Accomplishments
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Arlington Healthcare Group is an established healthcare industry consulting and professional services firm. We help healthcare providers, payers, and industry technology and service enterprises grow and optimize performance and value.
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Accomplishments
- 2. Tripled Clients’Business Growth ArlingtonHealthcareGroup.com ©AHG 2014 For over 50 healthcare enterprises, we’ve increased revenue, market share and reimbursement collections 3- fold.
- 3. Improved PR Image ArlingtonHealthcareGroup.com ©AHG 2014 Shifted the media and society’s strong negative view of the health impacts of an industrial vendor to neutral/positive - while improving lackluster stock performance.
- 4. 150% YOY Client Revenue Growth ArlingtonHealthcareGroup.com ©AHG 2014 Led multiple client account teams to: • Meet performance targets • Win critical contract re-competes • Expand book of business yielding 150% year-over-year revenue & profitability growth For Health Financial & Technology Systems Research & Consulting division (P&L accountability).
- 5. Decreased Costs ArlingtonHealthcareGroup.com ©AHG 2014 For over 25 healthcare enterprises, we’ve decreased costs by over 10% on average. One client in particular was able to realize a 30% cost savings by implementing a shared savings model leveraging investments in SaaS and data re-use approaches.
- 6. Created New Revenue Streams ArlingtonHealthcareGroup.com ©AHG 2014 Over 10 healthcare enterprise clients realized reduced risks and resulting costs while creating new revenue stream opportunities leveraging strategic market adjacency approaches.
- 7. Increased Surgical Service Referrals & Admissions ArlingtonHealthcareGroup.com ©AHG 2014 We helped a $1.1B Regional Healthcare Delivery Org develop processes to improve the consistency and quality of their surgical operation services, which increased referrals and surgical admissions.
- 8. 110% Revenue Increase & 5% Greater Market Share ArlingtonHealthcareGroup.com ©AHG 2014 As Interim COO of a Mid-Atlantic Regional Multi-State Clinical Specialty Organization, we increased revenue 110% and market share by 5% through improved team productivity & reimbursement performance.
- 9. Improved Operating Efficiency by 15% ArlingtonHealthcareGroup.com ©AHG 2014 Improved operating efficiency by 15% and increased market share by 10% for a $1B Multi- Service Health Plan Organization by leading complex initiatives such as M&A, Integration, PBM expansion, Pay-for-Value project, etc.
- 10. Award Winning Success ArlingtonHealthcareGroup.com ©AHG 2014 Client was awarded the first health care Malcolm Baldridge National Quality Award in the US after we centralized their services and lowered overall financial, administrative operations, and material management costs to ensure delivery quality.
- 11. Achieved 150% of Projected Enrollment ArlingtonHealthcareGroup.com ©AHG 2014 Lead a national patient account strategy (business, clinical & technical) & program implementation for a Federal Health Benefit Program and achieved 150% of the projected customer enrollment.
Editor's Notes
- Growth Practice For over 50 healthcare enterprises, we’ve increased revenue, marketshare and reimbursement collections 3-fold. We’ve also shifted the media and society’s strong negative view of the health impacts of an industrial vendor to neutral/positive while improving lackluster stock performance. Led multiple client account teams to meet performance targets, win critical contract re-competes & expand book of business yielding 150% Y/Y revenue & profitability growth for Health Financial & Technology Systems Research & Consulting division (P&L accountability). Increased market share, brand equity by 10% improved enterprise-wide operating efficiency improvement by 15% for >$1B multi-service health plan organization by leading complex initiatives (M&A, Integration, PBM expansion, Pay-for-Value project, etc.). 110% revenue increase & 5% greater market share as Interim COO of mid-atlantic regional multi-state clinical specialty organization, improving team productivity & reimbursement performance. Achieved >150% of projected federal health benefit program customer enrollment by leading national patient account strategy (business, clinical & technical) & program implementation. National payer THRIVE campaign to increase enrollment and market share Shifted the media & society’s strong negative view of the health impacts of an international industrial vendor to neutral/positive while improving lackluster stock performance Productivity & Financial Performance Practice For over 25 healthcare enterprises, we’ve decreased costs by over 10% on average. One client in particular was able to realize a 30% cost savings by implementing a shared savings model leveraging investments in SaaS and data re-use approaches. For a Health Research Firm, increased operational throughput by 10%. Percent of $ used to develop syndicated services (baseline 57%, best in class 23%), amount of time spent from project initiation to project completion (baseline 150 days, best in class 60 days), % of deliverables with errors (baseline 12%, best in class 3%), consistency across ‘like’ services (baseline limited, best in class standard) Increased US Army force recruitment through robust marketing/branding initiative For science & technology research information services company, defined 15% efficiency model, provided implementation guidance, validation. Model based on best practices from companies such as Gartner, Forrester, CEB, AMR, IMS, IDC and other research firms. $50B Global Integrated Healthcare Delivery System (MHS) The Challenge: Significant revenue cycle, coding inefficiencies, need to conduct ICD10 transition and improve billing and collections (≈$500M uncollected medical reimbursements) The Result: 3x increase in billing, collections, data quality, revenue thruput, collections Shifted delivery model. After comprehensive multifactor analysis the Plan opted to utilize a non-capitated approach to provider reimbursement in all markets with all network provider groups. Enhancements were made to data acquisition and analytical processes to assure improved medical management and compliance reporting. Our team drove strategic improvements in the Military Health System’s Medical Expense & Performance Reporting System (MEPRS). MEPRS is a worldwide Tri-Service system that aggregates uniform medical and dental treatment facility manpower, expense, and workload data. This system provides Military Health System (MHS) management a single comprehensive set of processes, tools and data sources for expense data classified by work center, human resource utilization data also classified by work center, cost assignment and uniform performance indicators. In our work, we clarified the methodologies, tools and data needed to more efficiently and effectively manage the defense health program mission budget and spending. We applied best practices in medical cost accounting using activity-based costing and six sigma methods, in the context of assuring realization of medically-related strategic, operational and tactical performance objectives. $500M Regional Integrated Health Care System The Challenge: Limited access to medical care delivery and care management services The Result: Optimized access to and quality delivery of medical care delivery and management services, including chronic disease management $1.8B Children’s Hospital The Challenge: Disparate, High-Cost Business & IT Operations, Application Management, Lack of Systems Integration, Poor Contracting The Result: Streamlined Business & IT Operations with plan for more efficient, cost effective IT & Operations Management, Integrated Systems $3B Multi-State Health Care System The Challenge: Disparate service delivery quality and high costs across multiple state lines The Result: Centralized services with lower overall financial, administrative operations and materials management costs. The client was awarded the first health-care Malcolm Baldridge National Quality Award in the US. A Major Care Management Solution Provider The Challenge: To transition the entire integrated product line to full HIPAA 5010 and ICD-10 compliance in time to enable payer and provider customers to begin integration testing to operationalize and demonstrate full compliance by federally imposed deadlines. The Result: This project is still in progress as of October 2011 but is on track for to meet all objectives on time and within budget. The readiness assessment and transition impact analysis and detailed transition planning are complete and the transition project is underway and on schedule. Major Urban Medicaid Integrated Health System The Challenge: This integrated Medicaid health plan and primary care services system had just won a new services contract with the state which included new operational performance requirements and targets for medical management and care coordination relative to NCQA standards. The current business model and medical management process and supporting systems infrastructure was inadequate to achieve the required performance. The Result: Designed and implemented a reengineered integrated care management business model, process with new supporting organizational and systems infrastructure to meet new financial, quality, service level and regulatory and contractual compliance performance objectives. $125M Regional Health System The Challenge: Need to reduce costs and deliver high quality to maintain competitive stance The Result: Lower cost, high quality service delivery with efficient and effective operational, managerial and clinical practices Compliance & Risk Management Practice Over 10 healthcare enterprise clients realized reduced risks and resulting costs while creating new revenue stream opportunities leveraging strategic market adjacency approaches. IPO support, 200% growth by leading PMO/strategic initiatives for >$1B national Health Plan – regulatory compliance, OpEx & IT systems development & implementation, BI, EIS/MIS, HIPAA adoption, national marketing, provider relations, new market development efforts $1.1B Regional Healthcare Delivery Organization The Challenge: Inconsistent surgical operation service delivery and quality, resulting in lower referral rates and surgical admissions The Result: Reduced risk and cost and created new opportunities for surgical service referrals, consistently delivering high quality surgical operation services