A healthcare system was reassessing the role of its operating reserve portfolio amid changing financial realities and strategic priorities.

Leadership faced uncertainty surrounding labor costs, reimbursement pressures, capital investments, and future liquidity needs. While the portfolio had historically been treated as long-term capital, the organization recognized that future demands could require greater flexibility.

Before evaluating providers, the committee needed to determine whether the purpose of the portfolio itself had changed.

• Has the role of the reserve portfolio changed?

• How much liquidity should the organization maintain?

• How should reserves support future capital projects?

• What level of risk is appropriate?

• What type of OCIO partner is best suited to the healthcare environment?

• Facilitated alignment between finance leadership and the investment committee

• Reviewed investment policy and reserve portfolio objectives

• Evaluated liquidity needs in the context of the strategic plan

• Assessed governance considerations and risk tolerance

• Developed a framework for evaluating OCIO providers

• Led a structured search and finalist review process

The process helped finance leadership and committee members develop a common framework for evaluating liquidity, risk, and portfolio purpose.

With alignment established, the organization selected an OCIO partner capable of supporting both the strategic plan and the realities of today's healthcare environment.

• Operating Reserves
• Liquidity Planning
• Healthcare Systems
• Governance Alignment