Event in partnership with Microscope covering healthcare strategic planning

1. Microscope is a unique healthcare
consultancy that focuses on the
Financial, Operational and Clinical areas
of your Organization. We discover
solutions that optimize margins and
flow.
Microscope applies the extensive
experience of our entire team to create
the foundation for sustained savings,
increased margins, growth and
William N. Wildridge III
CEO/Managing Partner
315.430.6838
Syracuse, NY
wwildridge@microscopeHC.com
7th Annual Healthcare Conference

2. +
PR ESENTING CO MPANIES

3. HEALTHCARE STRATEGIC PLANNING
IMMEDIATE
AT TENTION
REQUIRED:

4. D I S C L A I M E R
The material in this presentation, and presented during this webcast, is designed for, and intended
to serve as an aid to, continuing professional education. Due to the certainty of continuous current
developments in the healthcare industry, these materials are not appropriate to serve as the sole
authority for any opinion or position relating to the subject matter. They must be supplemented
with the authoritative source. Before making any decisions, or taking any action, you should
consult the underlying authoritative guidance and if necessary, a qualified professional advisor.
The presenters and microscopeHC LLC shall not be held responsible for any loss sustained by any
person who relies on this material or presentation made by the presenters.
Copyright is not claimed in any material secured from official US government sources.

5. A D M I N I S T R AT I V E I T E M S
How to receive CPE
1. At some point during the webinar, we will be presenting some polling questions. Please answer the polling
questions to indicate participation.
2. Be sure to complete the survey (evaluation) at the end of the webinar.
CPE Certificates will be emailed out within 30 days.
Questions: There may be time allotted at the end of the presentation for a brief Q&A. You can type your questions
throughout the presentation into the or questions box and they will be answered in the order in which they were
received. Should we run out of time all questions will be answered via email post presentation.
This presentation will be available in PDF format by request.
Should you have any issues during the presentation, please reach out to Ken Champ – kchamp@fcc-cpa.com

6. TO D AY ’ S P R E S E N T E R S
Meghan brings over 10 years of experience assisting healthcare organizations with their
accounting, compliance and advisory needs. Her experience includes serving large
healthcare systems, hospitals, nursing facilities, home health agencies and physician
practices. As the leader of Microscope’s Financial & Operational Performance Services, she
advises healthcare organizations on a variety of financial and strategic initiatives.
MEGHAN K. BANKOWSKI, CPA
MANAGING DIRECTOR - MICROSCOPE
JEFF LAMBERT
COO & FOUNDER – ORGANIZATIONAL INTELLIGENCE, LLC
Jeff has over 25 years of healthcare finance experience and is the co-founder of OI (an
advanced DSS designed for decision makers across an Organization). Jeff previously worked
at a Big 4 Accounting Firm consulting on a variety of decision support implementations, re-
implementations, performance improvement and cost data development.
“Better data means better decisions”

7. A G E N DA
7
 Current Trends
 Recent Headlines
 Strategic Planning Approach

8. Trends
2022 vs. 2021 2021 vs. 2020 2022 vs. 2019
Operating margin (less CARES)
Discharges
Average length of stay
ED visits
FTE per adjusted occupied bed
Total expenses
Labor expenses
Purchased service expenses

9. Trends

10. Recent Headlines
“9 hospitals cutting inpatient care”
“Mayo Clinic ending baby deliveries at 2 Wisconsin hospitals”
“Cleveland hospital to end most services in November”
“West Virginia health systems to merge”
“Atlanta Medical Center Closure: What you need to know”
“New Jersey hospital to close under proposed deal”
“Banner Health reorganizes executive roles in Arizona”
“Albany Med to cut 37 positions, restructure leadership”
“OhioHealth to lay off revenue cycle staff ”
“Beaumont Health Spectrum Health System cuts 400 positions amid financial pressures ”
“Trinity Health's mega deal: 5 things to know”

11. M&A Trends
Presentation
Title
11

12. M&A Trends

13. Which strategy is right for you?
Partnerships
• How does this partnership
help us offer care at the
lowest possible cost and
greatest convenience to
patients?
• How does this merger help
us leverage technology to
provide greater access to
care for our patients?
• Does this merger help us to
compete for contracts that
we might not otherwise
get?
• Does this merger help us
improve and increase our
patients access to services
overall?
Cost Containment/Process
Improvement
• Are our organizations costs
out of line?
• Do we already have a cost
containment strategy
implemented?
• Can we offer a centralized
staffing model?
• Do we know where our
employees are spending their
time?
• What is our aptitude for
technological improvements?
• Are there processes that we
can automate?
Service Line Assessment
• Do we know which service
lines are our high performers?
• For lower performing service
lines, is there opportunity for
consolidation with other
services or collaboration with
other providers?
• How will service line growth
impact the bottom line?
• What market factors are
affecting this service line and
what is the competitive
landscape?
• What would be the fallout if
we discontinued this service
line? Would the community
still be served?

14. A U D I E N C E
PA RT I C I PAT I O N
POLLING QUESTIONS #1 & #2

15. HEALTHCARE
STRATEGIC
PL ANNING

16. S T R AT E G I C P L A N S TA G E S
Develop Mission Statement
Set Goals
Develop Assumptions
Scenario Planning
Plan of Action
Supporting Plan
Implement

17. S T R AT E G I C C O M P O N E N T S
• Visioning
• Objective Setting
• Resource Allocation
• Prioritization

18. S E R V I C E L I N E A N A LY S I S S E T S
S T R AT E G I C D I R E C T I O N S

19. S E R V I C E L I N E S : D E F I N E D
• A specific grouping or population of “like” patients and is
based on patient encounter attributes such as:
• Inpatient and outpatient
• Major Disease Categories (MDCs)
• Diagnosis Related Groups (DRGs)
• ICD procedure codes
• Healthcare Common Procedure Coding System (HCPCS) codes

20. S E R V I C E L I N E C O N S I D E R AT I O N S
• Are our costs excessive?
• Appropriate reimbursement?
• Delivery of services efficient?
• Any opportunity for consolidation?
• Financial boost or financial drain?
• Hospital impact of service line reduction or removal?

21. S E R V I C E L I N E C O N S I D E R AT I O N S
Pediatrics – reimbursement tightening?
Obstetrics – profitability – feeder for neonatal and pediatric ICUs?
Orthopedics – types of utilization – physician owned surgery centers – joint ventures?
Oncology – provide all elements of care: surgery/medical oncology/radiation oncology – 340b programs
Cardiovascular services – integration of surgeons, cardiologists and other specialties
Neurosurgery/neurology – Spine centers tend to be profitable – extend market share
Behavioral health – community need - profitability
Bariatric surgery – high volumes with quality surgeons
Wound care – increased revenue
Sleep center – increased revenue

22. S E R V I C E L I N E D ATA U T I L I Z AT I O N

23. S E R V I C E L I N E S - D I F F E R E N T V I E W S

24. FA C I L I T Y C O M PA R I S O N S

25. BY P R I N C I P L E P R O C E D U R E

26. O R AT T E N D I N G M D

27. O R PAYO R

28. D O W N TO I N S U R A N C E P L A N

29. D R G

30. E N C O U N T E R P R O F I TA B I L I T Y

31. D E TA I L E D R E V I E W

32. U T I L I Z AT I O N / C O S T B Y D AY

33. O R D E PA R T M E N T

34. D Y N A M I C D A S H B O A R D I N G

35. S E R V I C E L I N E E VA L UAT I O N
Low vol + High profit
Increase volume
Marketing
Physician recruit
Equipment upgrades
Low vol + Low profit
Improve reimb/payor mix
Decrease costs
Physician data
Discontinue?
High vol + High profit
Increase volume
Marketing
Related services - Physician recruit
Equipment upgrades
High vol + Low profit
Improve reimb/payor mix
Decrease costs
Limit volume
Physician issue
??

36. S E R V I C E L I N E A N A LY S I S A L LO W S
D E C I S I O N M A K E R S TO
U N D E R S TA N D H O W A G I V E N
S E R V I C E L I N E I S A F F E C T I N G
O V E R A L L B U S I N E S S

37. REVIEW market share
IDENTIFY drawing power
STUDY market demographics
REVIEW patient complexities
CALCULATE incremental revenues
ASSESS profitability
BENCHMARK performance
S E R V I C E L I N E A N A LY S I S

38. S U CC E S S K E Y S
Organizational
Intent
Reliable data Communication
& collaboration
Update SL
mappings
Comprehensive
review

39. BY C O M B I N I N G I N T E R N A L
F I N A N C I A L A N D Q UA L I T Y D ATA
W I T H E X T E R N A L D ATA O N
C O M P E T I TO R S , P H Y S I C I A N S ,
PAY E R S A N D M A R K E T
D E M O G R A P H I C S , H O S P I TA L S C A N –
A N D S H O U L D – A N A LY Z E T H E I R
S E R V I C E L I N E S TO P R E PA R E F O R A
S U CC E S S F U L F U T U R E

40. U S E R D E F I N E D R O L L U P S T R U C T U R E S

41. C A S E B A S E D M O D E L I N G
• GLB Development
• Business Development

42. M O D E L VA R I A N C E S

43. R O L L U P S T R U C T U R E C O M PA R I S O N

44. Budget & Financial
Planning
Financial Decision
Support
Oi Health Foundation
Financial Business Analyst and Visualization Toolset Foundation
Capital Planning and Tracking
 Enter, submit, rank, score, approve
 Customizable workflow processes
 Accurately track capital expenses
Rolling Forecasting
 Advance planning
 Labor and supply projections
 Rolling forecasts & seasonal planning
Long Range Planning
 10 year forecast for bond covenants
 Unlimited Models
 Population & utilization modeling
Acute-Post Acute Operational Budgeting
 Multi facility/entity support
 Payroll & non-salary budget process
 Flex budgeting & variance Analysis
Physician-Clinic/Non-Acute Budgeting
 Payroll & non-salary budget process
 Special compensation/grants
 Flex budgeting and analysis
Cost Management
 Patient level longitudinal costing
 Simple, fast & accurate
 Multi-model costing type flexibility
Encounter Management
 Deep & rich patient level data
 Service Line performance analysis
 Patient level encounter utilization
Labor Productivity Manager
 Daily, Weekly Monthly Reporting
 Labor usage and staffing variances
 Operational efficiencies analytics
Benchmarking & Clinical Analytics
 AHRQ and 3rd Party data sources
 Physician Comparative Benchmarking
 Patient and Quality Benchmarking data
Extensible Data Model
 External utilization data sources
 Special DSS research
 Transplant registry
Standard Data Integration Services
GL – Payroll – AP
Time & Attendance 3rd Party KPI & Quality
Benchmarking
EMR-Patient Encounters
Oi Proactive Monitoring is standard and
delivers Application Support with Performance
Optimization that simplifies financial
information management and reporting access
while minimizing organizational staff and
resources overhead
Oi Health Solution
is an AWS Hosted,
Modular, Single
Integrated dB and
Data Model
Organizational Intelligence for Healthcare
Comprehensive SaaS Platform for financial planning and performance improvement
www.oihealth.com

45. C O M P R E H E N S I V E D S S

46. D E PA RT M E N T C O S T I N G

47. BY C O S T B E H AV I O R

48. C O S T M AT E R I A L I T Y

49. I N T E G R I T Y C H E C K E R

50. L E A D E R S H I P D E M A N D I N G A CC U R AT E
D ATA
Budget Performance
• Where are the biggest labor
variations?
• How are we performing relative to
budget?
• How do we forecast and manage to
changes in utilization and patient
volume changes?
Detailed Cost of Service
• What are our current costs of
services?
• Where are our variations in service
costs?
• How do we identify and contain
labor costs?
• Where is the variation in Physician
cost of care?
Profitability
• Is our current Cost and Utilization
profitable?
• Are these Service Lines/Cases
Profitable by
• Physician?
• Location?
• Payer?
• Patient / Group Profitability?
The questions you can expect your Board and C-Suite will ask:

51. C U S TO M I Z E D H U D s

52. D A S H B O A R D S

53. Examples of Identifying the right data

54. E X E C U T I V E D A S H B O A R D U T I L I Z AT I O N

55. Surgical/OR
Service Line
Data Utilization

56. Examples of Identifying the right data to
manage the organization’s performance

57. Examples of Identifying the right data to
manage the organization’s performance

58. Quality and
Benchmarking
Data Utilization

59. Y O U R C H O I C E ?
M U L T I P L E S O U R C E S O R A S I N G L E S O U R C E
• Automated and Accurate
• Defined and Governed
• Timely and Accessible
• Consumed, Trusted and Utilized by
Leadership
• Manual and Non-Managed
• What data source is the organization
using?
• Is the information accurate and timely?
• How is the information distributed and
consumed?
Better Decision Making when you can Identify, Trust and
Utilize a Single Source of Financial Data Truth

60. C L I E N T R E L AT I O N S H I P E V O L U T I O N
• Trust – Gain or lose share with every transaction
• Less time compiling, more analyzing
• More Strategic conversations
ANALYST EXPERT ADVISOR PARTNER
What analysis
do you need?
What does
your analysis
show?
What do you
think of the
analysis?
What do you
think we
should do?

61. QUESTIONS?

62. Meghan K. Bankowski, CPA
Managing Principal
Financial and Operational Performance Services
For more information or general questions, CONTACT US:
Jeff Lambert, FHFMA, CMA
COO & Founder
Organizational Intelligence, LLC
800.750.0201 x6
jlambert@oihealth.com