The CEO of a healthcare system in the Northeast utilized B.E. Smith to address a need for financial leadership support. This case study highlights how B.E. Smith’s regional experts and consultants collaborated with the CEO and other senior leaders to achieve improvements in key strategic areas of the system and its member hospitals.
When Newark Beth Israel Medical Center & Children’s Hospital of New Jersey parted ways with the third pharmacy director in seven years, the organization began an in-depth evaluation to get to the root of its challenges and craft a strategy to regain success in this crucial area.
Healthcare Organization Smoothly Absorbs Cancer Center, Optimizing Patient Care and Revenue Cycle Management
When a 200-bed acute-care teaching hospital sought to convert its private physicians to a hospital-based practice, it enlisted the expertise of B. E. Smith to facilitate a smooth transition.
When a 200-bed not-for-profit community hospital saw the results of its employee engagement survey, it turned to B. E. Smith for advice in making changes to create a more satisfying work environment.
A 200-bed not-for-profit community hospital sought assistance from B. E. Smith in establishing remote coding functionality.
Senior leadership of a 200-bed not-for-profit community hospital reached out to B. E. Smith when they found coding quality and productivity were falling short of targeted performance metrics.
When a 200-bed not-for-profit community hospital realized it needed assistance to reduce uncoded DNFB and meet performance metrics, it turned to B. E. Smith.
When a 300-bed not-for-profit acute care hospital realized it needed assistance with patient throughput, quality metrics and patient and staff satisfaction in the Emergency Department, it turned to B. E. Smith.
In the aftermath of a 2009 Joint Commission survey that generated 30 recommendations for improvement (RFIs), this 100-bed acute care facility proactively sought to demonstrate a dramatic performance improvement for its 2012 survey.
When an 800-bed academic medical center sought to streamline HIM processes to improve operations in the department, it looked for leadership support from B. E. Smith.