ZBB Tracker
🛡️ Public data only — no PHI permitted on this instance.
Zero-Based Budgeting Tracker
Cost category rebuild · savings initiative portfolio · waste audit · spend policies · vendor rationalization — 1,705 corpus deals
Pre-ZBB Baseline
$467.2M
Current Run-Rate
$427.6M
Target Run-Rate
$403.3M
Savings Captured
$39.6M
Savings Remaining
$24.3M
Capture Rate
62%
Initiatives
13
Corpus Deals
1,705
ZBB Transformation Progress
$39.6M captured / $63.9M opportunity · 62% capture rate
Run-rate reduced from $467.2M → $427.6M · $24.3M remains to target
Cost Category Rebuild — Baseline vs Current vs Target
| Category | Pre-ZBB ($M) | Current ($M) | Target ($M) | Captured ($M) | Remaining ($M) | % of Rev | Benchmark |
|---|---|---|---|---|---|---|---|
| Salaries & Wages (non-clinical) | $58.50 | $52.80 | $48.50 | $5.70 | $4.30 | 10.50% | 9.60% |
| Clinical Labor (MDs, Nurses) | $185.50 | $182.00 | $175.00 | $3.50 | $7.00 | 36.50% | 35.00% |
| Benefits & Payroll Tax | $48.50 | $44.20 | $42.00 | $4.30 | $2.20 | 8.80% | 8.40% |
| Technology / Software | $18.50 | $14.80 | $13.50 | $3.70 | $1.30 | 3.00% | 2.70% |
| Professional Services / Consulting | $12.50 | $8.50 | $7.20 | $4.00 | $1.30 | 1.70% | 1.40% |
| Medical Supplies | $28.50 | $26.80 | $25.50 | $1.70 | $1.30 | 5.40% | 5.10% |
| Pharmaceuticals (Buy-and-Bill) | $35.50 | $34.20 | $33.50 | $1.30 | $0.70 | 6.80% | 6.70% |
| Facilities / Rent | $18.50 | $17.80 | $17.50 | $0.70 | $0.30 | 3.60% | 3.50% |
| Insurance (Malpractice + GL) | $8.50 | $7.20 | $6.80 | $1.30 | $0.40 | 1.40% | 1.40% |
| Marketing & Brand | $8.20 | $5.50 | $4.80 | $2.70 | $0.70 | 1.10% | 1.00% |
| Travel & Entertainment | $3.20 | $1.80 | $1.50 | $1.40 | $0.30 | 0.40% | 0.30% |
| Legal & Compliance | $4.80 | $3.80 | $3.50 | $1.00 | $0.30 | 0.80% | 0.70% |
| Utilities & Occupancy | $5.50 | $5.20 | $5.00 | $0.30 | $0.20 | 1.00% | 1.00% |
| Contract / Locum Labor | $18.50 | $13.20 | $10.50 | $5.30 | $2.70 | 2.60% | 2.10% |
| Other G&A | $12.50 | $9.80 | $8.50 | $2.70 | $1.30 | 2.00% | 1.70% |
Savings Initiative Portfolio
| Initiative | Category | Target ($M) | Captured LTM ($M) | Capture Rate | Owner | Status |
|---|---|---|---|---|---|---|
| Locum conversion (MD/RN) | Contract Labor | $5.30 | $3.85 | 73% | CHRO | on track |
| GPO unification (Vizient primary) | Medical Supplies | $2.20 | $1.65 | 75% | VP SCM | on track |
| IT/SaaS rationalization | Technology | $3.80 | $2.85 | 75% | CIO | on track |
| Consulting spend freeze | Professional Services | $4.00 | $3.85 | 96% | CFO | completed |
| Marketing agency consolidation | Marketing | $2.70 | $2.00 | 74% | CMO | on track |
| Office space reduction (3 offices) | Facilities | $0.70 | $0.55 | 79% | VP Real Estate | on track |
| Benefits plan renegotiation | Benefits | $4.30 | $3.80 | 88% | CHRO | completed |
| Clinical productivity improvement | Clinical Labor | $7.00 | $2.20 | 31% | CMO | lagging |
| Malpractice pool consolidation | Insurance | $1.30 | $1.15 | 88% | General Counsel | completed |
| T&E policy tightening | Travel | $1.40 | $1.30 | 93% | CFO | completed |
| Legal panel rationalization | Legal | $1.00 | $0.85 | 85% | General Counsel | on track |
| Non-clinical overhead reduction | Salaries | $5.70 | $4.80 | 84% | CFO | on track |
| Back-office G&A reduction | G&A | $2.70 | $1.90 | 70% | CFO | on track |
Waste Audit Findings
| Waste Type | Description | Identified ($M) | Eliminated ($M) | Recurring | Owner |
|---|---|---|---|---|---|
| Duplicate SaaS Subscriptions | 18 overlapping SaaS tools eliminated | $1.85 | $1.85 | YES | CIO |
| Dormant Office Leases | 3 offices fully empty since COVID | $1.25 | $1.25 | YES | VP Real Estate |
| Overstaffed Non-Clinical Admin | 12 positions eliminated post-PMI | $2.85 | $2.85 | YES | CHRO |
| Expedited Shipping Abuse | No-approval policy enforced | $0.28 | $0.28 | YES | VP SCM |
| Over-Prescribed Brand Drugs | Formulary enforcement | $1.45 | $0.88 | YES | CMO |
| Redundant Consulting Engagements | 3 consulting firms doing overlap work | $1.85 | $1.85 | ONE-TIME | CFO |
| Non-Formulary Medical Supplies | Standardization to formulary | $0.85 | $0.65 | YES | VP SCM |
| Subscription Auto-Renewals | Unused seats on renewed contracts | $0.62 | $0.62 | YES | CFO |
| Malpractice Excess Coverage | Double-covered physicians | $0.55 | $0.55 | YES | General Counsel |
| Paper-Based Processes | Manual claims / prior auth converted | $1.85 | $0.95 | YES | CIO |
Spend Policy & Control Framework
| Policy | Threshold | Approval Level | Enforcement | Violations LTM | Savings ($M) |
|---|---|---|---|---|---|
| Expense Approval Authority | >$1000 = VP; >$10000 = CFO | strict | enforced via Concur | 42 | $0.42 |
| Vendor Onboarding | New vendor requires 3 quotes | strict | enforced via Coupa | 8 | $0.28 |
| T&E Per Diem Caps | GSA rates + 10% | moderate | monthly audit | 28 | $0.18 |
| SaaS / Software Spend Review | Quarterly CIO sign-off required | strict | enforced | 2 | $0.85 |
| Consulting Engagement Gate | RFP for any $>50K engagement | strict | enforced | 1 | $0.65 |
| Offsite / Event Spend | $15k cap per event | strict | enforced | 3 | $0.22 |
| Corporate Card Policy | Auto-suspension after 2 audit failures | strict | automated | 5 | $0.12 |
| Executive Discretionary | >$25k requires board approval | strict | quarterly reporting | 0 | $0.00 |
Vendor Rationalization Results
| Category | Vendors Pre | Vendors Post | Spend Pre ($M) | Spend Post ($M) | Savings ($M) | Quality Impact |
|---|---|---|---|---|---|---|
| Medical Supplies | 85 | 32 | $12.50 | $10.80 | $1.70 | improved — same quality |
| SaaS / Software | 142 | 68 | $8.50 | $5.80 | $2.70 | same |
| Professional Services | 28 | 8 | $4.50 | $2.50 | $2.00 | consolidated expertise |
| Marketing Services | 22 | 6 | $4.80 | $2.10 | $2.70 | same |
| Temp / Agency Staff | 18 | 5 | $12.50 | $7.20 | $5.30 | improved |
| Pharmacy Wholesalers | 8 | 2 | $22.50 | $21.20 | $1.30 | same |
| Legal Counsel | 15 | 6 | $4.80 | $3.80 | $1.00 | maintained |
| Facilities Management | 12 | 4 | $3.20 | $2.70 | $0.50 | improved SLAs |
ZBB Thesis: Platform baseline $467.2M reduced to $427.6M with $39.6M captured to date.
Highest-impact captures: consulting freeze (96%), benefits renegotiation (88%), malpractice pool consolidation (88%).
Clinical productivity initiative is the lagging workstream at 31% capture — execution challenge requires CMO-led intervention.
$24.3M in remaining opportunity — concentrated in clinical labor and contract labor categories.
Vendor rationalization eliminated 183 redundant vendors across 8 categories, generating $17.2M annualized savings.
Waste audit surfaced $13.40M of annual recurring waste; $11.73M eliminated to date.