Projects and results
Projects- Sub-acute care implementation, including swing beds and transitional care
- Facility and program closure, integration or expansion
- Financial turnaround
- Revenue cycle redesign
- Revitalization of clinical, ancillary, support and administrative operations
- Preparation for accreditation surveys (JCAHO and other)
- Clinical growth and service line development
- Budget and financial controls development
- Recruiting and retaining nurses and other difficult-to-recruit staff
- Patient flow and bed management improvement
- Customer service and staff satisfaction campaigns
- Leadership coaching and executive search
- “First 100 day” programs for new executives
Results
- Three to five percent bottom-line improvement from financial turnaround
- Thirty-five percent productivity improvement through work redesign
- Two to five percent net revenue return from revenue cycle reform
- Volume growth of up to 50 percent for clinical businesses
- Reduction of staff vacancies from 25 percent to best-practice levels
- Reduction of staff sick leave rates by 30 percent
- On-time and on-target closure of excess hospitals and other facilities
- Full JCAHO accreditation for distressed facilities