This corporate presentation provides an overview of Nobilis Health Corp., a full-service healthcare development and management company. Some key points:
- Nobilis owns and manages 4 surgical hospitals and 5 ASCs across 7 states, and partners with 36 additional facilities.
- They utilize a direct-to-patient marketing model and proprietary technology platform to generate leads and efficiently coordinate patient care.
- Nobilis has an optimized mix of profitable procedures and commercial payors. They are also pursuing bundled payment programs through their Concertis subsidiary.
- The company has achieved strong revenue and EBITDA growth through acquisitions and organic growth of existing facilities. Management projects continued expansion in the coming years.
From Social Media through to Artificial intelligence...and more. In this presentation I covered the trends that we're currently seeing in Medical Affairs - those trends which are important now, those trends which will impact Medical Affairs in the future, and the skills required to be successful.
To read the LinkedIn article here’s the link: https://www.linkedin.com/pulse/trends-medical-affairs-presented-appa-march-14-2018-glenn-carter/
For further discussion phone us on:
Sydney (02) 8877 8777
Melbourne (03) 9938 7100
Or for additional insights go to one of our specialised websites:
Healthcare Professionals Group
(https://www.hpgconnect.com/)
Health & Aged Care Professionals (https://www.hacpconnect.com/)
Pharmaceutical & Medical Professionals
(https://www.pmpconnect.com/)
Rural & Remote Healthcare Professionals
(https://www.rrhpconnect.com/)
Medical Facilities Corporation - 2019 Annual ReportSharePitch
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.
Medical Affairs Resources, Structures, and Trends (UPDATE) - Report SummaryBest Practices
The Update to the wildly popular Medical Affairs Resources, Structures, and Trends research from 2009 is ready! Contains linear data and new segmentation for emerging markets.
Charged with building and maintaining physician relationships, pharmaceutical Medical Affairs organizations typically oversee several important functions -- including publications, KOL programs, grants and medical education (CME) -- that have been impacted in recent years by a call for increased transparency. As such, forward-looking biopharmaceutical executives are beginning to evaluate Medical Affairs operations to ensure that the vital organization is appropriately structured and resourced to operate effectively in the current environment.
This Best Practices, LLC study explores how U.S. and global biopharmaceutical companies are structuring and managing their Medical Affairs organizations today. The study also examines recent trends in budget and staffing resources, key challenges and top success factors for the function.
The report is based on the insights of 68 Medical Affairs executives and managers at 50 leading global companies. The benchmark class in this study consists of a Mature Markets and Emerging Markets Segment. The Mature Market Segment includes 41 participants from pharma and 12 device respondents. The Emerging Markets Segment consists of 15 participants working in India, China, Brazil, and Turkey.
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
From Social Media through to Artificial intelligence...and more. In this presentation I covered the trends that we're currently seeing in Medical Affairs - those trends which are important now, those trends which will impact Medical Affairs in the future, and the skills required to be successful.
To read the LinkedIn article here’s the link: https://www.linkedin.com/pulse/trends-medical-affairs-presented-appa-march-14-2018-glenn-carter/
For further discussion phone us on:
Sydney (02) 8877 8777
Melbourne (03) 9938 7100
Or for additional insights go to one of our specialised websites:
Healthcare Professionals Group
(https://www.hpgconnect.com/)
Health & Aged Care Professionals (https://www.hacpconnect.com/)
Pharmaceutical & Medical Professionals
(https://www.pmpconnect.com/)
Rural & Remote Healthcare Professionals
(https://www.rrhpconnect.com/)
Medical Facilities Corporation - 2019 Annual ReportSharePitch
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.
Medical Affairs Resources, Structures, and Trends (UPDATE) - Report SummaryBest Practices
The Update to the wildly popular Medical Affairs Resources, Structures, and Trends research from 2009 is ready! Contains linear data and new segmentation for emerging markets.
Charged with building and maintaining physician relationships, pharmaceutical Medical Affairs organizations typically oversee several important functions -- including publications, KOL programs, grants and medical education (CME) -- that have been impacted in recent years by a call for increased transparency. As such, forward-looking biopharmaceutical executives are beginning to evaluate Medical Affairs operations to ensure that the vital organization is appropriately structured and resourced to operate effectively in the current environment.
This Best Practices, LLC study explores how U.S. and global biopharmaceutical companies are structuring and managing their Medical Affairs organizations today. The study also examines recent trends in budget and staffing resources, key challenges and top success factors for the function.
The report is based on the insights of 68 Medical Affairs executives and managers at 50 leading global companies. The benchmark class in this study consists of a Mature Markets and Emerging Markets Segment. The Mature Market Segment includes 41 participants from pharma and 12 device respondents. The Emerging Markets Segment consists of 15 participants working in India, China, Brazil, and Turkey.
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
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 ...
Payer-Provider Summit Boston 2014 - Presentation "Payer-Provider Partnership Models for Health Care Innovation" with Tom Olenzak, Director, Independence Blue Cross
PYA Principal Carol Carden presented “Fundamentals of Healthcare Valuation” at the American Society of Appraisers (ASA) 2015 Advanced Business Valuation Conference. The presentation explored unique characteristics of the healthcare industry, particularly those relevant to appraisers for avoiding common mistakes in assessing risk and projecting cash flow.
This is my Keynote presentation to Pharma Forum Russia, St. Petersburg, May 23rd, 2013.
It gives an outline of crucial elements in building a new market approach to different markets.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
How Northwestern Medicine is Leveraging Epic to Enable Value-Based CarePerficient, Inc.
Value-based care and payment reform are prompting hospitals and healthcare providers to more closely manage population health. Hospitals and health systems rely on technology and data to outline the characteristics of their population and identify high-risk patients in order to manage chronic diseases and deliver enhanced preventative care.
Our webinar covered how Cadence Health, now part of Northwestern Medicine, is leveraging the native capabilities of Epic to manage their population health initiatives and value-based care relationships across the continuum of care.
Our speakers:
-Analyzed how Epic’s Healthy Planet and Cogito platforms can be used to manage value-based care initiatives.
-Examined the three steps for effective population health management: Collect data, analyze data and engage with patients.
-Covered how access to analytics allows physicians at Northwestern Medicine to deliver enhanced preventive care and better manage chronic diseases.
-Discussed Northwestern Medicine’s strategy to integrate data from Epic and other data sources.
Open Source is a great opportunity for EHR, Digital Health, and Health IT Int...Shahid Shah
Presented at the OSEHRA Summit 2014, this talk focused on:
* OSEHRA is major business opportunity for ISVs and systems integrators
* Open source software and associated business models can satisfy most needs.
* There’s nothing special about health IT data that justifies complex, expensive, or special technology.
Apollo Medical Holdings (“ApolloMed” or “AMEH”) is a leading population management and physician healthcare delivery company. Apollo provides medical management and care coordination for over 1,000 providers and 40,000 patients; including many senior patients. In addition, Apollo doctors provide care for over 100,000 patients in hospitals, facilities, and clinics. ApolloMed’s integrated healthcare delivery platform is comprised of ApolloMed Hospitalists, ApolloMed ACO (Accountable Care Organization), Maverick Medical Group IPA (Independent Physician Association), Apollo Palliative Services, and ApolloMed Care Clinics. ApolloMed is able to provide high quality, cost-effective care, and its revenue model ranges from traditional volume-based payments to taking full clinical and financial risk for pools of patients.
Similar to Nhc corporate presentation july 12, 2016 (20)
2. Forward-Looking Information
This presentation contains forward-looking information (within the meaning of applicable securities laws)
relating to the business of Nobilis Health Corp. (the "Company") and the environment in which it
operates. Forward-looking information may include statements regarding the objectives, business
strategies to achieve those objectives, expected financial results, economic or market conditions, and the
outlook of or involving the Company and its business. Such forward looking information or statements are
typically identified by words such as "believe", "anticipate", "expect", "intend", "plan", "will", "may" and
other similar expressions.
Forward-looking information, including any financial outlooks, is provided for the purpose of providing
information about management's expectations and plans about the future and may not be appropriate for
other purposes. Forward-looking information herein is based on various assumptions and expectations
that the Company believes are reasonable in the circumstances. No assurance can be given that these
assumptions and expectations will prove to be correct and the forward-looking information, including the
financial outlooks included in this Presentation, should not be unduly relied upon. Those assumptions
and expectations are based on information currently available to the Company, including the historic
performance of the Company's business. Such assumptions include anticipated financial performance,
current business and economic trends, and business prospects and are subject to the risks and
uncertainties which are discussed in the Company's regulatory filings available on the Company's web
site at www.NobilisHealth.com, www.sedar.com or at www.sec.gov. Any forward-looking statements that
we make are based on assumptions as of today, and we undertake no obligation to update them.
The Company’s management has approved the financial outlooks contained in this presentation.
2
3. Investment Highlights
Full-service healthcare development and management company
Unique direct-to-patient marketing model and proprietary technology
7 brands covering a wide variety of procedures
4 surgical hospitals, 5 ASCs, 36 partnered facilities
Favorable procedure and payor mix
Strong revenue and cash-flow growth
Disciplined M&A approach that has resulted in accretive acquisitions
3
4. Industry Background
Traditional Hospitals
o Full-service hospital
o Inpatient and outpatient
o > 5,700 hospitals
o 60%+ not-for-profit
Specialty Surgical
Hospitals (SSHs)
o Typically specialize in
orthopedics, spine, ENT
o Inpatient and outpatient
o ~ 300 SSHs
Ambulatory Surgical
Centers (ASCs)
o Outpatient only
o > 6,000 ASCs
o 70%+ owned by
independents
4
5. Nobilis Footprint
Other operations:
o Nobilis manages all
owned facilities
o 36 Relationship
Facilities
o 8 Markets
o 7 States
Facility Market Equity
First Surgical
Hospital
Houston, TX 51%
First Street Surgery
Center (HOPD)
Houston, TX 51%
Southwest Freeway
Surgery Center
Houston, TX 100%
Kirby Surgical Center Houston, TX 25%
Hermann Drive
Surgical Hospital
Houston, TX 55%
Plano Surgical
Hospital
Dallas, TX 100%
Dallas Metro (HOPD) Dallas, TX *40%
Northstar Healthcare
Surgery Center
Scottsdale, AZ 100%
Scottsdale Liberty
Hospital
Scottsdale, AZ 60%
1
3
24
5
2
1
2
2
1
1 1
2
Relationship Facilities
(DTC, IOM)
JV Facilities Owned Facilities36 1 8
5
*Through the JV structure at Dallas Metro, Nobilis owns
40% of the management company and receives additional
income from Nobilis sourced cases through an MSA
6. Optimized Procedure + Payor Mix
Procedure Mix:
o New technologies allow more complex
surgical cases in outpatient setting
o Better case mix results in higher
average reimbursement rates than
ASC industry average
o Optimized case mix leads to highly
specialized surgical staff and increased
center efficiencies
Payor Mix:
o Payor mix consists predominantly of
commercial payors
o Strategically adding in-network
contracts to lower out-of-pocket costs
for patients and total costs for payors
and drives referrals from managed
care companies
2015 Case Mix
Gen
4%
Pain 29%
Bariatric 22%
Spine 13%
Plastic 9%
Orthopedic
8%
Other 10%
Gyn
5%
6
7. Direct-to-Consumer Marketing
Market Nobilis branded surgical
procedures direct to consumers
Patient Acquisition Strategy
Physician Sales
Build and execute marketing plans
for physicians
7
8. Lead Generation
Direct-to-Patient
marketing via an
omni-channel marketing
strategy
Concierge Service
Inside sales team + IT
platform to maximize
patient experience
Patient Tracking
Patient follow-up,
experience surveys,
referrals
Direct-to-Consumer Marketing
8
Conversion to Surgical Patient
Patient education, medical
review, insurance verification,
surgical scheduling
Our Brands:
9. Patient Coordinators
will interact with a
patient an average
of 17 times
Patient Coordinators
Nobilis Patient Journey Platform
o Ensures that each step of the patient journey is
reviewed and managed by a dedicated Patient
Coordinator from time of initial contact through
post surgical recovery
End-to-End Concierge Model
o Leverages Nobilis’ proprietary scheduling
applications
o Designed for standardized data entry for
corporate reporting consolidation, connection to
EMRs, faster onboarding of new facilities, post-
operative follow-up program with outcomes and
patient satisfaction data
9
10. Marketing Technology
OWNED + EARNED MEDIA
Blog Posts, Web Pages, Press Releases
SEARCH + SOCIAL
Generates Traffic, Educates Prospects Builds Brands,
Produces Though Leadership, Reduces Churn
micro-conversations: Likes, Shares, RTs, Links SERP Clicks
CTA’S + LANDING PAGES
micro-conversations: form completion
TOFU
MOFU
BOFU
Content: Generates Prospects
Content: Generates Marketing
Qualified Leads (SQLs)
Content: Converts Sales
Qualified Leads (SQLs)
SALES INTERACTION
Generates Customers
RETENTION
Reduces Churn
Free whitepapers,
guides, eBooks,
videos, checklists
Webinars, case studies,
free samples, catalogs,
FAQ sheets, Spec sheets,
brochures
Free trials, demos,
assessments, consultations,
estimates, coupons
Offers
LeadNurturing,Scoring,
Segmentation,Intelligence
Thought leadership content,
deliverables fulfilled, expectations
met or exceeded, client-facing
advanced content
Lead Generation
Data-based Prospect Targeting
SEO
Content Distribution
12
Conversion
Lead Form
Phone Call
Sales
Proprietary CRM
Human Touch
Intelligence + Reporting
Proprietary Technology
More Lead Generation
Enables
11. Physician Marketing
o In-house marketing team works
one-on-one with physicians to
develop and distribute
customized marketing plans
o Lower partner acquisition costs /
increased partner profitability
o Enhanced recruitment and
retention
Nobilis ROI
Average
5:1
11
14. 14
Revenue Cycle Management
$3,050
$4,677
$5,664
$9,654
$12,269
$0
$3,250
$6,500
$9,750
$13,000
2011 2012 2013 2014 2015
Net Revenue per Case
Patient / Case
Management
Billing &
Collection
Claim
Recovery
Quality
Assurance &
Audit
NOBILIS
CENTRAL BUSINESS OFFICE
Admission
Management
Benefit and
Case
Coordination
Health
Information
Management
Billing and
Pricing
Management
Collections &
Analysis
Denial /
Appeal
Management
Patient
Service
Center
Quality
Audit
CBO structure allows Nobilis to scale with rapid expansion and provides
end-to-end functions to enhance collection and cash flow.
16. Concertis
A Technology Platform that Transforms
Healthcare Delivery
o Concertis connects providers with payors
to implement new reimbursement
methodologies focused on patient
outcomes
o This is effectively an in-network model at
higher than in network rates and
accelerated payment timeline
16
Payor
Ancillaries Physician Facility
Concertis Products:
o Clinical Integration Network
Formation and Administration
o Population Health Management
o Care Coordination
“Bundled payments are the future of reimbursement in
medicine. At Nobilis we are well-positioned to take
advantage of this."
-Dr. Neil Badlani,
Vice President of Medical Affairs
17. Aligning Payors, Providers, and Facilities
17
Concertis Aligns Payors, Providers, and Facilities
o Opportunity to enhance relationships with commercial payors and
develop relationships with self-insured employers
o Greater savings on bundles than large, acute-care facilities
o Physicians encouraged to cooperate for enhanced revenue
incentives
o Represents a significant marketing opportunity
18. CIN & Care Navigation
o Clinical Integration is coordination of care across a continuum of
services including physicians, hospitals, and ancillary services
o Achieving Clinical Integration
Negotiate with payors
Bring physicians into our narrow network
Provide warranty for care
Distribute payment
o Our care navigators are trained health care professionals who
serve as patient concierges, guiding patients though the entire
episode of care from diagnosis to post-surgical compliance with
discharge orders
18
21. o Strong platform for scalable growth into national markets
o Compelling value proposition for physicians, patients and payors
o Focus on minimally invasive procedures aligned with market trends
o Lean balance sheet; limited capex and working capital requirements
Growth Drivers
o Acquisitions
o Organic Growth
o Service Line & Specialties
o Operational Leverage
Poised for Continued Growth
2015 2016
Total Organic M&A Total
Revenue $229M $275M $45M $320M
Adjusted
EBITDA
$42M $51M $14M $65M
*Assumes 20% organic revenue growth and 21% organic Adj. EBITDA growth on facilities/companies acquired after
January 1, 2015 (including acquisitions in 2016)
Financial Guidance*
21