Case Studies

Return on Investment for an Interim Director of Materials Management

The subject of this study is a full-service, non-profit community hospital located within fifty miles of a major metropolitan area. Nearing its 100 year anniversary, this 150+ bed hospital provides acute care medical services to more than 300,000 individuals in 22 towns. This hospital has more than 200 primary care doctors and specialists on the active medical staff who provide a wide range of medical services including a modern birthing center on campus with 24 hour coverage in an area somewhat deficient in mother/child care options.

Return on Investment for an Interim Director of Emergency Department

The subject of this study is a full-service, non-profit acute care hospital located within twenty miles of a major metropolitan area. In over 75 years since inception, this 250+ bed hospital provides acute care medical services to more than 300,000 individuals in 16 towns. This hospital has more than 325 primary care doctors and specialists on the active medical staff that provides a wide range of medical services including a birthing center, a very busy emergency department with over 45,000 visits, radiation oncology services, cardiac catheterization lab, laparoscopic and endoscopic services and neurological surgery. This hospital is part of a large healthcare system.

Return on Investment for an Interim Reimbursement Budget Analyst

The subject of this study is a not-for-profit community hospital located within fifty miles of a major city with a population of over 3 million. In over 125 years since its humble beginnings as a cottage hospital, this 150+ bed hospital provides medical services to more than 200,000 individuals in 12 towns. This hospital has more than 200 primary care doctors with multiple specialized physicians on the active medical staff that provide a wide range of medical services. No birthing services are provided nor are psych beds a part of the services offered to the area it serves. This hospital is a standalone hospital and is contemplating a merge with a slightly larger hospital in the local area. Its growing non-payer population is encroaching on its financial health, causing it to delay and potentially threaten to eliminate plans to build two walk-in care centers within the 30 mile radius of the hospital.

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