Welcome to the intersection of good business and good medicine.
Health Intersect provides solutions for a wide array of issues faced by physician practice enterprises.
Our team of professionals has decades of experience in the healthcare business, most notably in physician and related enterprises.
We leverage our resources to serve as an extension of our clients' management team so that optimal results can be achieved while concurrently building stronger, more successful organizations.
Our mission is to serve healthcare companies, integrating the best
of healthcare services with the best of business management.
- Howard Jewell, President
Health Intersect, LLC, is a privately held company based in Brentwood, Tennessee, home to some of the nation’s leading healthcare management organizations.
We serve a diverse base of clients, including physician practice enterprises, for-profit and not-for-profit hospitals and health systems, healthcare consulting firms, information technology companies, healthcare product companies, venture capital and investment banking firms.
The team of professionals at Health Intersect consists of individuals with decades of experience in the healthcare business, most notably in physician practice and related enterprises. We leverage the expertise of leading professionals who share our values and work ethic to serve our clients with excellence and distinction.
Our approach to engagement means we operate as an extension of our clients' management teams, with a focus on delivering optimal results while concurrently building stronger, more self-reliant client organizations.
|Physician Practice Operational Assessment and Enhancement
||Physician Practice Management
||Hospital-Physician Alignment and Integration
Leaders in the healthcare industry engage Health Intersect to help them tackle critical components of their business by...
- Helping physician practices understand why they are not meeting expectations and assisting with the development of actionable plans that will achieve better and more consistent performance.
- Identifying organizational structure issues and resolving management challenges that hinder success.
- Recommending experienced, qualified candidates for key leadership vacancies (e.g. CEO, COO, CFO) that need to be filled on an interim basis.
- Supporting leaders (management or physician) in matters of strategy, planning, governance, organizational management, performance metrics and processes, marketing and business growth initiatives, etc.
- Assisting health systems with developing ways to strengthen relationships with independent physicians in the market.
- Assisting independent medical groups with evaluating long-term strategies for alignment, network participation, etc.
- Identifying ways to optimize performance.
Our process produces insights and results that leadership desires. Equally important, we are committed to working as an extension of your management team to collaboratively achieve our engagement goals, thereby increasing acceptance, adoption and support of managers and employees.
For every engagement, we guarantee your satisfaction with our performance and our fees.
"My experience with Health Intersect was outstanding. They are professional, timely, thorough, and most importantly effective. The practice analysis and report was comprehensive and included assessment and gap analysis on literally every aspect of our medical practices (labor, workflow, revenue cycle, production, physician engagement, to name a few). I would recommend them highly to anyone considering their services."
- Scott Woods, COO, Shawnee Mission Medical Group
"Health Intersect understands our business and helps us to strategically interpret the changing world of U.S. Healthcare."
- William Cantrell M.D., PCA-Primary Care Associates, Greenville, Texas
"I have worked with the principals of Health Intersect for many years and found their expertise and approach to serving physician practice organizations and hospital systems to be outstanding in every way. All of their experienced offerings, including business strategy facilitation, marketing plans development & implementation, patient flow improvement, patient satisfaction enhancement, to name a few, were unsurpassed in quality and effectiveness. Their seasoned knowledge and broad skill sets, coupled with impeccable character, contributed great value to our many PivotHealth clients. None better in the healthcare industry in my opinion!"
- John W. Phillips, Founder & Retired CEO, PivotHealth, LLC
"We wanted expert help in strengthening the relationships between our hospitals and physicians within multiple service areas. Working collaboratively with our team, Health Intersect developed plans that were uniquely designed to meet our needs and complete with recommendations that remain in place today. Beyond delivering results, the Health Intersect team complemented our corporate culture, making the experience positive for everyone."
- Carl Whitmer, President & CEO, IASIS Healthcare Corp.
Large physician group with 20 different practices sought help with 2 practices (12 providers) that were not achieving expected financial performance. Health system hoped that the knowledge gained would also be applicable to the other practices. One practice was acquired in prior year; loses were increasing and unsustainable though productivity remained at pre-acquisition levels. Hospital strategy involved more acquisitions but it could not continue to repeat losses with additional groups.
Health Intersect conducted a thorough analysis of practice operations (clinical and business), financial performance (expenses and revenue cycle), contracting and billing, and physician compensation. This included time spent on-site in observation comparing stated practice policies with actual practice performance. All stakeholders were interviewed and their input into the problems and solutions solicited (staff, physicians/providers, managers, hospital executives, patients). A comparative analysis was conducted to ascertain performance among same specialties in similar markets.
An action plan with assignments, timeframes, and goals was provided. Additionally, an Impact Analysis was prepared for management to understand the tangible improvements that would result from implementing each action plan, totaling a reduction of 64% in practice losses.
To ensure buy-in by management, staff and providers, the health system and Health Intersect collaboratively conducted multiple meetings with relevant stakeholders to present detailed written and oral presentations of findings and recommendations, and to assist in planning their implementation.
Hospital has successfully implemented or in the process of implementing the recommendations and has a blueprint for applying similar solutions to its other relevant practices.
Large hospital system sought to strengthen its relationship with independent physicians by offering management services through a MSO. Health Intersect was engaged to assist in planning and developing the MSO. Early in its discussions, Health Intersect advised the client to develop a better understanding of the practice needs of independent physicians and their perspectives on the hospital system and its service to physicians and their patients as an important step in designing how best to meet their needs.
Health Intersect interviewed both independent and employed physicians across all specialties. Its findings clearly showed that independent physicians were not interested receiving MSO services from the hospital. The research identified physician interest in a few initiatives that could be facilitated by the hospital, without the hospital being the purveyor. Most importantly, the hospital system received very specific feedback as to actions it could take to strengthen its relationship with physicians, including removing barriers to physicians (and their patients) doing business with (and seeking care from) the hospital system.
While the initial goal of the hospital system was to create and manage a MSO, the work of Health Intersect in collaboration with hospital managers created a much better understanding of the hospital-physician relationships and actions (many of which were low/no cost to the hospital system) that would increase admissions and referrals for its outpatient services. In addition, the hospital system saved millions of dollars by foregoing the creation of a service which its physician-customers did not want and would not purchase. A concomitant benefit of the interviews conducted by Health Intersect was the relational value of the hospital system reaching out to physicians to understand what it could do to be a better “partner” with physicians and positively impact their practices.
Medium size primary care group was developing its market-wide strategy for affiliations with hospitals. Because the group maintained offices in a large geographic area, its providers referred to several competing hospitals and systems. The group engaged Health Intersect to participate in its internal strategic planning to assist in analyzing its situation and providing counsel as to its strategic options.
Health Intersect analyzed historical financial, operational and organizational information about the group, as well as its vision and goals for the future. It also gathered and analyzed market information (demographic profiles and trends, business development and related trends) and healthcare provider information (hospitals, physicians/groups, etc). Health Intersect then helped the group to understand and evaluate its strategic options and the sequencing of how it should pursue and negotiate options.
The group is currently pursuing the strategic path recommended by Health Intersect and the company continues to provide counsel as it manages the process.
Large health system in a major metropolitan area was planning a large expansion of its physician network. It was seeking an independent analysis of its provider service organization to ensure that it resolved current issues and deficiencies and developed a stronger operating platform prior to the expansion.
Health intersect conducted an organizational analysis, operational review, and strategic assessment, including organizational and operational structures, functions and issues to determine areas of needed focus and attention in building and managing a successful physician practice services operation. Health Intersect identified strategic and operational issues that are important to the overall success and prioritized them on two dimensions: criticalness and timeliness. It also engaged in internal management meetings to integrate its findings into the strategic and operational plans. The health system successfully implemented many of the recommendations and it is successfully continuing its aggressive expansion plan.
Primary care group with fifteen providers located in rural market was struggling with provider production below expectations thereby straining the viability of the group.
Health Intersect conducted a thorough practice assessment to identify the issues impacting the group’s performance.
- Getting patients into the practice was difficult, the practice had partially adopted an EMR (half paper, half EMR) making more work for everyone,
- Workspace for the providers and support staff was inadequate,
- Staff work assignments did little to support rapid, efficient patient treatment,
- Providers had to designate one day per week as a non-patient day to catch up on EMR charting – delaying patient referrals and impacting follow up.
- Nurse’s area was chaotic, and sounds traveled to patient care areas.
- The principles of a Patient Centered Medical Home (PCMH) were not in place.
- Point of service collections were weak, lacking a comprehensive insurance verification process prior to the visit
- Costs exceeded production
- Provider compensation did not match production
- Practice growth/access was stifled
- Managed care contracts were old and much lower than community rates
- On-site billing was lacking robust follow-up
1. Using the principles of a PCMH, staff were re-assigned into teams that would support the providers, handle the patients at the practice and those at home calling in, enhancing quality of patient care with outreach to patient and disease follow up.
2. A small facility renovation was recommended that would provide for co-location of providers and their support staff in a quieter, confidential area – improving their ability to work together.
3. Policies, procedures, and scripts were provided for immediate implementation of comprehensive insurance verification; and daily, weekly, and monthly monitoring of point of service collections.
4. A re-implementation of the EMR was scheduled after the workspace renovation and the purchase of tablets/computers & monitors that fit the style of practice.
The co-location of providers and staff, reimplementation of the EMR, and purchase of needed monitors and tablets meant that each provider’s production would be increased by 8 contact hours per week – a huge gain in productivity that would reduce the practice deficit by 85%. Any future improvement in billing or contracting would only add to the positive position financial position of the practice.
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