MFC remains well aligned for one of the major trends in U.S. healthcare, which has been the growing number of
surgical procedures that are being performed in outpatient settings. Additionally, the demand for health care services
continues to grow, as a result of a growing and aging population, as well as increasing in breadth and scope of
procedures, such as knee replacement surgery.
View the full HTML version of the report at https://2019ar.medicalfacilitiescorp.ca/wp-content/uploads/2020/04/MFC-2019-Print-Annual-2020-04-03a.pdf
Medical Facilities' common shares trade on the TSX under the symbol DR.
Marketing of hospital care and cure marketingarathy V
Marketing of hospital and cure marketing is a subject based presentation. It deals with an overview of healthcare, the market size of healthcare, Challenges in healthcare, service flower, the meaning of hospital, classification of hospitals etc.
Mercer Capital's Value Focus: Healthcare Facilities | Year-End 2014Mercer Capital
Mercer Capital's Healthcare Facilities Industry newsletter provides perspective on valuation issues. Each newsletter also includes a macroeconomic trends, industry trends, and guideline public company metrics.
United Healthcare's business model is deepening and widening. Originally a managed care plan, it encompasses a PBM, medical group practices, a data analytics unit, a national ACO and more to come...
The healthcare market is evolving throughout the United States as well as globally. UHC is competing against Aetna, Cigna, Humana, Kaiser as well as Blue Cross Blue Shield plans and other healthcare plans ---and now healthcare provider organizations as well!
... Healthcare Marketing Leader: Pharmaceutical, Medical Device, RPA, SaaS, Digital Marketing Strategy, Managed Care, Market Access - John G. Baresky
Marketing of hospital care and cure marketingarathy V
Marketing of hospital and cure marketing is a subject based presentation. It deals with an overview of healthcare, the market size of healthcare, Challenges in healthcare, service flower, the meaning of hospital, classification of hospitals etc.
Mercer Capital's Value Focus: Healthcare Facilities | Year-End 2014Mercer Capital
Mercer Capital's Healthcare Facilities Industry newsletter provides perspective on valuation issues. Each newsletter also includes a macroeconomic trends, industry trends, and guideline public company metrics.
United Healthcare's business model is deepening and widening. Originally a managed care plan, it encompasses a PBM, medical group practices, a data analytics unit, a national ACO and more to come...
The healthcare market is evolving throughout the United States as well as globally. UHC is competing against Aetna, Cigna, Humana, Kaiser as well as Blue Cross Blue Shield plans and other healthcare plans ---and now healthcare provider organizations as well!
... Healthcare Marketing Leader: Pharmaceutical, Medical Device, RPA, SaaS, Digital Marketing Strategy, Managed Care, Market Access - John G. Baresky
Mercer Capital's Value Focus: Healthcare Facilities | Mid-Year 2015Mercer Capital
Mercer Capital's Healthcare Facilities Industry newsletter provides perspective on valuation issues. Each newsletter also includes a macroeconomic trends, industry trends, and guideline public company metrics.
Cogora in collaboration with NHS England conducted a series of in-depth interviews with the managing directors of 17 commissioning support units (CSUs) and the health leads at 23 independent sector providers of commissioning support services (CSSs).
The insights driving superior healthcare outcomes in Asia Pacific.
Asia-Pacific Insight Magazine brings together IMS Health experts from across the region, delivering fresh perspectives on how to navigate through the challenges and opportunities in Asia-Pacific pharmaceutical market.
Centene Corporation is one of the largest publicly traded healthcare companies in the US. It operates through two segments – Managed Care and Specialty Services. Learn how the company became one of the top players in the industry and discover major insights through the company’s SWOT analysis in this presentation.
Sunshine Act Compliance Analysis by WorldDataOnline. Comprehensive, individual, and highly specific company reports will be available shortly. https://worlddata.online/Product/Subscription/LATEST---2015---Sunshine-Act-Compliance-Analyzer
Medical Facilities Corporation - 2020 Annual ReportSharePitch
Medical Facilities Corporation ("MFC") is strategically positioned to capitalize on strong market fundamentals and growth opportunities. MFC is listed on the TSX under the symbol 'DR.'
Mercer Capital's Value Focus: Healthcare Facilities | Mid-Year 2015Mercer Capital
Mercer Capital's Healthcare Facilities Industry newsletter provides perspective on valuation issues. Each newsletter also includes a macroeconomic trends, industry trends, and guideline public company metrics.
Cogora in collaboration with NHS England conducted a series of in-depth interviews with the managing directors of 17 commissioning support units (CSUs) and the health leads at 23 independent sector providers of commissioning support services (CSSs).
The insights driving superior healthcare outcomes in Asia Pacific.
Asia-Pacific Insight Magazine brings together IMS Health experts from across the region, delivering fresh perspectives on how to navigate through the challenges and opportunities in Asia-Pacific pharmaceutical market.
Centene Corporation is one of the largest publicly traded healthcare companies in the US. It operates through two segments – Managed Care and Specialty Services. Learn how the company became one of the top players in the industry and discover major insights through the company’s SWOT analysis in this presentation.
Sunshine Act Compliance Analysis by WorldDataOnline. Comprehensive, individual, and highly specific company reports will be available shortly. https://worlddata.online/Product/Subscription/LATEST---2015---Sunshine-Act-Compliance-Analyzer
Medical Facilities Corporation - 2020 Annual ReportSharePitch
Medical Facilities Corporation ("MFC") is strategically positioned to capitalize on strong market fundamentals and growth opportunities. MFC is listed on the TSX under the symbol 'DR.'
MMLP3.2InstructionsIn LP01.1, LP02.1, and LP03.1 you were aske.docxraju957290
MMLP3.2Instructions
In LP01.1, LP02.1, and LP03.1 you were asked to prepare milestones for a business plan. An executive summary, while written last, is the first part of a business plan. This document is what the executives will read to determine if the business plan has merit and may determine whether or not they will read the entire business plan. The executive summary covers all the key points of the business plan and should be 650-1,000 words. Must use 3 scholarly sources and cite APA.
Here are some helpful sources that discuss what to include in your Executive Summary:
· Chron
· SBA
REFERENCE ONLY: Below is the LP1.1 information
Description of the Business
Wickham Hospital is a rural hospital that provides quality healthcare services to the local community. Our mission is to engage in the promotion of healthier lives by providing quality healthcare services. This is to be executed in a fiscally responsible way that promotes the social, physical, spiritual and psychological wellbeing of the community and patients it serves. Further, the hospital aims at serving all members of the community regardless of their gender, religion, race or age.
Among the services provided by the hospital include outpatient and inpatient services, emergency services, primary care, skilled nursing care, center for rehabilitation medicine, a lung cancer center and surgical services. Our main competitors are some hospitals established within the same community. Among these are Greenview Hospital, Jordan Memorial Hospital and Sloan Hospital. These hospitals offer outpatient and inpatient services as well as other services such as primary stroke services, rehabilitation for pediatric polio patients.
Recommendations to Stand out of the Competition
To stay on top of the competition, Wickham Hospital needs to invest and adapt to the most recent technology to ensure efficient delivery of quality medical services. Further, all healthcare personnel needs to undergo further training through platforms such as seminars and online educational forums. This will promote safe and efficient delivery of services to patients as they promote the quality of life within the community. Besides this, management needs to be keener with the appropriate allocation and deployment of resources to ensure that all areas are sufficiently covered (Enthoven, 2014).
How to Accommodate a Global Business Environment
The hospital currently serves the adjacent community and a few consumers from the outskirts. To broaden into the global business environment, a few strides should be taken. For instance, a website should be created describing the business and services offered. This way, international consumers will seek the business even when they come visiting within the local community. Further, the organization could seek for international investors whose partnership or involvement would attract international healthcare consumers towards the organization (Lunt & Mannion, 2014). The business ...
A Case Study forBecky Skinner, RRT, BSSpecialized Care Coo.docxevonnehoggarth79783
A Case Study for
Becky Skinner, RRT, BS
Specialized Care Coordinator
University of Iowa Hospitals and Clinics
May 30, 2013
UIHC Human Capital Strategies to Comply and Thrive Under The Patient Protection Affordable Care Act Regulations
Table of Contents
Mission & Vision 3
History of the University of Iowa Hospitals & Clinics 4
Fiscal Year 2012 Facts 4
Statement of Problem or Challenge 5
Research and Background Data 7
Implications PPACA Has on UIHC Human Capital Management 11
Resolution Proposal 14
Summary and Conclusion 17
Appendix A: SWOT Analysis 19
Appendix B: Corporate Parenting Strategy 27
Appendix C: Portfolio Analysis 35
References 45
History of the University of Iowa Hospitals & ClinicsVision:
World Class People.
· Building on our greatest strength.
World Class Medicine.
· Creating a new standard of excellence in integrated patient care, research and education.
For Iowa and the World.
· Making a difference in quality of life and health for generations.Mission:
Simply stated, our mission is: Changing Medicine. Changing Lives.®
University of Iowa Health Care is changing medicine through Pioneering discovery
· Innovative inter-professional education
· Delivery of superb clinical care
· An extraordinary patient experience in a multi-disciplinary, collaborative, team-based environment
University of Iowa Health Care is changing lives by
· Preventing and curing disease
· Improving health and well-being
· Assuring access to care for people in Iowa and throughout the world
In 1873 The University of Iowa began providing medical services when it reached an agreement with Sisters of Mercy to operate a small hospital in the area. It began with two wards, one for women and the other for men containing four private rooms and a surgical amphitheater. In 1865 this agreement was terminated when the Sisters of Mercy moved across town and opened up Mercy Hospital. Today, the University of Iowa Hospitals and Clinics is a public -teaching hospital affiliated with the University of Iowa and a Level 1 trauma center. It has 711 beds including a 190-bed UI Children’s Hospital (About Us, n.d.). On an average day, there are close to 9,000 individuals providing care to patients, including employees, students and volunteers (About Us, n.d.). Fiscal Year 2012 Facts
There were 32,000 patients admitted to the hospital for in-patient care with 59,000 emergency room visits. In the 200 outpatient clinics of the UIHC, 977,337 clinic visits were counted. In addition to the 1,300 volunteers of UIHC, it employed during FY2012:
· 1,548 physicians, residents, and fellows
· 8,221 non-physician employees of whom 1,845 are professional nurses (About Us, n.d.)
Since U.S. News & World Report began to rank hospitals in 1990, UIHC has made the list as one of the best and has over 271 physicians ranked as “Best Doctors in America”.
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Healthcare Valuations in an Era of Reform and UncertaintyPYA, P.C.
PYA Principal Jim Lloyd's AICPA Health Care Industry Conference presentation explored reform and current environment highlights, healthcare transactions and affiliations, valuation considerations, and regulatory issues.
this is assignment 1
Financial Statement Analysis
Student name
University
Professor
October 25, 2016
Financial Statement Analysis
Based on your review of the financial statements, suggest a key insight about the financial health of the company. Speculate on the likely reaction to the financial statements from various stakeholder groups (employee, investors, shareholders). Provide support for your rationale.
Health Management Associates, Inc. (NYSE: HMA) is the operator and owner-general acute care centers in the non-urban communities situated in the US, particularly in the Southwest. The organization was founded in 1977. The hospitals provide services such as oncology, emergency room care, general surgery, internal medicine, radiology, pediatric services, coronary care, and diagnostic care (
www.healthcaremanagement.com
).The company is also providing outpatient services like x-ray, respiratory therapy, one-day surgery, laboratory services, physical therapy as well as cardiology therapy. The mission of the Health Management is to provide America’s best local healthcare. They provide processes, capital finance, expertise, and people that can ensure that the local hospitals can accomplish their mission of delivering compassionate and high-quality healthcare that would substantially improve the lives of patients, the communities they serve, and the physicians providing the care
www.healthcaremanagement.com
)
With regard to the review of the current financial statement, HMA is in a dangerous financial state as a result of the present increasing debts and legal woes. The Office of the Inspector General, Justice Department, and the Department of Health and Human Services served the organization with summons regarding a software program that was used by ED doctors and the records from the emergency department. Some reports suggested that there was pressure from the company’s hospitals management to admit patients from emergency rooms so as to maximize profits. Paul Meyer, former compliance director, claimed that HMA’s fraudulent activities could attract government investigation (Britt, 2012).
The common stock of Health Management Associates was owned by almost 850 shareholders, as per the records of December 31, 2012, with hundreds of institutional investors included. HMA had expanded to include 70 hospitals situated in 15 states, with roughly 10,562 present licensed beds. In 2012, HMA realized about $5.9 billion in net revenue (Britt, 2012).
HMA gets payments for the services it renders from the federal government through the Medicare program, the states in which it functions under each Medicaid program, and commercial insurance, among others; and patients, encompassing deductibles and co-payments. Basically, deductibles and co-payments are part of the bill of patients for the medical services provided, which many government and private payers expect the patient to cater for. The amount of deductibles and co-payments v.
A Healthcare Worker Shortage Action Plan Short-Term Wins and Long-Term StrategyHealth Catalyst
U.S. health systems will have a projected deficit of 200,000-450,000 RNs by 2025. Meanwhile, hospital labor costs have reached almost 50% of an organization’s overall expenses. Now more than ever, leaders need a data-driven labor management strategy that ensures the most cost-effective, high-quality care.
2 015
A N N U A L
R E P O R T
This year at Johnson & Johnson, we are proud
to celebrate 130 years of helping people
everywhere live longer, healthier and happier
lives. As I reflect on our heritage and consider
our future, I am optimistic and confident in the
long-term potential for our business.
We manage our business using a strategic
framework that begins with Our Credo. Written
over 70 years ago, it unites and inspires the
employees of Johnson & Johnson. It reminds
us that our first responsibility is to the patients,
customers and health care professionals who
use our products, and it compels us to deliver
on our responsibilities to our employees,
communities and shareholders.
Our strategic framework positions us well
to continue our leadership in the markets in
which we compete through a set of strategic
principles: we are broadly based in human
health care, our focus is on managing for the
long term, we operate under a decentralized
management approach, and we do all
this aligned with our values. Our Board of
Directors engages in a formal review of
our strategic plans, and provides regular
guidance to ensure our strategy will continue
creating better outcomes for the patients
and customers we serve, while also creating
long-term value for our shareholders.
OUR STRATEGIES ARE BASED ON
OUR BROAD AND DEEP KNOWLEDGE
OF THE HEALTH CARE LANDSCAPE
IN WHICH WE OPERATE.
For 130 years, our company has been
driving breakthrough innovation in health
care – from revolutionizing wound care in
the 1880s to developing cures, vaccines
and treatments for some of today’s most
pressing diseases in the world. We are acutely
aware of the need to evaluate our business
against the changing health care environment
and to challenge ourselves based on the
results we deliver. Consider some of the
changes we are facing in the future global
health care market:
WRITTEN OVER
70 YEARS AGO,
OUR CREDO
UNITES &
INSPIRES THE
EMPLOYEES
OF JOHNSON
& JOHNSON.
MARCH 2016
TO OUR
SHAREHOLDERS
ALEX GORSKY
Chairman, Board of Directors
and Chief Executive Officer
aging rapidly – and we know the elderly
consume about seven times the health
care resources as younger people.
developing nations – and we know that
those developing economies cannot grow
fast enough to meet the demand of nearly
two billion people who want and deserve
greater access to quality health care.
involved in their own health care decisions
– and we know we must deliver a holistic
approach to meet their needs and
expectations; integrating wellness solutions,
innovative new medicines and advanced
technologies.
At Johnson & Johnson, we believe the
most important contribution we can make
to the dynamic challenges we are facing is
innovation – innovation in products, services,
solutions and in everything we do. As I think
back on how far we’ve come, the ...
Do you believe that all data should be encrypted Many computing p.docxmadlynplamondon
Do you believe that all data should be encrypted? Many computing professionals think this is a good idea. But a small number of computing experts feel that no data should be encrypted—that all data and software should be openly available to anyone who wants it
Post your initial DISCUSSION response and reply to discussions posted by two other students.
(Will attach discussions posted by class soon)
HCS/499 v4
Stevens District Hospital Plan
HCS/499 v4
Page 8 of 8
Strategic Planning ScenarioBackground
Stevens District Hospital is a 162-bed acute care hospital that is qualified as a not for profit facility. The hospital was originally a county-owned facility and its status was transferred to an independent facility three years ago. The hospital receives no external funding from government agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Jefferson City, which is a city of 50,000 with 80,000 in the regional market. The hospital provides a general range of acute care services, including medical/surgical, rehab, and emergency care. Current Performance AnalysisMission and Vision
Our mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service.
Our vision: Stevens District Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently, the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist. Previous Strategic Plan Review
Goal
Accomplishments
Increase market share by recruiting three family practice physicians.
The hospital was able to recruit only one family practice physician to increase primary care market this past year. The limited number of state medical school graduates makes local recruitment difficult.
Improve quality HCAHPS scores in all six criteria to a baseline of the 85th percentile.
The hospital improved HCAHPS scores in four of six criteria. Lagging elements in HCAHPS scores are inpatient patient satisfaction and primary care patient satisfaction.Market Forces Affecting the HospitalVolumes
Patients
The continued growth of chronic disease will require changes to the care management model.
Percent of Population by Age
Five Years Ago
Five Years From Now
Under 18
24
18
18 to 44
46
32
45 to 65
26
30
Over 65
4
20
More than 53 percent of residents have at least some college education, with just over 29 percent having an associate, bachelor’s, or graduate degree. More than 90 percent of residents have at least a high school diploma. ...
Rising Healthcare Costs: Why We Have to ChangeHealth Catalyst
With rising healthcare costs, we hear so often about rate pressures on hospitals and the risk these pressures pose for their future. With healthcare reform, the burden of rising healthcare costs is shifting from payers to providers. Hospitals need to move toward value-based reimbursement models or they will face a -15.8 operating margin by 2021.Over the last 15 years premiums and employee contributions for an average family with health insurance sponsored by an employer have risen 167%. Along with these facts, government payers are reimbursing at lower levels becoming a negative margin for hospitals. These changes are not necessarily easy and can seem overwhelming. The question is whether your hospital will be a pioneer on the trail or will delay until it’s too late. The best way to get started is to understand exactly where you are today—your current cost structure and how each area of your organization is performing in terms of quality and cost, using an EDW.
Healthcare Financial Transformation: Five Leading StrategiesHealth Catalyst
Healthcare financial transformation—improving care delivery while lowering costs—has been an ongoing challenge for health systems in the era of value-based care and an even more prominent concern amid COVID-19. While better care and reduced expense to organizations and consumers might seem like opposing goals, by understanding the true cost of services and other drivers of expense, organizations can successfully manage costs while maintaining, and even improving, care delivery. To that end, health systems can use data- and analytics-driven tools and strategies to addresses financial challenges, including uncompensated care, prolonged accounts receivable days, discharged not final billed cases, inefficient resource use, and more.
This is assignment 1 that assignment 2 have to relate to. PLEASE..docxabhi353063
This is assignment 1 that assignment 2 have to relate to. PLEASE.
Financial Statement Analysis
Student name
University
Professor
October 25, 2016
Financial Statement Analysis
Based on your review of the financial statements, suggest a key insight about the financial health of the company. Speculate on the likely reaction to the financial statements from various stakeholder groups (employee, investors, shareholders). Provide support for your rationale.
Health Management Associates, Inc. (NYSE: HMA) is the operator and owner-general acute care centers in the non-urban communities situated in the US, particularly in the Southwest. The organization was founded in 1977. The hospitals provide services such as oncology, emergency room care, general surgery, internal medicine, radiology, pediatric services, coronary care, and diagnostic care (
www.healthcaremanagement.com
).The company is also providing outpatient services like x-ray, respiratory therapy, one-day surgery, laboratory services, physical therapy as well as cardiology therapy. The mission of the Health Management is to provide America’s best local healthcare. They provide processes, capital finance, expertise, and people that can ensure that the local hospitals can accomplish their mission of delivering compassionate and high-quality healthcare that would substantially improve the lives of patients, the communities they serve, and the physicians providing the care
www.healthcaremanagement.com
)
With regard to the review of the current financial statement, HMA is in a dangerous financial state as a result of the present increasing debts and legal woes. The Office of the Inspector General, Justice Department, and the Department of Health and Human Services served the organization with summons regarding a software program that was used by ED doctors and the records from the emergency department. Some reports suggested that there was pressure from the company’s hospitals management to admit patients from emergency rooms so as to maximize profits. Paul Meyer, former compliance director, claimed that HMA’s fraudulent activities could attract government investigation (Britt, 2012).
The common stock of Health Management Associates was owned by almost 850 shareholders, as per the records of December 31, 2012, with hundreds of institutional investors included. HMA had expanded to include 70 hospitals situated in 15 states, with roughly 10,562 present licensed beds. In 2012, HMA realized about $5.9 billion in net revenue (Britt, 2012).
HMA gets payments for the services it renders from the federal government through the Medicare program, the states in which it functions under each Medicaid program, and commercial insurance, among others; and patients, encompassing deductibles and co-payments. Basically, deductibles and co-payments are part of the bill of patients for the medical services provided, which many government and private payers expect the patient to cater for. ...
A look at D-BOX's 2023 third quarter results and exciting developments in the sim racing market --- F1 Arcade rollout + collaborations with Trak Racer, RSEAT, and Mercedes.
During the quarter, Kindred Concepts opened its first F1 Arcade location in London, England. This state-of-the art F1 racing simulation center features 60 D-BOX-equipped simulators. Kindred Concepts has plans for opening 30 D-BOX-equipped F1 Arcade locations over the next five years.
Ceres Global Ag 2021 AGM management presentationSharePitch
Management presentation from the annual shareholders meeting of Ceres Global Ag Corp (TSX: CRP). Includes an update on the Corporation's plans to build a $350 million canola crush plant.
Medical Facilities Corporation - 2021 Annual MeetingSharePitch
Slides accompanying the management presentation delivered by the CEO and CFO of Medical Facilities Corporation during their 2021 annual shareholders meeting on May 13, 2021.
Precision Biomonitoring - TSX Life Science Day - February 2021SharePitch
Precision Biomonitoring is a private company based in Guelph, Ontario. We are at the forefront of rapid onsite DNA-based surveillance and detection, including polymerase chain reaction, or PCR, tests, such as those used to detect COVID-19 and other infectious diseases. Our key differentiator is that our solutions provide faster, more reliable test results – anytime, anywhere – and we are able to achieve this differentiation thanks to our proprietary TripleLock technology platform.
Ceres Global Ag - Annual Meeting Presentation - November 12, 2020SharePitch
An ovevriew of the business and strategy of Ceres Global Ag, presented during their annual general meeting of shareholders on November 12, 2020.
Through its network of commodity logistics centers and team of industry experts, Ceres Global merchandizes high-quality North American agricultural commodities and value-added products and provides reliable supply chain logistics services to agricultural, energy and industrial customers worldwide.
Ceres Global is headquartered in Minneapolis, Minnesota, and together with its affiliated companies, operates 13 locations across Saskatchewan, Manitoba, Ontario, and Minnesota. These facilities have an aggregate grain and oilseed storage capacity of approximately 31 million bushels.
For more information about Ceres Global, please visit www.ceresglobalagcorp.com
Medical Facilities Corporation - Investor Presentation - October 2020SharePitch
New investor presentation from Medical Facilities Corp. (TSX: DR), updated with first half 2020 results. Medical Facilities Corporation, in partnership with physicians, owns a diverse portfolio of highly rated, high-quality surgical facilities in the United States. For more information, please visit www.medicalfacilitiescorp.ca.
Centric Health Corporation - 2020 Annual Meeting - Management PresentationSharePitch
Management presentation slides from the June 18, 2020 annual and special meeting of shareholders. The presentation provides an overview of Centric Health Corporation following its recent acquisition of Remedy’sRx Specialty Pharmacy, and highlights recent milestones and strategies for future growth.
Centric Health Corporation - Investor Presentation - May 2020SharePitch
Updated investor presentation for Centric Health Corporation (TSX: CHH). Updates include the competion of the Remedy'sRx acquisition and first quarter financial results.
Medical Facilities Corporation - 2020 Annual Shareholder Meeting PresentationSharePitch
Slides for the management presentation delivered during Medical Facilities Corporation's 2020 annual general meeting of shareholders. Medical Facilities Corporation (“MFC”), in partnership with physicians, owns surgical facilities in the United States.
Flower One Holdings - Investor Presentation - April 2020SharePitch
Flower One is the largest cannabis cultivator, producer, and full-service brand fulfillment partner in the state of Nevada. The Company's common shares are traded on the Canadian Securities Exchange under the Company's symbol "FONE", in the United States on the OTCQX Best Market under the symbol "FLOOF" and on the Frankfurt Stock Exchange under the symbol "F11". For more information, visit: https://flowerone.com.
Centric Health Corporation - Investor Presentation - April 2020SharePitch
Centric Health is an essential services provider and one of Canada's leading providers of Specialty Pharmacy services to seniors in long-term care and retirement homes. Centric Health's common shares are listed on the TSX under the symbol CHH.
Medical Facilities Corporation - Investor Update - March 2020SharePitch
Investor update presentation for Medical Facilities Corporation following their announcing fourth quarter and year end results for 2019. Medical Facilities Corporation's common shares are listed on the TSX under the symbol DR.
2. We are pleased to provide our 2019 Annual Report.
In 2019 and the early part of 2020, Medical Facilities Corporation
(“MFC”) made significant progress realigning its portfolio of surgical
hospitals and ambulatory surgery centers ("ASCs") and improving
its financial flexibility.
While there have been a number of changes over the past several months, what has not changed is our focus on our
core strengths – our people, our high-quality standard of care and our industry-leading facilities.
Our efforts are aimed at strengthening our position to capitalize on the expected growth in the United States
healthcare market. Our growth strategy continues to include both organic initiatives and strategic acquisitions of
physician-aligned ASCs.
Investment Highlights
Large, growing and fragmented market for outpatient
services
Diverse portfolio of highly rated, high-quality facilities
Scalable platform for growth – organically and through
acquisitions
Experienced, entrepreneurial management team
Competitive dividend
Our 2019 financial results from continuing operations¹ benefited from higher surgical
case volumes at most facilities and positive variances in case and payor mix.
1. Continuing operations is defined as consolidated operations excluding Unity Medical and Surgical Hospital and RRI Mishawaka Hospital, LLP which are treated as
discontinued operations in all periods.
2. Non-IFRS Financial Measure. Refer to Medical Facilities' 2019 Management's Discussion and Analysis.
3. FINANCIAL
HIGHLIGHTS
Financial Results from Continuing Operations¹
Income from Operations
($ millions)
Adjusted EBITDA²
($ millions)
Revenue
($ millions)
Surgical Case Volume
1. Continuing operations is defined as consolidated operations excluding Unity Medical and Surgical Hospital and RRI Mishawaka Hospital, LLP which are treated as
discontinued operations in all periods.
2. Non-IFRS Financial Measure. Refer to Medical Facilities' 2019 Management's Discussion and Analysis.
4. 2019 MFC Facility Service Revenue 2019 U.S. Healthcare System Revenue*
*Inclusive of lease liabilities per IFRS 16
*Source: Centers for Medicare & Medicaid Services, National Health Expenditure Projections
Payor Mix
5. FOCUSED ON
OUR STRENGTHS
As we build on our past success, we will focus on our strengths
provided by the diversification of our portfolio and three core
elements to our business – our people, industry-leading standard
of care, and the quality of our facilities.
To deliver the utmost quality of care to our patients, we rely on all of our employees and medical professionals –
from our top tier physicians and nurses, to the hardworking staff keeping our facilities operating efficiently.
As experts across a variety of respective medical fields, our physicians attract top medical teams and employ
leading technologies; resources used to drive our commitment to quality care, efficiencies and responsiveness.
To ensure an alignment of management and investors, a majority of physicians at our facilities are significant
investors in their local facility. Besides retaining a financial interest, the physicians are also actively involved in the
management of their facilities.
Our People
Industry-Leading Standard of Care
There is nothing standard about our standard of care. Each of our facilities places high levels of patient care at the
core of their approach to business. Our comfortable facilities are welcoming to family members and visitors. To our
patients themselves, our offerings are unsurpassed – from spacious, state-of-the-art operating facilities to some of
the best nurse-patient ratios in the industry.
High Quality Facilities
Our facilities offer a range of specialized inpatient and outpatient surgeries, with more flexibility for physicians and
their patients, and without the higher costs associated with large traditional hospitals.
Our facilities continue to rank as the best hospitals in the nation for high quality of care. In key categories such as
medical teams, facilities, services and communication with patients, the survey data consistently reflects our facilities
as equivalent to, or surpassing, other top facilities across the country when it comes to customer satisfaction.
6. HCAHPS Survey*
89%
Average of MFC patients who would definitely recommend MFC hospitals.
(72% U.S. average)
*Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS), a survey conducted by the U.S. Department of Health and Human Services, is the first
national, standardized and publicly reported survey of patients’ perspectives of hospital experiences, based on ten important hospital quality topics. Ratings presented
above are as of January 2020.
Black Hills Surgical Hospital
Rapid City, South Dakota
7. Specialty Surgical Hospital Ambulatory Surgical Center
Arkansas Surgical Hospital
North Little Rock, Arkansas
Oklahoma Spine Hospital
Oklahoma City, Oklahoma
Black Hills Surgical Hospital
Rapid City, South Dakota
Sioux Falls Specialty Hospital
Sioux Falls, South Dakota
The Surgery Center of Newport Coast
Newport Beach, California
Brookside Surgery Center
Battle Creek, Michigan
City Place Surgery Center
Creve Coeur, Missouri
Miracle Hills Surgery Center
Omaha, Nebraska
Eastwind Surgical
Westerville, Ohio
Two Rivers Surgery Center
Eugene, Oregon
Riverview Ambulatory Surgical Center
Kingston, Pennsylvania
8. FOCUSED ON
GROWTH
While we remain focused on operational improvements and
strengthening our balance sheet, our overarching goal is to ensure
that MFC is ready to capitalize on the expected growth in the United
States healthcare market.
More specifically, our business is well aligned for two of the major growth drivers for our industry – the aging
population and the growth in outpatient procedures.
With an aging population, the number of total knee and hip replacements are on the rise. These procedures are
increasingly being done on an outpatient basis, allowing patients to go home the same day of the surgery.
Our decision to strengthen our core has enabled us to have a strong base from which to grow – and be ready to
meet the future demands of this sector.
We continue to grow organically by enhancing services at our existing facilities, including recruiting new physicians
and adding ancillary services, such as urgent care clinics.
On the acquisition side, our priority is to grow our ASC platform. In addition to acquisitions, we are evaluating ASC
de novo opportunities.
The ASC market is an especially attractive one for us. Already accounting for more than half of all U.S. outpatient
surgical procedures today, ASCs are expecting increased volumes in the years ahead as the number of outpatient
procedures is forecast to grow by 15% by 2028.¹
Our Growth Strategy
1. ResearchandMarkets.com - https://www.businesswire.com/news/home/20191029005757/en/United-States-Ambulatory-Surgery-Center-ASC-Market
9. U.S. population aged 65+ (millions)
Source: Census.gov
Source: United Nations, Department of Economic and Social Affairs, Population Division
10. LETTER TO
SHAREHOLDERS
Medical Facilities Corporation (the “Company” or “MFC”) faced a challenging 2019
in which our cash flow and profitability were impacted. We are encouraged by the
results of the fourth quarter of 2019 as we continue to focus on improving our
balance sheet while restoring profitability and growth. We enter 2020 with a strong
leadership team and a sharpened focus on the considerable strengths that have
led to our success in the past.
One of the key challenges for the Company was to resolve the issues at Unity Medical
and Surgical Hospital (“UMASH”), which were largely attributable to underutilization of
the facility and an undersized physician complement. This, combined with a softer
payor mix and a weighting to lower acuity cases, had a negative impact on
our financial results throughout the course of 2019, reducing our cash available
for distribution.
We spent considerable time and effort working on strategic alternatives for UMASH and, on February 26, 2020,
announced that we had partnered with three of the premiere physician groups in the South Bend, Indiana area,
which now have a 55.9% ownership stake in the facility. By bringing in new partners and capital, we believe our plan
will significantly improve facility utilization and the financial performance of UMASH.
In addition, in December 2019, we sold our interest in Central Arkansas Surgical Center, which was part of a platform
acquisition with NueHealth LLC of a group of seven ambulatory surgical centers (“ASCs”). The sale of this ASC was
consistent with our objectives of improving our profitability and strengthening our balance sheet as this facility had
relatively small market size and limited growth opportunities.
In January 2020, we welcomed John Schario as our Chief Operating Officer. We look to leverage his extensive
experience building and operating surgical hospitals and ASCs with both multi-state and international healthcare
companies. His background includes two terms with Nueterra Healthcare, including from 2001 to 2011 when he
served as Principal and Chief Executive Officer. He has also served as Senior Vice President, Consumer Health and
Innovation, at Mountain States Health Alliance (now called Ballad Health), and previously held several progressively
senior roles with Health Midwest, which was a large horizontal and vertically integrated not-for-profit health system
serving the greater Kansas City Metropolitan area.
John’s appointment follows our hiring of David Watson as Chief Financial Officer midway through last year. David
previously held CFO roles with both Florida-based Clearway Pain Solutions Institute, and National Surgical Hospitals.
He has helped lead the growth and expansion of multi-site and multi-state operations, brings significant experience
working with physician partners, and understands the complexities of the payor landscape. We believe that both John
and David are excellent additions to our team, and we look forward to their involvement in our continued growth.
Dear Shareholders,
Changes to our Leadership Team
Robert O. Horrar
President and
Chief Executive Officer
11. Our success over the years has largely been attributable to our core strengths – our people, industry-leading
standard of care, and the quality of our facilities.
Importantly, our physician partners at each of our facilities share the same commitment to provide the best patient
experience and hospital care. Our shared commitment to care is reflected in high patient quality and satisfaction
scores. Our facilities rank among the highest in industry surveys and studies of patient satisfaction and quality scores.
In the latest Hospital Consumer Assessment of Healthcare Providers and Systems, or HCAHPS, survey results
published at the end of January 2020, our hospitals once again scored well above the national average. The results
released by the U.S. Department of Health and Human Services, and based on ten important hospital quality topics,
revealed that 89% of MFC patients would definitely recommend our hospitals, compared with the national average of
72%, and three of our hospitals received a five-star rating. This is a strong foundation to build upon.
MFC remains well aligned for one of the major trends in U.S. healthcare, which has been the growing number of
surgical procedures that are being performed in outpatient settings. Additionally, the demand for health care services
continues to grow, as a result of a growing and aging population, as well as increasing in breadth and scope of
procedures, such as knee replacement surgery.
With an increasing proportion of the population reaching retirement age, the seniors’ population is the fastest-
growing age group in the United States. After steadily growing over the past decade, there are now approximately
56.3 million¹ people aged 65 and over in the U.S. This 65 and over population is expected to increase by 30.4% to
approximately 73.4 million¹,² by 2030. As far as our long-term outlook is concerned, a growing senior citizen
population is expected to translate to greater patient volumes.
We expect the macro shift toward more outpatient services to continue, driving a significant increase in the number
of ASCs in the United States over the next five to ten years. This trend is being driven by several factors. Minimally
invasive surgical procedures, such as laparoscopy and robotic surgery, along with new anesthesia techniques, are
reducing complications and enabling patients to return home sooner. Additionally, the lower-cost settings and the
convenient outpatient facilities help create a consumer-friendly experience.
While strengthening the balance sheet remains a priority, we are focused on operational improvements and growing
the business with our partners. Our physician partners are committed to ensuring that the facilities continue to rank
among the highest in industry surveys and studies of patient satisfaction and quality scores. We continue to expand
the utilization of our existing facilities, including recruiting new physicians, and look for opportunities to increase our
market share in and performance of the urgent care clinics that our facilities opened in the past few years.
We are evaluating our options to grow our ASC platform. We believe our platform is well-positioned to take
advantage of the shift to outpatient surgeries and while relatively small at this time, will benefit from scale.
Focused on our Strengths
Restoring Growth
Aging Population
Growth in Outpatient Procedures
Multiple Growth Opportunities
12. In addition to potential acquisitions of ASCs, our pipeline includes de novo opportunities, like the development of an
ASC in Chesterfield, Missouri, with a local hospital. St. Luke's Surgery Center of Chesterfield will initially offer five
specialties (orthopedics, gynecology, gastrointestinal, plastic surgery and general surgery) and have extended care
rooms to support total knee and hip replacements. Construction commenced in November 2019, and 13 local
physicians have already signed up as owner-partners. This new facility, which remains on target to open in June this
year, will be one of our larger ASCs.
Finally, I would like to comment on the potential risks to our business as a result of the novel coronavirus (COVID-19)
pandemic. We expect COVID-19 to have an impact on our business and financial results in 2020, but it is difficult to
estimate this impact at the time of writing this letter. To date, as you would have expected, we have seen some
impact on our elective surgery volumes. We are also taking all reasonable action to protect the health and safety of
our staff, our medical professionals, patients and supply chain during this challenging time.
I am grateful for the hard work and dedication of our physicians, nurses, other medical professionals, and all our
employees for helping us deliver the utmost quality of care to our patients. I would like to thank our Board of
Directors for their ongoing counsel and guidance, and our management team for their contributions. Lastly, I would
like to thank you, our shareholders, for your continued support over this past year.
Sincerely,
Robert O. Horrar
President and Chief Executive Officer
1. Census.gov
2. United Nations, Department of Economic and Social Affairs, Population Division