Organization strategy – Ron Bercume http://ronbercume.com/ Tue, 10 May 2022 01:32:46 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://ronbercume.com/wp-content/uploads/2021/10/icon-23-120x120.png Organization strategy – Ron Bercume http://ronbercume.com/ 32 32 City manager outlines Dillingham’s budget strategy https://ronbercume.com/city-manager-outlines-dillinghams-budget-strategy/ Tue, 10 May 2022 01:03:00 +0000 https://ronbercume.com/city-manager-outlines-dillinghams-budget-strategy/ The City of Dillingham budget is on track to end the financial year in the black. With two excise taxes on the docket and more financial planning to come, KDLG’s Izzy Ross sat down with City Manager Robert Mawson. This interview has been lightly edited for clarity. Izzy Ross: What is the situation with the […]]]>

The City of Dillingham budget is on track to end the financial year in the black. With two excise taxes on the docket and more financial planning to come, KDLG’s Izzy Ross sat down with City Manager Robert Mawson.

This interview has been lightly edited for clarity.

Izzy Ross: What is the situation with the City of Dillingham budget at the moment? Where is it?

Robert Mawson: Last year’s budget was a little upside down — there were more budgeted expenses than projected revenues. But last year there were a number of expenses that needed to be on the books because they started this year. So right now, if you look at our actual revenue versus expenses at the end of March, I think we were about $1.8 million in the black. We had received more money than we had spent. So while the budget passed in the red, our actual operating conditions are in the black because we’re not spending a dollar we don’t have.

There are a few things that take place towards the end of the year that usually have a big impact. We have bond installments and things like that that happen periodically. But overall, I think we’re pretty well seated to finish this exercise in the dark. And we’re working pretty hard right now to see what we can do to prepare for next year. There are investments we need to make — I think the community is aware of that.

Ross: What are some of the investments the town of Dillingham is going to make next year?

Mawson: We are currently working with our lobbyists – the city has hired Chris Hladick – he and I are working together to seek federal and state funding. We look at grants, we work with Senator Murkowski’s office, we work with the local legislature. We’re trying to see what we can do to fund projects that have really been on the books for years, like port projects. We would like to install a new float system there, we would like to improve the property around the harbor to make it more suitable for commercial investment or other fishing related activities. We have a number of projects that deal with erosion along the coastline, we have issues with our sewage lagoon, we have a lot of road issues, different things we’re trying to do and see what we can finance. We need heavy equipment, we need facility upgrades.

We may be spending money on design, grants, that kind of stuff so we can put those projects in the queue and hopefully get some of that funding back.

Ross: I would like to know what you think of this strategy. And if some of the taxes that flow from that have been discussed in recent meetings – the marijuana excise tax that just passed, and then also the fish tax that’s on the table – how do they fit into this strategy.

Mawson: You can only spend what you earn. And you can do everything you can to reduce your expenses, but sometimes expenses are really out of your control. Our expenses on fuel, parts, shipping – all of these things have grown over the years at a faster rate than our income.

We really need to improve our ability to collect on our current revenue system. So we currently have taxes in place that depend on collection activities. If we are not able to perform all the activities that we need to collect this tax, we do not get all the revenue that we could receive for this purpose. So we have to maximize our income. And we approach that by looking at our operational procedures, by looking at our workforce, our ability to do these things.

We may review service charges. The city operates several businesses, if you will: The landfill, the water system, the sewage system. These are businesses. Technically, a business is set up to be self-sufficient – it uses user fees to bring in enough money to cover its costs and set aside a bit for equipment replacement etc. The city has made a conscious decision in the past to subsidize these businesses as necessary to keep them in business, using tax money that can be used in this way. But again, this can only be sustained as long as you have the ability to do so. So we’re going to look at user fees in our businesses, not necessarily to make them 100% self-sustaining, but just to see if we’re doing it fairly and if we’re able to cover the majority of our costs.

We’re looking for grants — a lot of these projects we have are worth millions of dollars. So we have to look at those big ticket items that way.

And finally, you know, there are real needs that we have here in terms of equipment, facilities, staff salaries, things like that, that need to be adjusted. We will therefore seek additional income. And the two that landed on a table are the marijuana excise tax, which the council passed at the last council meeting. It’s hard to gauge what that would bring to the city at this point, because it’s hard to know what those numbers are. But by some estimates, it could net the city an additional $80,000 in taxes. And that’s not going to accomplish a big project at the port. But it may help set aside some of the landfill or water utility costs.

And then the fish tax. I’m not a fish tax expert, but as I understand there are many communities in Alaska that have a fish tax and Dillingham is not one of them. According to some estimates, the fish tax could bring the community several hundred thousand dollars in revenue. If so, well, that might accomplish a little more than the marijuana excise tax.

But there are a number of questions we need to explore with this. [Processors are] the purpose of the fish tax. It’s a tax on fish brought to processors in Dillingham. It’s not about the fish caught in the water, or where they are caught. It is not a sales tax. It’s an excise tax on the fish that goes to the processors. So we are in talks with some of the processors. We want to make sure this is approached more as a partnership.

Then we want to use that funding to make investments in the community. Maybe in port, maybe in housing, other things that could support this community and the processors as well. But there are a number of directions we could take with this. Looking at the excise tax amount adjustment, how it’s applied, where it’s applied—all of those things that we need to discuss a little more and look at. The board referred this item to the finance and budget committee, and we have started these conversations, and we will do a little more research on the real impact of this in the future.

Ross: Much of the debate when the town considered a tax on raw fish several years ago when it decided to annex the district was that other communities would necessarily benefit from a tax on fish in Dillingham . So it’s an interesting dynamic to think about this excise tax on processors.

Mawson: Yes, it is. And I think those are all things that need to be explored. Dillingham understands that we are somewhat of a regional hub, and we have a responsibility not only for the people here in Dillingham, but also for the people of the region. And I think that’s also part of this broader conversation that we need to have – where is this money going? Because that’s not necessarily what we’re talking about. We need to make some sort of commitment as to how we can help the region. And it’s hard to help the region when you don’t have the funding to do so.

So maybe some of that funding can be used to do things that are demonstrably good for the area, rather than just good for the community. And I think there’s a real need for us to think more regionally, to look at partnerships, to see what we can do to maybe leverage that funding to do even bigger things, if we can partner with federal agencies, state agencies, grant funds, other community organizations and say, “This is something we can use to improve what we have here.”

The big difference between an excise tax and a sales tax has to go to the voters, and the voters approve of the sales tax. If you ever need to make an adjustment, you have to go back to the voters. In the case of an excise tax, the board can actually pass that. And if you make adjustments along the way, because you see things aren’t working quite the way you’d like, the council can do that through council action. So you can react much faster to things that need to be done. And at that point, the board needs to be able to look at all aspects of that and come to a decision that they feel is best for the community and the region.

We are not there yet. We are working on it. And I welcome any input anyone may have to this and invite any conversation they would like to have with me. I’m available.

Ross: Thanks so much for sitting down and I hope we can continue this discussion in the future.

Mawson: Sure, anytime. Thank you.

Contact the author at izzy@kdlg.org or 907-842-2200.

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Guthrie Clinic Appoints First Chief Strategy Officer | Business https://ronbercume.com/guthrie-clinic-appoints-first-chief-strategy-officer-business/ Sun, 08 May 2022 09:00:00 +0000 https://ronbercume.com/guthrie-clinic-appoints-first-chief-strategy-officer-business/ The Guthrie Clinic recently announced the appointment of Elizabeth (Liz) Jaekle as its first Chief Health System Strategy Officer, Executive Vice President. In this new role, Jaekle will lead strategic planning and implementation, marketing, communications and philanthropic initiatives across the Guthrie system. She will oversee the development and execution of new business ventures, partner affiliations, […]]]>

The Guthrie Clinic recently announced the appointment of Elizabeth (Liz) Jaekle as its first Chief Health System Strategy Officer, Executive Vice President.

In this new role, Jaekle will lead strategic planning and implementation, marketing, communications and philanthropic initiatives across the Guthrie system. She will oversee the development and execution of new business ventures, partner affiliations, market expansions, physician onboarding, and key service line strategies.

“I am delighted to welcome Liz to the Guthrie leadership team,” said Dr. Edmund Sabanegh, President and CEO of the Guthrie Clinic. “She is an accomplished leader who brings extensive experience in business strategy and development, joint ventures, and physician and clinic integration. Guthrie is on a journey of transformation and Liz is well positioned to help lead the transition.

Most recently, Jaekle served as Regional President, Mid-Atlantic, for ValueHealth, LLC. Previously, she was Senior Vice President, Business Development at Crozer-Keystone Health System, playing a critical role in leading the significant growth and diversification of the health system.

“I am extremely excited to join the Guthrie Clinic at a pivotal time in the growth and transformation of the organization. The system is uniquely positioned among nationally integrated delivery systems, with its physician-focused culture, extraordinary care teams and experienced leadership, to meet changing and diverse health and wellness needs. -be of the communities it serves,” Jaekle said. “In this new role, I have a rare opportunity to have a positive impact on health care delivery, access and equity for our communities. I am inspired by Guthrie’s legacy and honored to have the opportunity to serve the organization in the same transformational way that Dr. Guthrie envisioned over a century ago.

The Guthrie Clinic is a non-profit, multi-specialty health system that integrates clinical and hospital care with research and education.

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Apollo Medical Holdings, Inc. Announces Appointment of Chief Strategy and CFO Transition Officer https://ronbercume.com/apollo-medical-holdings-inc-announces-appointment-of-chief-strategy-and-cfo-transition-officer/ Thu, 05 May 2022 20:05:00 +0000 https://ronbercume.com/apollo-medical-holdings-inc-announces-appointment-of-chief-strategy-and-cfo-transition-officer/ ALHAMBRA, Calif., May 5, 2022 /PRNewswire/ — Apollo Medical Holdings, Inc. (“ApolloMed” and, together with its subsidiaries and affiliates, the “Company”) (NASDAQ: AMEH), a leading physician-centric healthcare company focused on on technology service providers in the successful delivery of value-based care, today announced the appointment of chan basho to the newly created position of Chief […]]]>

ALHAMBRA, Calif., May 5, 2022 /PRNewswire/ — Apollo Medical Holdings, Inc. (“ApolloMed” and, together with its subsidiaries and affiliates, the “Company”) (NASDAQ: AMEH), a leading physician-centric healthcare company focused on on technology service providers in the successful delivery of value-based care, today announced the appointment of chan basho to the newly created position of Chief Strategy Officer. Mr Basho will also assume the role of Acting Chief Financial Officer as Eric Chin resigned as CFO for personal reasons. Mr. Chin will continue to work with the Company as an executive advisor to ensure a smooth transition.

As Chief Strategy Officer, Mr. Basho will work closely with the Company’s Co-CEOs to lead the development and execution of ApolloMed’s strategy and operations, as well as improving operational discipline. to ensure the company’s ability to evolve successfully.

BrandonSim, co-CEO of ApolloMed, said, “We are delighted to welcome Chan as Chief Strategy Officer and Interim Chief Financial Officer at ApolloMed. prove increasingly valuable as our company moves forward with its plans for future growth. Chan has a deep understanding of and commitment to our mission to cost-effectively deliver quality healthcare to our local communities, and our team is excited to work closely with him in this important new role. I would like to thank Eric on behalf of the entire ApolloMed management team for his professionalism, expertise and many contributions over the past few years. He was instrumental in developing our internal financial controls and spearheading our capital allocation, corporate finance and communications strategies. We wish him the best of luck and greatly appreciate his support during this transitional journey.”

Mr. Basho commented, “I am delighted to join ApolloMed during this critical and exciting time in the company’s history. I look forward to working closely with Brandon and management to advance the company’s strategy and mission to enable providers across the country to successfully deliver value-based care and improved outcomes for our members. I am honored to have this opportunity to help ApolloMed continue to build on its impressive 25-year legacy.

Mr. Basho has 15 years of experience in strategy, finance and operations in well-known healthcare companies, having most recently served as Vice President of Strategy and Corporate Development at Alignment Healthcare since 2018. From 2017 in 2018, Mr. Basho served as Chief Financial Officer. at Alsana, a behavioral health company backed by private equity. From 2014 to 2017, Mr. Basho held various positions at HealthCare Partners, a DaVita Medical Group company, including as Vice President of Strategy and Corporate Development, Head of Strategy and Development for the California market. From 2007 to 2014, Mr. Basho held various strategy and finance related roles at DaVita Kidney Care, including as Director of Corporate Finance. Mr. Basho earned a bachelor’s degree in biological engineering from the University of California, Berkeleyand an MBA from the Wharton School at University of Pennsylvania.

About Apollo Medical Holdings, Inc.
ApolloMed is a leading physician-focused, technology-driven, and risk-taking healthcare company. Leveraging its proprietary end-to-end technology solutions, ApolloMed operates an integrated healthcare delivery platform that enables providers to successfully participate in value-based care agreements, enabling them to deliver care of high quality to patients in a cost effective manner.

Based at Alhambra, California, ApolloMed’s subsidiaries and affiliates include Management Service Organizations (MSOs), Independent Practice Associations (IPAs) affiliates, and entities participating in the Centers for Medicare & Medicaid Services Innovation Center (CMMI) innovation models . For more information, visit www.apollomed.net.

Forward-looking statements
This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, such as statements about the Company’s continued growth, operating direction and strategic growth plans. Forward-looking statements reflect current views regarding future events and financial performance and therefore cannot be guaranteed. These statements are based on the current expectations and certain assumptions of the Company’s management, and some or all of these expectations and assumptions may not materialize or may differ materially from actual results. Actual results may also differ materially from forward-looking statements due to known and unknown risks, uncertainties and other factors, including the risk factors described from time to time in the Company’s filings with the SEC, including including, without limitation, the risk factors discussed in the company’s annual report on Form 10-K for the fiscal year ended December 31, 2021filed with the SEC and all subsequent quarterly reports on Form 10-Q.

FOR MORE INFORMATION PLEASE CONTACT:

Investor Relations
(626) 943-6491
[email protected]

Caroline SohnThe Equity Group
(415) 568-2255
[email protected]

SOURCEApollo Medical Holdings, Inc.

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Grain and Seed Cleaning Equipment Market – Pre- and Post-COVID-19 Development Strategy, Type, Top 20 Countries, Landscape, by Business Strategy Analysis and Application https://ronbercume.com/grain-and-seed-cleaning-equipment-market-pre-and-post-covid-19-development-strategy-type-top-20-countries-landscape-by-business-strategy-analysis-and-application/ Tue, 03 May 2022 20:28:49 +0000 https://ronbercume.com/grain-and-seed-cleaning-equipment-market-pre-and-post-covid-19-development-strategy-type-top-20-countries-landscape-by-business-strategy-analysis-and-application/ “Global Grain and Seed Cleaning Equipment Industry: With a significant CAGR growing during the period 2022-2027 New Research Report on Grain and Seed Cleaning Equipment Market which covers Market Overview, Future Economic Impact, Manufacturer Competition, Supply (Production), and Consumption Analysis Understand the influence of COVID-19[feminine] on the Grain and Seed Cleaning Equipment Market with our […]]]>

Global Grain and Seed Cleaning Equipment Industry: With a significant CAGR growing during the period 2022-2027

New Research Report on Grain and Seed Cleaning Equipment Market which covers Market Overview, Future Economic Impact, Manufacturer Competition, Supply (Production), and Consumption Analysis

Understand the influence of COVID-19[feminine] on the Grain and Seed Cleaning Equipment Market with our analysts monitoring the situation around the world. Request now

The Global Grain and Seed Cleaning Equipment Industry Market research report provides a comprehensive study of the various techniques and materials used in the production of the Grain and Seed Cleaning Equipment market products. Starting from industry chain analysis to cost structure analysis, the report analyzes several aspects, including production and end-use segments of the products of the Grain and Seed Cleaning Equipment market. The latest trends in the pharmaceutical industry have been detailed in the report to measure their impact on the production of the Grain and Seed Cleaning Equipment market product.

With current market norms being revealed, the Grain and Seed Cleaning Equipment market research report has also impartially illustrated the latest strategic developments and patterns of market players. The report serves as a presumptive business document that can help the buyers in the global market to plan their next courses towards the future position of the market.

Get a sample of this report @ https://www.marketresearchupdate.com/sample/346843

The Major Key Players of the Grain and Seed Cleaning Equipment Market are-
Buhler AG, AGCO Corporation (Cimbria), PETKUS Technologie GmbH, Buhler Industries Inc., Akyurek Technology, Westrup A/S, AT Ferrell Company Inc, Agrosaw, Lewis M. Carter Manufacturing, ArrowCorp Inc, Grain Cleaning, LLC, Crippen Manufacturing Company , Alvan Blanch, Bench Industries, SYNMEC International Trading Ltd, Garratt Industries

Types of products:
Classification type
Pre-cleaning type
Fine cleaning type

Based on the app:
For cereals
For seeds

Regional Analysis for Grain and Seed Cleaning Equipment Market

North America (United States, Canada and Mexico)
Europe (Germany, France, United Kingdom, Russia and Italy)
Asia Pacific (China, Japan, Korea, India and Southeast Asia)
South America (Brazil, Argentina, Colombia, etc.)
The Middle East and Africa (Saudi Arabia, United Arab Emirates, Egypt, Nigeria and South Africa)

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  • The various scenarios of the overall market have been outlined in this report, providing a road map of how Grain & Seed Cleaning Equipment products have secured their place in this rapidly evolving market. Industry players can reform their strategies and approaches by reviewing the market size predictions mentioned in this report. Profitable marketplaces for Grain and Seed Cleaning Equipment Market have been revealed, which may affect the global expansion strategies of leading organizations. However, each manufacturer has been described in detail in this research report.
  • The Grain and Seed Cleaning Equipment Market Effect Drivers Analysis chapter precisely emphasizes on technological advancement/risk, threat of substitutes, consumer needs/changes in customer preferences , technological advancements in the related industry, and economic/political environmental changes that attract market growth factors.
  • The fastest and slowest growing market segments are indicated in the study to give a significant insight into each central element of the market. The new players in the market are starting their trading and accelerating their transition into the grain and seed cleaning equipment market. Merger and acquisition activity is expected to change the market landscape of this industry.

This report is accompanied by a suite of additional Excel data sheets taking quantitative data from all the numerical forecasts presented in the report.

Content of the offer: The report provides in-depth knowledge regarding the usage and adoption of Grain & Seed Cleaning Equipment Industries across various applications, types and regions/countries. In addition, key stakeholders can learn about key trends, investments, drivers, vertical player initiatives, government efforts towards product acceptance in the coming years, and present commercial product information. on the market.

Full report link @ https://www.marketresearchupdate.com/industry-growth/grain-seed-cleaning-equipment-market-trends-2022-2027-346843

Finally, the Grain and Seed Cleaning Equipment market study provides essential insights into the major challenges that will influence the growth of the market. The report further provides general details of business opportunities for key stakeholders to grow their business and generate revenue in specific verticals. The report will help existing or prospective companies in this market to consider different aspects of this field before investing or expanding their business in the Grain and Seed Cleaning Equipment market.

Contact us:
sales@marketresearchupdate.com

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“A flawless business social media strategy is key to reaching customers” https://ronbercume.com/a-flawless-business-social-media-strategy-is-key-to-reaching-customers/ Sun, 01 May 2022 17:11:51 +0000 https://ronbercume.com/a-flawless-business-social-media-strategy-is-key-to-reaching-customers/ Meet a young man who achieved visible success by setting goals, overcoming obstacles and thinking creatively, in addition to working hard in the right direction after his journey of self-discovery. Born in Mandi Bahauddin and raised in Gujrat, Talha Labib is a social media strategist, entrepreneur and world explorer. Today, this successful entrepreneur could best […]]]>

Meet a young man who achieved visible success by setting goals, overcoming obstacles and thinking creatively, in addition to working hard in the right direction after his journey of self-discovery. Born in Mandi Bahauddin and raised in Gujrat, Talha Labib is a social media strategist, entrepreneur and world explorer. Today, this successful entrepreneur could best be described as a young person who believes in others as much as in himself.

Talha Labib is an award-winning YouTuber and founder of Talha Films Network. During his journey filled with hard work, he has also done his best to help achieve success and empower his age mates to try and grow. He is proud to be very active within his new media community and to make a difference. With all he has accomplished at such a young age starting grassroots businesses and winning competitions, he wants to share his experience and knowledge with those who follow him.

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Perfect Strategy

In a candid speech, Talha Labib said that his company – Talha Films – provides consultancy services to different institutions, companies and individuals with a smart social media strategy. Currently, he said his company works with around four dozen clients, including Pakistani celebrities. “We can say that everyone is connected to each other through different social media platforms,” ​​he said. But, he said, “it is necessary to reach your audience with a perfect social media strategy.”

He said success without a successor is nothing more than “failure” or unproductive activity. He said young minds have a clear choice that they must find new ways to better manage their own affairs; and they have to look for opportunities without paying much attention to the risk factor. “Our patience and determination paved the way for us to succeed in life.” He said newcomers need to remember that running a successful business can be the easiest thing there is, but it can also be the hardest thing there is.

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Talking about his successes and his huge success as a YouTuber, Talha Labib said that he never focused on “views”, “likes” and “subscribers”, because these elements do not are just the names of a game and not a parameter for any type of realization. “I’ve always shared with my colleagues and followers that we need to be more careful when making or creating something for a global audience that can come from anywhere – and, of course, from a layman to an educated and a professional”, he underlined.

inspiring ideas

“Personally, I always try to bring as much value as possible to my audience; because I’m passionate about an idea that inspires me before I make a video,” he said, adding that every video he makes he tries to challenge himself and his team differently so that Talha Films can produce something different and new. “For me, YouTube is a platform where I can experiment. It challenges my creative expression with experimentation, which usually develops into a pretty cool outcome — usually,” he said.

He said his platform is a multi-channel network where viewers have the choice to watch and download the videos, information, knowledge, motivation and much more in a single platform. “I always follow that quote that ‘the sky is the limit’ and I set a lot of goals for myself to achieve,” he said, adding that he achieved several goals at a very young age and that he hoped he would achieve new goals. goals with hard work and in the presence of a dedicated team of professionals.

It is pertinent to mention here that Talha Labib has won 15 awards from YouTube, including 11 silver play buttons and four gold play buttons. According to the company, YouTuber with over 1 million subscribers will receive the Golden Play Button while YouTuber with 100,000 subscribers will receive the Silver Play Button, as part of the YouTube Creator Awards. He also received the “Top YouTuber of Pakistan” award from Connected Pakistan.

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Our corporate social responsibility strategy https://ronbercume.com/our-corporate-social-responsibility-strategy/ Fri, 29 Apr 2022 20:11:54 +0000 https://ronbercume.com/our-corporate-social-responsibility-strategy/ Fundamentally, our Environmental, Social and Governance (ESG) strategy is about being a force for good in the world. We embrace a role in society that all global businesses should play: helping solve global challenges such as climate change, inequality, pandemic recovery and workforce development. In doing so, we build on our historic progress, with a […]]]>

Fundamentally, our Environmental, Social and Governance (ESG) strategy is about being a force for good in the world.

We embrace a role in society that all global businesses should play: helping solve global challenges such as climate change, inequality, pandemic recovery and workforce development.

In doing so, we build on our historic progress, with a focus on the environment, health and safety, meaningful innovation, sustainability and community engagement, knowing that there is always more to do. .

The consumer megatrends and global challenges we face have been gathering strength for years and have galvanized a response within us, through Stanley Black & Decker, which has also taken years to prepare.

We recognize that ESG is more important than ever, influencing how all stakeholders view and act in relation to a company. But ESG is not new to Stanley Black & Decker. Although terminology and nomenclature have evolved, our commitment to ESG principles runs deep.

We laid the groundwork for our ESG strategy in 2017 with a set of 2030 commitments that are deliberately aligned with the United Nations Sustainable Development Goals (SDGs) and intrinsically linked to our purpose.

These 2030 commitments were made on the three pillars of people, products and the planet. Governance serves as a fourth dimension of action and accountability, underpinning these pillars.

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How Health Systems Can Innovate: A Winning Strategy That Creates Real Change https://ronbercume.com/how-health-systems-can-innovate-a-winning-strategy-that-creates-real-change/ Wed, 27 Apr 2022 20:53:31 +0000 https://ronbercume.com/how-health-systems-can-innovate-a-winning-strategy-that-creates-real-change/ Innovation has become the buzzword of the past two decades in healthcare. Silicon Valley, technology providers, health plans and health systems all agree that this is the key to the future. Like Miss America contestants seeking world peace, “innovation” has become the standardized response of health care board members, executives and industry experts to the […]]]>

Innovation has become the buzzword of the past two decades in healthcare. Silicon Valley, technology providers, health plans and health systems all agree that this is the key to the future. Like Miss America contestants seeking world peace, “innovation” has become the standardized response of health care board members, executives and industry experts to the question: “How can we save the American healthcare system?”

But the overuse and generalization of the term “innovation” has led to a loss of understanding of what it really means. It’s not about “doing the same things a little better,” although that’s the common threshold for many healthcare companies. Instead, it should be about “doing new things that make old things obsolete.” The latter is much more difficult in the short term but it’s really the only way to achieve the fivefold goal in the long term. We should start talking about innovation as a set of distinct skills and behaviors that require a different type of leadership than exists in most healthcare organizations.

Admittedly, this is an overwhelming time for health systems. Although the Covid-19 pandemic has dramatically accelerated the adoption of digital technologies, many are still struggling to find an effective innovation strategy. It is common for health systems, compelled to innovate but not knowing how to implement change, to choose the wrong approaches to solve this problem. These are some of the flawed tactics that have been employed.

Put the wrong person in charge

It’s common for health systems to promote someone with limited experience in health care investing to lead innovation efforts and give them some cash to play with. However, success requires both healthcare experience and investment experience to move the process forward and make the right choices.

Another common tactic is to place innovation under the responsibility of the CIO. While CIOs are critical to these efforts and should always have a strong voice in the conversation, these leaders often don’t have time to focus on innovation and the process stalls.

The health system being the only investor in a deal

More than ever, health systems need collaboration to survive. They should invest with other like-minded organizations to shape startups and ensure they can scale. If they invest in the right solutions, they not only make a difference to their organization, but can also generate returns when implemented in other markets.

Partnership with a local “innovation hub” or “incubator”

While it’s nice to support a local entrepreneurship program, it’s often not necessarily helpful or aligned in any way with the needs of the healthcare system. While it is good to get involved and support these organizations, the entire strategy of a health system should not depend on them.

Don’t look outside your organization for a new perspective

Some of the most disruptive thinkers may not be inside the four walls of your organization. Often the most innovative thinkers emerge from female and minority ranks that have been, unfortunately, overlooked. These new early career leaders drive, define and design a better future through technological innovation.

Your organization should make a concerted effort to identify and consider tapping into this untapped talent pool of young, energetic leaders to help drive your organization’s most important innovation initiatives.

A careful look at digital innovation is the first step to success. Here are some guidelines for setting up a health system with a winning innovation strategy:

  • Set clear goals for the program that align with your long-term growth strategy.
  • Put someone in charge who understands healthcare, has experience with startups, and is familiar with venture capital or private equity investing.
  • Establish an appropriate budget. A good starting figure is $25-50 million; $10 million probably isn’t enough – starting too small will under-optimize returns.
  • Have a small but powerful strategy, IT, and operational leadership oversight group that can engage in regular meetings and likely lots of weekend and early morning calls. After all, innovation never sleeps.
  • Give this committee the freedom to allocate capital as it sees fit (i.e., remove traditional bureaucracy from the healthcare system, although you must obtain board approval).
  • Partner with experts who have experience in healthcare-specific investments so your organization benefits from large-scale deal flow and professional investment expertise.

This is perhaps the most difficult and exciting time in the history of our health care system. Creating real change is complex and requires deep experience, relationships and creativity to get it right. No matter where you are in the process, it’s not too late to adopt a structured approach that gets results.

Photo: HAKINMHAN, Getty Images

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Opinion: ‘Buy the dip’ is not a good investment strategy, just a good meme https://ronbercume.com/opinion-buy-the-dip-is-not-a-good-investment-strategy-just-a-good-meme/ Mon, 25 Apr 2022 19:23:00 +0000 https://ronbercume.com/opinion-buy-the-dip-is-not-a-good-investment-strategy-just-a-good-meme/ In 2020 alone, over 10 million new brokerage accounts were opened and a vibrant financial media ecosystem emerged to serve these new investors. FinTwit, TikTok financial advisors, Reddit forums, YouTube and blogs illustrate the range of resources available to guide and educate investors. Much of the content is impressive – much better than what was […]]]>

In 2020 alone, over 10 million new brokerage accounts were opened and a vibrant financial media ecosystem emerged to serve these new investors. FinTwit, TikTok financial advisors, Reddit forums, YouTube and blogs illustrate the range of resources available to guide and educate investors. Much of the content is impressive – much better than what was available two decades ago when I started my journey.

Unfortunately, the inevitable snake oil sellers are sneaking in to profit from the gold rush, and some strategies may not be as effective as those presented.

The default with buse the dip

A now common concept – essentially enshrined as a meme – is “buy the dip” (BTD). He suggests buying assets that have recently fallen in price, hoping for a bounce back to the previous level where you can exit profitably, or continue holding with low cost. Although BTD seems like a wonderful strategy, it may be a hothouse flower and a product of the post-financial crisis bull run.

Whenever the SPX stock markets,
+0.57%
faltered over the past decade, the Federal Reserve and other central banks have stepped up to the rescue, intentionally or unintentionally, by providing free portfolio insurance that has allowed risk-takers to thrive while punishing the timid.

As such, many have made buying the dip part of their mental model of how markets work. Most traders and money managers under 40 grew up on this diet, and algorithmic trading systems were trained on a decade of data suggesting BTD is ironclad law.

Now, with CPI inflation at 8.5% at the end of March, central banks may not be as willing to step in with rate cuts or quantitative easing, should we face tough economic times.

Answer these questions

The next problem with BTD is that a realistic strategy requires more detail than “buy when the price goes down”. Some questions to consider: What constitutes a dive? What money do we use to buy? When do we sell?

Investors who have held cash for almost every period over the past decade have missed out on potential gains, and unless you bought near the lows in December 2018 or March 2020, they were likely well behind their “buy and hold” peers who invested when their paychecks arrived.

A drop of 3%, 5% or even 10% is not necessarily a generational buying opportunity.

To test this theory, the chart below plots lows of 1%, 3%, 5% and 10% off the high closing prices over 22 trading days (approximately 1 month), 66 days (approximately 1 quarter) and 256 days (approximately 1 year) as well as relative to the 50 trading day and 100 trading day simple moving averages, assuming semi-monthly pay periods.

The table below compares total returns (including dividends but excluding commissions, fees, taxes, etc.) to a strategy that invests the money immediately.

Yield differential: wait for a drop or invest immediately

dip size

22 day high

66 day high

High of 256 days

50 day SMA

100 day SMA

1%

0.08%

0.04%

0.03%

-0.59%

-1.13%

3%

-0.23%

-0.21%

-0.22%

-0.54%

-1.30%

5%

-1.41%

-0.58%

-0.48%

-4.50%

-7.69%

ten%

-7.36%

-8.11%

-7.50%

-3.21%

-8.22%

Source: Exencial Wealth Advisors

As you can see, there is little to no advantage in waiting for a decline compared to investing immediately. The bigger the drop we wanted, the more time we spent in cash, and the higher our opportunity cost compared to buying as we got cash.

Consider these strategies instead

Sophisticated investors with diversified portfolios will find that there is another way to BTD.

1. Tactical rebalancing. Rather than hoarding cash, you can make calculated adjustments to your asset allocation. For example, if your portfolio is 60% stocks and 40% bonds, you can tactically rebalance to 80% stocks and 20% bonds if the market drops 5% from a level record. Once the market has regained the previous peak, you can rebalance to 60/40.

2. Sell the dip and buy the rip. Buying all-time highs is scary because investors often assume that what goes up must come down. However, financial markets exhibit serial autocorrelation: a tendency to move in one direction over an extended period of time. Business cycles tend to last longer in the expansion phase and contractions are usually short but sharp. Moving to an 80/20 portfolio when the market hits an all-time high and rebalancing to 60/40 when down 10% will likely outperform BTD.

When taxes, fees and commissions are introduced, this strategy may not outperform buy and hold. Nonetheless, it may be counterintuitive to many that buying all-time highs and selling lows historically beats BTD by a significant margin. See this table:

Exencial Wealth Advisors

Buy dips could potentially work on time horizons of one day to one week if implemented well and with proper risk management. However, over longer time frames, following the market trend generally worked better. In practice, BTD is usually implemented haphazardly, using margins or risky instruments, like leveraged ETFs.

3. Buy when there is blood in the streets. Many readers are familiar with this adage from Baron Rothschild, an 18th century British banker. If the opposite approach of buying when the news looks dire works, why does BTD perform poorly when tested? The difference between buying dip and “buying blood” is huge.

If stocks are down 50%, this may constitute a sentiment-driven overreaction, providing an opportunity to add exposure to favorable prices. A drop of 3%, 5% or even 10% is not necessarily a generational buying opportunity.

Here’s a surprise for many BTD enthusiasts: many professional risk management systems do the exact opposite of BTD. Once you get a decline of around 10% or more, along with a pick up in volatility and other risk metrics, it could be a sign that the market has slipped into riskier contractionary territory. The crux of the problem with buying the dip is never knowing in advance when a 10% drop will turn into a 30% to 40% loss in the bear market.

Your personal risk tolerance, income, time horizon and goals determine the optimal approach; While there are no “best” strategies, there are definitely some bad ones. Losses are of course unpleasant, and those fearful of the current drop – or considering buying it – should consult their financial advisor and align their portfolios with their risk tolerance.

Have a realistic plan tailored to you, stick to it over the long term, and the results are extremely likely to achieve your goals.

Jon Burckett-St. Laurent is Senior Portfolio Manager at Exencial Wealth Advisorswith over 17 years of experience in the financial services industry.

Now read: Investors love to brag about their great stock picks, but beware of those who use fancy math to calculate their earnings

More: A mix of 60% stocks and 40% bonds will produce anemic returns over the next decade – here’s how to adapt

And: Want to beat the stock market over the next decade? Add bonds to your portfolio

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Cybersecurity strategy to drive targeted growth – Karen Massa https://ronbercume.com/cybersecurity-strategy-to-drive-targeted-growth-karen-massa/ Sun, 24 Apr 2022 05:00:00 +0000 https://ronbercume.com/cybersecurity-strategy-to-drive-targeted-growth-karen-massa/ COVID-19, relentless cyberattacks, insufficient budgets and complex regulations are some of the reasons cited by information security leaders as to why a robust cybersecurity strategy is more important than ever. Additionally, domestic and transnational regulators have warned of a predicted increase in cyberattacks emanating from Russian threat actors, as geopolitical conflicts spill over into cyberspace. […]]]>

COVID-19, relentless cyberattacks, insufficient budgets and complex regulations are some of the reasons cited by information security leaders as to why a robust cybersecurity strategy is more important than ever.

Additionally, domestic and transnational regulators have warned of a predicted increase in cyberattacks emanating from Russian threat actors, as geopolitical conflicts spill over into cyberspace.

The 2021 EY Information Security Survey actually showed that 81% of executives globally believe the COVID-19 pandemic has forced organizations to circumvent cybersecurity processes, while 77% of organizations have seen more disruptive attacks over the past 12 months. , up from 59% in the 2020 survey.

Most respondents indicated that preventing attacks by external actors has grown in importance over the past year.

Moreover, the profile of the average decision maker has changed over the past three years. Traditional decision makers, such as CIOs and CISOs, share their influence with non-IT executives, such as CEOs, chief financial officers (CFOs), legal and compliance managers, and business unit heads. Additionally, corporate boards are demanding more detailed information about their organizations’ security posture.

The survey results also reveal that simple actions taken now can mitigate current and future vulnerabilities and reap substantial benefits later. These include in particular the following:

Focus on zero trust

A holistic approach to security integrating different cyber principles across people, processes and technology. The fundamental concept behind this strategy is the assumption that there are threat actors inside and outside the organization, so that nothing can be trusted, whether man or machine.

Educate and engage your board

The board should be interested in preventing data breaches and committed to prioritizing cybersecurity needs. Organizations should proactively create a board-level executive dashboard to increase visibility into cybersecurity issues.

Regulators have warned of an expected increase in cyberattacks from Russian threat actors– Karen Massa

Strengthen the role of the Chief Information Security Officer

With the onset of the pandemic, 55% of cybersecurity leaders believed it gave them an opportunity to position themselves as strategic business partners. Security managers need to be bold and go beyond the back office. They must be confident in presenting the competitive advantage that cybersecurity teams can bring to their leadership teams.

Concepts such as “Privacy by Design” and “Security by Design” offer security managers the opportunity to be much more integrated into the company’s go-to-market activities. It’s a way for security leaders to add value to organizations as we navigate an uncertain world.

Spend now, save later

According to the survey, companies that have recently experienced a breach expect to spend more in all areas of security, with vulnerability assessment and access control being the top areas of investment. To protect themselves, organizations need to build cybersecurity capabilities not only to prevent attacks, but also to mitigate damage and shorten recovery time.

The study found that companies’ cybersecurity budgets have increased over the past three years and that spending is expected to increase in the coming years. Going forward, the largest increase in spending is expected to be in endpoint security solutions, followed closely by network and data center security.

It is important to note that there is no “one size fits all” solution for cybersecurity. The level of investment and the budget should be commensurate with the risk appetite of your business. Either way, companies should not wait for a breach to occur before evaluating what practices may be appropriate for the company.

EY’s cybersecurity, strategy, risk, compliance and resilience teams help organizations assess the effectiveness and efficiency of their cybersecurity and resilience programs in the context of business growth and operational strategies. These offerings apply consistently regardless of where they are applied (information technology, operational technology, cloud, etc.), provide a clear measure of risk and capture current risks to the organization, and demonstrate how cyber risks will be managed in the future.

Our services can be tailored to the nature, size and risk profile of the organization and can be combined to form a larger transformation program or effort.

Karen Massa is Head of Business and Technology Risk Advisory at EY Malta.

EY Engage, Malta’s tech leader forum, will be held at the Westin Dragonara Resort on June 1 at 11:30 a.m. The event explores how IT enables organizations to become resilient and competitive in times of disruption. Speakers included Pascal Bornet, world renowned keynote speaker and author of the bestselling book Intelligent Automation.

Networking opportunities, panel discussions covering current industry topics and a panel discussion will also provide a unique setting to collaborate on current industry challenges and trends. To register, go to ey.com/en_mt/events/engage

Independent journalism costs money. Support Times of Malta for the price of a coffee.

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GSA’s Busy 2022 Year So Far: Inflation, 876 and a New Strategy https://ronbercume.com/gsas-busy-2022-year-so-far-inflation-876-and-a-new-strategy/ Thu, 21 Apr 2022 11:29:56 +0000 https://ronbercume.com/gsas-busy-2022-year-so-far-inflation-876-and-a-new-strategy/ The General Services Administration’s upcoming Spring 2022 update to its Federal Market Strategy caps off one of the busiest six months for the Federal Acquisition Service in recent memory. It’s hard to remember a time when FAS had to deal with so many moving parts. From the long-awaited move to the Universal Entity Identification Number […]]]>

The General Services Administration’s upcoming Spring 2022 update to its Federal Market Strategy caps off one of the busiest six months for the Federal Acquisition Service in recent memory.

It’s hard to remember a time when FAS had to deal with so many moving parts. From the long-awaited move to the Universal Entity Identification Number of the DUNS number, to the now much-maligned Polaris Small Business Government Acquisition Agreement (GWAC), to the unexpected challenges posed by inflation that affects nearly every aspects of the public and private sectors, changes and updates have come fast and furiously since January.

So, in case you missed some of the important work the GSA has been doing over the past few months, here’s a recap. It’s not exhaustive, but just highlights some of the important memos, opportunities, and things you may have missed.

Federal Market Strategy 2022

Sonny Hashmi, the FAS commissioner, continues to simplify the buying and selling experience with schedules and GWACs overseen by the organization.

To that end, the GSA announced that it would launch a new buyer experience effort based on human-centered design.

“This development will reduce the pain points that GSA buyers, suppliers and procurement professionals have mentioned in their comments,” the GSA said in an April 13 statement. “The updated buying experience will provide buyers with access to acquisition tools and market research solutions, as well as pricing documents, templates and resources to help plan purchases. purchases.”

The GSA said its goals with these information tools are typical, reducing burdens, simplifying the client agency experience, and more.

But by digging deeper, FAS is trying to address some longstanding complaints about the menu of items it offers.

“This strategy will help clarify government procurement options, qualification requirements and the process for preparing to submit a bid,” the GSA said. “In addition, the GSA is working on updating the Multiple Award Schedule (MAS) roadmap to streamline vendor onboarding processes. Federal procurement professionals have worked with industry to make it easier to register for the GSA schedule, and the GSA launched the new Vendor Assistance Center earlier this year so that all potential MAS contract holders and current people can find the information and resources they need to do business with the government.”

While specific strategy details are forthcoming, if you review what Hashmi and FAS have pursued in the Fall 2021 strategy, it’s not hard to see what’s in store.

Inflation adjustments still to come

The GSA responded fairly quickly to contractors calling for help to deal with the 7.9% inflation the country is facing.

On March 17, GSA Senior Purchasing Manager Jeff Koses and FAS Office of Policy and Compliance Assistant Commissioner Mark Lee temporarily changed the requirements for Economic Price Adjustment Contract Clauses (EPA ).

The four changes that Koses and Lee described in the memo are:

  • Lowering the approval of price increases above the contract manager’s APE clause ceiling to a level above the contract manager;
  • Relax time limitations on EPA increases;
  • Relax limits on the number of EPA increases a contractor can request; and
  • Clarify that if a contractor has removed an item from their schedule contract, the GSA will not enforce the limitation on adding the same item at a higher price.

“While EPA clauses normally act to protect the interests of the GSA, in today’s marketplace, they make it more difficult for federal agencies to acquire needed goods, services and solutions. Contractors withdraw items from federal procurement program contracts to avoid selling at a loss. This particularly hurts new entrants and small businesses, the very businesses that the president’s procurement equity initiatives are designed to support,” Koses and Lee wrote in the memo. “To ensure that the GSA is able to continue to offer a full range of products, services and solutions, the GSA must be flexible in how it enforces these EPA contract terms. Even with this added flexibility, contracting officers remain responsible for assessing price increases and can accept them, negotiate them, or remove elements of the underlying contract. »

The GSA said the memo remains in effect until September 30.

While contractors applauded the GSA’s swift action, the Coalition for Public Procurement recently raised concerns about how FAS procurement officers are implementing the memo.

“Members report that procurement officers are superimposing arbitrary information requirements (not found anywhere in the acquisition letter) on contractors’ EPA submissions, effectively capping prices at certain levels unrelated to the experiences of entrepreneurs in the marketplace,” Roger Waldron, the Coalition’s chairman, Roger Waldron, wrote in an April 1 blog post. “Furthermore, the scope of these information requirements is broad, in fact, broader than it would otherwise exist and seeks information that goes beyond the right of contracting officers to request. All in all, even if entrepreneurs had to comply with these requests for information, the administrative time associated with them would be onerous.

The challenge with one of these memos is trying to get it across to contracting officers, and then once they know it exists, ensuring consistent implementation can be another hurdle.

The fact that FAS seems to be struggling to bring down the constant changes from its contracting officers is a bit of a concern, especially since the agencies have not planned well for inflation and the impact it has on suppliers.

The Department of Defense, for example, predicted inflation of 4%. Top DoD leaders told Congress April 5 that the military is currently feeling the effects of a higher-than-expected inflation rate. However, the DoD has not published any calculations on the reduction in purchasing power.

It’s worth watching how inflation becomes a big factor over the next few months, especially as agencies have to spend 12 months of funding in six months.

Price remains a factor on schedules

A final GSA decision that may have slipped your radar came in February and was made public in March.

The GSA has decided not to use its powers to remove price as an evaluation factor when awarding a contract, provided for by Section 876 of the Defense Authorization Act of 2019, for its schedule.

After a series of listening sessions with industry and agency clients, the GSA decided to keep pricing at the contract level, versus the task order level, preserves the current value of the MAS program.

“Client agencies have expressed deep concerns about moving the price negotiation requirement from the contract level to the order level. Most agencies said this move would significantly reduce the value that MAS contracts bring to them” , wrote the GSA in a blog post on March 23. “Industry players were divided. Some acknowledged that it would save time. Others had concerns about their internal market research and the increased lead time (PALT) at the order level.”

In a white paper outlining its decision, the GSA said an integrated project team conducted six listening sessions among agencies and industry clients and compiled a list of “pros” and “cons”. as well as risks.

Among the reasons why the GSA should implement 876 clearances under the inclusive schedule program is the potential to reduce the workload of its contracting officers as well as industry support for change.

Meanwhile, the list of reasons not to implement 876 authorities was much longer. These included GSAs already ensure that prices at the contract level are competitive and that agencies can request additional discounts at the order level based on purchase volume, and procurement officers would not have to make formal, negotiated procurement, as required by FAR Part 15, at the order level.

“Early discussions with industry during the Office of Governmentwide Policy (OGP) listening sessions indicated the risk that there may be some level of industry backlash due to non-implementation of Section 876. While the IPT recognizes that, compared to client agencies, a larger portion of our industry partners are open to implementing Section 876, this initial discovery phase has produced no strong evidence that the industry would turn away from MAS if Section 876 was not implemented,” the GSA wrote. “Instead, the opposite was stated by some industry partners during the IPT interview Some expressed concern that the implementation of Section 876 would increase the burden on client agencies and deter them from using the MAS program. they would prefer to be able to develop order-level pricing, the majo erity of industry partners interviewed by the IPT recognized that there were benefits to having contract-level pricing.

The GSA has used, or plans to use, Section 876 powers for several large multiple award contracts, including awards under ASTRO, the multiple award vehicle for manned platforms. , unmanned and robotic. He is also strongly considering its use for the upcoming new service multiple award contract.

Two other points emerge from the listening session. The first is that the GSA should review the use of the price reduction clause and commercial selling practices. Both are seen as historical brakes on the program. The GSA has been working to move away from the PRC and CSP for nearly eight years, but hasn’t quite pulled the plug.

The second recommendation is the ability to manage wage determinations and service contract labor standards pricing at the work order level rather than at the contract level.

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