Rising healthcare costs are creating an inflection point for regional health systems: payers are tightening contracts, employers are demanding alternatives, and patients are making cost-driven decisions about where and how they access care. A regional health system recognized that incremental improvement wouldn't be enough — and partnered with FTI Consulting to fundamentally redesign how they operate, contract and deliver care.
FTI Consulting was engaged across simultaneous workstreams — transitioning the organization's Accountable Care Organization (“ACO”) to a higher-risk, higher-reward value-based contract, overhauling ambulatory operations system-wide, executing a rapid financial turnaround of the urgent care organization, and optimizing surgical and procedural service lines — each demanding a different kind of expertise, all requiring the same disciplined execution.
FTI Consulting identified more than $82 million in annualized value across multiple transformation workstreams – including a successful ACO Global track transition, a completed gastrointestinal (GI) service line consolidation and an approximately one-day reduction in average monthly length of stay at a flagship hospital.
FTI Consulting identified more than $82.3 million in annualized value across all simultaneous workstreams spanning value-based care, ambulatory operations, urgent care financial turnaround and surgical services.
More than $38 million in financial improvement has been realized across workstreams since the engagement began, with execution ongoing across all four areas.
A 9:1 return across all workstreams, and individual workstream returns ranging from 2:1 to 15:1.
Our experts assessed the organization's ACO Realizing Equity, Access, and Community Health (REACH) performance and identified the opportunity to transition from the Professional to the Global risk track. A build vs. buy analysis recommended partnering with a value-based care (VBC) enabler to help the organization realize its full VBC potential.
Our teamsled more than nine strategy workshops to develop a VBC Charter with a guiding vision, actionable objectives, and KPIs — and built a three-year roadmap alongside more than 70 deliverables to drive operational efficiency and stakeholder engagement across the system.
Weconducted a comprehensive assessment of ambulatory governance, practice operations, and workforce efficiency, then moved directly into implementation — developing and deploying scheduling standards, optimizing clinician templates, redesigning medical leadership and governance, advancing referral lifecycle strategy and contact center centralization, and providing hands-on change management support across regional and leadership-level EBITDA improvement initiatives.
With a mandate to reach break-even EBITDA in nine months in the urgent care business, FTI Consultingpartnered with executive leadership on a $40 million turnaround — organizational restructuring, real estate rationalization, and clinic staff right-sizing, while supporting asset strategy decisions to define a sustainable care delivery footprint.
In one of the organization’s regions, which was facing mounting operational and financial pressures driven by an increasingly competitive market and a challenging patient mix, FTI Consulting accelerated turnaround efforts by developing demand-aligned staffing plans, supporting the go-live of GI service line consolidation, and standing up a Progression of Care Work Group that contributed to an approximately one-day reduction in average monthly length of stay.
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