Walmart staff and management are to receive the COVID-19 vaccine by Oct. 4, according to a company-wide memo obtained by FOX Business.
The new policy applies to home office and management associates who travel to the United States, but not to associates who work in stores.
Shoppers wear face masks when they leave a Walmart store in Vernon Hills, Illinois. (PA)
The company will implement a new vaccine status verification process for U.S. associates and will continue to monitor the situation to determine if a change to its return to work date is necessary, according to the note.
CORONAVIRUS RELIEF PROGRAMS BEGIN TO EXPIRE FOR MILLIONS OF AMERICANS
Walmart is also reversing its mask policy and will require all of its workers – including those vaccinated in areas with high infection rates – to wear masks.
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In stores in areas with high infection rates, the company is encouraging customers to wear masks and will add signs at entrances.
The move comes just three days after the Centers for Disease Control and Prevention reimposed the masking guidelines, recommending that even vaccinated people re-mask themselves indoors in parts of the United States where the delta variant of the coronavirus feeds. outbreaks of infection.
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“We continue to follow with deep concern the evolution of the pandemic and the spread of the variants, in particular the delta variant,” wrote Donna Morris, director of human resources at Walmart, in the note distributed to employees. “We know that vaccinations are our solution to drive change. We urge you to get vaccinated and hope that many more of you will be vaccinated.”
“The strategic expansion of the team is an integral part of our commitment to ensure that customers continue to receive best-in-class service and performance,” said Joseph hoffmann, CEO of Mesirow Currency Management. “Marcin brings specific skills that will enhance our ability to deliver high quality currency management solutions. We are delighted to welcome him to the team.”
Prior to joining Mesirow, Marcin held the position of Senior Portfolio Manager at Russell Investments. In this role, he was responsible for the currency management services of Russell Investments including passive / dynamic currency overlays, absolute return currency strategies and benchmark neutralization programs for clients and funds. of Russell Investments. Marcin joined Russell Investments in 2004.
About Mesirow Currency Management
With a global headquarters in Chicago and a global investment presence, Mesirow Currency Management manages over $ 124 billion* in assets for a global institutional clientele and offers customized solutions to meet specific client needs. Our offerings include execution services, passive management, active currency risk management and a yield currency. For more information, please visit: mesirow.com/currencymanagement.
About Mesirow
Mesirow is an independent, employee-owned financial services company founded in 1937. Based in Chicago, with locations around the world, we serve our clients with a personal and personalized approach to achieving their financial goals and acting as a force for social good. With capabilities spanning global investment management, capital markets and investment banking and advisory services, we invest in what matters: our clients, our communities and our culture. To learn more, visit mesirow.com and follow us on LinkedIn.
Mesirow was recently named one of the best places to work Chicago through Crain’s Business in Chicago and one of the best places to work by Chicago Tribune.
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[email protected] | Michael herley | 203.308.1409
*Dated 6.30.21. Assets under management of Mesirow Currency Management reflect assets under management for currency risk management products (passive and active) and alpha and macro products. The asset under management of the risk management product reflects the total exposure of the currency portfolio of the underlying portfolios of the passive clients and assets allocated to the currency division of Mesirow Financial. Product alpha and macro assets under management reflect the client’s total investment amount in the alpha and macro strategies of the Currencies division of Mesirow Financial, which is calculated based on an annualized volatility target of 2%. Past performance is no guarantee of future results.
SANTA CLARA, Calif .– (COMMERCIAL THREAD) – Aavenir, Inc., delivering the future of work with AI-enabled source-to-pay solutions, today announced the availability of its integration of Aavenir Invoiceflow, an accounts payable solution compatible with AI, with ServiceNow Project Portfolio Management (PPM) to automate the updating of project costs and track project expenses. Additionally, the integration would allow project managers to track actual project cost versus budget cost in real time to take corrective or preventive action as needed.
Announced as a leader in the Gartner Magic Quadrant for Enterprise Agile Planning (EAP) Tools in April 2021, ServiceNow ITBM is the only vendor to support both traditional project portfolio management and agile portfolio management. on a single platform, with a single data model. The world’s largest companies use ServiceNow Project Portfolio Management (PPM), part of ITBM, to perform demand management, resource planning, financial planning, and track portfolio performance. PPM also allows project managers to allocate a budget, create project cost plans, and track expense lines.
Built natively on the Now platform, Aavenir Invoiceflow leverages the most advanced natural language processing and machine learning technologies to deliver two-way vendor contactless billing data capture, encoding and validation, the right one. order or contractual data. The solution automatically brings invoices and its metadata to ServiceNow from email attachments and routes them through a fully customizable invoice approval workflow for accurate and on-time payments.
ServiceNow PPM application integration with Aavenir Invoiceflow can automatically update PPM expense lines with relevant approved invoice information available in Aavenir Invoiceflow (such as supplier name, invoice number, billing plan associated costs, amount, payment due date and payment status, etc.). The main advantages of this integration include:
Automated data entry: Reduce the time and errors in manually entering actual cost data into the relevant expense lines in PPM cost plans. Automation brings more transparency between project managers and the accounts payable team.
Real-time visibility of the project’s KPIs: Gain visibility on financial performance indicators (KPIs), cost variances and strategic project expenses for better results.
Better perform project audits: With all the costs reconciled in ITBM PPM, project managers can easily maintain a single version of the truth. It also increases the agility of PMOs to optimize and reallocate budgets as priorities change.
“Many project managers continue to struggle with disparate systems and have to rely on multiple data sources to monitor project costs and communicate progress with stakeholders. Additionally, manual entry of actual costs is error-prone, time consuming, and lacks real-time visibility. Aavenir Invoiceflow’s AI engine and its integration will allow ServiceNow customers to have visibility into project spend and control cost variances without leaving the ServiceNow PPM application, ”said Jesal Mehta, CEO and Founder of ‘Aavenir Inc. “Aavenir, as ServiceNow’s elite technology partner, looks forward to working with organizations to integrate Aavenir’s source-to-pay solutions with more ServiceNow applications to maximize their ServiceNow investments.” , he added.
“Over 60% of ServiceNow customers use ServiceNow IT workflows. Aavenir’s new integration will help them extend ServiceNow capabilities and maximize returns on ServiceNow investments. The integration also validates Aavenir’s go-to-market approach to make Aavenir’s source-to-pay solutions ideal for the ServiceNow platform ecosystem. Aavenir Invoiceflow is available viaServiceNow store, sense; ServiceNow customers can be up and running and using its rich features with just a few clicks. said James Maxwell, ISV Technology & Alliances (APJ) manager at ServiceNow.
Aavenir’s continued collaboration with ServiceNow
Since 2019, Aavenir has developed multiple source-to-pay solutions natively on the Now platform, including its integrations with ServiceNow applications, and spoke for the IntegrationHub. Many leading ServiceNow customers around the world have implemented Aavenir Source-to-Pay solutions on their existing ServiceNow instances; Solutions include:
Future RFPflow for sourcing with RFx Management
Future Contractflow for contract lifecycle management
Aavenir Obligationflow for the management of contractual obligations
Future Invoiceflow for Accounts Payable Automation
Since all Aavenir solutions store data on the ServiceNow platform, they support Low-code / No-code integrations, Single Version Truth and Safety and Regulatory Compliance, same way as other ServiceNow applications.
Pricing and availability
Customers wishing to access Aavenir Invoiceflow and its integration are encouraged to contact their ServiceNow account manager or visit the Invoiceflow website to learn more about features and pricing. To learn more about the ServiceNow PPM and Aavenir Invoiceflow integration, click here.
About Aavenir:
Aavenir delivers the “future of work” with AI-enabled source-to-pay solutions including Contractflow, RFPflow and Invoiceflow, all built natively on the ServiceNow digital workflow platform. Aavenir’s next-generation Source-to-Pay suite transforms traditional legal, procurement, procurement and accounts payable processes using the latest digital workflow, machine learning and language processing technologies natural to reduce manual effort, speed up cycle time and achieve full visibility. Aavenir’s artificial intelligence engine learns unique patterns in documents, automates manual data entry, and provides intelligent suggestions and predictive intelligence based on historical data. To find out more visit: www.aavenir.com
About ServiceNow:
ServiceNow (NYSE: NOW) makes the world of work a better place for people. ServiceNow’s cloud-based platform and solutions deliver digital workflows that create great experiences and unleash employee and business productivity. For more information visit: www.servicenow.com.
ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and / or registered trademarks of ServiceNow, Inc. in the United States and / or other countries.
New research from Quilter Investors shows that investors have more confidence in active portfolio management than passive management.
According to the data, 54% of investors would prefer to know that their portfolio is managed by a team of professionals.
In comparison, 8% said they would feel comfortable letting a computer manage their money. This despite the prospect of saving on costs.
Quilter Investors Chief Investment Officer Danny Knight said: “With the asset versus liability debate raging for years, it’s interesting to see that investors have a lot more confidence in active management.
“We are at a point in the markets where we believe active management should thrive. Concerns about inflation and interest rates are hampering bond yields, while we appear to be experiencing some rotation of market performance drivers.
“As a result, actively managed portfolios have a great opportunity to add real value to clients by providing flexibility and being able to capture style changes as they occur.
“This doesn’t mean that liabilities don’t have a place in a portfolio.
“There are a number of passive solutions that will give investors exposure to markets where the likelihood of an active manager outperforming is low, or where there are shorter-term tactical opportunities.
“Indeed, investors today have a wide range of options, whether it is a fully active portfolio, a fully passive portfolio or a blended approach, allowing them to take advantage of opportunities. as markets change and evolve. “
How to justify the activity?
The results also show that investors still view diversification as an advantage.
This despite recent returns generated by a few technology companies.
Three-quarters said that the distribution of savings across a range of asset classes was somewhat or very large.
Another 41% said that knowing their investments were well diversified made them feel reassured.
Just under 10% said they would prefer to support a few top companies.
In addition, 5% said they would prefer to invest in a high-tech industry.
Nutmeg outperforms Hargreaves’ multi-manager fund
Meanwhile, investors remain unconvinced of the “star manager” myth
Only 9% said a chosen fund manager’s potential to become a star would give them the necessary confidence.
Knight added: “It is also extremely encouraging that investors remain convinced of the benefits of diversification.
“The phenomenal management of the tech giants has made many believe that they missed out on big wins, but as the feedback from the last few months has shown, things can change incredibly quickly.
“Diversification has proven to be extremely beneficial to clients, not only from a return and risk perspective, but also how far we’ve come to get there.
“For many retail investors, it’s often as much about the journey as it is about the destination.”
David Herro, CIO of International Equities at Harris Associates and Portfolio Manager for Oakmark International, joined Morningstar The long view podcast to discuss how the coronavirus pandemic has presented a challenge for global portfolio management.
Herro also spoke about how the competitive landscape of value investing has changed over the years and how he and his team have adapted to those changes. While discussing environmental, social and governance investments, risk management and moat narrowing, Herro explained why he “sees no benefit” in looking like a clue.
Here are some excerpts on fiscal and monetary policy, federal intervention, inflation and stock picking from Herro’s conversation with Christine Benz and Jeff Ptak of Morningstar:
How does flexible fiscal and monetary policy shape portfolio management?
Benz: Fiscal and monetary policy has been extremely flexible during this period. What implications has this had for the way you choose stocks and manage the portfolio?
Herro: Well, to be fair, the swiftness of fiscal and monetary policy actions at the onset of the pandemic actually gave us confidence that we would have a less impactful downturn due to economic lockdowns. Around the world, central banks and governments have responded quickly; I think it must be a record. This efficiency made us confident in the valuations of our businesses, even if we had to adjust downwards for most of them. The slowdown in the early days of the pandemic created a shorter policy; valuations were therefore less impacted. This was one of the lessons learned from attempts to integrate the aggressive fiscal and monetary policies that were used globally. This gave us more confidence in our valuation figures. We knew there would be a safety net. Considering the fact that many people were still working (albeit from home), this meant that the economic impact was low. We were also convinced that once the worst of the pandemic was behind us, we would resume our operations as normal, which essentially happened.
Did the federal response during the pandemic affect portfolio decisions?
Ptak: Warren Buffett has previously indicated that one of the reasons Berkshire did not make big deals was that once the Fed stepped in, the need for companies to seek capital from Berkshire was dramatically reduced. Have you seen a similar effect or limited opportunities among the non-U.S. Companies you follow? It seemed like knowing that that safety net would be there bolstered your confidence in owning some of the more cyclical stocks you had in the portfolio. Is that the case?
Herro: Mr. Buffett looks for companies that really need capital and provides it to them. He is a very active investor. And he does so on very generous terms to Berkshire Hathaway. If you remember, he did it during the great financial crisis. We have a very similar philosophy on finding undervalued companies and investing for the long term. But we kind of limit ourselves to investing in companies that are already in business and are not necessarily looking to inject fresh capital into their balance sheets.
In March, you had an extreme gut reaction. Even companies with healthy balance sheets that did not need capital saw overwhelmingly negative price reactions, especially those linked to the real economy; industrialists, financiers and materials, in particular, have been crushed. They didn’t need capital. But their stock prices behaved almost as if they needed emergency capital. I consider German car manufacturers to be prime examples. Daimler and BMW had net cash on their balance sheets. And yet, both lost 60%, 70%, 80% of their value at some point in the spring of 2020. They didn’t need capital, but their prices were selling and behaving like they needed capital. capital. The stock prices were so weak, which gave us a great opportunity to increase our positions in these world class brands, these companies with strong balance sheets, which we believe will see a strong market reaction in terms of orders. and sales when normalcy returns.
How Does Inflation Determine Security Selection Decisions?
Ptak: We would be remiss if we didn’t ask you about inflation. How concerned are you? And has it influenced the decisions you’ve made recently in how you choose stocks or structure the portfolio?
Herro: Well, I care. My graduate studies focused on monetary theory, and I was taught by a very strong monetarist. I believe in Fisher’s MV = PQ – money times speed equals price level times output. We have not had inflation over the last decade, despite the increase in the money supply, because we have had a massive and massive accumulation of reserves in the global banking system, which has resulted in a decline in the speed. So the money that was increased was not multiplied by the economy because the banks were forced to increase their reserves. Before the financial crisis, Tier 1 reserves were around 5% or 6%. Now they are at 12%, 13%, 14%, 15%. Thus, reserves have more than doubled and tripled. It is a global phenomenon; essentially, banks accumulate capital.
What we see today is that the banks are at their level of capital after this accumulation of 10 or 11 years; they no longer need to accumulate. And I believe that the money that is produced will end up being multiplied by the system and not just accumulated in terms of barren reserves. And that will have an impact on inflation. Additionally, the United States has had a few pandemic stimulus bills that have been passed and a few more have been proposed. (Europe has not been as expansionary as it has used other tools to help its people weather the pandemic.) Well, you can’t continue to do this without impacting inflation, all the more so that it comes at a time when the global economy is reopening. Fortunately, the global economy is not reopening all at once. As we see, supply chains and logistics systems could not handle it. The economy is opening up in stages, even within the United States. All of these things will put pressure on inflation. Whether it’s excess monetary policy or fiscal policy, you’re going to see an impact on inflation. I think the monetary authorities are a little too reserved on this subject. I think they are fooled by the last 10 years of low speed. If this speed of money accelerates, then they will have to act faster than we think.
So our portfolio is somewhat positioned for that because today we find value in financials and some of the industrial companies and some of the materials companies. This is where we are overweighted, and it is companies that will benefit from inflation. Slightly higher inflation isn’t really good for people, but it will be good for our wallet. In fact, a small increase won’t bother anyone, because what is 1% or 2%? But if inflation goes up to 2%, 3% or 4%, it really hurts, especially for people on fixed incomes.
What’s the biggest lesson active portfolio management teaches?
Benz: What’s the biggest lesson you’ve learned as a portfolio manager that only experience can give you?
Herro: One of the lessons – and I think it’s a lesson that differentiates portfolio managers from being fair, bad, good, average, or great – is that you have to be able to use steps and a lot of groundwork to execute your philosophy and process. We are value investors. It is not easy to come up with what you think is a relatively accurate valuation of a business. But you have to go through the legwork and the research process to do it without taking any shortcuts. Once you’ve established that’s the hard part, really sticking to it – really buying bass and selling treble – seems simple. But it is very difficult for human beings not to be excited when prices go up and depressed when prices fall.
You have to differentiate. This is the critical point. You have to differentiate between changes in intrinsic value and changes in stock prices. Because in the short term, Mr. Market bounces in all directions. Just look at the past two or three days: the Japanese market was up 3% or 4% yesterday and down 3% or 4% the day before. It doesn’t make sense, right? It is a short term price movement that simply moves on any short term flavor of the day. The value of these underlying companies has not changed much. The key is not to react as an investor to the movement of prices, but to react to the movement of value; the underlying value of the company should govern your actions, not the movement of the price, because the price is a given. If price and value converge, of course you are selling; if the price drops faster than the value, it may be a worthwhile investment to buy. The point is, as an investor, you cannot pass judgment on the price movement of your business; the emphasis should be on value. For me, this is the biggest lesson a successful investor needs to learn and set in their mind. It is also the most difficult lesson, because of this psychological will to naturally hate something that goes down and to love something that goes up.
This article was adapted from an interview broadcast on Morningstar The long view Podcast. Listen to the full episode.
HARTFORD, Connecticut., July 16, 2021 / PRNewswire / – Allianz Global Investors US LLC (AllianzGI), which manages certain Virtus closed-end funds as a sub-advisor, announced that as of March 1, 2022 Douglas G. Forsyth will step down as co-portfolio manager of Virtus AllianzGI Convertible & Income Fund (NYSE: NCV), Virtus AllianzGI Convertible & Income Fund II (NYSE: NCZ), Virtus AllianzGI Convertible & Income 2024 Target Term Fund (NYSE : CBH), and Virtus AllianzGI Diversified Income & Convertible Fund (NYSE: ACV), Virtus AllianzGI Equity & Convertible Income Fund (NYSE: NIE) and Virtus Dividend, Interest & Premium Strategy Fund (NYSE: NFJ)
There will be no changes to the investment processes for these funds, which are team-oriented.
About funds
The Virtus AllianzGI Convertible & Income Fund and the Virtus AllianzGI Convertible & Income Fund II each have an investment objective of providing total return through a combination of capital appreciation and high current income with income as a secondary objective. The investment objectives of the Virtus AllianzGI Convertible & Income 2024 Target Term Fund are to provide a high level of income and a return of at least $ 9,835 per common share (the original net asset value per common share of the beneficial interest before deduction of the offering costs of $ 0.02 per share) to holders of ordinary shares on or about September 1st, 2024. The investment objective of the Virtus AllianzGI Diversified Income & Convertible Fund is to provide a total return through a combination of current income and capital appreciation, while seeking to provide protection against capital loss. The Virtus AllianzGI Equity & Convertible Income Fund seeks total return comprising capital appreciation, current income and gains. The Virtus Dividend, Interest and Premium Strategy Fund seeks current income and gains, with long-term capital appreciation being a secondary objective.
For more information on these funds, contact Shareholder Services at 800-254-5197, by email at [email protected], or through the closed-end funds section on the web at www.virtus.com.
Risks of the Fund
An investment in a fund is subject to risks, including the risk of possible loss of capital. Shares in a fund may be worth less when sold than what an investor paid for them. Closed-end fund shares may trade at a premium or a discount to their net asset value. For more information on the investment objective and risks of each fund, please consult the fund’s annual report. A copy of the fund’s most recent annual report can be obtained free of charge by contacting “Shareholder Services” as indicated at the end of this press release.
About Allianz Global Investors
Allianz Global Investors or AllianzGI is a leading active asset manager with over 750 investment professionals in 25 offices around the world and manages assets for individuals, families and institutions. The investment team has extensive experience in closed-end fund management and a differentiated, multi-asset approach based on fundamental research designed to dynamically allocate convertibles and equities.
About Virtus Investment Partners
Virtus Investment Partners (NASDAQ: VRTS) is a distinctive partnership of boutique investment managers uniquely committed to the long-term success of individual and institutional investors. The company provides investment management products and services through its affiliated managers and selected sub-advisors, each with a distinct investment style, stand-alone investment process and individual brand. For more information visit www.virtus.com.
Staff at the Museum of Jewish Heritage have unionized, but say they are frustrated with management as they try to come to an agreement on a first contract.
In November, 27 New York Museum staff – 77 percent of those who voted – voted to join District Council 37, New York City’s largest public employee union. Since then, say union members and their representatives, relations with management have been difficult.
District 37 Council negotiator Moira Dolan said the process has been the longest leading to a contract she has worked on.
“When we organize a workplace, we don’t start from scratch, we start with what we have and then look to improve our conditions,” she said. “And we understand that there will always be compromises, but we have not received any meaningful or meaningful proposals from management for compromises.”
A spokesperson for the museum said in an email: “Negotiations with the union are underway to reach a first collective agreement. It is still early in the process and the Museum is negotiating in good faith.
The campaign for a union began in June last year, when 32 people – 40% of the workforce – were fired despite wage protection loans and amid what CEO Jack Kliger called an “existential crisis.” Caused by the coronavirus pandemic. Kliger himself suffered a 15% pay cut and the museum transferred several full-time to part-time employees to preserve staff salaries.
Staff members say the union will contribute to job security, reducing wage disparities and promoting and improving safety and other issues at the museum, whose full name is the Museum of Jewish heritage – A living memorial to the Holocaust. The Museum, located at the southern end of Manhattan, has used recorded testimonies and curated collections to educate visitors about Jewish history since it opened in 1991. It welcomes more than 60,000 school children each year.
Courtesy of District Council 37
Organizers stand at a demonstration on June 24.
Newly organized staff members staged protests to build support for their cause – sometimes musically. On a June 8 demonstration, workers brought their own musical instruments to an indoor concert featuring Sharabi, a Bhangra-Funk-Klezmer fusion group. On July 11, workers demonstrated in front of the museum.
In seven bargaining sessions, according to employees, museum management proposed to cut sick leave, cut annual leave and eliminate paid time off on Fridays to observe Shabbat and reduce time off for d other religious observances.
The idea that museum workers should have less free time for religious observances annoyed many.
“It is not in line with the values of the institution since its inception, we have always been a Shabbat and Yom Tov observer institution and we want to make sure that it is something that will continue to exist in the future. “said a full-time employee. employee who requested anonymity for fear of retaliation at work. “In some cases our building is the only place, the only memorial… for people who have lost family members to the Holocaust, which is one of the reasons for keeping Jewish holidays sacrosanct. saints is so important.
The next meeting between union representatives and museum management is set for July 30.
Newly unionized Jewish Heritage Museum staff, management discuss first contract
The government said it would provide 24-hour security to Pantang Hospital and surrounding areas to deal with the problem of attacks on staff and patients.
The Ministries of Health and Employment and Labor Relations gave the assurance during a meeting with the La Nkwantanang Municipal Assembly and union leaders of Pantang Hospital staff on Friday, July 2.
A memorandum of understanding between the parties also revealed that the “Ministry of Health will continue and complete the construction of the hospital fence wall within the time frame stipulated by the project (eight calendar months).
The government’s initiatives come in response to a protest by injured staff at Pantang Hospital who took to the streets to express their displeasure at the unfavorable working conditions that put their lives in danger.
According to staff, the lack of fencing resulted in them being attacked by criminals who encroached on hospital grounds, forcing them to put down their tools until their concerns were resolved.
To meet the challenges, the La Nkwantanang-Madina Municipal Assembly has announced that it will initiate legal proceedings for a restraining order within the next seven days to prevent private developers from continuing construction on the hospital property. .
In addition, the Ministry of Health, in collaboration with the Municipal Assembly, undertook to “ensure that structures without authorization from the Municipal Assembly on the grounds of the Hospital are duly demolished within the next 90 years. days “.
But reports from JoyNews’ Fostina Safo reveal that Pantang hospital staff refused to comply with the deal, saying they were not consulted by Union leaders before signing the protocol. Okay.
Meanwhile, the Deputy Minister of Employment and Labor Relations, Bright Wireku Brobbey, has begun consultations with aggrieved staff to get them to return to work with immediate effect.
KNOXVILLE, Tennessee., July 1, 2021 / PRNewswire / – In today’s dynamic and competitive healthcare landscape, healthcare providers are constantly challenged to operate more efficiently. “Balancing” continuous growth, high quality care, cost containment and streamlining operations is a difficult task. Amidst these challenges, many healthcare systems, physician offices and other providers overlook the significant potential for strategic and financial opportunities that lie in their real estate portfolios.
Real estate continues to be, and always will be, an essential part of the delivery of health care. With most healthcare providers owning or leasing hundreds of thousands or even millions of square feet of real estate, it’s no surprise that real estate and facilities are typically one of the largest assets in the world. balance sheet and one of the most important expenses. on the income statement. The transition from the tactical, day-to-day operational approach of real property management to a more holistic one grounded in organizational strategy can allow healthcare leaders to use a more strategic, business-focused approach to leverage the real estate in order to achieve broader strategic objectives.
While the traditional functions of healthcare asset management, such as maintenance and work orders, supplier coordination, and building rules and regulations, are certainly imperative for the successful management of a healthcare facility, they are often tactically oriented without considering overall strategic and operational considerations. portfolio of properties. Shifting to a holistic portfolio management approach to assess strengths, weaknesses, opportunities and threats provides a competitive advantage in a versatile environment for those who capitalize on critical operational and strategic opportunities related to real estate.
There are a number of key elements for effective portfolio management, including strategic alignment, portfolio monitoring and reporting, relationship management, corporate facility management, and regulatory compliance. To find out more, download our white paper, “Healthcare Real Estate Portfolio Management: Changing the Approach to Healthcare Real Estate Management”.
For more information on RTG information and solutions, visit the RTG Innovation Center.
About the Real Estate Trust Group Realty Trust Group, LLC (“RTG”) is a real estate advisory and services firm providing a full range of real estate services, including advice, development, transactions, operations and compliance.
Since 1998, RTG has been helping hospitals, physician groups and property owners navigate the rapidly changing industry with growth strategies that gain market leadership and improve the patient and physician experience for a better care delivery. Our philosophy is to provide innovative solutions to the complex and difficult problems encountered in today’s healthcare real estate market. These solutions include strategic campus and facility planning, portfolio optimization, portfolio monetization, project development, leasing, acquisition and disposition services, portfolio management, regulatory and regulatory compliance. many other ideas and services. For more information on RTG and our innovative healthcare real estate services, visit www.realtytrustgroup.com, Facebook, LinkedIn or call 865-521-0630.
Contact: Angie Surface Real estate trust group Telephone: 865-684-2891 E-mail: [email protected] Website: www.realtytrustgroup.com
