Financials and Other Issues - Northstar

Northstar is the name of our local hospital on Ice Lake
Road in Iron River, Michigan.

A municipal bond was authorized and it has been funded
at $23,150,000. The hospital has continuously
experienced a net loss from operations since 2008. We,
in Iron County, should all be concerned.

The second and third quarter reports are available online
at http://tinyurl.com/24os4hw

The reported cumulative loss from operations is identical
for the second and third quarters, standing at $1,087,000.
That probably means that in the third quarter, the hospital
broke even, a significant (positive) advance in their status.
It all depends on how book keeping was done and reported.

The second quarter report contains information provided
by consultants hired to improve the operations of the
hospital. Hiring of a consultant was predicted in an earlier
report in the series. I've read it and recommend it to
anyone who is interested.

The reported increase of the emergency department from
1500 square feet to 9000 square feet seems somewhat
of an overkill. But the purpose here is not to tear the recent
expansion apart because that's a done deal. Current and
future business practices need to be looked at by a cross
section of the community larger than the board of directors.
Unfortunately in the closed setting of such a board of directors,
they are usually spoon fed such information as the CEO and
CFO chose to provide. It would be nice to know more about
how this hospital, such a crucial part of life in Iron County, is
actually operated.

One of the MBA school discussions (master in business
administration) holds that a good manager will supervise
employees by frequent surprise appearances when and
where least expected. A CEO, for example, will come in
through a back door and appear in a production area (in
this case, anywhere that services are provided) without
appearing to notice anything out of line. The mere presence,
and immediate understanding by employees or staff that
their job performance was just reviewed is usually adequate
to instill focus on their individual job related tasks.

When some performance defects are noticed, that information
should be retained by by the CEO, and if improvement is not
noted during later visits, the next higher tier of supervision
should be invited in for a chat with the CEO. The point isn't
to instill fear in employees or staff, but to remind them that
they're part of a larger team that has a mission statement to
live up to.

In reading the consultant review of hospital operations, it
was obvious to me that a corporate culture that grew out
of this hospital beginning as a politically operated entity has
not yet been overcome. Every hospital ought to be operated,
within the confines of the mission statement, as though it were
a profit making business. Good business practices achieve
strengths in those areas that have a demand for services, and
attract their clients through competence.

As a former consultant, I've witnessed companies that hire
expendable consultants for the sole purpose of continuing
business as usual. When the financial situation fails to improve,
the company blamed the consultant, hired an new consultant,
and repeated the cycle several times until a board of directors
either replaced senior management, or the worse case scenario
unfolded and the company went completely under.

The second quarter report can be accessed at:
http://tinyurl.com/2ga55ho

I'm not suggesting that to be the case here and I remain
hopeful that it is not. The next few quarters will tell all of us
whether or not Northstar can become a financially successful
not for profit institution. The economic success of the hospital
is important to our community.

Bill Vajk