Strategy

Supporting strategic growth through the design of high-impact initiatives.

Strategy

Over the last decade. the US healthcare system has been transitioning from a fee-for-service model to a value-based care model. While slower than initially expected, and incomplete, the changes will continue and are being sped along by the recent COVID-19 pandemic. This transformation and the financial instability created by the pandemic highlight the need for robust strategic planning if health systems wish to survive and thrive in the years to come.

To ensure success in the future, health system leaders must adopt a collaborative and coordinated approach—forging new partnerships, aligning service offerings with community needs and patient expectations, and carefully managing heavier, hospital-based assets while developing lighter-asset, ambulatory care networks.

For nearly 50 years, ECG has been a strategic adviser to the nation’s leading healthcare providers, guiding and supporting the initiatives that have enabled them to grow and provide quality care to millions of patients.

Our Services Include:
Enterprise Strategy

Creating effective enterprise strategy for a value-based world requires balancing long-term positioning with responsive organizational decision-making. Helping providers design strategies that drive alignment and unity across the enterprise, while being sustainable, scalable, and adaptable, is what we do every day.

Our enterprise strategy solutions include:

  • Strategic positioning for value-based care.
  • Clinical, education, and research strategy.
  • Growth and alignment strategy.
  • Scenario planning.

ECG’s facility and capital asset planning experts translate an organization’s strategic and operational goals into implementable, viable, and flexible solutions. We apply a multidisciplinary approach to plan facilities that are continuously adaptable and can be occupied immediately. We recognize that sometimes there are alternatives to major construction, and it is always our goal to make the best use of existing assets, creating efficiencies and reducing costs.

Since 2000 ECG has helped 26 clients move into 25 million square feet of new space, including greenfield and de novo hospitals, major building additions, and campus expansions.

Our facility and capital asset planning services include:

  • Strategic facility master planning.
  • Building project planning.
  • Activation and transition planning.

ECG’s mergers, acquisitions, and partnerships practice offers comprehensive transaction advisory services, helping healthcare organizations navigate the complexities inherent in the pursuit of long-term strategic transactions and partnerships. In the last five years alone, ECG has supported more than 400 M&A transaction advisory engagements, serving over 200 clients in 41 states. We understand what it takes to build mutually beneficial partnerships that last.

Our mergers, acquisitions, and partnerships services include:

  • Sell-side, buy-side, and distressed M&A advisory.
  • Private equity partnership planning and execution.
  • Long-range integrated strategic financial planning.
  • Postmerger integration planning and implementation.

The success of all care delivery strategies hinges on the engagement and performance of physicians. As health systems transition to population health management, more integrated and accountable relationships are required between physicians and hospitals. With nearly 50 years of experience working with providers of all shapes and sizes, ECG has the expertise and relationships needed to build strong and successful relationships.

Our physician alignment and network development services include:

  • Physician-hospital alignment strategy.
  • Integrated medical group formation.
  • Faculty practice group development and design.
  • Provider workforce planning.
  • Community-AMC provider integration.

Medical staff development plans should be the foundation of your clinical integration, alignment, and recruiting strategies.

ECG uses a qualitative approach to go beyond basic ratios to discover the unique characteristics of your community and physician population. We produce comprehensive and actionable reports that use primary source verified data to ensure that the most accurate and current information is incorporated. Our medical staff development plans not only identify staffing needs, but provide strategic insights related to recruitment, retention, and alignment.

Service line excellence and growth don't occur organically. They are the result of purposeful planning, a clear vision, strategic direction, and the existing strengths of the hospital or system. ECG has the knowledge and experience to provide guidance and support for all major clinical programs, from the very beginnings of program development to execution and optimization.

ECG has dedicated teams to support:

  • Behavioral health.
  • Cardiovascular.
  • Children's health.
  • Neuroscience and spine.
  • Oncology.
  • Orthopedics.
  • Women's services.
Strategy

Thought Leadership

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Whitepapers

The US Healthcare Provider Economic Model Is in Critical Condition

We believe healthcare is too costly, too complex, and too fragmented. ECG has identified four key imperatives for health systems to improve their financial health and position their organizations for the future.

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ARTICLES
Surgery Migration—Catching the Confetti

Medicare, commercial payers and employer groups are demanding reduced healthcare costs. Providers must be responsive and proactive to keep them all happy.

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ARTICLES
A New Road to Value-Based Payments for Primary Care Providers

There are two new PCI payment arrangements for primary care physicians (PCPs) to choose between: Primary Care First (PCF) and Direct Contracting (DC).

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WHITEPAPERS
Transformational Drivers in the Health System of the Future

While there are many perspectives and publications on the “Hospital of the Future,” few, if any, provide a system perspective. Too often, when imagining the "Health System of the Future," a hospital-centric model emerges. The challenge in this hospital-centric view is that it ignores most of the factors that are already driving services, activity, and revenue to new and different care environments, and will do so increasingly over the next decade.

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