• Identify areas of emphasis from which it could grow its market share and improve its service. 
• Invest $120M to develop its campus and services.
• Reposition itself as a regional referral center.
• Capture the dominant market share within the county (70%).
• Grow admissions by 11% and surgical cases by 18%.
• Achieve positive margins in each year.
  
  

TRG assisted with the corporate reorganization of a New York Catholic healthcare system comprised of four urban hospitals, seven long-term care facilities and post acute care services.  As a result, the System was able to:

• Determine the size of its multi-year financial problem, including an analysis of debt obligations, cash flow, and the overall performance of its 11 healthcare facilities.
• Separate the financial burden of its acute care services from its long term care strategies and post acute strategies.
• Reconstitute its governance structure, including the rights, responsibilities and powers of the respective local and corporate governing bodies.
• Improve its competitive position in the market.
• Resolve a financial problem that posed an immediate threat to its hospitals and a long-term threat to its long-term care facilities.
• Achieve a resolution to a substantial portion of its debt obligations.
   

TRG supported an academic medical center in Kentucky in developing and implementing strategic and operational initiatives designed to revitalize its role in the regional marketplace, while improving its ability to serve its urban population base. TRG’s work resulted in the following:

• Creation of a new faculty practice organization, including restructuring of the hospital-based clinics.
• Realignment of the ambulatory care strategies of the Hospital and Faculty Practice.
• Development of an incentive structure to support the substantially improved performance of ambulatory care.
• Restructuring of the relationship of the Hospital and Medical School with regard to ancillary services.
• Development of the methodology for reallocation of education and clinical funds, restructuring the flow of funds between the Hospital, Medical School and Medical Departments.
• Conversion of the Hospital and Medical School from a position of annual subsidy to a position of economic viability.
• Development of the corporate governance and management structures for the organization.