RX4 has worked with many different kinds of healthcare providers. Below are just a few recent case studies which describe the value we brought to our clients when we were called in to help. The following are brief summaries of the results we achieved:
A California based Community Hospital was seeking to make substantially greater savings in a much tighter revenue cycle, which could only be achieved through significant improvements in operational efficiency and effectiveness. We undertook a broadly based review of all major hospital processes over a 3 month period including patent intake systems, administration, individual staff and team deployment and billing for example, and identified several opportunities for saving which the hospital could make over the subsequent 3 months (and monitored this to ensure the savings were actually made). This reduced the following full year expenditures by 11% overall.
A large surgery center wanted to extend its operating hours from five to six days a week and introduce a shift system to help extend the working day from 6 a.m. to 10 p.m. (a 4 hour daily extension). This change need to be acceptable to surgeons, nursing and other support staff and the change brought about within a six month period. We working with surgery center owners to develop a multi-level communication plan to employees about the need for the change and what was planned, but also for allowing input on some of the detail on how it was to be done. We also assisted with developing changes to compensation changes at all levels and a shift system that was as fair and as flexible as possible to all. The changes happened ahead of schedule with minimal disruption and employees are very happy with the change (and business owners have increased profitability).
A chain of weight-loss centers was seeking to grow its revenue by developing a number of new products, including a mobile app to communicate with clients via their smart phones, as well as new pricing/subscription model. The client’s needs called for a team that could understand the weight-loss market, identify the opportunities, and seize them with a new offering. We began with an analysis of the competitive landscape, focusing on recent technology-based solutions in the marketplace. Following a market “gap analysis,” our digital consultants offered the client a range of app development options, concurrent with our marketing analysis of possible promotional and pricing strategies. All three elements came together in a strategic plan that the company’s executive team is now in the process of implementing.
Under pressure from reimbursement cuts, a home health agency, struggling with declining revenue from its core business and looking for support. The founder was particularly curious about the viability of adding a “private duty” line of non-insurance of home care attendants, which represented a big departure from the managed care and Medicare business, on which it had depended. After analysis of the market opportunity, we validated the concept and developed a plan for its roll-out. The company needed support on training staff, developing a range of marketing plans and establishing appropriate pricing. Within three months, the positive response in the local community was tangible, with positive energy and vision for the future. On an ongoing basis, our consultants continue to support the company in its new direction.
After discovering gaps in company-wide compliance with the Physician Payment Sunshine Act, a medical device manufacturer contacted us. An audit had uncovered serious (and potentially costly) gaps in sales force reporting, as well as incomplete reporting of education and research expenses. The CEO wanted to be able to present a corrective action plan to demonstrate that it had taken the issues seriously. Our team analyzed the existing process, identifying key gaps along with a range of potential solutions. After the proposed plan was accepted, we oversaw the development and implementation of new processes and associated training. A potential crisis had been averted, and the company leadership could stop worrying and get back to strongly growing the business.
Group General Practice
A solo primary care physician, watching the economics of his practice worsen with each passing year, approached us about a turn-around strategy. We analyzed his practice demographics, as well as the opportunities in the surrounding community for new prospective patients. We also considered whether a new strategy of contracting with and driving patients to different health plans could improve the economics of managed care patients. We utilized careful financial modeling, and identified opportunities from both a client service and process perspective. Our report included recommendations for a new strategy of contracting exclusively with a single IPA for HMO patients, along with adoption of concierge pricing and features for PPO patients. Along the way, the physician went from being troubled about the demise of his private practice to a sense of excitement about a model for future growth. We are in the process of smoothly implementing these essential transformations with him.