How a Leading Hospital Used its Own Pharmacy as a Change Agent
THE CHALLENGE:
A community hospital with 8,000 inpatient admissions and 60,000 ED visits had a major year of expansion, and its leadership sought to optimize performance to stay ahead of the growth curve. As a core part of their overall strategy, they focused on their third largest expense – hospital pharmacy operations. They knew they needed sustainable cost reduction initiatives, valuebased financial models, solutions to help reduce readmissions and unscheduled visits, technology to support the entire continuum of care even post discharge, and a shift to support an increase in outpatient care.
