Interim Fiscal Leadership:
  IHC assumed interim fiscal leadership for Columbia University Medical Center (formerly the Division of Health Sciences.) This represents a budget of $1.0 billion, with responsibilities over the Schools of Medicine, Dentistry, Nursing and Public Health.
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  Faculty Practice Reorganization
Previously, 80% of clinical departments at The School of Medicine were billed via IDX in a decentralized fashion.  The remaining departments used other billing services.  In this assignment, IHC developed and implemented a standardization and centralization strategy for all clinical departments to maximize cash opportunities and to provide long-term financial benefits.
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  Debt Service Restructuring
Health Sciences had over 200 million in long-term debt with annual debt services costs of over 22 million.  This project successfully restructured this debt to achieve an annual reduction of debt services of 2.0 million.
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  Hospital/University Agreements
Both the New York Presbyterian Hospital and the University provide significant services to each other.  These include providing salary/services and real estate agreements.  The purpose of this project was to audit and determine the status of current arrangements, to implement and standardize the approach to managing these agreements, and to negotiate new arrangements for the next fiscal year.
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  Health Sciences Budget Process
The Health Sciences had not had a formal budget process.  This project developed and implemented a budget process, and developed monitoring and variance reporting for the upcoming fiscal year.
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  Health Sciences/University Common Costs
The University allocates central “common costs” overhead to all schools. The purpose of this assignment was to audit these allocations, determine their accuracy and objectivity, and to negotiate changes if appropriate.  The result of this effort was an annual 1.0 million in savings.
   

Department of Surgery:
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  Cardiac Surgery Strategy and Development
  The Department of Surgery believes that it has the ability to nationally leverage its cardiac surgery program.  Phase I of this project was to determine the feasibility of growing this business and developing the economic underpinnings of a successful business model that fully optimizes this opportunity.  Phase II has recently begun and will validate the business model and marketplace.
   

Department of Surgery:
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  Breast Surgical Services
 

IHC performed an operational assessment of the Department's Breast Surgical Services.  In our assessment, we focused on physician productivity, MD compensation and outstanding accounts receivable.  We subsequently were requested to implement our recommendations, which included centralization and standardization of operations, increasing patient visits per hour, and improving reporting.  We additionally provided interim management during the implementation phase.
 
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