Regional Health Systems


Keeping the Community Alive.

Regional Health System Practice

As a community’s trusted custodian of care and vital economic engine –regional health systems shoulder critical loads.

They’re charged with operating a financially stable organization where people choose to come for care. Where physicians choose to practice. Where employees choose to work.

The stakes couldn’t be higher.

We understand these distinct needs. Each day, we put our decades of experience working with or serving as executives in regional systems to work for our clients.

World class care, close to home. It’s not just what the doctor ordered, it’s what the community demands.

For every project, we custom-build a team of experts fluent in the challenges and opportunities specific to local healthcare leaders.

We work with clients to:


Navigate difficult issues that threaten to derail your progress


Implement real-world solutions that fit your budget and demonstrate measurable results


Recruit the support of your C-Suite, board and other essential teams for your efforts

Our specialized Regional Health System Practice helps leaders position their organizations to grow, enhance and protect reputations and fulfill their missions.

Subscribe to High Stakes »

A leadership blog written for senior-level healthcare executives, High Stakes offers insights and counsel on the communications challenges of today’s transformative hospital environment.

Regional Health System Case Studies

The board of a large community-owned health system wanted to understand why its numerous attempts to improve the patient experience had failed to move the needle on lower-than-average HCAHPS. Recognizing the need for urgency and progress, they engaged us to audit their patient experience efforts and develop a strategy to get their scores “unstuck.”


We immediately launched an assessment, survey and listening tour to unlock the voices of the system’s 14,000 employees. It became clear that poor alignment around patient experience, lack of behavioral standards and accountability—and seemingly ever-changing priorities—were causing apathy and confusion.

Based on gap analysis findings and employee feedback, a Patient Experience Steering Committee was commissioned to partner with us to develop a strategy focused on creating a catalyst, alignment of leadership and employees around a shared vision and the deployment of best practices. Given the level of initiative fatigue, it was important that this not feel like another initiative or task.

With one shot to get it right, we leveraged mountains of employee feedback to develop a Promise, or shared vision, for the type of experience patients and employees should be able to expect.

With the Promise as a rallying cry, we launched a highly-coordinated campaign to elevate patient experience, empower and equip the system’s 1300+ leaders, introduce and hardwire a behavioral framework, redesign orientation to focus on culture and increase recognition and coaching across the system.


This tailored approach succeeded because employees heard their own voices in the shared vision and were reconnected to the system’s mission, its leadership and to their personal passion for caregiving. Benefits were immediate. Confidence in leadership increased, the recognition gap decreased and patient experience scores improved. A priority and motivator for leadership and employees, this work has inspired the mantra, “It’s not about doing more, it’s about being more.”


Leaders of a regional health system were centralizing operations when they realized employee engagement was low. They decided to address the problem by searching for gaps in their internal communications efforts. Quickly recognizing they needed more resources to do the research, they brought us on board to conduct a thorough audit.


We began by polling employees and interviewing managers about their communications styles, knowledge and use of tools.

Results from those efforts were clear: Employees were receiving information that wasn’t relevant to their work, didn’t connect with the system’s mission and came from a variety of sources. Managers, meanwhile, varied markedly in their comfort and ability to communicate.

To address this, we built a plan to flip the organization’s top-down communications strategy into a two-way relationship between employer and employees. Elements included:

  • A new protocol that drastically reduced “All-Staff” emails, ensured that content was relevant to specific employee populations and was properly curated with the most vital information at the top
  • Creation of a new intranet portal to serve as a single, easily accessible, updated source of truth
  • Development of a training program for managers to help them communicate clearly to their teams


Measured by surveys, the strategy yielded dramatic results. One year later, 77 percent of employees responded they received the appropriate amount of information from the system, versus 54 percent the previous year. Another 58 percent said they received information pertinent to their day-to-day work, versus 45 percent the previous year. Finally, half of the respondents said they felt engaged, up from one-third of employees before we began our work.


 Two prized regional health systems wanted to partner to tackle major health issues in their home state – and to ward off out-of-state competitors eager to snap them up. But influential state lawmakers were skeptical of this merger of equals. Meanwhile, staffs and physicians were already grappling with change fatigue, since both systems had launched separate major initiatives independent of the merger. 


 Cognizant that both systems were partnering from positions of strength, we worked closely with leaders to create a broad understanding of “the why” behind the merger. We had to demonstrate clearly that they weren’t growing just to grow, but had made a strategic decision to improve access, service and long-term stability. Together, they could ward off encroachment from larger systems in neighboring states and focus efforts on a state-based solution to healthcare. Conjoined, the erstwhile rivals would enjoy blended leadership with existing CEOs sharing at the helm.

Our team worked simultaneously on the merger and integration, convening legal and government relations, leadership from both systems and transaction advisers. After crafting, we delivered our cohesive story in a deliberate, highly cadenced drumbeat that engaged internal audiences, regional media and state and federal regulators. We intentionally overcommunicated. Even a dedicated website helped explain the partnership. We supported respective internal teams, aligned leadership and worked together to navigate the political dynamics.


 Potential roadblocks cleared, our clients successfully completed the deal ahead of schedule. The unified, mission-driven organization is highly-regarded and operating virtually statewide to improve care. 

Media coverage was balanced and fair. Unions never challenged. The team neatly navigated regulatory requirements to convert from a non-profit, closing within six months of the LOI announcement. The transaction’s $100 million foundation was viewed a stunning benefit for the region.