LARGE CATHOLIC HEALTH SYSTEM, SOUTHWEST
C2HEALTHCARE was engaged to help implement the OPTIX Reporting System and daily tools to help front-line leaders with the ability to manage on a daily basis. As the relationship matured, C2 soon became the resource for all labor management, management development, and budgeting. The results was a $160M cumulative improvement to the bottom line over a 3-year period. Merit increases and large market increases have also been given as the system has recorded record earnings 2 years in a row.
LARGE CATHOLIC HEALTH SYSTEM, OHIO
C2HEALTHCARE led the labor management and performance improvement process for 14 years and saved over 4500 ftes, consolidated 6 hospitals and implemented over $800M cumulative savings. Covered 25+ hospitals, 13 Extended Care Facilities, multiple Regional Offices and 100’s of Physician Practices. A Comparative Database was developed to standardize performance while also budgeting for excellence.
3 HOSPITAL HEALTH SYSTEM, MIDWEST
C2HEALTHCARE led the effort to implement performance improvement and labor efficiency process resulting in $40M turnaround and over $150M cumulative savings. The system was lacking performance measures and a standardized method to labor management. Management coaching and development were rolled out with the ORS to achieve a full turnaround.
INDEPENDENT HOSPITAL & PHYSIAN PRACTICES, OHIO
C2HEALTHCARE was engaged as an independent hospital was struggling to implement a clear methodology for labor management while also tackling a serious bottom line problem. The hospital had experienced many consultants in the past and the first step was to reverse harmful tactics including a previous layoff. Systems, targets, and coaching were implemented, and the change has been impressive from a financial to cultural perspective. The hospital has achieved over a $30M turnaround with labor, supplies, and volume accumulation. “Left without being seen” and boarding rates in the ER have plummeted while quality and employee engagement scores have skyrocketed. A merit increase was given after a 3-year drought.
SENIOR HEALTH AND HOUSING SYSTEM (13 FACILITIES), MIDWEST
C2HEALTHCARE implemented strategies and improvement processes for a system of 13 Senior Health and Housing facilities. Management coaching and proactive management was rolled out in order to achieve the necessary leadership goals. The result was a streamlined methodology towards labor management and management excellence. Cross training and management accountability were a major focus.
LARGE PUBLIC HEALTH SYSTEM, FLORIDA
C2HEALTHCARE helped a 3-hospital system including one of the largest hospitals in America with a $90M turnaround. Starting with establishing standards, training leadership, and a thorough huddle system allowed the system to break even while also training the front-line managers to employ savvy business strategies. The budget process became a fluid and meaningful process to continue to strive for continuous improvement.
LARGE PUBLIC HOSPITAL & CANCER CENTER, GEORGIA
C2HEALTHCARE was originally engaged to assist with the structure and flow of a new Cancer Institute of Excellence. During the initial phases it was discovered the many lapses in patient flow and operational performance. Workflow improvement plans were implemented while also establishing performance targets regarding labor and volumes. Major cost savings were achieved while also vastly decreasing the no-show and cancellations and next available appointments. Leadership was placed on a track for Excellence.
INDEPENDENT HOSPITAL & PHYSIAN PRACTICES, OHIO
C2HEALTHCARE was engaged after a tumultuous break up from a regional health system to assist with establishing a new labor management cadence using the OPTIX reporting System. Coaching and training around the concepts of proactive management were instituted resulting in a labor cost per adjusted discharge improvement from $2159 to $1891 in 1 year. $8.9M implemented in year 1.
PRESTIGIOUS CANCER CENTER OF EXCELLENCE, CALIFORNIA
C2HEALTHCARE was engaged to work within the Cancer Center to assess and streamline current workflow bottlenecks and barriers. Numerous strategies and the OPTIX Reporting System were implemented. The result was a heavy focus on patient flow and “stops and starts”. Patient satisfaction, flow, and scheduling order was instilled making the process fluid and cost effective. Targets for performance and clinic efficiency were implemented and followed.
LARGE ACADEMIC MEDICAL CENTER, GEORGIA
C2HEALTHCARE arrived in a situation with a CEO who had worked within the C2 approach and OPTIX Reporting System in another system. Many fine performance improvement plans and teams were in place, however, a clear method of labor management was needed. Over a 10-year period many challenges have been met with a calm leadership tempo which has yielded over $180M in cumulative savings with the acquisition of two hospitals and multiple physician practices.
MULTI-HOSPITAL SYSTEM AND PHYSICAN PRACTICE, INDIANA
C2HEALTHCARE was engaged by a CEO and COO who had worked within the C2 approach and OPTIX Reporting System in another system. There was a deficit of consistency and coaching within the organization. A true metamorphosis has occurred over 5-year period as the leadership team runs as a well-oiled machine ready for the many challenges.
10 PUBLIC HOSPITALS, IRELAND
C2HEALTHCARE was engaged by the HSE to working within the parameters of the Irish health System and implement the OPTIX Reporting System. The difficulty with tracking employee hours and departmental statistics were overcome as we were able to illustrate the excessive spending as a result of the moratorium of recruiting registered nurses and therapists. As the ORS was implemented and the true cost of performance was illustrated, the moratorium was lifted thereby creating avenues for expense reduction and consistent quality.