthropic arm, corporate responsibility program, private foundation, association or trust) with the following steps:

Step 1: Organizational Structure Development  

Step 2: Board & Business Network Development

Step 3: Committee Development

Step 4: Program Development

Step 5: Strategic Planning & Logic Model Development

Step 6: Fund Development

Step 7: Outreach Strategy & Development

Step 8: Department Development

Step 9: Operational Systems

Step 10: Marketing, Advertising & Sales Systems