The current healthcare system is under attack by market, government, and consumer forces. To stay solvent, organizations must be performing at the top of their game. This book provides detailed instructions to bring organizations to the next level of performance by teaching all the secrets straight from the healthcare consultant’s playbook in less than 100 days.
This book defines the coming challenges in the healthcare environment and provides a 10-step solution to develop the infrastructure for peak performance. These solutions include detailed implementation plans, software, reports, metrics, and the top projects that yield the highest financial rewards.
This is the first book of its kind to not just discuss the top strategies, but also provide step-by-step instructions to achieve results. The book defines the strategy, the tactics, the infrastructure, the targets, the solutions, the barriers, and the leadership required to achieve a high performing organization. With these simple instructions, any organization with the will to achieve a brighter future can be poised for success in the next decade in less than 100 days.
Table of Contents
Chapter 1: The healthcare environment in the next decade – Sets the stage for how
the future will be different and the requirements for survival.
- Current healthcare trends
- Government, Market, Payor, and Consumer challenges
- Predicting the demands of the future – The value proposition
- Creating an infrastructure that’s built to improve
Chapter 2: Step 1 - Developing Leadership Alignment – Sets the stage for aligning
the leadership towards a common goal.
- Aligning The CFO and the COO with the PI function
- Identifying the financial targets with the CFO
- Assigning each leader a committee to motivate
- Creating a burning platform – Don’t waste a good crisis
Chapter 3: Step 2 – Identifying the opportunity – sets the stage for showing the
opportunity with robust metrics and reporting tools.
- Picking the right metrics and locking in the baselines
- Create a reporting tool for every level
- Differentiating between project and operational metrics
- Creating a data governance committee
Chapter 4: Step 3 - Restructuring your Project Management Office (PMO) – Sets the
stage for creating a project tracking system that is poised for
- Traditional PMO functions
- Expanding the project life cycle
- Picking the right PMO tools – software, forms: (charters, minutes, agendas)
- What to ask look for in every meeting
Chapter 5: Step 4 – Setting up your teams – Creating the human capital to set up the
never ending ATM.
- Identifying the steering committee
- Identifying the team leads and working teams
- The reporting functions
- Project coordinator
Chapter 6: Step 5 - Non-labor – Sets the stage for the biggest opportunity outside of
labor for expense reductions.
- Developing the steering committee and the working group for non-labor
- Communicating the opportunity and the targets non-labor
- Which rock to look under for non-labor
- Generating and Setting up the projects non-labor
- The best metrics for non-labor
Chapter 7: Step 6 – Labor – sets the stage for the fastest expense reduction
opportunity within most healthcare organizations.
- Developing the steering committee and the working group for labor
- Communicating the opportunity and the targets for labor
- Which rock to look under for labor
- Setting up the projects for labor
- The best metrics for labor
Chapter 8: Step 7 - LOS – sets the stage to take advantage of reducing utilization of
- Developing the steering committee and the working group for LOS
- Communicating the opportunity and the targets LOS
- Which rock to look under for LOS
- Generating and Setting up the projects LOS
- The best metrics for LOS
Chapter 9: Step 8 – Retention – sets the stage to reduce turnover, often considered the
silent killer in healthcare expenses.
- Developing the steering committee and the working group for retention
- Communicating the opportunity and the targets retention
- Which rock to look under for retention
- Generating and Setting up the projects retention
- The best metrics for retention
Chapter 10: Step 9 – Contracts – Sets the stage to reduce expenses in the easiest area
without touching FTE’s.
- Developing the steering committee and the working group for contracts
- Communicating the opportunity and the targets contracts
- Which rock to look under for contracts
- Generating and Setting up the projects contracts
- The best metrics for contracts
Chapter 11: Step 10 – Service and Quality – Develops plans to improve quality and
reduce expenses, while removing expenses at the same time in the value
- Developing the steering committee and the working group for service and quality
- Communicating the opportunity and the targets service and quality
- Which rock to look under for service and quality
- Generating and Setting up the projects service and quality
- The best metrics for service and quality
Chapter 12: Changing your culture is not easy – discussed the important of having the right leader at the top.
- It all starts at the top
- Trickle down management
- Staff engagement
Ali Birjandi is currently VP of Performance Improvement at CHRISTUS Trinity Mother Frances Health System. He is an accomplished leader with significant career progression culminating in a senior management positions in a nationally recognized 2.5 billion dollar multi-facility integrated delivery system. His expertise is in the ability to develop enterprise-wide performance improvement strategies and assist business unit leaders in converting them into tactical action plans. He was formerly the COO Palm Beach Garden Tenet Hospital, VP of Operations Improvement ProMedica Health System and Director of Business Process Improvement Carle Clinic and Hospital. He holds an MBA and an MHA from the University of Florida. He holds the CPHIMS certification from HIMSS and a ASQ Six Sigma Black Belt. Contact Ali Birjandi at email@example.com