About InnovateHC

InnovateHC, LLC is a healthcare management consulting corporation, specializing in Transitional Leadership, Interim Leadership and Management Advisory Services.  The primary emphasis of InnovateHC is assessment and development of high performing physician enterprise organizations (employed physician groups, professional services organizations, medical foundations, and clinically integrated networks) to achieve measurable results in support of:

• The health of local communities;

• Multi-hospital healthcare systems;

• Local community hospitals, and

• Medical communities.

Leadership of InnovateHC has successfully developed and executed strategic and operations plans to improve:

• Governance, Leadership and Management structure and infrastructure,

• Physician and other Provider Contracting;

• Physician and other Provider Compensation planning;

• Short-Term and Long -Term Growth;

• Physician/Provider Recruitment and Retention;

• Practice Acquisitions and Negotiation;

• General Operational/Financial Management; and

• Transition planning for Value Based Care.

InnovateHC’s Vision:  Work hand-in-hand with healthcare organizations to maximize success in the ever-evolving healthcare environment through physician alignment and integration.

InnovateHC’s Approach and Execution plan:  Assess and develop an organizational culture of performance excellence to achieve Value Based Results (operational/financial, clinical and service results).

Connect with me on LinkedIn.

Strengths

Build High-Performing Physician Enterprise
Develop Governance, Leadership and Management Structure and Infrastructure
Recruit and Retain Physicians to the Hospital
Manage Physician Contracts
Improving Operating, Service and Clinical Performance

Accomplishments

• Successfully acquired independent physician practices and negotiated physician employment agreements:
  — Gastroenterology group practice, increasing net professional revenue by $3.5 million and increased Endoscopy/Ambulatory Surgery volume by 30%.

  — Urology group practice, resulting in retention of the specialty for community with net contribution margin of $6.5 million.
  — Multiple Primary Care practices and Urgent Care Centers, based on community need, to retain essential services for communities served.

• Launched anesthesia service line at three separate system hospitals; stabilized service delivery and generated more than $18M in new revenue.

• Developed productivity enhancement and revenue growth opportunities to increase annual patient revenue by $4.3M.

• Engaged resources and developed physician growth strategy to include recruitment of up to 29 FTE Physicians over three years.

• Achieved Press Ganey 90th percentile in physician satisfaction levels from a baseline of less than the 50th percentile and “Top Tier Employee Satisfaction” by improving policies, contract re-negotiations, incentive programs , organizational structure and developing a culture of performance excellence.

• Restructured organization with high-performing dyad leadership model to maximize administrative and physician engagement.

• Introduced an ongoing system-wide group practice Compliance Plan in collaboration with Risk Management Compliance Division; educated 100% of providers in high-risk and non-compliant practices to minimize future risk of non-compliance.

• Structured group with more than 35 physician providers for improved financial sustainability with comprehensive action plans to reduce operating losses from more than $450K/provider to MGMA Benchmark of $150K/provider within three to five years.

• Evaluated and implemented corrective action strategies to ensure measurement, monitoring, reporting, analysis, and improvement of Service Excellence and Patient Satisfaction ratings; improved overall scores from below the 45th percentile to above the 90th percentile in large and mid-sized multi-specialty group practices.

Publications

By Michael “Mike” J. Jones

It seems we’ve become more self-centered and focused on personal gains and benefits, especially in today’s society. When narrowing our perspectives to “self,” we create resistance to change because our sole focus is “What’s in it for me?” (WIIFM). (Healthcare Business Today, Mar. 20, 2020)

FEATURED: Moving from a Culture of Blame to a Just Culture

By Michael “Mike” J. Jones

Well-known public speaker Wolfgang Riebe noted, “No one is perfect… That’s why pencils have erasers.” And, while the first part––none of us is perfect––is true, the second part is a bit glib. Some mistakes aren’t easily erased. (Healthcare Business Today, Jan. 28, 2020)

FEATURED: Break the Status Quo Through Physician Engagement and Alignment

By Michael “Mike” J. Jones

Priorities may be shifting from the status quo for health care executives:

According to a recent article written by Rachel Popa for Becker’s ASCReview, healthcare executives are increasingly focusing on revenue growth in outpatient services, according to Advisory Board’s 2019 Health Care CEO survey. (Healthcare Business Today, Nov. 8, 2019)

FEATURED: ‘Small’ Changes Render Big Results: Cultural Shift to Performance Excellence

By Michael “Mike” J. Jones

Physician dissatisfaction, staff dissatisfaction, and low patient satisfaction are interconnected, common themes in healthcare leadership discussions. While the cycle seems to spiral uncontrollably, it isn’t impossible to manage the processes of healthcare to positively influence outcomes. (Healthcare Business Today, Nov. 10, 2019)