One in three rural hospitals may be forced to close their doors in the next decade.2 With guidance from an experienced healthcare financial consulting partner, it doesn’t have to be yours.

While only 83 rural hospitals in the U.S. have closed since 2010,1 nearly 700 more face the same possibility. You know the reasons: lower reimbursements, rising bad debt, worker shortages and competition from newer regional facilities, to name a few. Most likely, you feel the pain of some or all these issues in your own organization.

While business as usual is not an option, many rural hospital executives simply don’t know where to turn for help. They often assume financial consultants are cost-prohibitive, don’t understand healthcare and certainly can’t relate to a small-town hospital’s daily challenges. The truth is, the right financial consultant can help rescue rural hospitals and communities they serve.

Just as hospitals’ problems and needs have changed dramatically in recent years, so has one consulting company’s approach. Warbird Consulting Partners is different because it’s made up of people who have been where you are and faced the same problems you face. Their consultants are former CEOs, CFOs, CIOs, revenue cycle directors, AR managers and other key players in hospitals of all sizes. They know the issues, they speak your language and they know what to do to get you back on track.

Warbird’s other big difference is cost. They know cash-strapped hospitals can’t afford big consulting fees. On performance improvement engagements, they provide flexible pricing options including charging a percentage of the results they deliver. By sharing in the upside, Warbird has skin in the game. If they don’t deliver, you don’t pay.

One in three rural hospitals may be forced to close their doors in the next decade.2 With guidance from an experienced healthcare financial consulting partner, it doesn’t have to be yours.

Contact us today to see how we can help you.

CONTACT US

Contact Info
Michael Draa, CEO
404-496-5230
mdraa@warbirdcp.com

Doug Fenstermaker, Senior CFO
404-496-5230
dfenstermaker@warbirdcp.com

[1]Ellison, Ayla. “State-by-state breakdown of 83 rural hospital closures,” Becker’s Hospital CFO Report, January 26, 2018.

[2]“New report indicates 1 in 3 rural hospitals at risk,” National Rural Health Association, February 2, 2016.

“I would highly recommend Warbird to any organization seeking project or comprehensive engagement to improve financial performance,” said the hospital’s CEO. “Their contribution will deliver a positive return on investment and you will have lifelong colleagues who will always be there for you.”

Bankruptcy filings by U.S. hospitals and medical companies more than tripled in 2017, hitting an alarming high in a multiyear trend. Since 2010, Chapter 11 filings by healthcare companies with more than $1 million in assets rose 123%, even as filings in the broader economy fell 58%.With the healthcare industry’s financial woes expected to continue, hospital executives know things can go downhill quickly. Many are scrutinizing every corner of their operations to help ensure they survive and thrive.

The president and chief executive officer (CEO) at a mid-Atlantic community hospital proved the efforts pay off. While her hospital had a long track record of healthy margins, she became concerned when performance declined sharply in first quarter 2016. Rather than waiting to see if things would improve, she responded immediately, bringing in Warbird Consulting Partners to analyze the situation, pinpoint underlying issues and execute a plan of action.

The hospital CEO and Warbird agreed there would be “no stone left unturned.” The Warbird consultant, who has more than 30 years’ experience as a healthcare chief financial officer (CFO), looked at every line on the financial statement including supply expenses, services contracts, depreciation expense and labor costs. As interim CFO, he worked closely with the hospital CEO and chief operating officer to quickly develop revenue cycle objectives, establish a budget and assign executive sponsors to each performance improvement initiative. He positively influenced the operational culture, helping hospital teams move from analysis to action and instilling a sense of urgency and confidence to deliver on big promises.

The results speak for themselves. The organization was at breakeven by the end of second quarter 2016, profitable in third and fourth quarters and ended the year with a 3.8% operating margin, substantially better than the 2016 hospital median of 2.21%.Salaries and wages went from 42.8% of net revenue to 39.7%, saving $9 million; and other expenses decreased from 57.5% of net revenue to 56.6%, for $3 million in savings. Annualized savings totaled more than $20 million and exceeded seven percent of operating expenses. Warbird met its guaranteed return on investment for the engagement, delivering significantly more value to the community hospital than what they paid in fees.

“I would highly recommend Warbird to any organization seeking project or comprehensive engagement to improve financial performance,” said the hospital’s CEO. “Their contribution will deliver a positive return on investment and you will have lifelong colleagues who will always be there for you.”

Contact us today to see how we can help you.

CONTACT US

Contact Info
Michael Draa, CEO
404-496-5230
mdraa@warbirdcp.com

Doug Fenstermaker, Senior CFO
404-496-5230
dfenstermaker@warbirdcp.com

[1]Kary, Tiffany. “Next U.S. Restructuring Epidemic: Health-Care Companies,” Bloomberg, November 27, 2017.

[2]Hospital Medians, Merritt Research Services.

Academic medical centers face unique financial vulnerabilities. The right healthcare consulting partner, like Warbird Consulting Partners, can help them manage these challenges and maintain their status as the centerpieces of the American healthcare system.

Academic medical centers (AMCs) have long been positioned at the top of the healthcare provider pyramid. But behind the prestigious brands and flawless reputations, financial threats loom. Declining reimbursements, narrowing healthcare exchange networks and dwindling research funds are among the market dynamics forcing AMCs to reevaluate their missions and strategies.

As margins shrink, AMCs are trying to shore up performance, exploring everything from simple cost-cutting measures to technology investments to partnerships and acquisitions. Most AMC executives, however, don’t have the bandwidth to lead major operational or revenue cycle initiatives. They’re there to teach and care for patients, not worry about making money. So where can they turn for help?

Business consultants are an option, but they tend to bring a corporate or traditional health system perspective that frankly doesn’t apply to the academic environment. What AMCs need are healthcare experts who understand the culture, governance processes, reimbursement mechanisms, referral flows and other forces unique to academic medical center operations.

Equally important in sizing up healthcare consultants is their hands-on experience. AMCs should look for practitioner consultants who have actually done the work they recommend, whether it’s planning strategy, troubleshooting technology or building spreadsheets.

The final consideration in hiring a healthcare practitioner consultant, of course, is cost. It doesn’t make sense to pay high fees when expense control and margin improvement are primary objectives. A good healthcare consulting firm has the confidence to charge a percentage of the results they deliver. If they don’t turn things around as agreed, the AMC doesn’t pay.

Academic medical centers face unique financial vulnerabilities. The right healthcare consulting partner, like Warbird Consulting Partners, can help them manage these challenges and maintain their status as the centerpieces of the American healthcare system.

Contact us today to see how we can help you.

CONTACT US

Contact Info
Michael Draa, CEO
404-496-5230
mdraa@warbirdcp.com

Doug Fenstermaker, Senior CFO
404-496-5230
dfenstermaker@warbirdcp.com

The Warbird approach produced a quick win and ongoing performance improvement. In two short months, the hospital’s denials went down, revenue went up and cash collection improved by $3.2 million with $2.2 million pending.

If you’re feeling pressure from tight margins and sluggish cash flow, you’re not alone. Almost half of rural hospitals lost money in 2017,1 making it tough to manage cash for everything from day-to-day operating expenses to long-term lending requirements and capital plans. Given today’s reimbursement uncertainties, days cash on hand is a critical measure for every hospital.

Many hospitals lack the resources to pinpoint and fix their cash flow problems, putting themselves at financial risk. A smart alternative is to bring in third-party consultants who can objectively assess the situation and implement solutions the hospital can sustain long after the consultants are gone.

A southern U.S. hospital with fewer than 65 beds did just that, hiring Warbird Consulting Partners to help address bad debt, slow cash collection and increased accounts receivable (AR), especially those 90 days and greater. Warbird, whose consultants all have hands-on experience in healthcare finance, revenue cycle and IT, brought in AR specialists to review, correct and resubmit claims to payers to accelerate reimbursement. The Warbird team identified denial trends by payer, type and hospital department to pinpoint root causes and documented denials tracking and appeal processes. Finally, they trained the hospital staff to do the work themselves to sustain positive results.

The Warbird approach produced a quick win and ongoing performance improvement. In two short months, the hospital’s denials went down, revenue went up and cash collection improved by $3.2 million with $2.2 million pending. The denials backlog shrunk, reducing AR inventory by 34.6%. The ratio of project cost versus return, based on $3.2 million, was one to five, proving that regardless of size, hospitals have the potential for a big payback using the right partner and approach.

Contact us today to see how we can help you.

CONTACT US

Contact Info
Michael Draa, CEO
404-496-5230
mdraa@warbirdcp.com

Doug Fenstermaker, Senior CFO
404-496-5230
dfenstermaker@warbirdcp.com

[1]New Data Reveals More Rural Hospitals Losing Money,” The Hospital & Healthsystem Association of Pennsylvania, February 7, 2018.

Within one year, the AMC went from a projected $70 million loss to an estimated $39 million profit and with another $20 million in AR reserves.

While academic medical centers (AMCs) operate differently than typical community health systems, they often face similar reimbursement pressures, rising costs and patient demands for more holistic care. An example of how financial vulnerabilities can affect an AMC and how they can overcome those issues is a multi-hospital system based in the Southeast. The organization is made up of several hospitals including an AMC with 1,100 employed physicians and a school of medicine.

In fiscal year 2014, the AMC faced several operational challenges resulting in a forecasted $70 million loss. To quickly identify and resolve the problems, they hired a new chief operating officer and chief information officer, and brought in an interim chief financial officer (CFO) from Warbird Consulting Partners.

The most pressing revenue cycle issue stemmed from the AMC’s Epic patient accounting system, which was not implemented correctly and did not recognize net revenue accurately. After an accounts receivable (AR) review, they wrote off more than $110 million in net AR dating back to the Epic implementation two years before. To ensure accuracy going forward, the new team reinstalled seven major Epic modules, wrote new policies and procedures and retrained 700 revenue cycle employees.

Reimbursement was another significant pain point for this AMC. Following a thorough analysis, the Warbird interim CFO renegotiated payer contracts to bring reimbursements in line with the complex services provided. He created a separate managed care function, taking it from a one-person function inside the business office to a team with a vice president (VP) and seven additional staff members to support analytics and negotiations. To encourage community hospitals to send patients to their tertiary referral center, executives reviewed patient transfer and scheduling policies to facilitate same-day or next-day appointments with their many specialists.

Finally, the AMC’s new executive team made expense control a high priority. They reviewed all open positions to confirm their necessity and implemented a VP-level review and approval process for all new hires. Every month, each department director reviewed his or her operating and financial performance with their VP, explained variances and presented plans to get back on budget.

Within one year, the AMC went from a projected $70 million loss to an estimated $39 million profit and with another $20 million in AR reserves. A strong focus on operational efficiencies and adapting to the shifting healthcare landscape resulted in this $129 million turnaround on the AMC’s $2.3 billion revenue base.

Contact us today to see how we can help you.

CONTACT US

Contact Info

Michael Draa, CEO
404-496-5230
mdraa@warbirdcp.com

Doug Fenstermaker, Senior CFO
404-496-5230
dfenstermaker@warbirdcp.com

With a merger on the line, Centegra Health System navigated financial challenges to put themselves on the path to profitability.

Healthcare mergers and acquisitions are off to their strongest start in more than 10 years,1 continuing a trend shaped largely by value-based, at-risk reimbursement. Providers are bracing themselves for more to come. In a recent survey, more than 70% of respondents said they expect their organizations’ merger, acquisition and partnership activity to increase in the next three years.2

Strategically, a merger can make sense for both parties, provided the financials are in order. That was the case with Illinois’ Centegra Health System and Northwestern Memorial HealthCare when they announced a merger in 2016. But in early 2017, Centegra bore the brunt of a “perfect storm” of a series of simultaneous financial issues. These included opening a new hospital in a suburban area, closing the acute care function in another hospital within the system and the need to accrue more than originally anticipated due to increases in uncompensated care and growth in self-pay patients (a universal phenomenon in the last few years). Needing to make several mid-course corrections quickly, Centegra’s CEO reached out to Warbird Consulting, a financial consulting firm he had engaged in the past for select financial support expertise.

The magnitude of the financial impacts of the “perfect storm” issues was significant. The CEO wanted to take a comprehensive look at broad performance improvements ranging from revenue enhancements to labor productivity, among others, across the total health system. He also wanted his operations executives and directors to drive the process . A Warbird Sr. CFO, teaming with an operations executive from its partner, the CEO Advisory Network (CAN), moved quickly, creating six performance improvement teams led by executives and comprised of vice presidents and directors from across the organization. Warbird and CAN facilitated team activities, helping them form charters, establish financial objectives to make Centegra profitable within two years, and holding them accountable for metrics, decisions and results.

All six of Centegra’s performance improvement teams met weekly and made many major decisions, including reducing staff, outsourcing revenue cycle management and investing in technology. Warbird’s and CAN’s collaborative approach uncovered problems the staff had known about for years but didn’t know how to surface and resolve in a timely fashion.

“This worked for Centegra,” said Mike Eesley, CEO, “because Warbird didn’t tell us what to do. They gave us the structure and process to find the right solutions ourselves.”

Within four months of Warbird’s arrival, performance started turning around. Centegra forecasted a loss for 2018 but is on track to beat that prediction by more than $10 million, as a result of successfully implementing more than $30 million in “real and tracked” economic benefits emanating from the six performance improvement teams. EBIDTA also improved. The “run rate” for sustainable performance improvements is at $4 million per month moving into the next fiscal year. Centegra expects to reach their goal to be profitable in 2019, building Northwestern Medicine’s confidence in Centegra’s performance and their future partnership. In May 2018, Northwestern Medicine announced a joint signature for the definitive agreement to merge by September 1, 2018. That process is now in the planning stages.

Contact us today to see how we can help you.

CONTACT US

Contact Info
Michael Draa, CEO
404-496-5230
mdraa@warbirdcp.com

Doug Fenstermaker, Senior CFO
404-496-5230
dfenstermaker@warbirdcp.com

 

[1]“5 M&A Trends Investors Should Watch in 2018,” Morgan Stanley, February 6, 2018.

[2] Bees, Jonathan.“Mergers, Acquisitions, and Partnerships: Examining Financial and Operational Impact,” HealthLeaders Media, April 1, 2018.

Measurement and Analysis Case Study:

Boston Children’s Hospital; Boston, Massachusetts

Warbird develops custom data measurement tool to help world-renowned children’s hospital increase international market share

The Opportunity

Recognized as one of the most prestigious and high quality tertiary and quaternary care centers for children in the world, Boston Children’s Hospital sought to increase its share of the global market for children’s healthcare services. According to CFO David Kirshner, although Children’s is renowned for several areas of clinical expertise, there was growing concern about overseas competitors. “We needed to get our arms around how to best measure our international business information flow and ability to process our patients in a timely and effective manner.”

David knew that hospital decision-makers would need concise and timely data about the strengths and weaknesses of the international business and patient flow process within the Children’s system in order to grow international market share. He engaged Warbird Consulting Partners, a professional services firm specializing in value-driven organizational solutions, to develop a measurement and analysis tool designed specifically for hospital executives and physician leaders.

The Solution

David and Steve Nichol, Children’s lead director of the measurement effort, worked with Doug Fenstermaker, Warbird Consulting Partners’ managing director and leader of the company’s healthcare practice. A former healthcare executive with 18 years’ experience as a hospital CFO, Doug helped David and Steve develop a detailed measurement device that identified core indicators, process-oriented performance indicators and data elements that would need to be captured. The data would be provided in an easy-to-use dashboard interface that both meshed with and reflected progress on Children’s newly-developed international business strategic plan.

The project was completed in approximately 90 days and results were presented to the internal board that governs international business, chaired by Alan B. Retik, M.D. During this time, project managers also partnered with Huron Consulting Group’s higher education practice to assist in the creation of a long-range strategic plan for international business development at Boston Children’s Hospital. The hospital embarked on a multi-phase effort to implement the measurement system. Some key performance indicators – such as those related to revenue – were put into operation immediately while other, more complex indicators continued to be developed and refined.

The Boston Children’s Hospital international patient data measurement tool shows how Warbird can add value by custom-designing a solution to meet discreet organizational needs. The selected data indicators provide hospital executives, managers and physician leaders important information about the timeliness and effectiveness of information flow. The data also provides insight into communications and processes in managing a patient at Children’s – from the point of inquiry to the point of returning the patient to the country of origin. By being able to easily access critical indicator data about patient processing, hospital leaders are able to identify points where added efficiency will make Children’s a more attractive choice for patients coming from overseas.

Results: Measuring turn-around time and key economic indicators

The following is an excerpt of the table prepared for Boston Children’s Hospital that shows the nature of the custom-designed measurement tool and the types of indicators to be measured. Each indictor helps hospital leaders and Children’s international oversight board understand where the process is effective and efficient and where it can be improved. This indicator system was integrated with the hospital’s international business strategy to give management and others insight into the effectiveness of Children’s overall international business approach, including timeliness, communications, information flow and actual patient care delivery. The hospital populated the table with indicators from its data systems and uses the table as a dashboard for performance reporting to Boston Children’s Hospital senior leaders and international board of directors.

Interim Chief Financial Officer Case Study:
Trinity Mother Frances Health System: Tyler, Texas

Warbird provides customized healthcare finance team, including an interim CFO, to help leading health system move forward with key financial initiatives

The Opportunity
Recognized as a leader in quality and rated as the number one hospital in the state of Texas for patient safety, Trinity Mother Frances Health System in Tyler was in need of financial leadership after the retirement of its long-time CFO. Trinity had embarked on the construction of a heart hospital and the installation of the EPIC electronic information system yet days of cash-on-hand was strained and the organization was not prepared to enter the bond market for financing.

The Solution
Lindsey Bradley, president and CEO of Trinity, turned to Warbird Consulting Partners. Working with Warbird, Trinity was able to engage a customized team of healthcare finance experts that included an interim chief financial officer through Warbird’s Healthcare CFO Consulting Network, as well as key financial staff through Warbird’s On-Demand Services. In addition to interim CFO Pamela Vukovich, a healthcare finance expert with more than 29 years’ professional experience, including 11 years as a chief financial officer, Warbird also provided seasoned interim professionals to serve as internal audit director, tax manager and director of physician services, as well as several financial analysts.
Working onsite with the Trinity executive leadership team three-to-four days a week, Pam and the Warbird team collaborated with the hospital’s finance department to devise a detailed plan of action to put the organization on financial track. With her expertise, Pam spearheaded the development of a long-range financial plan that included a return-on-investment analysis for the EPIC and heart hospital projects, and helped define the need for bond financing for expected capital outlays in the next three years.
After the long-range plan was approved by the Trinity finance committee and executive leadership team, Pam prepared the organization for review by Fitch and Moody’s. Trinity’s current ratings were confirmed and Pam led the combined finance team in working with investment bankers to execute a successful bond issue.
In addition to addressing the immediate financial challenges facing Trinity, Pam worked with CEO Lindsey Bradley to restructure the finance department and its functions for long-term improvement, including instituting a department of internal audit, and defining its responsibilities, staffing models and detailed audit programs. She also reviewed Trinity’s investment practices and policies and recommended key changes in cash management and investment allocations to Trinity’s finance committee. All of these changes were implemented and have resulted in a more robust finance function with greater returns and lower risk.
Finally, Pam worked with Lindsey and Trinity COO Ray Thompson to rewrite the CFO job description and provided expert input during the selection process for a permanent CFO. Trinity selected Joyce Hester, an internal candidate, and Pam has continued to consult with Trinity as a mentor for the new CFO with regular update calls to provide counsel in the areas of bond financing, investments and more.

Results
Warbird’s expertise in healthcare finance management and its ability to build a customized On-Demand team to meet the hospital’s specific needs provided the following results for Trinity Mother Frances Health System:
• New Chief Financial Officer
• New bond financing at attractive rates
• Established department of internal audit
• Robust investment policies, including new asset allocations for corporate and retirement funds, and an improved cash management system
• Completed reviews of ratings, which were confirmed
• Restructured bond portfolio with reduced interest expense and lower risk
• Process to review and standardize physician incentive compensation programs
• New record keeping and investment management firm for the system’s 403(b) pension plan, which resulted in significant annual savings to participants
• Long-range financial plan and model, which could be updated by Trinity staff in the future
• Standardized financial analysis and capital analysis

Process Improvement and Resource Restructuring Case Study:
Tufts Medical Center; Boston, Massachusetts

Warbird enhances process outcomes in month-end reporting to help Tufts Medical Center provide more timely information and increase operating performance

The Opportunity
A world-class academic medical institution operating in the highly competitive Boston healthcare market, Tufts Medical Center wanted to improve the quality and timeliness of its financial reporting without the cost of adding new staff resources. Although Tufts Chief Financial Officer Okey Agba believed the needed process improvements and staff realignment were feasible, his busy schedule prevented him from devoting the time necessary to designing and implementing the changes.

The Solution
In order to devise and execute a process and realignment strategy, Okey and Tufts Controller Kathy Davis engaged Warbird Consulting Partners’ Healthcare CFO Network. Jim Fox, a former CFO with 35 years of healthcare experience and a senior consultant at Warbird, worked with Okey and Kathy along with a small group of Tufts Medical Center employees. With Jim’s expertise and guidance, the Tufts CFO and controller were able to develop a strategic process map to improve the timely production of month-end financial statements through more effective utilization of resources.
The overall strategy/plan and the first phase of implementation were completed in 60 days, and the Tufts team continued to improve upon the process under Kathy’s direction. Jim continued to be involved over the next few months with ongoing consultation and periodic check-ins to ensure the plan remained on track. The new process flow has been sustained and further refined over the last 12 months.

Results
The Tufts Medical Center project demonstrates how Warbird Consulting Partners can assist an established finance team in developing and executing a new process plan, while also enhancing existing capabilities to achieve superior outcomes. The process improvements and resource restructuring allowed Tufts Medical Center to refocus on strategic operational priorities aimed at maintaining its competitive position in the Boston market. Other benefits of the Warbird engagement included:
• Decreasing unnecessary steps in the production of month-end financial statements
• Reducing by one-third the amount of time required to produce month-end financial reports
• Lowering the number of FTEs within the finance department
• Reducing special-request reports that diverted staff resources from essential finance functions