Experience

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  Phillip Schaper, Cpa

  • Cpa

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  Phillip Schaper, CPA

  • CPA

    • Jan 1983 - Present

  • Certified Public Accountant

    • Jan 1983 - Present

    Client services in Accounting, Data Processing, and Management.Major Engagements have included:CFO, Windber Hospital Total financial management of a 120 bed acute care hospital, on a contractual basis. Accomplishments include:FINANCIAL: Cash position improvement from a $70,000 overdraft to $1.3 million in liquid cash reserves in 15 months while financing major acquisitions from operations. Conducted all financial negotiations to float a $10.2 million HHS and HUD guaranteed bond issue for facilities construction, and generation of all equity cash requirements for the bond issue.DATA PROCESSING: Development and implementation of an in-house Total Hospital Information System, including responsibility for Systems Analysis, Design, Programming, Installation, Conversion, and Operations.

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  National Accrediting Commission

  • Chief Financial Officer

    • Feb 2005 - Jul 2006

    Cosmetology Arts & Sciences, February, 2005 to July, 2006. Total financial management of a non-profit, fee-based organization. Reconstruction of three years of un-auditable financial records and fraud examination. Design and implementation of Accounting and Financial systems and software, development of appropriate chart of accounts, implementation of timely financial reporting, appropriate systems of internal control, and accurate tax reporting. Quadrupled net investment returns, improved 403(b) options, negotiated new health care benefits, improved organizational risk management, and developed strategic plan.

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  Southeastern Universities Research Association

  • Chief Financial Officer

    • Sep 2001 - Feb 2002

    Conversion and implementation of Accounting and Financial systems and software, Completion of government contract cost submissions overdue three years, Audit Management, Finance Committee Liaison.

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  National Children's Center, Inc

  • Director of Finance (CFO)

    • Feb 1991 - Mar 1992

    Accomplishments include reconstruction of accounting system from which no financial statements had been produced for one year and in which transactions were un-auditable. Completion of Cost and Grant Reports overdue one year. Cash position improvement from $700,000 deficit to daily investment position. Conversion of accounting software and LAN reorganization.

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  Dallas Memorial Hospital

  • Chief Executive Officer

    • Jul 1981 - Jan 1983

    CEO responsibility, including Board, Medical Staff, Community Relations, Banking and Finance, and Planning. Accomplishments include:FINANCIAL: Reorganization of the financial operations of the hospital which averted an almost certain operational and liquidity bankruptcy. Specifically:REVENUE: New sources of revenue in line with the industry practice were implemented. Revenue centers which had been contracted out of the organization were returned to hospital operations. The net effect of these measures was to result in an annual increase of revenues to the hospital of $820,321 per year.EXPENSE: Cost reductions in non-revenue cost centers resulted in a net annual reduction of expense of $490,075.OPERATIONAL: Complete reorganization of the hospital to reflect a growth orientation in the community and the industry. Specifically:MEDICAL STAFF: Organization of the Medical Staff Operations. Previously, the Medical Staff had no defined point of organization and management. The appointment of an Assistant Administrator for Medical Staff Affairs provided an efficient mechanism for credentialization and medical staff management.DAILY OPERATIONS: Establishment of a management team to effectively plan and control the daily operations in accordance with accepted theories of management span of control.ACCREDITATION: Successful re-accreditation of the Hospital in February, 1982.LONG RANGE PLANNING AND GROWTH: Initiation in May, 1982 of Long Range Planning Activities and acquisition of additional land and buildings.CAPITAL ASSET ACQUISITION: Initiation of a capital asset acquisition and facilities improvement program with combined expenditures of $231,978. By June, 1982, $92,997 of that equipment had been acquired. Such acquisitions had been accomplished entirely from operations, not utilizing long-term debt.

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  Bailey, Vaught, Robertson & Company

  • Senior Management Consultant

    • May 1981 - Aug 1982

    , Vaught, Robertson & Company is a large local Certified Public Accounting Firm.Management Consulting and EDP Reviews in retailing, education, and health care industries. Analysis and design of the firm's internal organization and management.

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  Tarrant County Hospital District

  • Internal Auditor

    • Aug 1980 - Mar 1981

    Dallas).REVENUE AND CHARGE SYSTEMS: Detailed review of the systems resulted in implementation of methods to initiate and change hospital charges with proper management authority and control. Additionally, management authority was established, and policies of rate setting were reviewed.TREASURY AND CASH MANAGEMENT: Review of all cash flows in the hospital funds. The analysis resulted in recommendations involving the proper investment of the hospital's daily cash balances to earn interest income on previously uninvested cash.DATA PROCESSING CONVERSION COSTS: Analysis of total conversion costs on a cost accounting basis to depict accurately the true costs of the conversion.PATIENT ENTRY INTO THE HOSPITAL SYSTEM: Detailed analysis of the operational mechanisms and systems to enter the patient into the hospital system. The review resulted in recommendations regarding charging and billing, patient flow, and financial accounting.

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  Desert Hospital

  • Accounting Manager

    • Sep 1977 - Jan 1979

    Desert Hospital is a full service, JCAH, District Hospital of 360 beds.Responsibilities were total accounting functions, including audit management, General Ledger, Payroll, Accounts Payable, and Banking relations.

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  Long Term Care

  • Administrator

    • Jan 1972 - Jan 1977

    In the function of "Corporate Fireman," the turn-around of financially and/or operationally troubled facilities. The effort was successful in three of three assignments. Specifically:MEDICAL CENTER CONVALESCENT HOSPITAL: The facility had been cited with 238 major violations of the Health and Safety Code by a California licensing team in an effort to close the facility. On re-survey, after intensive effort, those violations were reduced to 13 minor violations. Re-licensure of the facility was achieved, and the company was able to profitably dispose of the facility thereafter.WESTBROOK MANOR NURSING HOME: The facility, newly constructed and in operation for one year, was losing approximately $12,000 per month. Essentially the process of organizing and establishing a new health care facility, the result of the effort was the building of a successful and desirable image in a rural community, with subsequent financial turn-around to a profitable status.FOUR SEASONS NURSING CENTER: A facility in operation for approximately six years, there were severe operational problems revolving around a patient mix of geriatric patients and younger handicapped and/or developmentally disabled patients attempting to co-exist in the same facility. Inevitably, the operational problems had resulted in financial problems. Managerial effort resulted in the establishment of a more homogenous and cohesive patient population and reorganization and re-establishment of operational policies and systems.

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  Columbus Hospital

  • Assistant Administrator

    • Aug 1970 - Aug 1972

    Columbus Hospital is a 650 bed, full service hospital in a 1000 bed, three hospital system, affiliated with Northwestern University Medical School.The three hospitals had just joined together in a hospital system, and primary efforts were directed to the coordination and merger of operational activities. Specifically:CLINICAL LABORATORIES: The three laboratories were coordinated in operations to avoid duplication of routine laboratory testing and resultant duplication of equipment and personnel.MEDICAL RECORDS: Records and procedures among the three hospitals were standardized to result in a uniform record.PHARMACIES: Unit dose systems were established in the three hospitals, with Brewer systems for critical care and emergency services. Plans were formulated to provide coordinated staffing and inventories for pharmaceutical services.MICROFILMING: Services were merged for the three hospitals.COMMUNICATIONS: A centralized communications and security service was organized and implemented for the three hospitals, including centralized telephone exchanges and messenger service.