IHCS is a physician-led healthcare development and operations company. We take a facility from feasibility through licensing to open doors — and then run the operational, compliance and financial functions that keep it open.
Clinically excellent facilities fail with some regularity, and almost never for clinical reasons. They fail because a license lapsed, or the payer contract landed four months after opening, or nobody could staff nights, or billing quietly leaked a quarter of what it earned.
Those are specialist disciplines, and asking a clinical team to build them from scratch alongside practicing medicine is how good facilities get into trouble.
So we run them. All six functions below are in-house, applied to the facilities we operate — which means we are measured on the same numbers we would ask a partner to watch.
Feasibility, demand and payer-mix modeling, site selection, design and construction oversight. Including the willingness to conclude that a site does not work, which is the cheapest possible finding.
The page →State licensing, CMS certification, CLIA, radiologic and pharmacy registrations, and the continuing obligations afterwards. The phase that most often decides an opening date.
The page →Staffing models built from acuity rather than averages, standard work, throughput, transfer agreements, vendor management.
The page →Front-end eligibility discipline, coding accuracy, denial management by root cause, and patient-responsibility collection that does not damage a local reputation.
The page →Reporting, controls, payer reconciliation, and financial visibility that arrives in time to act on.
The page →Recruiting into a tight clinical market, credentialing timelines, retention, and the scheduling practices that determine whether people stay.
The page →Two 24/7 emergency rooms and two clinics across the Valley, run in-house.
About a specific site, a clinical team looking for an operator, or a facility that needs one of the six functions run properly.