Specifically, the reform efforts were focused on two targets. The first was to merge neighboring public hospitals, as well as hospital clinics and departments, and the second to modernize the financing mechanism used by the unified, state-owned health insurer (EOPYY), by introducing a Greek version of Diagnostic Related Groups (DRGs ). Regarding the first reform, with the exception of 2–3 small hospitals which were integrated into larger units, hospital mergers were never implemented in Greece due to extensive political and social pressure by respective interest groups. As for the intended plan for EOPYY to finance public hospitals via the DRG system (known as KEN-DRGs in Greece), this is pending on the unlikely event that EOPYY can solve its inherent deficit problems and find sufficient resources to fulfill its intended purpose. Hence, public hospitals continue to be funded by The Ministry of Health through the state budget, which covers salaries and all current expenses. Apart from closed budgets, two horizontal measures were adopted by the Ministry to reduce public health care expenditures. One measure was an average 35% cutback in salaries since 2009, and the other an “until further notice” suspension of all public hiring. In light of these developments, the aim of this study was to investigate longitudinal efficiency of Greek public hospitals during the crisis period.