James E Cooper Email & Phone Number

Hospital financial reviews

Leadville, Co

Prepared 2012 Operating and Capital Budgets with input from Department Managers. Budget was approved at December 2012 Board of Trustee meeting. Prepared financial statements for September and October

Participated in reduction of net days in accounts receivable from 66 to 57, weekly monitoring and review of days in accounts receivable by financial class and monthly KPI report.Days cash on hand increased from 80(2006)to 135(2010)Assisted in the selection of Med Assets electronic billing system.Monthly financial statements preparation including an Executive Dashboard of key financial indicators, analysis of variances and management discussion and analysis narrative. Month end closing process was reduced from 3 weeks to 1 week (5 business days)Oversaw implementation of EPSI (now Eclipsys) operating budget system.Spearheaded the implementation of ABN program.

Significant involvement in turnaround of hospital from $1.2 million backlog of accounts payable to $500,000 in cash accounts.Oversight for the increase in cash receipts by $1.7 million from 2003 to 2004 fiscal year end.Played leading role in the startup of the ABN program.

Perry County MemorialCoordinated implementation of ABN program January 1, 2002 following four months of testing. Computer software had been ordered and received but never been implemented.

Cash flow was improved by establishing remote site checking account allowing more time for checks to clear bank resulting in one-time increase of 1.5 days of cash worth $450,000.All-inclusive room charge was developed that incorporated majority of routine supply items into basic room charge, resulting in less nursing time spent tracking charges, better charge capture, more time for patient care and less patient complaints regarding supply charges.Feasibility studies prepared so hospital could identify, maintain and pursue competitive advantages. Studies were performed for 2 fitness centers, 2 outreach programs, foot clinic, and schools of medical technology, radiology technology, surgical technology, helicopter service and hospitalist programs.Opportunities were reviewed for improved data gathering and reporting tools for internal and external customers. The team included key members of the fiscal services division.Weekly meeting of the CFO, Controller, Medical Records Director and Director of Business services was started as a forum to discuss opportunities for improvement.Prepared and reviewed variance analysis reports and coordinated the investigation of significant variances.

Alliant Management Company)Number of open patient accounts reduced to 5,100; Through competitive bidding annual savings of $11,000 was realized for the cost of liability, property, workers' compensation, directors and officers and surety and fidelity insurance.Advised the hospital to opt to pay unemployment taxes on the reimbursement method in 1990 rather than the contribution basis. This resulted in costs decreasing form $41,800 in 1989 to $0 in 1990.Business office, information systems, switchboard and registration staffing levels were reduced from 16.3 in 1988 to 13.8 in 1991.Proposal secured for the independent audit of the hospital's books. The savings on a three-year contract resulted in annual savings of $1,600 compared to the incumbent CPA firm bid.Prior to 1988 served in various capacities

Mba, Business

Bachelor Of Science; Business Administration, Accounting