The Problem:
A 450+ bed, inner-city, teaching facility experienced at $10 million drop in net income within two years as a result of escalating costs, reduced reimbursements and increased market penetration by larger healthcare systems. Traditional services offered were quickly matched by two nearby competitors in an attempt to take market share.

The Solution:
Under the direction of the Specialty Health team, a hospital-based comprehensive surgical and medical weight loss program is established within six months. Facilities, promotional items, specially trained surgeons and allied health personnel, along with focused protocols and pathways are brought in and distinguish the program as a state-wide center of excellence.

The Results:
The hospital completed its first surgery within six months of program start-up. Incremental in-patient days for the program's first two years exceeded 1,650 with more than 280 surgeries completed, contribution margins increased dramatically, and the hospital became a statewide leader in bariatric surgery.

The Problem:
A small, rural hospital with lagging services, outdated equipment, personnel shortages and no competitive advantage accumulated millions of dollars in operating losses. With no innovative plan, the hospital is forced to close and file for bankruptcy.

The Solution:
Partnering with Specialty Health's principals in the development and management of specialty health programs, the hospital was reopened as a weight loss surgery center. Recruiting physicians and staff, investing in new equipment, and launching a major advertising program, this partnership delivered dramatically improved financial results.

The Results:
The hospital resolved successfully creditor claims and emerged from bankruptcy. First year revenues reached $8.5 million and steadily increased to $23.3 million ($1 million per bed) by year five.

Sources: The Center for Healthcare Industry Performance
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