Case Studies

Financial Turnaround: 

20 Hospital National Health System

Hospital-Based Physician Alignment:

Patient-Flow Optimization

Richard Morrow, Principal, Black Belt, DCCS Consulting,
  • Implemented a $10 million operating margin improve work plan for $300 million revenue hospital. (target exceeded by 40% with actual results equal to $14 million operating margin improvement.).
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Richard Morrow, Principal, Black Belt, DCCS Consulting,
Richard Morrow, Principal, Black Belt, DCCS Consulting,
Scott Dillon 

VP of Physician Services  

(919) 349-6480

DCCS worked with hospital leadership, emergency physicians, and hospitalists to positively impact patient-flow, operational efficiency and significantly reduce costs. Patients’ experience in the Emergency Department impacts how they perceived their total hospital stay and their impression of the entire health system. 

A Health System partnered with DCCS to develop a plan and implement changes to move their Emergency Department to best practice.​​

The regional health system had experienced unfavorable operating margin trends over five consecutive years. Hospital leadership had identified a need for an “independent” ​senior-level strategic financial advisor who would assist in identifying and implementing financial change to improve the overall annual operating margin of the regional system, which included 3 hospitals, a certified home health agency, two long-term care facilities, an assisted living and adult home facility, an International Cardiac Institute, with 2,700 full-time employees, and over 1,000 physicians.

Emergency Department:

ED Patient Process

Debbie Linnes

Partner & COO

(814) 777-6179

Financial Turnaround:

Community Health System

Rhonda Punches

​Sr. Marketing Coordinator

Social Media Management 

(816) 267-0657

David C Capone, President and Founder, DCCS Consulting

Our Leadership

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Case Studies & DCCS Publications:

Major Project: 1 Hospital Regional Health System

Dave C Capone

Founder & President

(302) 299-7627

​An acute care Health System, $300 million net revenues, had experienced unfavorable operating margin trends over two consecutive years. In addition, the Health System recently experienced turnover within the executive management team. The CEO and the CFO resigned within a two-week period. 

Emergency Department:

ED Improvement Engagement

For a two year period, a sole community hospital located in upstate New York with approximately 33,400 Emergency department visits annually (including its fast track service) had a strategic goal to improve ED arrival to ED Departure for patients being discharged from the ED. Over the two years, no improvement had been made despite a concerted effort on the part of the ED leadership. Both the ED Medical Director and the ED Operations and Nursing Director were frustrated. 

Steve Grace 

VP of Recruitment Services

(614) 531-7012

Debbie Linnes, Partner and COO DCCS Consulting