Elite Hospital Partners

Patient Billing

Billing Support

Ventra is the billing partner of Elite Hospital Partners (EHP) for emergency physician charges. For questions about a statement, insurance processing, payment options or a balance, use the appropriate contact below. Your emergency physician bill may be separate from your hospital bill.

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HospitalsBilling companyPhone
Memorial Health System of Southwest Oklahoma sitesBilling company: Ventra580-470-2224
INTEGRIS Oklahoma hospitalsBilling company: Ventra580-359-2114
EHP Texas hospitalsBilling company: Ventra361-666-5573

Before you call

Have the patient name, hospital, date of service and billing account number available.

Medical records

Neither EHP nor its billing partner stores medical records. For a records request, contact the medical records department of the hospital where you were seen.

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Elite Hospital Partners (EHP)

Join EHP

Interested in joining a growing, physician-owned emergency medicine practice? We look for physicians and Advanced Practice Clinicians who value excellent care, teamwork, initiative and an active role in the practice they help build.

Our independent ownership and lean operating structure allow us to put more of what the practice earns back into the physicians doing the work, through higher compensation and profit sharing, without a partnership buy-in or years of waiting to become eligible.

We build stable physician teams who know the hospital, work well with its staff and take responsibility for the department’s performance.

View Opportunities on LinkedIn

Or contact us at info@elitehospitalpartners.com.

Our Approach

The work behind a successful emergency department.

Elite Hospital Partners (EHP) believes clinical care, department operations and the hospital’s goals belong in the same conversation. We assess each practice on its own terms and work with hospital leaders to make the changes it needs.

Start early. Stay involved.

  1. Preparation starts well before the first shift.

    When transition timing allows, our work begins two to three months before services start. We spend time in the department, review performance and coverage, and listen to nurses, physicians, hospital leadership, specialists and EMS.

  2. A plan built for the department.

    We evaluate staffing, workflows, available space, admission processes, documentation and backend support. We work with hospital and nursing leadership to plan the changes that are needed, establish responsibilities and prepare the team.

  3. Present for implementation.

    When we see a known problem, we start fixing it in the first weeks of a contract. We explain the plan, work alongside the team and implement changes collaboratively. Our leaders are present to address obstacles and adjust the approach.

  4. Persistent after launch.

    We continue reviewing operations, coaching providers, strengthening relationships and adjusting resources as the department develops.

Hospital exterior

Throughput Across the Hospital

From arrival through admission.

We work with hospitalists, case management, nursing, hospital administration and specialists to align goals and make the admission process effective. Our emergency department (ED) throughput committees include lab, radiology, bed control, environmental services and the other departments that touch emergency care.

The work includes identifying barriers to disposition, supporting appropriate admission status and medical necessity, and keeping processes current as requirements change. We support existing service lines and help hospital leaders develop new ones.

A practice
that works.

Patient Flow & Access

We work across the full ED visit, from front-end flow through labs, radiology, admission and departure. Our ED throughput committees bring together nursing, lab, radiology, bed control, environmental services (EVS) and the other departments that touch emergency care. Together, we identify bottlenecks and follow through on the changes needed to move care forward safely.

Documentation & Revenue Cycle

Good records are part of good practice.

We start documentation review and individual feedback early. Our physicians learn to document the care they deliver accurately and efficiently, support appropriate coding and address avoidable downcodes.

We stay current with revenue cycle requirements and work with our providers as those requirements change. EHP also works with Doc Assistant; Dr. Darrigan contributed to its medical decision-making documentation and practical emergency medicine workflows.

EMS Relationships

Respect starts at the handoff.

We meet with emergency medical services (EMS) to learn what is working and what needs to improve. Our approach includes a 60-second handoff time-out and a physician meeting EMS in the room on arrival unless caring for a critically ill patient. We expect respectful communication and a department that welcomes EMS crews.

These relationships take continued attention, clear expectations and follow-through from both physicians and department leadership.

Physician Development

Investing in the future of the practice.

EHP staffs, operates and invests in an emergency medicine residency program in Lawton, Oklahoma, and established an emergency medicine fellowship in Victoria, Texas.

Training physicians is part of building lasting practices. Our programs develop future emergency physicians and create a path for clinicians who want to continue practicing within EHP.

Results

Improve the work. Measure what changes.

Strong metrics follow better processes, effective teams and fewer bottlenecks. We look beyond an initial provider timestamp to the patient’s evaluation, treatment and disposition.

Explore Our Results