Jeff Sommer

Jeff Sommer

Portland, Maine Metropolitan Area
4K followers 500+ connections

About

Stroudwater provides strategic and operational advisory services to rural and community…

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Experience

Education

Volunteer Experience

  • Board Member

    Community Dental

Publications

  • Board Best Practices for Assessing Strategic Options

    The Governance Institute

    The strategic and operating challenges facing hospital leaders have grown in complexity and acuity. Missing cues or deferring a critical conversation regarding strategic and operating risks, or the relevance and effectiveness of the organization’s strategic plan and performance to plan, can prove costly. This article discusses steps the board should take to develop, implement, and maintain a strategic plan in order to avoid strategic drift and adverse outcomes.

    Other authors
    See publication
  • The High Cost of Governance Dysfunction

    American Health Lawyers Association Transactions Conference Guide

  • Maritime Disasters and Distressed Hospitals: What Every Board Should Know About Assessing Risk

    American Health Lawyers Association: 2017 Health Care Transactions Resource Guide

    On September 30, 2015, the cargo ship El Faro left port in Jacksonville, Florida, bound for Puerto Rico and aware of Tropical Storm Joaquin and its projected path. The ship’s captain, an experienced seaman, had charted a course that would allow El Faro to reach San Juan while maintaining a safe distance from Joaquin’s destruction. Twenty-six hours after setting sail, battered by the winds and seas created by Category 3 Hurricane Joaquin, El Faro sank off the coast of a Bahamian Island with the…

    On September 30, 2015, the cargo ship El Faro left port in Jacksonville, Florida, bound for Puerto Rico and aware of Tropical Storm Joaquin and its projected path. The ship’s captain, an experienced seaman, had charted a course that would allow El Faro to reach San Juan while maintaining a safe distance from Joaquin’s destruction. Twenty-six hours after setting sail, battered by the winds and seas created by Category 3 Hurricane Joaquin, El Faro sank off the coast of a Bahamian Island with the loss of her entire 33-person crew.

    With the benefit of advanced weather forecasts, satellite imagery and modern communications, how did a disaster like the El Faro happen?

    Across the United States, hospital leadership teams and governing boards are facing their own gathering storm. Since 2010, approximately 190 hospitals across the county have closed. Similarly, and by these authors’ count, approximately 85 hospitals have sought the protection of the U.S. bankruptcy courts since 2011. For a significant subset of the 4,862 community hospitals in the United States, fundamental structural changes in the industry are making closure or bankruptcy a risk that is now visible on the horizon.

    See publication
  • Acknowledging the Possible: When Affiliations Go Bad

    AHLA: Transactions Conference Guide

    At the outset of exploring strategic options, it is essential to understand that there are no risk-free strategic options for hospitals. Continued independence will subject the organization to ongoing Execution Risk that is likely to grow more acute given payment reductions, the growing prevalence of high deductible health plans, increasing consumerism, value based purchasing and the challenges of population health-based payment that the industry forces. The decision to affiliate is often…

    At the outset of exploring strategic options, it is essential to understand that there are no risk-free strategic options for hospitals. Continued independence will subject the organization to ongoing Execution Risk that is likely to grow more acute given payment reductions, the growing prevalence of high deductible health plans, increasing consumerism, value based purchasing and the challenges of population health-based payment that the industry forces. The decision to affiliate is often driven by a desire to reduce stand-alone Execution Risk. However, affiliating introduces Partner Risk. Partner Risk can be mitigated at the outset via three levers: i) selecting a strategically aligned partner via a competitive process (in most instances); ii) designing a structure customized to the organization’s strategic objectives, and; iii) negotiating contractually enforceable terms.

  • Strategic Options Analyses: Asking the Tough Questions Before Its Too Late

    American Health Lawyers Association

    One of the common Regrets we hear from Board members when we perform a strategic options assessment is: "I wish we had started this process two or three years earlier." The organizations where we hear this kind of regret often share certain characteristics:

    - A long, proud tradition of success and independence;
    - An erosion of the organization's market position and capabilities due to fundamental changes in the local economy, competitive environment and healthcare…

    One of the common Regrets we hear from Board members when we perform a strategic options assessment is: "I wish we had started this process two or three years earlier." The organizations where we hear this kind of regret often share certain characteristics:

    - A long, proud tradition of success and independence;
    - An erosion of the organization's market position and capabilities due to fundamental changes in the local economy, competitive environment and healthcare industry, and;
    - A growing but belated realization that the future trajectory of the local health system is quite different from what had been widely assumed

    The best time to assess strategic options is from a position of relative strength when changing strategic direction is not an imperative. If you have waited until everyone around the board table agrees that the current direction is unsustainable and has failed you have waited too long.

    Other authors
    • rob kirsch
  • Analytics for Assessing Partner Fit

    Journal of the Healthcare Financial Management Association

    Analytics for Assessing Partner Fit

    This article addresses one of the crucial questions that influence the success of an affiliation—that of partner risk. The two sets of analyses provide an objective basis on which to evaluate two key elements of partner risk: Are the prospective partner’s actions aligned with the potential affiliate’s objectives? And how well-positioned is the prospective partner to enhance the performance of the partner-seeking organization on critical quality and…

    Analytics for Assessing Partner Fit

    This article addresses one of the crucial questions that influence the success of an affiliation—that of partner risk. The two sets of analyses provide an objective basis on which to evaluate two key elements of partner risk: Are the prospective partner’s actions aligned with the potential affiliate’s objectives? And how well-positioned is the prospective partner to enhance the performance of the partner-seeking organization on critical quality and efficiency metrics?

    Other authors
    See publication
  • Anatomy of an Affiliation

    American Health Lawyers Association

    An affiliation is a means by which an organization seeks to achieve its objectives, it is not a goal in and of itself. Determining the right structure and partner for an organization requires significant foundational work. Developing a common factual understanding of an organization’s circumstances including current market position, environmental trends, finances as well as operational, clinical and strategic constraints will help the organization define whether and how to partner.

    Other authors
  • Healthcare Financial Management Association: Data Trends

    Asset Efficiency: Why it Matters and How to Measure It

    Improving asset efficiency means
    reducing the assets required to achieve revenue
    targets or increasing revenues generated by
    deployed assets.

    With hospital construction costs of $300+ per
    square foot and capital scarce, asset efficiency—
    defined as production per unit of assets—should
    be a hot button issue for hospital leaders seeking
    to improve performance or planning a significant
    investment.

  • 2009 Community Hospital Replacement Study

    A comprehensive study of market, facility, operational and financial metrics for 72 community hospitals replaced since 2000.

    Other authors
    See publication

Projects

  • Marble Falls, TX Greenfield Hospital Project

    -

    Market study to determine the need for a new hospital to serve this community and surrounding areas.

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