Healthcare Hospitality Consulting

IHS treats food service ills at health care facilities

IHS helps hospitals, health systems and continuing-care clients with consulting and planning for patient dining, retail food service, coffee bars, catering, gift stores and vending operations.

Typical challenges faced:

  • Sagging Press Ganey or other patient satisfaction scores that are detrimental to the overall performance of the hospital.
  • Lacking variety and quality of healthful food choices for employees and patients, sending mixed messages about the importance of nutrition to good health.
  • Underperforming, inefficient and slow employee food service for hospital care staff who normally only have thirty (30) minutes to eat, causing loss in productivity.
  • Determining if an outsourced food and nutrition program is more beneficial for the hospital or system.
  • Determining the right services to be provided for growing building/campus populations.

Results with IHS:

  • Proven strategies for programs that result in higher patient satisfaction scores that can result in increased reimbursements for health care facilities that file with the Centers for Medicare & Medicaid Services.
  • Menu engineering ideas and best practices that drive improved healing by providing nutritious and well-balanced food.
  • Introduction of proven retail programs and technology that drive customer speed of service and satisfaction.
  • Feasibility studies that quantify the potential of increased commission, lower costs and capital investment to drive food and nutrition service facilities and innovations.
  • Programming and strategic plans for more efficient and effective services to meet health system goals and drive program participation.

Case Study

Cleveland Clinic: Health system demonstrates how two contractors are better than one

Cleveland Clinic logo

Cleveland Clinic had an interesting predicament: Its food and hospitality needs had become too large for one provider to manage.  Administration, with the advice of IHS, decided to split the business across two providers.

Challenge:

Cleveland Clinic needed to transition from one to two national contractors in 60 days.

Process:

IHS steered Cleveland Clinic and two contractors to a solution.

Cleveland Clinic triangle IHS between contractors

  • Established rules of engagement for each operator based on portfolio and client needs.
  • Defined roles for project completion with project managers from each entity.
  • Embraced the role as subject matter expert representing the Client stakeholders and driving transition activities.
  • Updated senior leadership throughout the transition time period with executive briefings and reports.

Results:

Clear expectations and responsibility, with a smooth transition.

  • Completed transition with no S.E.R.S.
  • Experienced no service disruption.
  • Increased retail revenues from day one.
  • Increased operator performance from both service providers based on quality assurance scores.
  • Improving Press Ganey scores for food & nutrition across the enterprise.

What's next?

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