• Led a successful financial turnaround of an organization through the implementation of a productivity system resulting in a reduction of 150 full-time-equivalents (FTE) without layoffs.
• Grew cash on hand for an organization from 11 days to 130 days.
• Created an operations plan to reduce an organization’s operating budget by ten percent or 40 million dollars to provide a two percent operating margin.
• Eliminated two years of a healthcare organization’s operating losses, positioned the hospital for financial stability and facilitated the organization’s ability to purchase an electronic health record (EHR) system.

< Trauma/Emergency Department Call Systems | Interim Executive Leadership and Management >

Neumeister fully understands the value of effective trauma and emergency department services and, in working with clients, has implemented efficient practices and procedures that resulted in:

• Reducing emergency room (ER) closure events from 40 percent to less than five percent.
• Introducing a new structure for all on-call physicians to address physician concerns about internal physician equity and maintain the ability to meet trauma center physician coverage responsibilities.
• Introducing the concept of contracting/employing traumatologists for various specialties as a way to meet the growing demands of trauma coverage.

< Patient Safety/Quality Systems | Financial Management/Cost Containment/Profit Optimization >

Neumeister ensures that safety and quality, as key initiatives, are well understood throughout an organization as a primary goal to achieve. Examples of Neumeister’s efforts to support this goal in working with clients include:

• Inheriting 63 Requirements for Improvement (RFIs) from a Joint Commission assessment, created structure and accountability systems that achieved and maintained regulatory compliance with accrediting bodies, and resulted in JCAHO accreditation within six months.
• Led an institution to receive three consecutive patient safety awards, of which only one in five hospitals in California and one out of 41 hospitals nationally achieve.
• Revamped the quality reporting system of an organization to build in accountability and ensured reports and data were provided to the leadership authorized to make the necessary changes to improve patient safety and quality.
• Instituted hospitalist programs to improve quality of care, provide consistency within the care models and improve nursing and patient/family satisfaction.
• Assisted with the development of a federally certified patient safety organization for California hospitals.

< Physician Strategies and Development | Trauma/Emergency Department Call Systems >

Neumeister has established effective physician recruitment models for various healthcare organizations, which responded to the needs of the organization and allowed for the recruitment of difficult positions.

Additionally, through a strong team orientation, Neumeister has established physician advisory committees to create buy-in, provide insight and advice and collaborate on significant hospital and physician issues.

Neumeister believes in developing creative solutions to ensure the physician voice is well represented at the highest level of an organization and has developed opportunities for current and upcoming medical staff leadership within organizations.

< Organizational Change | Patient Safety/Quality Systems >

Neumeister appreciates the dynamic nature of organizations and knows positive change can be achieved by:

• Creating a culture of engagement.
• Developing a shared and common vision.
• Conducting analyses to understand the current environment and where the organization needs to go.
• Creating action through ownership of new strategies.
• Continuing the momentum.
• Evaluating the action.

To develop a common vision that is supported by goal-oriented strategies, Neumeister relies on strong organizational analysis skills, project management and stakeholder coordination, strategic communication skills and more.

For example, in previous engagements, Neumeister was instrumental in shifting the culture of the organizations to create alignment with the strategic initiatives. In one healthcare organization, Neumeister led the effort to shift the organization to a “culture of accountability” through development of senior and departmental leadership teams that supported the culture.

In another example, Neumeister led a transformation from a culture based on a federal model to one based on a business model that relied on financial performance and results, thereby increasing patient satisfaction and quality improvement.

Organizational change often calls upon leadership to demonstrate excellent negotiation skills. Neumeister’s refined negotiation skills have assisted organizations in identifying and buying into agreed-upon strategies. For example, in several settings, Neumeister has worked collaboratively with unions, serving at the bargaining table to develop the best overall employee strategy.

Neumeister understands the complex nature of mergers and acquisitions. Relying on solid executive and financial skills, Neumeister consolidated the operations of three hospitals under one hospital license with three campuses, thereby reducing redundancies, achieving significant cost savings and creating campuses focused on acute care, sub-acute care and rehabilitative medicine.

< Interim Executive Leadership and Management | Physician Strategies and Development >

• Keen business and financial analysis.
• Strategy development and implementation.
• Coordination with boards, medical staff, management teams and employee.
• Identification and connection with critical stakeholders.
• Use of strategic communication tools and coordination with multiple audiences.

Organizations experiencing a temporary gap in critical leadership skills can rely on Neumeister Healthcare Management Services to quickly step in with the right competencies to create confidence.

Whether creating a shared vision for a medical center or leading a strategic planning effort to identify critical success factors or providing onsite leadership and communication coordination, Neumeister understands the importance of acting thoughtfully to ensure alignment and buy-in from key audiences that ensures commitment and engagement.

As an example, Neumeister provided interim chief executive officer engagement for a tertiary medical center providing a financial turnaround from two years of losses to a positive margin and achieved JCAHO certification, Magnet and Level II Trauma designation. Due to the success of the services provided, the engagement was extended.

Neumeister also led a medical center that partnered with an entity that was on the leading edge of creating an accountable care organization (ACO) type structure to provide quality care and improve the health status of the patients served.

Additionally, Neumeister assisted Seneca Hospital District in identifying the right executive leadership model and a contract for new management executive services for the CAH, which resulted in a new level of operational expertise and financial viability.

< Financial Management/Cost Containment/Profit Optimization | Organizational Change >

< The Center for Healthcare Accreditation | Hospitalist Management Resources, LLC >

< Jannx Medical Systems Consultants, Inc. | The Center for Healthcare Accreditation >

< Patrick E. Carroll and Associates, Inc. | TK Associates >