Business problem:
- Client needed assistance to design framework to remain an independent, fiscally profitable community hospital
- The organization of the services, governance and operating structures needed to be redefined from a unit-based approach to an integration of (semi-autonomous) specialties
- Define financial and quality performance indicators and monitoring mechanisms
- Define related operational schema
Solution Approach:
- Conducted the market assessment, competitive positioning and service needs of the catchment area for the hospital
- Defined the organization structure and service line leadership roles to function within the defined framework
- Developed strategic planning process for service lines (in line with product planning)
- Defined the processes and aligned people, process and technology to enable service line operations
- Defined clear KPI/s, targets and accountabilities and monitoring process
- Developed a robust service line reporting, enabling identification of financial performance, at their points of delivery (down to patient level)
Key Outcome and benefits:
- Improved patient throughput, with 0 capital investment
- Reduced cost of service and improved baseline margins by over 20%
- Reduced delays in patient wait time by integrating various related specialties
- Predictability in patient flow across different units
- Improved patient score, as measured in patient surveys
- Overall staff satisfaction, due to predictability in patient flow & service requirement, improved internal service levels and alignment of goals
