Riverbend Orthopedics is a busy group practice with expanded services for orthopedic care. It has seven physicians and a podiatrist, plus about 70 other employees. At its big, new clinic building, Riverbend provides extensive orthopedic care. Several technicians provide diagnostic medical imaging, from basic X-rays to magnetic resonance images.

The physicians perform surgery in their own outpatient surgery center with Riverbend’s own operating nurses and technicians. Therapy is provided by three physical therapists and one part-time contracted occupational therapist. In addition to staff providing actual patient care, the clinic has staff for financial management, medical records, human resources, information systems/technology, building maintenance, and other administrative matters. Occasional marketing work is done by an advertising company.

Legal work is outsourced to a law firm. Riverbend is managed by a new president, Ms.

Garcia. She and Riverbend have set a goal of achieving “Excellent” ratings for patient experience from at least 90 percent of Riverbend’s patients this year.

Ms. Garcia has been cautious about forming groups, teams, and committees because she previously worked in an HCO that wasted much time with committee meetings that were not worthwhile. Yet she realizes that some groups could be useful.

Mini Case Study Questions MCQ1. Using information from this chapter and other sources, describe groups, teams, and committees that Ms. Garcia might want to create at Riverbend Orthopedics.

What would be the specific purpose of each one?

MCQ2. What could Ms. Garcia do to ensure the groups are worthwhile?