About Paradigm Physician Partners

P3 Value Add: Capital, Leadership & Methodology
With capital, leadership and methodology, P3 provides organizational transformation and turnaround of under-performing hospitals through projects that analyze, design, implement and teach financial, clinical, and operational excellence. P3 provides solutions to hospitals in a team-oriented model that seeks to build upon the hospital’s strength while adding resources to allow executives comprehensive analysis of clinical and business efficiencies.

Capital:

Fund transactions by providing investors with a secured investment with a marketable yield by leveraging the institution’s net present value (unencumbered corporate assets.)
Effective capital budgeting and project sequencing based on profitability index and incremental cash flows.
Strategically invest in technology, working capital, physical plant, clinical equipment, service-line growth and physician development.

Leadership:

Deploy a P3 Tiger Team on-site to conduct an opportunity analysis and produce a three year operating plan that is customized, quantifiable and actionable in the areas of revenue cycle, expense management, process flow and clinical best practice utilization. The Tiger Team includes process and subject matter experts and input from a panel of the world’s top hospital operations experts, researchers, thought leaders and reform opinion leaders in the use and evaluation of data, clinical and business intelligence as well as industrial engineering and organizational psychology. The Tiger Team will identify and quantify strategic areas of high value opportunity to achieve sustainable transformation across the healthcare enterprise.
Install a proven senior management team and reconstitute the Board of Directors/Trustees to champion and instill a unified commitment to transform institutional culture to one of transparency, relentless pursuit of perfect patient care, and personal accountability.
Implement P3 Institutional Compact, setting expectation for caregivers and patients, based on corporate values. Build institutional trust, respect and regard through partnerships with physicians and the community in the quality of care delivered through population-based models and stakeholder aligned joint ventures.

Methodology:

Set and pursue goals of evidence-based, national best practice methodologies in clinical and operational processes using leading edge process improvement methodologies, such as Toyota Production System for healthcare and others, in pursuit of perfect patient care.
Actively seek out and cultivate organizational innovation, systems theory, re-alignment, centralization, standardization, simplification, process flow redesign, and targeted strategic investments in technology, equipment and physician development. Specific focus on medication reconciliation and integration with community physicians, medical home, technology review, food service, payor strategy, and grant reviews.
Implement traditional revenue and operational expense management strategies across the hospital enterprise in partnership with nationally recognized external partners to ensure financial strength and baseline profitability.
Right size intended service lines to balance capacity with demand and increase patient volume in response to primary and secondary service area demand. Forecast and realign using P3 Dashboard metrics.