LaborManagement 2013 - Applying Modern Labor Management Technique to Achieve Significant Hospital Bottom Line Results

Overview: Labor is the costliest expense for any hospital. According to national benchmarking statistics, a leading metric indicates that 50% of not-for-profits spend slightly more than 50% of their total revenues on labor. By itself, this means nothing. But compared to some for-profit systems, the not-for-profits are spending 20% more on labor. That is an astounding difference and represents a significant competitive disadvantage.
How is it possible that some hospitals can spend significantly less than other hospitals when they are doing essentially the same jobs and they have essentially the same or better clinical outcomes? This class is designed to present ways in which every hospital can design labor processes to improve their labor costs without sacrificing quality. Case studies will be presented that will highlight the areas that can be addressed to dramatically improve the labor cost outcomes without sacrificing quality or satisfaction.
Why should you attend:With the advent of some revenue reduction elements of the Healthcare Reform Act (also known as the PPACA), hospital will need to continue to their cost reduction efforts in order to keep or improve their current bottom lines. The main areas for cost reductions are labor, supply chain, and to some extent, capital purchases. In the labor area, there are many cost saving opportunities that are not always utilized by hospital leadership.
Some of these opportunities are easy to implement, some are not-so-easy, but still need to be used for better financial outcomes. This class will highlight several of the labor opportunities that hospital leadership can turn on immediately if they so choose.
Areas Covered in the Session:
Recognize the importance of utilizing the "labour ratio" to set labour goals
Determine the best practices in labour productivity and labour management in the healthcare industry
Understand the differences between labour "rate" variances and "efficiency" variances and how they can be used to significantly improve the use of labour to meet organizational goals
Who Will Benefit:
Hospital CEOs
Hospital COOs
Hospital CFOs
Steven Berger is President of Healthcare Insights, LLC, which specializes in the teaching and consulting of healthcare financial management issues. In addition, Healthcare Insights has developed INSIGHTS, a management accountability and decision support software solution for the healthcare industry. Prior to his role at Healthcare Insights, Mr. Berger was Vice President, Finance for seven years at 250- bed Highland Park Hospital in suburban Chicago, Illinois. Before Highland Park Hospital and since 1978, he has been a hospital or health system finance officer in New York, New Jersey and Missouri.
Mr. Berger has 36 years of healthcare financial management experience. He holds a Bachelors of Science degree in History and a Master of Science in Accounting from the State University of New York at Binghamton. He is a CPA, a Fellow of the Healthcare Financial Management Association (FHFMA) where he has served as President of the First Illinois Chapter. Mr. Berger also served a three-year term on the HFMA’s National Board of Examiners and was recently the Regional Executive of Region 7 of the HFMA. He is also a Diplomate of the American College of Healthcare Executives (CHE).
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