We help you develop and implement strategies that influence the
5 key pillars of your organization.

COVID 19 Rapid Response Leadership
LHA Philosophy

Kelly Lorah has spent the last 20 years deeply embedded in the healthcare system as a consultant, CEO, COO, and administrator, with a focus on Strategic Development and Implementation.

Having experienced so many different angles of the healthcare industry, she has a perspective that goes beyond strategy & policy and emphasizes sustainable implementation.  Whereas, most consultants consider their work done when they submit a report, the LHA team hones in on seeing the strategy work from every level of employee in the organization.  This makes LHA more accountable, invested, and impactful than most consultants. 

MEPA Model

Mission, Employee, and Patient Alignment Model

For something to be aligned, it requires a great strategy and implementation. That is why we built the MEPA model. A well thought out strategy, proper metrics to establish tracking, and an Implementation measurement driven through:

  • Assessment Needs
  • Research
  • Leadership Mapping
  • Employee Shadowing
  • Patient Experience
  • Review The Numbers
  • Operational Assessment
  • Hiring Practices
  • Policy Review
  • Internal Benchmarking
  • Assessment Needs
  • Research
  • Leadership Mapping
  • Employee Shadowing
  • Patient Experience
  • Review The Numbers
  • Operational Assessment
  • Hiring Practices
  • Policy Review
  • Internal Benchmarking
  • Assessment Needs
  • Research
  • Leadership Mapping
  • Employee Shadowing
  • Patient Experience
  • Review The Numbers
  • Operational Assessment
  • Hiring Practices
  • Policy Review
  • Internal Benchmarking
CAN MEPA WORK FOR YOU?
SERVICES

Through integrated solutions; your team can achieve sustainable outcomes.

Operational and Best Practices Review

Learning what works and what needs to change

Strategic Planning
 

A Human Factors Approach

Implementation
 

Solutions Put to Work

About LHA

Kelly M. Lorah, MHA, FACHE is a healthcare leader with over 19 years’ experience and is board certified in healthcare management. She has lead adult, pediatric, rural and urban hospitals in Washington, DC, California, New Jersey and Pennsylvania. She is currently a full-time in-house consultant at Children’s Hospital of Philadelphia. Her previous roles include Chief Executive Officer of Lower Bucks Hospital in Bristol, PA with Prime Healthcare, Chief Operating Officer at St. Christopher’s Hospital for Children in Philadelphia, PA with Tenet Healthcare, Chief Operating Officer at The Memorial Hospital of Salem County with Community Health Systems, and Associate Administrator at West Hills Hospital and Medical Center with Hospital Corporation of America in West Hills, CA. She received her Bachelor’s and Master’s degree in Healthcare Administration from The George Washington University in Washington, DC and is a Fellow in the American College of Healthcare Executives.
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About LHA

Kelly M. Lorah, MHA, FACHE is a healthcare leader with over 19 years’ experience and is board certified in healthcare management. She has lead adult, pediatric, rural and urban hospitals in Washington, DC, California, New Jersey and Pennsylvania. She is currently a full-time in-house consultant at Children’s Hospital of Philadelphia. Her previous roles include Chief Executive Officer of Lower Bucks Hospital in Bristol, PA with Prime Healthcare, Chief Operating Officer at St. Christopher’s Hospital for Children in Philadelphia, PA with Tenet Healthcare, Chief Operating Officer at The Memorial Hospital of Salem County with Community Health Systems, and Associate Administrator at West Hills Hospital and Medical Center with Hospital Corporation of America in West Hills, CA. She received her Bachelor’s and Master’s degree in Healthcare Administration from The George Washington University in Washington, DC and is a Fellow in the American College of Healthcare Executives.

A Visionary With A Resume to Partner with You to Succeed in The Post Peak Pandemic Paradigm

Operations Excellence

Consistently maintained operating margins between 10-20% through employee engagement that aligned financial goals to Lean improvement initiatives at department level.

Labor Optimization

Generated total $2M+ in salary savings for 3 organizations by implementing robust middle management training and improved accountability structure.

Operations Excellence

Consistently maintained operating margins between 10-20% through employee engagement that aligned financial goals to Lean improvement initiatives at department level.

Labor Optimization

Generated total $2M+ in salary savings for 3 organizations by implementing robust middle management training and improved accountability structure.

Service Line Development

Set and executed expansion strategies for 8 key service lines, including cardiology, neurosciences and orthopedics. Delivered on average 7% revenue growth within 5 quarters. •

Facility Expansion

Directed on-time, on-budget completion of $400M in new construction and expansion projects for adult acute care and pediatric hospitals. Expertly managed timeliness and regulatory compliance, while facilitating effective communication among clinical, architectural and construction partners.

Service Line Development

Set and executed expansion strategies for 8 key service lines, including cardiology, neurosciences and orthopedics. Delivered on average 7% revenue growth within 5 quarters. •

Facility Expansion

Directed on-time, on-budget completion of $400M in new construction and expansion projects for adult acute care and pediatric hospitals. Expertly managed timeliness and regulatory compliance, while facilitating effective communication among clinical, architectural and construction partners.

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