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Learn how we’ve helped hospitals like yours take action to streamline hospital operations, implement cost and revenue solutions, achieve clinical quality goals, and more.

Door-to-provider time, LWOT, length of stay

Building a reputation of quality for HM, EM and ICU programs
After acquiring a new facility, a Georgia health system realized the value SCP could offer by leading a quality performance transformation in this community hospital’s Hospital Medicine (HM), ICU, and EM programs

Diversifying provider teams to improve key metrics
An Arizona hospital collaborates with SCP to transform the provider hiring and staffing processes for its hospital medicine program

Improving Hospital Medicine metrics and collaboration
Virginia health system addresses staffing and care coordination objectives for four of its Hospital Medicine programs

Leadership collaboration and coverage model changes drive metric improvements
One facility serves as a model of collaboration and consistency for all other facilities in its health system resulting from significant changes in emergency department

Positive performance metrics yield increased patient satisfaction
Major university system maintains less than 1% LWOTs and 20-minute door-to-provider mark

Reducing door-to-doctor time through improved triaging and Emergency Department flow
New Orleans hospital surpasses goal to lower LWOT percentages and decreases door-to-provider time by nearly one hour 

Triage transformation decreases door-to-provider time and helps grow the Emergency Department
Florida hospital client decreases door-to-doctor time by 73% since 2014 creating a 75% increase in annual ED volume


Patient experience and community engagement

Elevating community health by partnering with employers
Critical access hospital sees positive effects within just two years of implementing the changes SCP's patient engagement team advised

Improving patient experience and solving staffing challenges in pediatric emergency department
Driscoll Children's Hospital successfully decreases length of stay, door-to-doctor time, and LWOTs with additional continuous improvement opportunities in other notable areas

Integrated EM and HM service delivery generates meaningful metric improvements
Louisiana health system decreases LWOTs and ALOS resulting in better patient satisfaction, provider retention, core measures, and streamlined admissions

Optimizing patient flow and improving patient satisfaction despite overcrowding and holds
New York-based hospital drastically improves quality and throughput metrics, while encountering a 10% increase in volume within one year

Providing a seamless experience while increasing patient volume
New Mexico-based hospital increases patient volume and patient navigation throughout scheduling, visits, testing, and follow-up care

Strong metric improvement in ED throughput for national for-profit system
20k annual ED volume facility aligns goals to drive better flow between work teams, surpassing benchmarks in quality core measures

Standardization and collaborative initiatives lead to reduction in CHF readmission rates
37k annual ED volume facility aligns goals and initiatives ultimately reducing Chronic Heart Failure readmission rates to 8.3% below benchmark within the first quarter of implementation

Telemedicine innovation improves patient satisfaction, market reach, and ED utilization
Lafayette General Health (LGH) turned to SCP to help implement their e-health program and in only 10 months, the LGH and SCP telehealth partnership welcomed 750 virtual patients

Utilizing direct-to-employer marketing to engage a new patient population
Mississippi hospital improves care coordination and increases direct-to-employer marketing opportunities by partnering with SCP's patient engagement team


Recruiting and retention

Breaking the cycle of staffing shortages and operational challenges
SCP helps health system in Virginia revitalize nine EM/HM programs by increasing provider engagement, regaining financial stability, and building a fully staffed schedule of clinicians

Building an Emergency Department team and strong culture from the ground up
North Carolina health system overcomes uncertain, irregular provider schedule causing inconsistent patient experiences, sluggish volume growth, and a fragmented culture

EM and HM synergy improves length of stay, readmissions, and patient experience
Joint Operations Committee forms at a 204-bed hospital facing difficulties with recruiting, coverage models and patient satisfaction resulting in improved core measures 

Finding the right providers to build a healthy, engaging culture
Hospital in a suburb of Chicago with high turnover successfully overcomes scheduling issues through its partnership with SCP

Resourceful implementation leads to Hospital Medicine program success
SCP successfully establishes full schedule of physicians within 6-9 months at two Florida-based facilities

Successful hospital medicine recruiting efforts for client health system
Florida-based health system successful establishes a full schedule of physicians at two of its facilities through collaborative efforts with SCP

Successful metric improvement at two HCA hospital medicine programs
Within months of the contractual partnership with SCP, two HCA programs began to see significant improvement in overall metrics, community reputation, and patient satisfaction


Revenue cycle and management solutions

Revenue Cycle and Documentation Assurance Management partnership produces measurable results
Through Revenue Cycle Management, this non-profit faith-affiliated system sees improvements in pre-bill days, clean claim rate, chart documentation, collection per encounter and average RVU

Enhancing program economics and building a culture of continuous improvement
Not-for-profit faith-based system Centura Health optimizes Hospital Medicine provider group across 17 facilities, reducing documentation deficiencies, locums tenens costs, and pre-bill days

Utilizing management support to build an employed physician ED and improve quality metrics
An Arkansas health system with four facilities partnered with SCP for management services when they chose to self-employ their ED providers