As a director in the physician enterprise services practice, Mark Benninghoff plays an integral role in directing academic and non-academic physician practice clients on operational, strategic and financial matters. He has more than 25 years’ experience in physician practice management, healthcare and consulting services, allowing him to expertly bridge the worlds of finance, strategy, and healthcare operations. Benninghoff has presented at many national meetings and colleges on physician practice topics.
Areas of Expertise
Mark, through his extensive industry experience has developed significant expertise in the following areas:
Implementation of best practice revenue cycle processes resulting in highest ranking revenue cycle metrics in the UHC-AAMC Faculty Practice Solutions C enter annual survey.
- Led integrated delivery system-wide initiative in achieving 72 hour patient access goal resulting in increased patient satisfaction, volumes and system-wide operating margin improvement.
- Centralization and optimization of system-wide Credentials Verification Office including obtaining NCQA certification for delegated credentialing agreements with payers.
- Led teams that developed internal software for physician OR charge tracking software reducing charge documentation and billing lag by 20% and missed revenue by 8%
- Implemented physician and employee engagement improvement activities that led to highest rated division scores in health system.
- Co-led, with Dean’s office, initiative to development and implement Education Credit Units (ECU’s) as a way to fairly allocate School of Medicine “hard money” funding to its departments.
Recent Representative Experience
- Developed, recruited and led the business systems analyst and human-centered design teams for the newly formed technology development center of an academic medical center. The teams designed and provided specifications for software products that generated $800,000 of operational value during first 4 months of fiscal year.
- Led the selection and implementation of several practice management and electronic health record systems.
- Recognized for his ability to establish trust and credibility between employed physician groups and health system executive leaders.
- Transitioned scheduling, check-in and check-out staff in a large academic center from a centralized model to decentralized model by implementing a centralized Patient Ambassador training program. Staff members in these areas were recruited, trained and “certified” as patient ambassadors centrally then deployed to the departments. Benefits included increased staff and department satisfaction, significant improvement in patient satisfaction ratings, increased copay collections and reduced denials.
- Led an initiative that increased community physician satisfaction and loyalty by implementing a risk purchasing group that saved 55 private community physicians an average of 20% of their previous year’s malpractice premium expense.