South Shore Health (SSH) has long been a leader in delivering exceptional care. As Massachusetts’ only community-based Level III NICU and one of just three Level II Trauma Centers in the state, SSH sets the standard for regional healthcare. Its nationally recognized cardiac program performs more than 3,500 procedures annually and consistently ranks among the top 10 hospitals in the state.
Maintaining this level of excellence requires constant evolution—especially when it comes to workforce strategy.
The Situation
SSH recognized that managing contingent labor contracts directly was no longer sustainable. The burden on HR, finance, and clinical leadership teams was growing, and the inefficiencies made it difficult to implement strategic cost-saving initiatives.
Key challenges included:
- High costs associated with inconsistent agency bill rates
- Time-consuming and manual contract management
- Misalignment and communication gaps between HR and clinical teams
- Limited visibility into labor utilization and spending
To build a more sustainable and effective contingent labor program, SSH needed a partner that could deliver both strategy and technology. They turned to HWL.
A Strategic Partnership with HWL
SSH partnered with HWL to lead a full-scale transformation of its contingent labor program—anchored in a data-driven, census-based staffing model. The initiative was championed by SSH’s Chief Human Resources Officer, Darleen Souza, and prioritized real-time analytics and collaborative problem-solving.
HWL introduced a 90-day RN tracking tool with goal-adjustment functionality, improving forecasting and communication between departments. This approach closed long-standing communication gaps between HR and clinical teams, aligning workforce planning with operational needs.
With leadership buy-in and analytics guiding every step, SSH shifted from reactive staffing to a proactive, budget-based model that emphasized both cost savings and care quality.
Results & Outcomes
The results of the transformation were both immediate and impressive:
- Contingent labor spend reduced by 33% - from $52M to $35M year-over-year.
- Bill rates dropped - from $174/hour to $97/hour.
- Overtime hours reduced by 66%.
- Contingent FTEs cut from 180 to just 40, while maintaining care standards.
- Improved operational workflows. Timekeeping, invoicing, and agency payments became more efficient and accurate.
- Increased visibility and accountability through real-time analytics dashboards and stakeholder engagement.
- Established a sustainable framework through regular meetings and cross-functional collaboration.
Looking Forward
The clinical perspective supports the all-inclusive success of the initiative. South Shore Health continues to evolve its workforce strategy, now focusing on local talent recruitment and permanent role conversions. The streamlined communication processes and regular stakeholder engagement have created a sustainable framework for future staffing management.
This transformation has positioned South Shore Health to maintain its excellence in patient care while optimizing operational efficiency—proving that innovation and strategic partnerships can lead to systems that work better for everyone.
The SSH story demonstrates that with leadership, clear analytics, and collaboration, healthcare organizations can become stronger and more efficient through thoughtful transformation.