Hospitals and health systems face constant economic pressures that require creative approaches to ensure the communities they serve receive high-quality, patient-centered care. An increasingly common – but potentially disruptive – solution involves partnering with clinical and non-clinical outsourcing companies.
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After continued financial losses, a large integrated health system made the strategic decision to sell its health plan operations.
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Trinity Medical Center needed a positive and decisive vote from a state review board to move forward with plans to relocate their operations.
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As the strategic communications partner for a major regional health system, Lovell Communications was called upon to help shape communications strategy around the organization’s planned merger with another large system.
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After unsuccessful attempts to find a partner, a beloved nonprofit hospital was on the brink of closure.
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A mid-western not-for-profit hospital was facing issues common to many standalone hospitals around the country: declining reimbursements, an unfavorable payor mix, increasing costs and lack of capital.
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When Community Health Systems (CHS) signed a letter of intent to acquire the largest and most prestigious physician practice in Spokane, Washington, the deal required a successful vote of the Clinic’s 75 physician shareholders – and the transaction needed to close in less than 90 days.
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Like most health care providers, Ardent Health Services and its 13 hospitals were preparing for the nationwide transition to ICD-10, a new system of codes used to describe medical services provided by doctors and hospitals.
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