Break­ing Down Si­los to Drive Op­er­a­tional Im­prove­ment

Modern Healthcare - - PERSPECTIVES -

Chang­ing busi­ness met­rics bring a sense of ur­gency to im­prove fi­nan­cial well­ness and pre­pare for a fee-for-value en­vi­ron­ment. San An­to­nio-based Univer­sity Health Sys­tem cal­cu­lated the mar­ket en­vi­ron­ment and iden­ti­fied a need for sig­nif­i­cant re­duc­tion in op­er­at­ing ex­pense. The pub­licly owned health sys­tem, which in­cludes an aca­demic med­i­cal cen­ter and large net­work of out­pa­tient health cen­ters, ini­tially fol­lowed the tra­di­tional path of look­ing at in­di­vid­ual cost re­duc­tion cat­e­gories, in­clud­ing bet­ter sup­ply pric­ing. It was quickly iden­ti­fied, how­ever, that ap­proach would only achieve a por­tion of goals. For long-term suc­cess, mul­ti­ple per­for­mance im­prove­ment ini­tia­tives were nec­es­sary—to re­duce sup­ply costs, im­prove op­er­a­tional and clin­i­cal de­liv­ery pro­cesses and rev­enue cy­cle man­age­ment.

Univer­sity Health Sys­tem re­al­ized that they needed to holis­ti­cally man­age and im­ple­ment trans­for­ma­tion across the en­ter­prise—op­er­a­tions, fi­nance and cul­ture—in or­der to strengthen the fis­cal health of the sys­tem and its abil­ity to serve the needs of the com­mu­nity. Learn how Univer­sity Health Sys­tem:

● achieved $23 mil­lion in cost sav­ings and $14 mil­lion in ac­cel­er­ated cash flow

● de­creased aver­age length of stay

● re­duced ac­counts re­ceiv­able days

“MedAs­sets didn’t leave any stone un­turned. They heard our mes­sage that we needed help, and were very clear about the level of com­mit­ment they would bring ev­ery step of the way. We have a com­pre­hen­sive so­lu­tion to achieve our sav­ings goals and look for­ward to build­ing upon the progress we al­ready have ac­com­plished to­gether.”

Chris­tian Vasquez, Ex­ec­u­tive Vice Pres­i­dent and Chief Op­er­at­ing Of­fi­cer Univer­sity Health Sys­tem

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