True operational solutions to address real healthcare reform, at a time when the nation is fixated only on reforming the insurance aspects of the industry. While insurance must be reformed, unless the industry reforms address many systemic deficiencies that have evolved over the past forty years since Medicare was introduced, all of the proposed insurance reform models will merely reallocate fiscal resources without curing the critical root causes of the problems.
Jackson, NJ (PRWEB) July 19, 2007 -- After devoting more than 36,000 hours of research and development toward the creation of innovative solutions to reconfigure and realign operating mechanisms of the nation's 4,000+ not-for-profit hospitals, Strategic Initiatives In Healthcare®, LLC (SIH), a New Jersey based research consulting firm, announced today that it will begin marketing its portfolio of concepts effective August 1, 2007.
According to Thomas MacVaugh, the company's President and CEO, "A great deal of SIH's Research and Development is attributable to founder Bill McFaul's comprehensive array of intellectual property. Arguably one of the nation's leading experts in change management and non-payroll expense management, McFaul and my team have assembled four Portfolios which address nearly all of the major operational problems facing US hospitals today. These solutions address but are not limited to such challenges as patient care errors, clinical staff shortages, mitigating operational silos and optimal collaboration and cohesion between the medical staff and leadership on both the executive and middle management levels."
Following retirement from his former firm, McFaul & Lyons, Inc. which he sold to Johnson & Johnson, McFaul continued to study the major weaknesses and deficiencies in the hospital industry. Based on those observations, it became apparent that the hospital industry, the highest cost component of the U.S. healthcare system, was headed for a deepening major crisis. McFaul then proceeded to initiate the development of a platform of services needed to address the weaknesses and deficiencies he identified throughout the provider segment.
McFaul is widely regarded as an innovator in the field of change and expense management in healthcare and the pioneer of many of the industry-wide operating mechanisms in use today. Despite these accomplishments, according to McFaul, "Prior to my retirement, I had focused my efforts on creating processes that reconfigured change and expense management protocols in both the US and Canada. After deciding to re-enter the industry, my investigative process revealed that several of the processes I originated in the 1980s and early 1990s as well as most other of the industry-wide initiatives over the past 25 years were inadequate to meet the rapidly evolving needs of today's providers.
Evidence of these weaknesses will become obvious to the public when boards and executives are forced to seek tools and operating mechanisms to resolve problems in quality and cost that are exposed as a result of the emerging transparency reporting processes. When the media, community groups, insurers and regulatory agencies have access to comprehensive data; top-down pressure will reach previously unprecedented levels. Boards will realize their fiduciary responsibility extends far beyond mere fiscal issues and they will need the tools to counter these pressures. Our concepts address these needs for individual providers, IDNs, and systems."
SIH's newly appointed Vice President Matt Gyulay stated that, "SIH's Portfolios offer true operational solutions to address real healthcare reform, at a time when the nation is fixated only on reforming the insurance aspects of the industry. While insurance must be reformed, unless the industry reforms address many systemic deficiencies that have evolved over the past forty years since Medicare was introduced, all of the proposed insurance reform models will merely reallocate fiscal resources without curing the critical root causes of the problems."
He also added, "Our extensive research indicated past efforts to improve hospital operations driven by quantitative consultant led initiatives were ineffective and eroded rapidly when the consulting engagements ended. It was obvious to us that any sustainable effort to cure both quality outcomes and excessive cost must come from within the provider side of the hospital industry and mechanisms must be implemented to sustain the momentum of these initiatives. After consulting with many top leaders of major healthcare systems over the past four and one half years, McFaul and his team designed an array of portfolios which enable providers to realign and reconfigure internal processes with minimal disruption and without excessive cost."
After collaborating with healthcare leaders, professional advisors and numerous specialized attorneys, it was decided that rather than provide these portfolios to the market directly, SIH would offer McFaul's Intellectual Property through an "open business model." This process will offer the SIH portfolios for semi-exclusive licensure to a select few national consulting firms with large healthcare practices.
These Portfolios are an assembly of Intellectual Property which includes four pending patent applications, copyrighted documentation of processes for new operating mechanisms, dozens of trade and service marks for each of the processes and copyrighted comprehensive training and educational materials.
Commenting on the decision to adopt this open business model Gyulay stated, "In order to realize Bill's vision of having these solutions impact the industry in the broadest and swiftest fashion, our team realized the sale of the company or licensure through an open business model was the logical path.
Since our Portfolios offer a complete solution for optimal hospital operations in the improvement of quality outcomes, expense reduction, human resource enhancements and the ability to ensure efficient change processes; we see the open business model as the ideal way for providers to have ready access to these concepts, for licensees to gain a huge competitive advantage over their competitors and to offer providers an unprecedented return on investment."
The hospital segment of the healthcare industry has historically failed to recognize the need for comprehensive solutions to their very complex environment. Hospital executives and their Boards can no longer afford to grasp at fragmented solutions to the myriad of challenges facing their institutions. The need for true reconfiguration of many of the business management and operating mechanisms has been known for some time by industry insiders.
Now, with the process of transparency for quality and cost data slated to become reality in the near future and unprecedented nation-wide pressure to reign in costs and dramatically reduce patient care errors, historic initiatives cannot be relied upon to generate the necessary outcomes. True innovation must be introduced into the environment. SIH's Portfolios offer providers the ability to realign and reconfigure many of the operating mechanisms in the current system without recreating existing infrastructures; solutions which are desperately needed.
Strategic Initiatives In Healthcare®, LLC is a registered trademark in the United States and other countries.
For more information on SIH and upcoming announcements contact:
Matthew Gyulay 1-877-717-7444, www.SIHealthcare.com
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