Experience peace of mind and maintain forward momentum during times of organizational transition.
You’ve lost your vice president of medical practices. Now what? The search for a permanent executive or manager can often take three to six months or more, but you want to keep things running without a hitch in the meantime.
A Halley interim executive confidently steps in during times of transition and provides sure-footed leadership in maintaining daily operations, implementing big-picture strategies where needed, and preparing staff and physicians for the incoming permanent replacement.
With a Halley interim manager on the premises, you have:
A seasoned leader with 10 to 20 years of hands-on experience in medical practice and network management
A trusted advisor and partner who works alongside team members and other executives to improve processes and performance
A teacher and implementer who helps you pave the way for sustainable, long-term change
Your Halley professional also creates a detailed playbook so the incoming executive can hit the ground running.
Ready for peace of mind while you search for a new executive? Need specialized expertise on a temporary basis? Schedule a complimentary consultation and tell us what you’re looking for.
Engage your physicians in the decision-making process to promote organizational buy-in.
It’s a simple truth: When you involve your employed physicians as leaders and partners, you set your practices up to thrive. In fact, in our experience, the number-one factor that drives performance in hospital-owned physician practices is a partnership between senior hospital executives and engaged physicians.
But here’s where you may have gotten stuck: Your physicians are well-trained knowledge workers in the field of medicine, not healthcare administration. Medical practice providers are generally unfamiliar with the fundamental principles of operational governance. And all too often, administrators attempt to run things on the ambulatory side the same way they do on the acute.
You know how to implement governance in your hospitals. But how do you employ the concept in your medical practices? How do you prepare your hospital executives and physicians to effectively lead and hold one another accountable, as peers, for enhancing clinical quality, service quality, productivity, and financial sustainability?
That’s where our expertise comes in. At Halley Consulting, we’ve spent decades training administrators and providers in healthcare governance principles and helping our clients develop robust leadership councils using our proven model.
Want to engage your physicians and watch your practices thrive? Find out if our operational governance training solution is a good fit for your organization.
Provide your managers with the tools and knowledge to elevate practice performance.
It’s rare to find practice managers who have had formal training in managing physician practices. Many started their healthcare careers as receptionists, clinical assistants, or even hospital-based staff before being promoted to clinic leadership roles. They have great potential as leaders and managers, but they need the tools and know-how to implement strategies that will improve performance at the practice level and align with your organization’s vision.
Our training and development program provides managers and future leaders with the basic tools necessary to successfully manage people, processes, finances, and other resources. With both web-based and on-site components, this program supplements on-the-job training and prepares your managers to be agile, confident leaders.
Set current and future practice leaders up for success by providing management training and development.
Identify gaps in performance and take action to revitalize your hospital-owned medical practices.
Maybe your physician group is losing money. Maybe you’re struggling to align the vision of your hospital and your owned medical practices. Or perhaps there’s a nameless worry niggling in the back of your mind, telling you change is necessary—even if you can’t pinpoint exactly where the inefficiencies lie.
How do you know where to start?
With our medical practice operational assessment, you get a clear picture of exactly how your physician group measures up when compared to best practices in ten areas of business administration:
Network development (including physician recruitment)
Practice promotion and growth
Revenue cycle management
Facilities and equipment
Finance and accounting
At the end of the evaluation process, you receive detailed recommendations in each area, along with a quarterly action plan that prioritizes those recommendations for implementation. These deliverables serve as a road map to help you reduce medical practice losses, make significant improvements to practice operations, enhance clinical and service quality, and create a culture of accountability within each practice.
Defining a clear pathway for performance improvement starts here.
Implement strategies to capture and maintain market share for your medical practices.
Do you have a strong primary care base and a solid primary care strategy? Or are you leaving market share to chance?
Whether you’re trying to understand your current market, build relationships with potential referring physicians, create a medical staff development plan, or grow your physician network, we’ll help you work the numbers and craft an action plan to gain market share and put you on the pathway to market leadership.
Develop a vision and create a plan for the growth and development of your medical practice network.
Streamline the reporting process to gather accurate, timely, and meaningful data.
Do you struggle to provide practice managers and physicians with timely, accurate accounting information for your hospital-owned medical group? Can you confidently compare your practice performance ratios to medical practice benchmarks?
The Halley Consulting performance reporting service provides standardized managerial reporting for your hospital-owned medical practices. This service:
Provides meaningful data to help physicians and managers understand the sources of strong and weak practice performance
Makes internal and external comparisons to identify best operating practices by medical specialty
Helps you develop revenue and expense tactics to improve bottom-line performance
You will also receive:
An electronic template delivered to each practice for data collection
Your general ledger categories mapped to the Halley reporting model by our team
A monthly electronic income statement, standard statistics and ratios, and a performance gap analysis for each practice or cost center
A summary of the monthly performance highlights and “red flags” for the physicians, practice managers, and hospital executives
Training for each practice manager in the interpretation of the reports and their use in developing site-specific action plans designed to improve the performance of each practice
Up to four hours each month of additional training and support
Save time and money by reducing the effort required to provide accurate data that will help you improve operations at the medical practice level.
Craft a compensation model that rewards physician productivity and supports engagement.
Can a physician compensation model really improve performance 20% to 30% or more within weeks? Where can you find a financially viable model that compensates physicians fairly and motivates them to increase their productivity?
We have your answer. Our compensation model:
Provides a competitive income for physicians so you can attract and retain the “best of the best”
Pays personal productivity incentives monthly so employed doctors can influence their own income (like their private practice peers)
Promotes teamwork among providers
Can reward excellence in clinical quality and customer service
Is simple and easy to understand
Implement a plan that encourages your physicians to see as many patients as their private practice peers and engages them in the success of the organization.
Apply best practices at every step of the revenue cycle process to reduce rework, optimize cash flow, and improve your bottom line.
Does your central billing office get blamed for billing and payment errors?
Unfortunately, it’s common for hospital-owned medical practices to have difficulties with receivables management. But did you know that many billing problems actually start at the reception desk? That’s where you’ll often find the most significant opportunities for revenue cycle improvement.
Why does this matter to you?
Because the better you organize the work associated with collecting dollars from patients, the better you can reduce patient stress and obtain reimbursement for your services.
With the Halley Consulting approach to revenue cycle management, you will:
Enhance the patient’s overall service experience
Reduce rework and increase cash flow to improve your bottom line
Pinpoint breakdowns in the process and apply best practices at every stage of the revenue cycle
Assign responsibility for each step in the process to the appropriate team members (whoever enters the data owns the data)
Implement a proven model to emphasize accountability and optimize the flow of work
Improve your bottom line and increase patient satisfaction by optimizing your revenue cycle.
Develop a well-coordinated, fully integrated approach to patient care.
Imagine a service experience where providers and staff seamlessly move a given patient from primary care, to specialty care, to ancillary services, to acute care settings, to post-acute settings, and back to primary care. If you think that level of coordinated care is a fantasy, we’re here to tell you differently. It is an achievable reality.
In the current healthcare environment, you know maintaining the status quo isn’t enough, but you may not know where to start when moving from separate service silos to an integrated delivery experience.
We can help you with that.
With our service line development solution, each integrated service line actively engages all stakeholders in the care delivery process and is chaired by a frequently referring PCP. These service lines also engage post-acute service providers who complete the care cycle and return the patient to the primary care physician.
Our approach increases the focus on patients and their referring physicians while still meeting the objectives of enhanced clinical processes, improved efficiency, and reduced costs.
Take the patient experience to the next level by developing an integrated service line.