Strategic Analysis

Start-up Hospital Market Feasibility. Prepared a Market Feasibility Study for an acute care hospital, where a closed facility was being reopened under new ownership with an entirely different mission and strategy. The analysis included definition and analysis of the service area, market share, competitor analysis, and a medical staff survey. As a result, the facility was able to document its suitability for HUD Section 242 financing. Management also gained important insights for its competitive strategy.

New International Medical Center Business Plan. Prepared a full business plan for a proposed 319-bed world class hospital in Bangalore, India. Analysis included market overview, competitor analysis, and ten-year financial projections. The U.S.-based management company is now using this plan to seek investors and other financing.

Entrepreneurial Venture in Complementary and Alternative Medicine. Worked with entrepreneurial team to estimate market potential, assess strategic options and refine business concept for a potential new venture in complementary and alternative medicine.

IPA Software Developer Strategic Options. Developed a Strategic Options Assessment (Business Plan, Phase 1) for a software developer considering entering the market with operational software for IPAs. Analysis revealed crucial factors and challenges in the market that enabled the entrepreneur to avoid making a costly unproductive investment.

Operations Improvement

Small Hospital Operations Improvement. Benchmarked, tracked and facilitated clinical and business improvements that resulted in a $2 million turnaround for a small community hospital. Led workshops, executive retreats and training sessions. Utilized clinical benchmarking from the Healthcare Management Council to identify key areas for improvement and focus the efforts of clinical task forces.

Disease Incidence: Actual vs. Expected. As part of our strategic partnership with Strategic Health Resources®, prepared a custom report of the Disease Incidence Model™ comparing expected and actual disease incidence in a medical group's capitated population. Identified crucial drivers of potential excess cost to support contract negotiations.

Medicare HMO Operations and Strategy. Served as a project manager for a high-level task force assessing business potential and addressing operational, financial and strategic issues of a Medicare HMO. Through data analysis and team facilitation, enabled members to identify and focus on key drivers of medical costs and implement cost-saving strategies. Enabled senior management to determine that operational improvements were unlikely to yield a profitable product in light of market and corporate constraints, resulting in the firm's decision to exit the market.

Organizational Development

Not-for-Profit Health Association Strategic Visualization. Designed and facilitated key section of a leadership retreat, enabling the association's volunteer leadership and executive staff to visualize the concrete impact of pathbreaking organizational goals and develop strategies to achieve them.

Hospital Quality Improvement Process. Jointly facilitated hospital leadership retreat drafting a statements of vision, mission and values. Facilitated and supported work teams and coached team leaders of quality improvement process that JCAHO reviewers hailed as "one of the best we have seen."

Voluntary Health Association Leadership Retreats. Designed and facilitated a series of leadership retreats that removed interpersonal barriers and reoriented and revitalized the organization. Facilitated volunteers and staff in developing a vision statement for the organization that lead to an organizational restructuring and reenergized the organization's fundraising base.

Hospital System Productivity Management Workshops. Designed a workshop and case study approach for presenting managers with data on their departments' task mix, skill mix and productivity which lead managers to identify specific opportunities for improvement. Enabled managers in 13 client hospitals to identify $13.3 million in potential improvements.

Benchmarking

Hospital Competitor Cost Benchmarking (State Data). Developed a quantitative model to estimate costs of California hospitals for nursing, ancillary and support/overhead functions by DRG, starting from publicly available data. The model accounts for differing cost-to-charge relationships by hospital and by DRG, differences in the mix of services utilized within each DRG, and costs by functional area in each hospital for inpatient acute care services. This model, utilized by many hospitals in multiple engagements, was developed in a joint project with the Healthcare Management Council; HMC utilized the data to provide a compelling graphic presentation and analysis comparing client and competitor costs by clinical service line on a fully case-mix adjusted basis.

Hospital Competitor Cost Benchmarking (Medicare Data). Developed a quantitative model to estimate hospital costs by DRG using Medicare Cost Reports and Medicare Clinical Data. This model was developed in a joint project with the Healthcare Management Council; HMC utilized the data to provide a compelling graphic presentation and analysis comparing client and competitor costs by clinical service line on a fully case-mix adjusted basis.

Small Hospital Operations Improvement. Benchmarked, tracked and facilitated clinical and business improvements that resulted in a $2 million turnaround for a small community hospital. Led workshops, executive retreats and training sessions. Utilized clinical benchmarking from the Healthcare Management Council to identify key areas for improvement and focus the efforts of interdisciplinary clinical task forces. Utilized functional and financial benchmarks from ACTION to establish administrative and departmental work teams. Developed internal database and reports to track progress against targets.

Financial Services

New International Hospital Financial Projections. Provided ten-year financial projections and edited the business plan for a proposed 160-bed acute care hospital in Dhaka, Bangladesh, for which enabled the U.S.-based management company to seek EX-IM Bank financing.

New International Medical Center Business Plan. Prepared a full business plan for a proposed 319-bed world class hospital in Bangalore, India. Analysis included market overview, competitor analysis, and ten-year financial projections. The U.S.-based management company is now using this plan to seek investors and other financing.

Market Analysis for Reimbursement. Prepared a unique analysis of competitive hospital activity and market trends that enabled a hospital to seek a $10 million increase in Medicaid reimbursement.

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