TRG helped a North Carolina healthcare system in the development of a comprehensive strategic plan designed to articulate the core priorities and initiatives of the hospital and its components in the marketplace. As a result, the Hospital was able to:

• 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 a New York safety net hospital in the evaluation of its financial turnaround options and development of a detailed business plan for its acquisition by a local healthcare system. Our work resulted in the following:

• An assessment of the financial condition of the Hospital, an estimation of the size of the hospital’s need for financial improvement, scenarios related to internally generated financial improvements, alternative capital funding sources, and alternative clinical configurations and service development initiatives.
• Financial projections and review of the implications related to the cost of an organized closure and bankruptcy of the hospital.
• Identification of opportunities for financial improvement and rationalization of services, both for the Hospital as an independent entity and in a relationship with a local healthcare system.
• Development of a comprehensive business plan related to clinical configuration and market development initiatives, including specific growth initiatives that would transform the Hospital into a viable healthcare enterprise.
• Specific tactical plans for clinical volume and medical staff development in key service lines.
• A plan for faculty–community physician integration.
• A plan for the rationalization of clinical services and service line discontinuation.
• Capital from the State to bridge the Hospital’s immediate funding needs and additional capital to support the Hospital’s long-term business plan initiatives.

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