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. The health system retained Compass Clinical Consulting to provide this assessment.


Compass began by structuring and leading an evaluation of alternative service configurations for both facilities and used a structured decision-making model to choose among alternatives. Later on in the process, we provided assistance in planning the implementation of repurposing plans, employee and physician communications, and staff relocations from closed services to other services within the system.


The transparent process of evaluating alternative service configurations resulted in the system’s decision to close inpatient behavioral health and obstetrics, focus on building inpatient medical and surgical volume, build an urgent care pathway within an inefficient emergency department, and strengthen physician and community outreach activities. As a result of operating and service changes, service volumes in the remaining services were sufficiently high to improve the financial performance of the hospitals and assure that clinical quality was maintained at the desired level.

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