May 15, 2017 — Warbird Consulting Partners and The CEO Advisory Network are proud to announce a dynamic new partnership to help healthcare executives tackle the full spectrum of challenges facing the healthcare industry today. The partnership will bring together consultants with a wide range of expertise in finance, strategic planning, and overall performance improvement to provide a continuum of support across the C-suite, including CEOs, CFOs, and COOs.

“We think this is a historic and unique partnership because our approach addresses a problem that has been lingering in the industry for years, but that nobody has taken meaningful measures to address until now,” said CEO Advisory Network Senior Partner Alan Yordy. “Because we come from many different backgrounds, we are able to break down the silos. We can create a holistic and integrated solution set that addresses an organization’s needs across multiple business units and workflows.”

Warbird Managing Partner and EVP, Healthcare Doug Fenstermaker agreed, saying “There’s an enormous advantage when, for example, a CEO and CFO are in the room together as true partners working on solutions. Hospitals see the benefits from all perspectives — from operations to physicians to revenue. Not only is the strategy stronger, but the united leadership demonstrated by presenting ideas together to other executives creates an enormous sense of positive momentum.”

In addition to broad spectrum financial consulting support for C-suite executives, Warbird Consulting Partners and The CEO Advisory Network provide interim staffing services for executive leadership vacancies. Warbird’s OnDemand service is a proprietary national network of over 4,000 tenured and thoroughly vetted practitioner consultants. The CEO Advisory Network adds well-respected and capable Chief Executive and Chief Operating Officers to that group. Together, this partnership will help organizations fill critical C-Suite vacancies before their impact is felt — often within a few weeks or less.

 

For press inquiries, please contact:
Doug Fenstermaker
Managing Partner and EVP | Warbird Consulting Partners
813.345.1111 | dfenstermaker@warbirdcp.com

Alan Yordy
Senior Partner | CEO Advisory Network
541.954.8884 | alan.yordy@ceoadvisorynetwork.com

 

About Warbird Consulting Partners
Founded in 2012, Warbird Consulting Partners is a professional services firm based in Atlanta, Georgia that specializes in scalable, value-driven financial management solutions for businesses, healthcare organizations and government agencies. Warbird’s proven service delivery model and industry-leading expertise allow us to offer unparalleled value to organizations of all sizes and in all industries.

About The CEO Advisory Network
CEO Advisory Network is a team of highly accomplished healthcare leaders firmly grounded in senior level executive experience. Recognized nationally as leaders of Truven Top 100 Hospitals, U.S. & World News Report Top Hospitals, JACHO Codman Award winners and many others, our passion is to leave a lasting legacy by assisting today’s forward looking CEOs and senior executives in leading their organizations on their individualized path during these transformational times. Our collective experience spans virtually every challenge a healthcare leader will experience in a world of dramatic change. For more information, visit https://ceoadvisorynetwork.com

Click above to download this presentation.
Click above to download this presentation.

This PowerPoint presentation will help readers

  • Gain an understanding of how the revenue cycle has evolved
  • Discuss options hospitals have for revenue cycle going forward
  • Describe efficiencies and ROI for each piece of the revenue cycle

To download the presentation, please click the thumbnail image.

Telehealth has become a vital part of healthcare delivery, a cost-effective and patient-centered tool enhancing the overall quality of a health system’s care. Already, more than half of American hospitals offer telehealth care to their patients, with 7 million patients expected to receive telehealth care by 2018.

Yet the fact that telehealth is now mainstream doesn’t mean that implementing a telehealth service is easy. Health-system administrators looking to add telehealth to their services still need an implementation strategy. Without such a strategy, a telehealth program may never get off the ground or, if implemented, achieve its potential.

This white paper takes a high-level look at the telehealth landscape—what telehealth is, how quickly it’s being adopted, the ways telehealth benefits hospitals and patients, and some of the challenges health systems may encounter in implementing a telehealth service. Finally, we offer health-system leaders a framework to help them successfully implement a telehealth solution in their organization.

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It is critically important for health systems to implement new IT systems properly, since poor implementations can have a significant negative financial impact. By conducting implementations the right way, health systems position themselves to gain the most benefits from the technology and achieve the best possible financial performance.

Of course, implementations are often challenging, as evidenced by recent congressional inquiries into the difficulties encountered during some health systems’ implementations. But implementations need not be an exceptional burden. Lessons learned from previous implementations can help health system leaders ensure that future implementations proceed more smoothly and at lower cost.

This white paper looks at one health system’s poor implementation and the effect on its finances. Highlighting the lessons drawn from this experience, we offer healthcare leaders guidance on how to prepare for and undertake a successful IT implementation in their own health system.

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The role of hospital chief financial officer has changed dramatically over the last 50 years. No longer simply responsible for managing the hospital’s finances, today’s CFO is a change agent, an indispensable member of the leadership team helping chart his or her organization’s long-term success. This white paper examines how the role of hospital CFO has evolved, some ways in which CFOs act as change agents, and how CFOs can draw on their financial expertise and leadership skills to become change-makers in their organizations.

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Over the past 10 years, the majority of healthcare providers have had large-scale capital implementations of either an Electronic Health Record (EHR) or Enterprise Resource Planning (ERP) solution. Implementations of this magnitude require scope management and extreme focus. As it occurs in most large-scale, multi-year implementations, organizations quickly move from go-live to a phase of performing required updates and system optimizations. For operational departments “low on the priority list”, this leaves them operating on niche systems and IT supporting duplicate or non-standard applications. There are other options.

Facing an array of financial and competitive challenges, stand-alone community hospitals are wondering how much independence they can retain while still providing high-quality, low-cost, and accessible medical care to the people they serve. This report will help hospital leaders understand their options and begin a systematic, long-term planning process to determine their future course.

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A regional, 300-bed hospital implemented an EHR system with the expectation that it would improve efficiencies and lower costs while complying with federal Meaningful Use requirements. But the implementation was done without sufficient vendor support or advanced project management techniques, and as a result the hospital did not achieve its intended objectives. Warbird Consulting Partners was brought in to 1), address the problems related to the implementation and 2), establish project-management methodologies while documenting processes to ensure more seamless systems implementations in the future.

University of Chicago Medicine is opening a new clinic in the bustling South Loop as the academic medical center looks to reach more patients beyond its Hyde Park campus.

Physicians specializing in primary care, cardiology and orthopedics, among other specialties, are expected to have up to 75,000 patient visits a year at the 18,000-square-foot clinic. It’s slated to open in October 2016 inside Southgate Market, a retail hub at Canal Street and Roosevelt Road that includes Whole Foods Market, DSW shoe store and Marshalls. Read the article in its entirety.

The Department of Health and Human Services threw down the gauntlet in late January when Secretary Sylvia Burwell announced its intention to increase value-based purchasing dramatically in the next few years.

HHS plans to move its payment system to 30 percent value-based in 2016 and 50 percent by 2018. It also plans to have 95 percent of fee-for-service plans include some sort of value and efficiency components by 2018. Read the article in its entirety.