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Preface Chapter 1: The healthcare environment in the next decade - Sets the stage for how the future will be different and the requirements for survival. Current healthcare trends Government, Market, Payor, and Consumer challenges Predicting the demands of the future - The value proposition Creating an infrastructure that?fs built to improve Chapter 2: Step 1 - Developing Leadership Alignment - Sets the stage for aligning the leadership towards a common goal. Aligning The CFO and the COO with the PI function Identifying the financial targets with the CFO Assigning each leader a committee to motivate Creating a burning platform - Don?ft waste a good crisis Chapter 3: Step 2 - Identifying the opportunity - sets the stage for showing the opportunity with robust metrics and reporting tools. Picking the right metrics and locking in the baselines Create a reporting tool for every level Differentiating between project and operational metrics Creating a data governance committee Chapter 4: Step 3 - Restructuring your Project Management Office (PMO) - Sets the stage for creating a project tracking system that is poised for accountability. Traditional PMO functions Expanding the project life cycle Picking the right PMO tools - software, forms: (charters, minutes, agendas) What to ask look for in every meeting ?@ Chapter 5: Step 4 - Setting up your teams - Creating the human capital to set up the never ending ATM. Identifying the steering committee Identifying the team leads and working teams The reporting functions Project coordinator Chapter 6: Step 5 - Non-labor - Sets the stage for the biggest opportunity outside of labor for expense reductions. Developing the steering committee and the working group for non-labor Communicating the opportunity and the targets non-labor Which rock to look under for non-labor Generating and Setting up the projects non-labor The best metrics for non-labor Chapter 7: Step 6 - Labor - sets the stage for the fastest expense reduction opportunity within most healthcare organizations. Developing the steering committee and the working group for labor Communicating the opportunity and the targets for labor Which rock to look under for labor Setting up the projects for labor The best metrics for labor Chapter 8: Step 7 - LOS - sets the stage to take advantage of reducing utilization of medical services. Developing the steering committee and the working group for LOS Communicating the opportunity and the targets LOS Which rock to look under for LOS Generating and Setting up the projects LOS The best metrics for LOS Chapter 9: Step 8 - Retention - sets the stage to reduce turnover, often considered the silent killer in healthcare expenses. Developing the steering committee and the working group for retention Communicating the opportunity and the targets retention Which rock to look under for retention Generating and Setting up the projects retention The best metrics for retention Chapter 10: Step 9 - Contracts - Sets the stage to reduce expenses in the easiest area without touching FTE?fs. Developing the steering committee and the working group for contracts Communicating the opportunity and the targets contracts Which rock to look under for contracts Generating and Setting up the projects contracts The best metrics for contracts Chapter 11: Step 10 - Service and Quality - Develops plans to improve quality and reduce expenses, while removing expenses at the same time in the value proposition. Developing the steering committee and the working group for service and quality Communicating the opportunity and the targets service and quality Which rock to look under for service and quality Generating and Setting up the projects service and quality The best metrics for service and quality Chapter 12: Changing your culture is not easy - discussed the important of having the right leader at the top. It all starts at the top Trickle down management Staff engagement