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Connecting Strategy with Execution, Delivering Measurable Results
Representative Results by Focus Area
Improved alignment by integrating a ‘mixed’ medical staff (employed and independent) through a clinical co-management initiative (See Case Study)
Created and implemented comprehensive, integrated, and clinically integrated Musculoskeletal Service Line for a 80-bed community hospital in the Northeast that improved access to care, patient experience, and clinical outcomes. Representative result includes reducing total joint patients discharged to a skilled nursing facility from 64% (99th %tile) to 29% (75th %tile).
Devised and implemented comprehensive business development analysis framework for a 200-bed specialty hospital; including market analytics, referral leakage, and growth opportunities by service line and facilitated hiring a director and 3 physician liaisons that increased annual organic and new incremental annual revenue $5.3 million.
Conducted review and analysis of health system core service lines to assess financial viability based on volume trends, current and projected demand, cost structure, physician support, mission-centricity, and community perception and identified opportunities for regaining lost referral volume resulting in projected $3.9 to $7.8 million increased annual net revenue.
Assessed and recommended M&A strategy between a large integrated community health system and an academic health system in the Mid-Atlantic including an in-depth service line portfolio analysis.
Conducted a “One-up Two-down” Span of Control assessment for a 500-bed safety net hospital in the Southwest reducing labor expense by $2.6 million while improving managerial performance through leadership coaching and development.
Orchestrated and led turnaround for a financially distressed 250-bed hospital in the Greater New York City area reducing annual expense $14 million in six months.
Implemented a Monthly Operations Review (MOR) process for a three-hospital system in the Midwest educating clinical and administrative managers and improving their accountability for financial performance reducing labor expense by more than $1 million in annual savings; including overtime, premium pay, and pay for orientation, education, and meetings. Plan included developing a “Financial Pathway” to assist clinical managers with understanding and focusing on financial statement critical variances and developing a 30-day action plan to improve financial performance compared to budget targets.
Prepared and presented comprehensive margin improvement plan for 250-bed community hospital in the Midwest, identifying $26 million operating expense reduction opportunity coaching the senior leadership team for successful implementation
Restructured Behavioral Health Service Line (inpatient and outpatient) in a 275-bed hospital resulting in moving from a $2.2 million annual loss to $500,000 annual net revenue.
Engaged spine surgeons to successfully renegotiate implant vendor agreements resulting in $1.2 million annual savings without affecting physician preference or quality outcomes.
Conducted a comprehensive service line portfolio analysis for a 200-bed hospital in the Midwest resulting in the restructuring of the Emergency and Trauma Service Lines, including re-negotiating the life flight contract reducing annual operating expense $3.3 million.
Assessed and implemented opportunities for perioperative service line opportunities improving case on-time starts by 53.8%, reducing case turnover times by 13%, reducing cost per case by $1,066, and improving block time release compliance resulting in $762,000 annual savings.