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transitional healthcare management

transitional healthcare management

Providing transitional CFO level leadership to hospitals, health systems, and multi-specialty physician groups.
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Our Services

Our Services

  • Transition Financial Management

    Strategic/Financial Planning, Debt Financing Strategies, Revenue Cycle Reorganization, Capital Planning
  • Turnaround Plans, Board Relations, Administrative and Financial Operations

    Turnaround Management

  • Transitional Executive Leadership

    Organizational Development Strategy, Physician Practice Management, Executive Recruitment, Interim CFO
  • Hospital and Physician Practice Consolidations and Mergers, Contract Negotiations, Investment Strategy

    Mergers & Acquisitions

Case Study

The Signs and Symptoms of a Failing Organization

Slide1

Goal of Presentation

Slide2

How to Start Assessment

Slide3

Organize Evaluation Around Key Topics

Slide4

Market Assessment

Slide5

More Key Volume Indicators

Slide7

Compare Indicators

Slide8

Compare Trends

Slide9

Physician Assessment

Slide10

Financial Assessment

Slide11

Operational Performance Assessment

Slide12

Capital Needs Assessment

Slide13

Financing Considerations

Slide14

Governance Assessment

Slide15

Subjective Assessment

Slide16

Evaluating Symptoms of Potential Failure

Slide17

Case Study – An “Atypical” Community Health System

Slide18

Background

Slide19

Current Market Assessment over Past 5 Years

Slide20

ABC Health – Discharges

Slide21

ABC Health – Average Daily Census

Slide22

ABC Health – Payor Mix

Slide23

Market Share Indicators

Slide24

External Market Assessment

Slide25

Primary/Secondary Service Area

Slide26

Competitive Environment – ABC Health PSA

Slide27

ABC Healthcare PSA Competitive Environment CY12-CY13

Slide28

Emergency Room Visits (ED) per Day

Slide29

ABC Health – ER Visits per Day

Slide30

Deliveries

Slide31

Market Assessment Conclusions

Slide32

Physician Utilization Trends

Slide33

Discussion and Observations

Slide34

ABC Health Net Patient Revenues

Slide35

Financial Considerations Table

Slide36

Capital Expenditures Table

Slide37

Financial Conclusions

Slide38

Governance Assessment

Slide39

What should be done to avoid failure?

Slide40

The decline of ABC Health started 5+ years ago

Slide42

Lack of strong governance

Slide41

Efforts to merge, affiliate or sell

Slide43

Conclusions

Slide44

Time for action

Slide45

Thank you

Slide46

Contact Info

Slide47

Client Testimonials

In the time Jay worked for me at Emory Healthcare, he was responsible as CFO for the financial affairs of a health system that Emory contract managed. He was able to get for the organization additional cash flow financing, participated in the defeasance of a multi-million dollar bond financing saving the organization more than $3 million per year and did all possible to keep the organization financially viable until a buyer was identified for this facility.

Creative thinking and out of the box thinking were critical elements of this endeavor. Jay worked in a very stressful environment where he had to manage many different parties which all had varying priorities. I never saw Jay become emotional under the stress. He has the great ability to remain very calm and focused. His work also included significant board level communication and exposure. I strongly recommend Jay and JH Enterprises to assist in financial leadership issues from turnaround and transition management through merger and acquisition.

Jimmy Hatcher, Chief Financial Officer Emory Healthcare, Atlanta, Georgia

Our local community hospital was in trouble and needed specialized financial expert advice so the community could maintain quality medical care in our mountain community. Mr. Hoffman filled the gap with his expert knowledge of health care accounting and financial planning and allowed our board of directors to make decisions on the facts, not feeling. It was a hard lesson for the community to learn and Mr. Hoffman provided expert financial advice that could not be provided in house.

Robert E Perkinson, Jr Past Chairman of the Board, Bluefield Regional Medical Center

I was chairman of the board of a not-for-profit hospital, Southern Regional Medical Center, which developed financial difficulties and Jay initially was retained as a consultant to help turn around the organization. He immediately rolled up his sleeves and took on the difficult task head on and performed so well that we subsequently asked him to be our permanent CFO and help us right the organization. During this period Jay worked diligently and relentlessly and at the same time communicated well with our board as well as several other constituents including Emory Healthcare who was our managing partner and the County politicians. Cash flow was a major issue and he was able to obtain additional monies with various financing tools and help with defeasing a multi-million dollar bond which save Southern Regional more than $3 million yearly. It was not because of Jay’s efforts that ultimately the organization could not survive on its own and Jay then helped with a complicated and at times emotional sale of the hospital which allowed its doors to be kept open and serve our community.

I worked closely with Jay during these difficult times and he always kept me informed and I was impressed by his calm and focused demeanor. His critical thinking and creativity were also strong assets and helped to sustain the hospital as long as it was. Jay is the right person to assist an organization with need for turnaround, help with a potential merger or sale or to help financially stabilize an organization that might be experiencing rocky times.

Dr. Richard Prokesch, Infectious Disease Past Chairman of the Board, Southern Regional Medical Center

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Memberships

Memberships

  • hfma
  • aicpa
  • ohio society

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Get In Touch

 

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