• Hear views on the healthcare M&A; market in 2012
• Examine the impact on company valuations due to government reform
• Evaluate industry market trends
• Leverage opportunities and turnaround investing in health care: Identifying and maximizing the value
• Identify strategic growth through acquisition in health care services and other sectors
• Measure the lingering effects of the economic downturn
• Speculate on the changes coming through from the upcoming election

• Insight on the impact of the Deficit Commission Supervisor Committee action on the medical deal
• Identify the opportunities in M&A; post ALA and Deficit Commission action
• Discuss the changing nature of the senior market through a legislative and regulatory lens

• How to structure the financing
• Discussion on the senior debt in M&A; transactions
• What are the hot and cold segments in healthcare from debt perspective
• Capital markets – how do these impact debt?

• Discuss the execution of an effective buy-side transaction diligence process, including M&A; fallacies and why they are sometimes true
• In depth discussion of financial and tax diligence issues typically found in healthcare deals
• Implications of the tax structure of a transaction on the nature and amount of due diligence required
• How do the results of accounting and tax diligence impact the model/valuation of the transaction?

• Identify what private equity investors are looking for in today’s marketplace
• Address the types of deals private equity investors are trying to avoid
• Maximize the bottom-line: Examining debt levels vs. ROI
• Evaluate strategic partnerships

This session will explore different types of transactions occurring across industry sectors and why they are occurring

MultiCare Health System and Good Samaritan Hospital affiliated in 2006. The speakers played key roles in the process representing the two sides. The session will discuss:

• Background leading up to the affiliation
• Strategic issues driving health system affiliations
• Assessment and pre-affiliation process
• Issues to consider in affiliating versus going it alone
• Governance, finance, structural, cultural & communications processes
• Partner selection
• Affiliation and integration
• Bringing the organizations together
• Capturing economies of scale and skill, market dynamics
• Results/lessons learned
• Success factors and pitfalls

• Hear how a volatile political climate will impact economic recovery
• Why payment reform will focus on increasing value and lowering total costs – as a result, referral sources will institute changes in preparation for different payment models
• Hospitals and other referral sources will experience significant financial strains over the next 5 to 7 years – Hear how this create a variety of opportunities for other providers
• Why future customer buying practices will likely not reflect historical patterns
• Every day we learn but there is much we don’t know – what we do know falls into the following categories and should be considered in every deal:
• Providers will be asked to accept greater financial risk for outcomes
• Operational efficiency will be critical
• Collaboration among all providers will be required for survival
• Significant investments in technology will be necessary
• Increased quality expectations, reporting and monitoring
• Elevated regulatory risk
• Increased focus on community-based services and care will result

• Discussion on the current entrepreneurial spirit and the healthcare economic environment
• Healthcare M&A; – A personal story of balancing values and valuation
• What types of considerations should a business owner considerer when looking for outside investment opportunities
• Investors – knowing what owners are looking for when looking partners

As the Acting Assistant Attorney General for the Antitrust Division, Ms. Pozen provides leadership and oversight of all of the Division’s programs and policies and her responsibilities include the Division’s merger review, criminal and non-merger civil enforcement, competition advocacy, and international coordination programs. Ms. Pozen manages an annual budget of over $160 million and staff of over 800, including more than 360 attorneys, 55 economists, and 180 paralegals—located in Washington DC, and the Division’s field offices in Atlanta, Cleveland, Chicago, Dallas, New York City, Philadelphia, and San Francisco.