Leaders are dealing with new complexity as the business of patient care evolves from a volume-driven model to one based heavily on patient outcomes. The leader’s challenge is to navigate this transformation, while remaining focused on operational priorities, such as achieving cost reduction in an industry with a history and culture of high cost growth.

The Healthcare Performance Alliance brings together innovative, results-oriented professional services firms to achieve substantial, quantifiable breakthroughs in financial performance for healthcare organizations. We have assembled exceptional talent and diverse ideas from business, engineering, and applied mathematics to deliver performance improvement — cost savings and net revenue improvement — to hospitals, nursing homes, large physician practices, surgery centers, and health insurers. 

Unlike large management consulting firms, which work primarily on a fixed retainer basis and focus on recommendations, our emphasis is on implementation and follow-through. This enables clients to pay only for the measured results we create, avoiding financial risk. 

Actual results are monitored over time and fees are paid after results are achieved, so cash flow impact to the client is positive from day one. Traditional fixed-fee or “hybrid” arrangements are also options.

 

HPA’s Revenue Analytics group has combined decades of experience in hospital reimbursement with deep knowledge in applied mathematics to build a unique and powerful analytics engine. Data-driven improvements in pricing and charge capture can make a meaningful impact on net patient revenue. 

The Surgical First Assistant program offsets the cost of surgical first assistants while improving surgeon satisfaction and operating room efficiency, benefiting the hospital, the surgeons and patients.

 

Vendor spending comprises nearly 50% of the total operating expense in many organizations, representing a large opportunity for cost reduction with no impact on patient care. Our strategic sourcing team has worked with hospitals, insurers, and others in the industry to develop and implement supplier cost reduction goals since 1992. 

Our Energy group uses non capital-based engineering methods to reduce energy waste and its costs 10-30% while improving air quality and equipment life. 

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Forward-looking leaders are taking decisive action now to drive down costs and maximize revenues in preparation for what many analysts expect to be a long period of rising financial pressure and payment reforms. Recent guidance from HFMA is to "adapt to profiting at Medicare reimbursement rates"...

 
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