How We Think

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.

A nation-wide medical group providing physician-led, office-based treatment for individuals suffering from opioid and alcohol use disorders, was investing in its network of centers and needed a creative digital strategy to reach potential patients.

Following years of declining admissions – including a reduction in births to fewer than one per week – the board of a small New England hospital made the difficult decision to close its OB unit.

Faced with two separate and wide-ranging data breaches affecting more than a million patients, a health system needed our support as they navigated the complex corrective actions each crisis required. The tangle of problems stemmed from malicious phishing attacks that infiltrated the client’s email system, which not only exposed private health information but also threatened team member direct deposits.

After continued financial losses, a large integrated health system made the strategic decision to sell its health plan operations.

Trinity Medical Center needed a positive and decisive vote from a state review board to move forward with plans to relocate their operations.

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.

After unsuccessful attempts to find a partner, a beloved nonprofit hospital was on the brink of closure.

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.

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.