Kubica LaForest Consulting

Welcome to the Healthcare Advancement Initiative, an Advisory of independent healthcare consultants and experts working collaboratively to provide a continuum of consulting services to our clients.

HAI leverages the competencies of 6 associates and their strategic partners to help clients improve performance, successfully navigate transitions, and accelerate results. Our Advisory is seasoned and versatile with significant consulting experience. Our varied competencies address three important dimensions of organizational success.

Examples of Our Work – Case Studies

Problem: The President of a community hospital asked for support in implementing the organization’s strategic vision

Solution: Worked with an executive team in a healthcare organization to achieve consensus on a strategic vision for the organization, and to develop action plans and personal accountability for achieving organizational objectives

Problem: An academic medical center faced default on bonds due to poor financial performance

Solution: Conducted a comprehensive operational assessment and created improvement plans. Improved processes for ED and Patient Throughput. Redesigned organizational structure to reduce layers, improve decision making and communication. Developed productivity targets, a revitalized monitoring system, and management action plans. Results were $10 million in EBITA improvements.

Problem: Midsize rural hospital losing money due to obsolete management practices, weak financial systems, and difficult demographics

Solution: Partnered with senior management to assess performance and roadblocks. Set one and two year productivity targets. Developed cross-functional process improvements and internal performance management tools then monitored progress. Sustained gains are resulting in +2.5% bottom line.

Problem: A community medical center was planning for an advanced clinical information system; wanted to identify improvements in core clinical processes that could be enabled by new technology

Solution: Created process models and, working collaboratively with clinical managers, identified productivity and work flow improvements the new IT system would support. Documented cost, quality, safety and efficiency benefits within blueprint for design, selection and implementation of the system

Problem: Large teaching hospital needed capital for facilities and clinical equipment

Solution: Implemented supply chain strategies in concert with physician leaders for value analysis, inventory reduction and clinical resource management which freed up $4.4 million the first year and on track for $9M three year goal.

Problem: The senior team of a tertiary care center struggled with declining staff satisfaction scores, high turnover in middle manager positions, and "turf wars" impeding important change efforts.

Solution: Management training for both new and seasoned managers brought the middle layer in the organization together using consistent management approaches and guiding principles while also fostering horizontal relationship building. Over the next two years the peer group improved staff satisfaction scores, reduced manager turnover, saved over $1,000,000 and developed an award-winning system for dealing with low performers.