The Blendbase Group
 
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The
Blendbase Group

5019 Camino Escollo
San Clemente, CA
92673
Tel (949) 878-8755
Fax (949) 481-7016

Service Examples

Updated as of October 8, 2011

The following are excerpts of professional services provided by Blendbase Group team resources:

  • Development of comprehensive management and operations reporting systems custom design and implementation focused on departmental qualitative and quantitative metrics
  • ACO planning and support
  • Academic organizational merger planning, systems execution and organizational restructuring
  • Health Information Management (HIM) departmental reorganization and restructuring including installation of quality performance processes and associated monitoring systems
  • Interim management and organizational restructuring for regional medical center
  • Community based disease management program development merging resources of regional unrelated provider organizations
  • Design, development and oversight of a comprehensive educational program on financial management and controls for a large southwest physician practice plan including its clinical directors, practice managers and other operational staff
  • Advisory services for operations cost control and operations efficiency for a national healthcare trade and business research consulate
  • Comprehensive strategic plan for major west coast academic healthcare system focused on national program of surgical education and research to expand medical innovation and improve patient safety
  • Organizational process and efficiency assessment for academic medical physician group
  • Statewide payment and regulatory rate system feasibility and design for a major northeast commercial payer
  • Operations turnaround and implementation for large southwest medical group
  • Operational systems design and organization for a medical research and development organization
  • Due diligence and financial assessment of a financially distressed healthcare system identifying viable divisions and opportunities for potential acquisition
  • Strategic plan for a national leading pediatric hospital including market, clinical program and resource assessments, development management, and presentation of the financial and operating plan to the hospital governing board
  • Two hospital concurrent merger and acquisition analysis and follow up feasibility study support for a world leading healthcare system
  • Involved on over 25 demand/feasibility studies supporting bond financing for defeasance, debt restructuring, construction and other asset acquisition purposes
  • Six hospital, three state mobile MRI joint venture
  • Clinical resource management program, new patient care model, and organizational restructuring for a large northeast hospital system resulting in annual savings of $60 million.
  • Care delivery model improving efficiency and workflow around new facility design and construction for a large Midwest hospital.
  • Team facilitation between merger partners to establish best organizational structure, care delivery mode, staffing, capital need, education and training standards including work plans and responsibility matrices.
  • Comprehensive training/coaching program designed to enhance the clinical manager's competencies in direct contribution with the healthcare organization's business strategies.
  • Web-based product for a large health insurer reducing the cost of prescription drugs among its enrollment saving $1.8 million annually.
  • Served as national leader for e-commerce in healthcare industry, Fortune 500 companies and start-ups in developing web-based strategic initiatives.
  • Led committee responsible for strategic IT direction, acquisition and ROI analysis for one of the worlds leading medical institutions.
  • Led EHR/PM implementation and upgrades for physician offices and clinics.
  • Designed clinical architecture of browser-based, .Net EHR solution application suite, mobile and wireless e-Rx, and inpatient rounding applications.
  • Healthcare system EMR automation/clinical data warehouse development.
  • Project manager for over 50 hospital billing system conversions.
  • Comprehensive service renovation for business office operations and performance including staffing, policies and practices, systems conversion, payer relationships, education and training, and performance monitoring.
  • Redesigned billing and collections operations for a major teaching hospital primary care physician group reducing days in A/R from 168 to 60 days within one (1) year without major write-offs.
  • Established and led numerous Revenue Cycle Operations committees including representation from patient financial services, patient access/admissions, contract management, health information management, nursing, physicians, information technology, finance, utilization review, and executive management.
  • Planned, developed, coordinated and implemented the consolidation of logistics functions into a single integrated support operation for several multi-hospital systems.
  • Developed an integrated healthcare delivery system to improve supply chain management practices achieving substantial savings.
  • Developed a stockless replenishment program netting over $2.3 million in savings over a four (4) year period.
  • Managed numerous health information coding audits nationwide.
  • Prepared HIM departmental operational assessments to improve departmental efficiency and reduce days in receivables.
  • Teaching hospital start-up MSO development including contracts, systems, policies and practices, reporting systems, inter-organizational relationships, and management standards.
  • Led contract negotiations for large national insurance organization.
  • Numerous engagements significantly reducing medical loss ratios and improving risk-based contract performance.
  • Lead negotiator for numerous successful commercial and managed care contracts.
  • Successful financial turnaround and performance improvement engagements in multiple areas of operations including contract rate negotiations, price restructuring, decision support development, productivity systems, staff education, training, and restructuring, materials management, cash acceleration/patient billing improvements, program planning, modification, or elimination, and monitoring systems and controls:
  • 450 bed tertiary hospital - $30 million
  • 250 bed tertiary hospital - $20 million
  • 1,800 bed teaching hospital system MSO - $13 million
  • 200 bed community hospital - $8 million
  • 180 bed community hospital - $10 million
  • 700 bed teaching hospital - $9 million
  • Teaching hospital Home Health group - $6 million
  • Primary Care physician group - $10 million

 

 

 

 

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