Productivity and Clinical Utilization

  • A New Framework for Healthcare Performance Improvement

    Health systems have performance improvement strategies that often are not in sync with emerging marketplace requirements. Performance improvement plans are frequently based on slow, incremental improvement centered on labor productivity, supply, and other non-labor costs. These traditional approaches, while useful, cannot alone offset payment and volume declines for most organizations.  Gary Auton captures some of Galloway’s most effective methodologies in his new book and this article in HFMA’s quarterly journal highlights his work.

    Read More
  • Work Force Management Design – A Case Study

    This 500-bed urban hospital, located in Florida, was challenged to control staffing costs through seasonal patient volumes fluctuations.  During the surge season, agency staff and significant overtime frequently inflated costs while flexing down in the slow seasons fell short of fully adapting to lower volumes. Bench-marking indicated a labor opportunity of $5.5M spread across the organization.  We engaged to assist them with a full work force management review and redesign.  Here is how we did it.  

    Read More
  • 18 Levers for High-Impact Performance Improvement: How Healthcare Organizations Can Accelerate Change and Sustain Results

    Many health systems have performance improvement (PI) strategies that are not in sync with the operational changes that are required.  Increasingly, the changing business of healthcare requires performance improvement interventions that are faster, broader and strategic.  Our colleague Gary Auton’s forthcoming book on PI highlights Galloway’s thought leadership in this space and provides an overview of the issues his book will explore.

    Read More
  • A Process for Improving Clinical Utilization

    If hospital leadership expects to achieve efficiencies, stay competitive, maintain compliance and quality of care, the performance of individual services must be continuously measured, monitored and assessed.  Evaluating and identifying improvement areas and introducing appropriate interventions can be time consuming – particularly because opportunities are often spread across all service lines and most DRG’s.  Variation among practitioners for the same DRG adds another level of complexity when it comes time to assess the organization and drive a cohesive improvement process.  Dr. Don Bialek outlines our process for achieving lasting improvement.

    Read More
  • Accelerate Improvement through Clinician Engagement

    The advent of population health and accountable care models are forcing hospitals to improve acute care cost performance.  While many healthcare organizations team with medical staffs and clinicians to identify and pursue clinical utilization improvement opportunities, these initiatives frequently fall short of producing tangible results. There are six dimensions critical to clinical performance.  Read how Gary Auton has improved performance focusing on these six items.

    Read More
  • EHR Adoption and Optimization Success

    EHR implementation is a complex orchestration of information technology and business process “system builds.” Successful implementation requires that end users understand each workflow, that all technology components work properly with the corresponding workflow and that each end user knows how to use relevant software components. Galloway Consulting has led the adoption of Epic Systems Ambulatory EHR in a large academic medical center successfully addressing a number of issues related to this adoption.   Read how.  

    Read More
For AHT - Accelerated Healthcare TransformationTM: GALLOWAY CONSULTING >