By Richard Maye, M.B.A, OPEN MINDS Advisory Board Member

As vice president of an acute care community hospital in Ohio, my colleagues on the leadership team were aware of data that showed both inpatient days and hospital admissions on a straight line decline for several years. There had been a dramatic trend reversal over the past five years, with inpatient visits declining from 80% of total operating revenue. The time spent on annual planning and strategizing could not ignore this one obvious set of data. The question became, what do we do about the obvious problem at hand? Certain members of the leadership team were assigned the task of . . .
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As vice president of an acute care community hospital in Ohio, my colleagues on the leadership team were aware of data that showed both inpatient days and hospital admissions on a straight line decline for several years. There had been a dramatic trend reversal over the past five years, with inpatient visits declining from 80% of total operating revenue. The time spent on annual planning and strategizing could not ignore this one obvious set of data. The question became, what do we do about the obvious problem at hand? Certain members of the leadership team were assigned the task of . . .
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