Grady Health System: Terminally Ill or Making Progress?

June 16th, 1998 by Leave a Comment

John G. Malcolm


Long before I was appointed to the Board of Trustees of the Fulton-DeKalb Hospital Authority, which oversees the entire Grady Health System (hereinafter referred to as “Grady”), I had heard and read, in essence, that Grady hemorrhages money, that it was inefficiently run and mismanaged, and that it was a complete waste of taxpayer dollars. However, in a recently-conducted Strategic Opportunity Assessment, APM Management Consultants, an internationally-recognized health care consulting firm, found that Grady “is relatively efficient on a cost per ad- justed discharge basis compared to national and regional institutions” and “very efficient from a clinical utilization perspective.” In other words, APM found that the opportunity to reduce the length of stay of the average patient is surprisingly low for an insti- tution of Grady’s size and case complexity. APM also concluded that Grady’s cost per adjusted discharge, a benchmark used to assess overall performance by ex- amining the cost of treating each patient admission, was lower than both the local and national averages of other prominent public and private health care providers.

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