Bradford T. Hill is President and Managing Director of GroupHILL. Prior to founding GroupHILL, he
was the Senior Manager leading the Laboratory Service Line U.S. for
Ernst & Young, LLP and Vice President and Managing Principal of Chi
Laboratory Systems, Inc. Hill has over 21 years of broad-based
laboratory consulting experience and has held management and
directorship positions in many laboratories, including an independent
laboratory and a large multi-specialty group practice. He is the founder
of Clinical Laboratory Consultants", which in 1994 merged with Chi
Laboratory Systems, Inc. GroupHILL provides consulting services,
proprietary and customized computer software, and interlaboratory
financial/productivity comparison and reporting services (IMPROVE™)
as an integrated system of services and products to help health care
providers organize and analyze financial data, diagnose organizational
needs, and formulate solutions to today's challenges.
A sampling of Dr. Hill‘s clients include Stanford University, Sutter Health, the Compass Group, Association of Public Health Laboratories, Crozer Keystone Health System, Loma Linda University, Renown Health System, Capitol Region Health System (New Hampshire), St. John Health System in Detroit, CareGroup in Boston, United Medical Center in Cheyenne, Georgetown University, Duke University, the Duluth Clinic, the Mayo Clinic and the Bay Area Hospital Laboratory Network, the Maryland Health Network, the Catholic Health Network of Long Island, Catholic Health Partners of Chicago, Community Hospitals of Central California, Centralized Transfusion Services of Pittsburgh, the University of Chicago, Rush-Presbyterian-St. Luke's Medical Center in Chicago, St. Francis Health System of Pittsburgh Department of Pathology, Santa Clara Valley Medical Center (a teaching institution of Stanford Medical School), the State University of New York (SUNY) Stony Brook, VISN 15 Veterans Health Administration and Columbia Presbyterian in NYC.
Operations Improvement and Re-engineering efforts for Dr. Hill's larger clients result in an average of over one million dollars (and up to fifteen million dollars) in annual and recurring bottom line enhancements. Optimization and establishment of outreach services are included in the focus of his efforts. Disciplined financial modeling and costing via a suite of proprietary software tools (Clinical Laboratory Solution™) are integral in all projects, to both predict and monitor the effects of changes in structure, operations and markets served.
Dr. Hill, an MT(ASCP), holds an M.A. in Health Care Administration from Central Michigan University and a Doctorate in Business Administration from Nova University. He has served as a faculty member of the Friedt School of Business and Entrepreneurship, teaching computer applications, financial management and current topics in health care to MBA and MHA students, and has served two terms on the National Board of Directors for the Clinical Laboratory Management Association, Inc. (CLMA). He is on the Board of Directors and past president and founding member of the Centennial Chapter of CLMA, has served on the technical advisory panel on laboratory issues for the Medical Group Management Association (MGMA), has been an inspection team member for the College of American Pathologists (CAP), and has presented many papers, seminars and case studies nationally. He has also authored a text on laboratory economics and management. He currently sits on a subcommittee of NCCLS setting the standards of Remote Access to Clinical Laboratory Diagnostic Devices via the Internet.
Recent publications and presentations include an ongoing guest lectureship at the George Washington University/Association of Public Health Laboratories International Laboratory Management Institute in Washington, which includes lectures on Financial Management, Problem Solving and Decision Making (process and analytical tools) and Strategic Planning, Leadership and Management training in 6 sub-Saharan African countries, a Strategic Plan for Laboratory Services in Tanzania, "Reengineering as a Strategic Response to Health Care Reform" for the University of Wisconsin/Wisconsin State Laboratory of Hygiene, "Regionalization of Laboratory Services - a Shared Governance Model" for the G2 sponsored Lab Institute in Washington, an article in Laboratory Medicine entitled "Shared Governance Empowers Laboratorians", a seminar entitled "Costing Your Practice in a Capitated Environment" for the Pathology Management Assembly of the annual national meeting of the Medical Group Management Association (MGMA), a unique series of presentations addressing "Best Practices in Clinical Laboratories" and the "New Metrics of Performance and Quality" for the AHA program entitled "Integrated Health Care Strategies for Health System and Hospital Laboratories" and an article entitled "New Frontiers for Diagnostic Testing: Taking Advantage of Forces Changing Health Care" published in the Clinical Laboratory Management Review.
At an annual CLMA national meeting an interactive session detailed three long-term success stories of reengineering in the clinical laboratory. One of the case studies brings alive his recent publication in the American Journal of Clinical Pathology (Special Article: “Enhancing the Financial Performance of a Health System Laboratory Network Using an Information System”, July, 2000 issue of the AJCP, Workman, Lewis and Hill authors). Another case study in Clinics In Laboratory Medicine (“A Longitudinal View of Laboratory Re-Engineering in a Community Hospital Group”, June 1999, Weilert and Kister authors) documents a long term success story about making reengineering part of lab culture. Hill was the original reengineer for that group of hospitals.
At present, the firm is involved in or has just completed: strategic planning and incentive alignment for Stanford University Medical Center, Benchmarking for the Compass Group (an alliance of 20 large IDN system laboratories comprised of over 350 hospital and CORE labs),an operations assessment for Renown Medical Center, a Market Outreach Opportunity Assessment for Crozer Keystone Health System, an Operations assessment and staffing benchmark for Loma Linda University, optimizing, via implementation of a new LIS, redesigned physical plant and front-end automation, Capital Region Health Care in New England, an eight hospital consolidation of VISN 15 of the Veterans Administration Hospitals, the Methodist Health System of Omaha and the thirty hospital Sutter Health System in the Bay area of California.
For more information and a full listing of publications, presentations and projects, please visit: www.groupHILL.com