I was privileged to serve as CEO of KGH (Trios) in 2003-2004, brought in to lead a turnaround effort to ward off bankruptcy due to poor executive management skills and lack of adequate governance expertise.
When we left after two years, the hospital had regained viability, restored secure cash levels, achieved lean labor productivity, reduced non-labor expenses significantly in physician contracting and elsewhere, and left management and the board with an array of monthly operating metrics and tools to monitor everything and to maintain the hard-won gains.
Alas, current reporting and results demonstrate that today's CEO and board, many of whom were there in 2003 and should know better, have allowed the hospital to ride off the rails again.
Worse, they have hired not one but three consulting firms to repeat the analyses from 10 years ago that will simply reiterate what was found then and re-spend millions of district dollars. The huge difference this time is that the firms will not be supplying the expertise to implement the changes needed.
If Mr. Marshall and the board could not sustain the successes they inherited then, what makes us think they can save KGH now? Toss them out while you can.