Cecily Lohmar

Cecily LohmarMs. Lohmar is a founding Principal with New Heights Group. During her healthcare career, Ms. Lohmar has gained management, operational, and clinical experience in a variety of public and private healthcare agencies. She brings to client engagements specialized expertise in strategic planning, service line planning and development, integration/consolidation strategies, and physician strategies, as well as facilitating organizational retreats and planning sessions.

Actively involved in the healthcare industry for over 20 years, Ms. Lohmar is a Member of the American Association of Healthcare Consultants and the Society for Healthcare Strategy and Market Development. She is a frequent speaker healthcare trends, integration strategies, provider partnerships, physician strategies, and post acute care. Ms. Lohmar recently served as faculty for the ACHE Seminar, Making Clinical and Operational Integration Work.

A representative sample of engagements include:

  • Directed the development of a health system delivery plan for a two-campus hospital serving two distinct communities and a large rural population. Activities included focus groups, town meetings, community surveys, market sizing, and facility planning in concert with the system’s architect.
  • Directed the strategic and facility plans for a rehabilitation unit of an academic medical center. The strategy called for moving this growing service to an independent location, enabling it to grow as a freestanding facility. The facility planning process involved converting a small community hospital into a rehabilitation hospital and campus.
  • Led several service line strategic plans and facility plans for a regional healthcare system serving a large geographic market. Service lines studies included pediatrics, orthopedics, surgery, cardiac, oncology, women’s and long term care. Facility planning studies were completed for two of the three hospitals.
  • Led the development of a post acute service strategy for a large integrated delivery system. The consolidation of all post acute services into one corporate presented challenges to this hospital based system, and caused questions regarding the purpose of these services. The strategic plan outlined the value proposition for post acute as well as specific growth strategies that would benefit both the individual hospitals and system.
  • Directed an ambulatory strategy for three unaffiliated hospitals serving an eight county geographic area. The plan segmented the area into over 30 sub-markets identifying ambulatory objectives and proposed development initiatives in each. Make, buy, or partner strategies were developed for each area

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