ECG helped Tampa General Hospital evolve from a freestanding entity into a growing regional health system positioned to provide value-based care.
Tampa General Hospital (TGH) is a private, not-for-profit hospital serving a population of 4 million people in West Central Florida. One of the largest hospitals in the state, TGH is licensed for more than 1,000 beds and has an employee base of over 6,000. TGH is the primary affiliate of University of South Florida’s Morsani College of Medicine, and more than 300 residents train at the hospital in a number of disciplines.
As a single-hospital entity, TGH was concerned about how it could maintain or expand its market share in a region dominated by large systems of care with broad geographic footprints and expansive physician relationships. Seeking to remain an indispensable provider of services to patients in the Tampa Bay market, TGH needed a strategic plan to strengthen its competitive position, respond to healthcare reform, and address evolving market dynamics.
Working closely with senior management and other key stakeholder groups, ECG helped TGH develop a 5-year strategic plan with three focus areas:
- Enhance hospital efficiency and effectiveness
- Expand TGH’s ambulatory and primary care base
- Develop a regional clinically integrated network
TGH then asked ECG to engage in intensive tactical planning to execute the plan’s key initiatives. We created detailed work plans for each initiative, laying the groundwork for TGH to improve performance under case rates and value-based payments; develop and maintain alignment with an appropriate number and mix of physicians and significantly increase the number of primary care physicians (PCPs) affiliated with TGH; develop new ambulatory centers, allowing for “one stop” access to PCPs, specialists, and a broad range of diagnostic/therapeutic services; and establish a network of preferred providers, build competencies for clinical integration, and create new relationships with payers and health plans.
TGH leadership is following the implementation plan and has accomplished several objectives, including establishment of a collaborative network to better position the hospital for value-based arrangements. The organization has also expanded its geographic footprint with the development of multispecialty ambulatory care sites. Further, the hospital has transformed its previous identity as a large, complex teaching hospital that primarily handled high-acuity cases to a regional system of care that is focused on enhancing cost, quality, and access.