Consultancy Project Approach
- Data Analysis:
- Mapped patient flow from admission through service provision and eventual discharge.
- Mapped cash flow from inception or service to collection.
- Analysis of cost and revenue budgets and projections.
- Analyzed Performance Improvement indicators.
- Analyzed services provided per square foot of space.
- Analyzed DME services and revenue lost due to inability to provide highly complex equipment
- Process Redesign:
- Initiated more relevant Performance Improvement measures.
- Initiated new DME technology (e.g. ventilators, PAP systems, home monitoring devices, etc.)
- Coordinated home deliveries between pharmacy and DME services.
- Assisted in relocating the entire program (home health, pharmacy and DME).
- Designed the new physical facility.
- Technology Optimization:
- Initiated new billing/software system.
- Introduced CRM concept as pathway to follow-up care.
- Human Resources and Training:
- Assisted in hiring a new DME director.
- Assisted in hiring new DME managers.
- Assisted in hiring qualified staff to manage new sophisticated DME equipment.
- Trained staff in use of new billing/software system.
- Trained staff in use of CRM.
- Trained staff in effective accounts receivable management.
- Instructed staff in new performance improvement measures.
Project Description
Client: A major Midwest hospital-based home care program with academic medical center affiliations. The organization provides home health, infusion and home care pharmacy, and durable medical equipment.
Category: Home Care & DME program
Date: Spring 2024
Consulting Firm: HME Professional, Hustonville, KY
Assigned Consultants: R. Floro & S. Vinci
Services Provided:
- Data Analysis
- Process Redesign
- Technology Optimization
- Human Resources and Training
Problems:
- Inefficient discharge processes resulting in ineffective follow-up care.
- Insufficient physical operational space.
- Gaps in leadership resulting in ineffective operational management.
- Incomplete equipment services resulting in outsourcing business.
- Ineffective receivables management resulting in an A/R and DSO above organizational benchmarks.
Results (within 24 months):
- Entire program was relocated to an area 6.5 times the original space.
- Created coordinated operational efficiencies between DME and pharmacy, reducing delivery cost by 41%.
- Initiated new DME director, managers, and qualified respiratory therapists.
- Decreased accounts receivable by 106%.
- Increased DME revenue by 64% from addition of new services.
- Performance improvement scores all improved beyond organizational benchmarks.
- Achieved ROI of 3.7:1 on consulting costs during the initial 24 months.