Case Studies

Leadership in the SPD: From Consultation to Interim Engagement

A Southern academic medical center contracted Compass Clinical Consulting for assistance with three pressing needs in the Sterile Processing Department: inefficient processes, poor quality practices, and a lack of strong leadership.The Interim identified inefficiences and encouraged staff to drive change. Read more.

Restructuring Communication and Establishing Organizational Improvements in the Laboratory with Interim Leadership

A hospital in the Midwest needed to fill a leadership vacancy after struggling with performance issues from their previous Laboratory Director for several months. These incompatibilities within their leadership and staff led the healthcare organization to contact Compass Clinical Consulting for help with improvement goals. 
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Achieving Accreditation and Compliance Goals through Quality Department Interim Leadership

An 800+ bed hospital in the South contracted with Compass to engage an Interim Regulatory Specialist in the Quality Department to provide leadership, while guiding the department toward its accreditation and compliance goals and providing support in the face of staffing vacancies and other challenges. Read more

Creating Collaborative Staff Relationships and Efficient Processes in the Emergency Department

A 300+ bed short-term acute care hospital in the Midwest contracted with Compass to provide interim leadership in the approximately 80 FTE Emergency Department, as well as address significant leadership changes, improve processes and overall staff and physician relationships, and stimulate an environment of change. Read more

Creating a Safe Environment of Care for Behavioral Health Patients in the ED in the Southern US

Compass Clinical Consulting collaborated closely with the faculty and leadership of a not-for-profit health system with 12 acute care hospitals to improve the environment of care for behavioral health patients in the Emergency Department. Compass conducted the consultation at one of the system’s locations, an 800+ bed medical center, to create a plan to be implemented across the system. Read more 

Improving Care for Behavioral Health Patients in the Emergency Department in the Southeast

Three medical centers in a Southeast system were struggling with providing safe, quality care to psychiatric patients in the Emergency Department. Notably, they were having issues with patient throughput in the ED due to a lack of resources in the community, which meant that not enough patients were receiving the care they needed—an issue further complicated by the complex needs of this vulnerable, high-risk patient population. Read more

OR Turnaround: Interim Leadership Increases On-Time Starts and Patient Satisfaction

Upon initial assessment, the interim OR Director identified three opportunities for improvement – low block utilization, frequent case delays, and low patient satisfaction scores – as top priorities. Read more

Recovering From CMS Immediate Jeopardy (IJ) and Medicare Termination

Following a complaint survey by CMS, the medical center received a notice of Immediate Jeopardy. Failing to correct the cited deficiencies, the organization had been terminated from Medicare. Read more

Interim Cardiovascular Service Line Director Performance Improvement

A 250-bed hospital found itself with a vacancy in the leadership of its cardiovascular service line, and an assessment revealed that strategic and operational issues threatened the viability of the entire service line. Read more

Laboratory Department Reduces Turnaround Times

A 500-bed hospital in the Midwest was experiencing instability in its Laboratory. A high rate of staff turnover and lack of stable departmental management contributed to increasing turnover times for laboratory tests and declining morale. Read more

Pharmacy Department Performance Improvement

A 260-bed hospital was experiencing turmoil in its Pharmacy department. A high rate of turnover and other chronic problems with Pharmacy leadership contributed to operational inconsistencies and low morale among staff. Read more

Anesthesia Department Performance Improvement

An urban medical center in the Midwest was experiencing turmoil in its Anesthesia department. The organization was employing too many anesthesiologists, and as a result, individual productivity among this group of physicians was low. Read more

Multi-Hospital Health System Strategic Restructuring

After its acquisition of two smaller hospitals in its metropolitan market, a four-hospital, Midwestern health system recognized the need to assess emerging strategic and operational opportunities at those facilities. Read more

OR Performance Improvement with Interim Director of Surgical Services

The OR at one 318-bed community hospital in the Mid-Atlantic was experiencing unstable leadership and employee turnover, and multiple efficiency issues. The Interim Director’s attention to areas that needed help allowed leaders and staff in the surgical services department to improve communication and create smoother processes to increase productivity. Read more

Case Management Plan Improves Reimbursements, Reduces Length of Stay

Under the leadership of an Interim Director of Case Management, one mid-size community hospital improved reimbursement and reduced its length of stay from 4.8 days to 3.6 days, leading to dramatic reductions in associated costs. Read more