Grady is not a newcomer to the news by any means as they have not made money since 2000. It appears progress is being made by the auditors, especially in the contract and financial areas, now the real test.
The real test involves changing many operational procedures, and now we are back to the people business. This is of course the same issue that every hospital deal with, coming to terms with both clinical and management agreeing on procedures, plans, budgets, you name it, the hard part. 
There are efficiencies that can certainly be added to the clinical side of things, and much may involve new technology, but then there's the other side of the coin as to how far does it go to reach a happy medium. The pendulum swings both ways and if a happy medium somewhere in the middle can be reached, then it could be the start of a good plan. It's a big job with information overload flowing faster than we have ever seen and it is a challenge to not lose sight of good patient care in the process. BD
Resistance from staff, bad technology, delays and worker shortages are hampering powerhouse consultant PricewaterhouseCoopers’ makeover of Grady Memorial Hospital’s cash flow, a new report shows.
The consultant saved Grady more than $34 million between October and June 30, the report says, but “significant barriers” stand in the way of transforming the public hospital into a profitable enterprise – or at least one that bleeds money less profusely.
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