Alabama

• DCH HealthCare, Tuscaloosa (four-hospital lab merger, including strategic vendor negotiations)
  
• Marshall Health System‚ Guntersville (two hospital merger plan‚ vendor assessment)
  
• Mobile Infirmary M.C., Mobile (core lab study, cooperative testing with other hospitals)
• Springhill Hospital, Mobile (cooperative testing study)

California

• Adventist Health System, Roseville (eighteen-hospital lab assessment/merger, vendor negotiations, reference lab planning)
• Citrus Valley Health Partners, Covina (three-hospital lab merger)
  
• Community Medical Centers, Fresno (three-hospital lab merger)
  
• Dameron Hospital, Stockton (lab assessment, re-engineering, vendor negotiations, design of new off-site lab)
  
• El Camino Hospital, Mountain View (lab assessment, re-engineering, automation, lab outreach marketing plan, sales training and administration, vendor negotiations)
  
• Emanuel Hospital‚ Turlock (lab assessment)
  
• Good Samaritan Hospital, San Jose (lab assessment and re-design, vendor negotiations)
  
• Hazel Hawkins Hospital, Hollister (vendor negotiations)
• Henry Mayo Newhall Hospital, Valencia (merger of two labs, interim laboratory management, lab outreach assessment, vendor negotiations)
  
• Little Company of Mary H.S., Torrance (three-hospital lab merger, private lab acquisition analysis)
  
• Motion Picture/TV Hospital, Woodland Hills (lab assessment and re-engineering)
  
• Pomona Valley Hospital Medical Center‚ Pomona (lab assessment‚ lab outreach marketing planning‚ vendor negotiations)
• San Joaquin Community Hospital, Bakersfield (lab outreach, marketing planning, lab assessment)

Connecticut

• Yale New Haven Health Systems, New Haven (lab merger assessment, vendor cost, reductions)

Florida

• Mercy Medical Center, Miami (lab assessment, lab outreach planning, vendor negotiations‚ recruiting)
  

Georgia

• Hutcheson Medical Center, Ft. Oglethorpe (lab assessment‚ vendor negotiations)
  
• Piedmont Healthcare, Inc., Atlanta (five-hospital lab merger planning and vendor negotiations)

Hawaii

• The Queen's Health System, Honolulu (assessment of independent and hospital labs, vendor negotiations, strategic and marketing planning)
  

Illinois

• BroMenn Healthcare, Normal (pathology contract assessment/negotiations)
  
• Mt. Sinai Health System, Chicago (vendor negotiations)
  
• Southern Illinois Healthcare, Carbondale (vendor negotiations)
  

Indiana

• Greater Lafayette Health Care, Lafayette (two-hospital merger planning)
  
• Memorial Health System, Inc., South Bend (planning, vendor negotiations‚ lab cost assessment‚ lab insourcing assistance‚ lab outreach marketing planning)
  

Louisiana

• Willis-Knighton Health System, Shreveport (pathology contract assessment/negotiations)
  

Maryland

• Maryland Medical System, Baltimore (three hospital lab merger, lab assessment)
  

Massachusetts

• Berkshire Health Systems, Pittsfield (review of three-hospital lab merger plan)
  

Michigan

• Ingham Regional Medical Center‚ Lansing (lab assessment‚ vendor negotiations)
  
• Spectrum Health, Grand Rapids (pathology contract assessment/negotiations)
  

Mississippi

• Forrest General Hospital, Hattiesburg (pathology contract assessment/negotiations)
  
• Forrest General Hospital and Hattiesburg Clinic (lab merger assessment, lab design and vendor negotiations)
  

Nebraska

• Alegent Health, Omaha (four hospital merger, vendor negotiations, acquisition evaluations)
  
• Beatrice Community Hospital‚ Beatrice (lab assessment‚ vendor negotiations)
  

New York

• Erie County Medical Center, Buffalo (vendor negotiations, lab assessment)
  
• Little Falls Hospital‚ Little Falls (lab planning and vendor negotiations)
  
• North Country Hospitals (nine-hospital cooperative study)
  
• St. Luke's Cornwall Hospital, Newburgh (two-hospital lab merger, vendor negotiations)
  

North Carolina

• Blue Ridge Healthcare, Valdese (two-hospital group, pathology contract negotiations)
  
• Carolinas HealthCare System, Charlotte (four-hospital merger, pathology negotiations, lab recruiting, vendor negotiations, lab outreach planning)
  

Oklahoma

• Integris Health, Oklahoma City (two-hospital merger, pathology negotiations, lab outreach planning, vendor negotiations)
  
• Norman Regional Hospital, Norman (pathology lab issues)
  

Pennsylvania

• Crozer-Keystone Health Systems, Philadelphia (vendor negotiations)
  
• Heritage Valley Health System, Pittsburgh (two-hospital merger, vendor negotiations)
  
• Warren General Hospital, Warren (lab assessment and vendor negotiations)

South Carolina

• Conway Hospital‚ Conway (pathology contract negotiations)
  

Texas

• Texoma Health System, Denison (two lab merger)
  

Virginia

• Bon Secours Health System‚ Richmond (multi–hospital laboratory assessment)
  

Washington

• Harrison Hospital, Bremerton (lab outsource vendor negotiations)
  
• Southwest Washington Medical Center‚ Vancouver (market assessment‚ vendor negotiations)
  

Wyoming

• United Medical Center, Cheyenne (lab outsource vendor negotiations‚ market assessment‚ lab design/ build)
  

Independent clinical laboratories we have served include:

• Medical Arts Laboratory (marketing/sales planning)
  
• Nichols Institute (corporate VP, regional lab system management)
  
• Physicians Medical Laboratories (17 year management)
  
• Diagnostic Laboratory Services, Inc. (strategic planning, vendor cost reductions)
  

Other healthcare clients have included:

• Eclipsys Corporation (lab consultant sub-contracting)
  
• ICN Pharmaceuticals, Inc. (technology consulting)
  
• Northern Medical & Surgical, Inc. (management)
  
• Imaging Dynamics, Inc. (marketing)
  
• Miles Laboratories, Inc. (joint venture consulting)
  
• VHA, Inc. (lab consulting)

---

SEE MATTICE & ASSOCIATES RESULTS...