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175-bed Brazosport Regional Health System’s Emergency Department was facing many of the challenges being faced by EDs across the nation: growing numbers of uninsured, underinsured and/or undocumented patients; increasing patient acuity levels; high number of hours on EMS diversion; and a shortage of
inpatient psychiatric treatment facilities driving more patients to the ED.
King’s Daughters Medical Center, a 90-bed facility located in Brookhaven, Mississippi, was struggling to adjust its staffing to reduced volumes, and was in jeopardy of losing money due to its inability to control staffing levels in the hospital.
St. Francis Medical Center was experiencing a rising length of stay (LOS) among top DRGs. Root Cause analysis conducted by QHR determined that undefined care coordination roles and a convoluted discharge planning process were at fault.
St. Francis Medical Center’s downtown ED had an average wait time of nearly four hours. Physicians were frustrated. Staff was frustrated. Patients were frustrated – so much so that 6.6 percent of them left without being seen (LWBS) – impacting the hospital’s bottom line and its image within the community. The hospital realized it needed to improve its ED throughput and called on QHR for help.
34-bed USMD Arlington was looking for ways to reduce non-salary expenses, so that it could improve its operating margin. The hospital’s leadership knew they needed more from their group purchasing.
In November 2007, Knoxville Hospital and Clinics’ gross days revenue outstanding (GDRO) was 69.8 days– significantly over the 50.7-days national average.
In 2007, Medicare changed the way it paid for outpatient services. For Sutter Lakeside Hospital in Lakeport, California, the change meant the hospital went from losing 10 cents per dollar/per patient to losing 40 cents per dollar/per patient.
The case management challenges faced by Prowers Medical Center’s leadership were great.
When the HIM director suddenly took medical leave, CEO Woody Hathaway turned to QHR for support. The interim director arrives the next week - bringing 25 years experience and was quick to resume efforts already underway and find other opportunities for improvement
QHR’s analysis of case management surprised Angel Medical Center’s management team. “We had a reasonable length of stay, so we thought we had a good case management program,” smiles CEO Mike Zuliani. “What we had were great employees…without the resources they needed.”
Culture changes prompt renewal…Working cooperatively with medical and clinical staffs, QHR helped create a quality-focused environment…earning staff and patient loyalty, financial success and a leading market share.
Turnover, rising costs and falling reimbursements gradually weakened Falls Memorial Hospital. After years of operating losses, the organization was also losing the confidence of its community, employees and staff.
After a major facility expansion and renovation, the century-old institution is again prepared to improve quality and convenience for its patients and staff.
Supporting a Champion CEO….guiding his team to overcome tough challenges, the CEO of this growing hospital trusted QHR’s expertise to step up the pace of progress.
Thibodaux Regional Medical Center was experiencing severe case management pains.
Located about 70 miles southeast of Houston, then 66-bed Matagorda County Hospital District (MGHD) sat in a county with one of the highest unemployment rates in Texas.
Gritman Medical Center’s CEO and his leadership team understood the challenges hospitals nationwide faced with the establishment of a permanent Recovery Audit Contractor (RAC) program.
Littleton Regional Hospital was facing a variety of nursing challenges. The hospital was having difficulties recruiting and retaining good nurses. Senior leadership didn’t have the trust of its nurses. And communication between hospital administrators and nursing was weak.
Brazosport Regional Health System (BRHS) and QHR have successfully partnered in the hospital’s performance measurement and improvement initiatives for nearly a decade. After many years of success, the hospital recently renewed its commitment to quality.
Responding to staff and patient needs, the financially strong hospital had broken ground for a new facility. But before its completion, a crisis in coding began to weaken cash flow.
Award Winning Team—an extremely competitive market, this hospital has to shine. And with help from QHR, it does. Investing in new services and attracting new specialists, the dedicated team gains market share and wins awards for quality and community development.
Always reaching…This hospital’s tireless medical and clinical staffs, with leadership from QHR, serve both local and indigent populations and wealthy retirees with an unwavering commitment to excellence.
Expanding into outpatient facilities, this century old rural hospital leverages QHR’s strenght and savvy - and its own team’s determination - to improve access with outstanding service.
This rural hospital did more than survive tough times. With help from QHR, the brave local team is now building a brand new facility - one that will enable more patients to get the care they need, close to home.
Disaster strikes…On August 29,2005,Hurricane Katrina struck the U.S.Gulf Coast just west of Bay St.Louis,MS.Within 24 hours,the 33-foot storm surge inundated the first floor of Hancock Medical Center (HMC) with 3 1/2 feet of water and devastated the surrounding area.
Like many small, rural families, Abbeville Area Medical Center (AAMC) faced an extremely challenging competitive environment.
The 40-year-old facility was straining under modern demands. CEO Jim Chromik brought in QHR consultants to conduct a Business Driven Approach to Facility Decisions project, which combines three areas of expertise: market assessment/ volume projections, financial analysis, and master facility planning. “It looked good: we had a growing market and healthy financial trends,” he relates. But the replacement cost was $42 million. “According to QHR’s strategic partner InnoVative Capital, our debt capacity would only stretch to $20 million. So we needed a new approach.”
Christus St. Michael Health System – a 278 bed tertiary care center with 12 OR suites – was completing nearly 10,000 surgical cases per year. In fact, it appeared to be pushing capacity. But the department leadership saw gaps in the schedule. Calling on QHR expertise, they wanted to find ways to serve more patients and improve physician satisfaction.
Sullivan County had been Joint Commission-certified since the 1960s. CNO Michelle Sly-Smith thought her team was in compliance…but were the patient safety measures she’d put in place sufficient? How should she begin to prepare her staff? She called on QHR to test her team’s readiness and find areas for improvement.
Marking its 50th anniversary with a $68 million expansion, Opelousas General Hospital had proven its commitment to its community. A strong reputation for quality and expanding capabilities was widening its market, attracting patients from further and further away. “We’re frequently full,” explains CFO Brian Kirk. “There’s not a bed to spare.” The ER team struggled to keep up.
To serve growing volumes, Gila Regional had taken on its second construction project in recent years. It was not a good time for turnover in a key revenue cycle role. With the patient financial services director position vacant, Gila turned to QHR to restore the department’s stability and efficiency.
Oklahoma City hospitals struggle with weak reimbursements, ballooning costs and well-funded specialty hospitals. They compete hard for physicians and patients.
The 299-bed Community Medical Center, an accredited Level 2 regional trauma center performing 11,000 surgical procedures annually in 10 surgical suites, was respected for its century of service. It was also valued for its quality: physicians favored it over its competitors for cardiac and women’s surgeries; but operationally the department was struggling with inefficiency.
Responding to staff and patient needs, the financially strong hospital had broken ground for a new facility. But before its completion, a crisis in coding began to weaken cash flow. QHR helped the CFO swiftly respond to the challenges.
Bottlenecks in the emergency department at Leesburg Regional Medical Center were limiting its ability to serve patients; they were also limiting volumes and revenue.
High staffing costs and high-intensity workload were not Stuttgart’s only problems:bad debt was climbing,along with the number of uninsured in the agricultural community.How could the hospital offer a more attractive workplace for nurses … and at the same time control costs? QHR’s nurse expert began by finding opportunities.