Shor t Takes
Consulting® NOVEMBER 2014 5
Woman’s is a private nonprofit
organization with one of the largest
women’s specialty hospitals in the
United States. Woman’s is widely
recognized for its innovative programs
for women and their families.
Woman’s Hospital was in a transitional period
following relocation to a new campus and the
implementation of a new Health Information
System (HIS). At the same time, the organiza-
tion was adjusting to significant cuts to Louisi-
ana’s Medicaid program, which had a negative
impact on reimbursements. In order to thrive in
this changing environment, Woman’s needed to
achieve a higher level of revenue cycle perfor-
mance. They engaged Huron Healthcare’s com-
munity hospital team to implement Huron’s Rev-
enue Cycle solution at Woman’s Hospital.
Huron’s collaborative community hospital ap-
proach drove significant results. The project
team helped Woman’s further utilize the hos-
pital’s existing revenue cycle resources, while
also deploying Huron’s expertise and tools to
achieve additional gains. Process improvements,
the implementation of tools and the creation of
new structures for pricing, communication, and
accountability led to improvements in a variety
of areas. The project involved a variety of di-
mensions, including: improving communication
and accountability; redesigning processes and
structures; optimizing revenue cycle technology;
and, strategic pricing and charge capture.
Overall, the project resulted in $7 million in
recurring annual revenue cycle benefit, a $2
million one-time cash benefit, and a 9. 3 day
reduction in A/R days. “The project was an
overwhelming success,” says Greg Smith, Vice
President of Finance at Woman’s Hospital.
Huron Brings Revenue Cycle Solution
to Louisiana’s Woman’s Hospital
engagement, but the core purpose of this training is to
close the gap that exists in data science right now.
Consulting: What does that gap look like?
Guerra: It’s huge. There’s been a number of studies out
there that project shortfalls at 150,000 to 200,000 data
science workers needed in the market in the next few
years. We really felt like what was in the market wasn’t
nearly adequate enough to meet that demand. So we’re
really trying to manage that gap. We certainly need those
workers to serve our clients, but more than us it’s really
the entire data science field that needs expertise. And
we’re hopeful Explore Data Science will play a big role
in solving the big talent shortage there is in this space.
Consulting: What skill set is lacking the most?
Guerra: A lot of folks have leaned the math. We’ve
started to see universities doing data science programs
that address that aspect of it. Those programs generally
take about two or three years to complete. But what
they’re not doing is addressing all the different types
of analytical skillsets that people need to address var-
ious client challenges in the marketplace. Essentially,
we designed 40 hours of training that would narrow
that gap. We see a lot of people who know how to an-
swer the more basic questions of what happens and
why it happens, but what we don’t see out there is a
lot of training to develop skills around prescriptive or
Consulting: Where do you see the most interest and
most traction right now?
Guerra: Right now we’re seeing a lot of interest from
our government clients who are trying to train or retrain
staff. We’re also seeing a lot of interest from Fortune
500 companies who are looking to bring their data science teams up to speed. In addition, we’re partnering
with some academic institutions—we’ve already had
some academic sales—for their master-level students
who want to learn how to apply what they’re learning in
school to real–world problems. At this point, those are
the three areas where we’re focused on right now.