Comprehensive Investment Audit

Hi Line Capital, investment management services, institutional asset management, hospital financial management, RIA inve

A definitive analysis of your healthcare institution's investment portfolio.

The Comprehensive Investment Audit gives your CEO, CFO, and board a definitive analysis of your investment portfolio: how it is planned, how it is governed, and how it is actually performing. Findings are presented in person to your board in about 12 weeks.

Prefer to talk first? Call Jennifer Pletan at (605) 878-0897.

If you manage hospital reserves, this is for you.

Group 566

Nonprofit 501(c)(3) Hospitals

Group 568

Critical Access Hospitals

Group 570

County-Owned Hospitals

Group 572

City-Owned Hospitals

Group 574

Hospital Foundations

You face the same fundamental question: are your reserves positioned to support your mission. Not just this year, but for decades to come?

Clarity, alignment, and a strategic plan for long-term financial strength.

Your reserves, funded depreciation, and invested balances support your institution's long-term financial strength. Yet the plan, policies, and reporting behind them are often incomplete. Fees, total expenses, and underlying holdings can go unexamined for years.

The audit is built around three benefits:

The result is a definitive analysis of the economic opportunities in your investment portfolio.

Small differences in net performance add up to large differences in outcome.

If your portfolio earns 4.0%, a 1.0% improvement in net performance is not a 1% gain. It is 25% more economic return from the same assets, year after year. Much of that difference often hides in fees, expense leakage, and assets that don't fit the plan.

We don't promise a number. We show you what is there, how large the opportunity is for your institution, and what it would take to capture it.

A definitive analysis, documented in three reports.

What you receive
REPORT 1
Financial Plan Optimizer
01
  • A financial plan that aligns asset allocation with your operating and financial needs.
  • A clear view of liquidity, working capital, contingencies, and short-term cash requirements.
  • A review of debt structures, bond covenants, and funded depreciation to identify risks and strengthen stability.
REPORT 2
Investment Policy Audit
02
  • Defined fiduciary roles and responsibilities, with strategies to reduce risk.
  • Policies and procedures that protect asset safekeeping and match your planning assumptions.
  • Operating processes for execution, monitoring, and reporting that support board governance.
REPORT 3
Investment Performance Audit
03
  • An accounting of fees and total expense leakage.
  • A look through to what you actually own underneath each strategy.
  • The total economic opportunity available to your institution.

Start where your institution needs it most.

Three phases, done individually or together
IPhase I
Financial Planning Development
  • Assess debt, covenants, and long-term economic obligations.
  • Create, enhance, or update your plan to align with mission, strategy, and the future.
  • Align asset allocation with the financial plan.
  • Review the portfolio and performance to identify improvement opportunities.

DeliverableBoard presentation of a comprehensive financial plan.

IIPhase II
Investment Policy & Process Enhancements
  • Confirm the completeness of institutional best practices and fiduciary processes.
  • Assess risk across process, controls, and monitoring.
  • Verify the accuracy and completeness of reporting.
  • Clarify roles and responsibilities, and how well they are followed.

DeliverableBoard presentation of a recommended investment policy, with best practices, processes, and procedures.

IIIPhase IIIUsually after Phases I and II
Implementation
  • Onboard and implement the investment policy.
  • Build a repeatable monitoring and reporting process.
  • Capture the available economics, or mitigate the risks identified.

Optional next stepImplementation is a separate, optional next step.

Measured against institutional best practices.

01

Policy

How complete your rules of the road are

02

Planning

Whether your financial plan responds to mission and strategy

03

Philosophy

The core beliefs needed for long-term investment success

04

Principles

How investment decisions actually get made

05

People

Who leads, and whether every role is clear

06

Protection

The risks that need to be managed and mitigated

07

Portfolio

The quality and grading of current strategies and assets

08

Periodicity

How results are monitored against policy objectives

Built on your documents and your people.

01
Documents

We review your policies, investment and holdings reports, custodial statements, and audits.

02
Interviews

We meet with your CEO, CFO, and up to three key board members.

03
Group meetings

Up to five working sessions to finalize data collection.

Expected management time: about 10–15 hours across the engagement.
1
Weeks 0–4

Receipt of information and preliminary review

2
Weeks 5–8

Interviews and group meetings

3
Weeks 9–10

Finalization

Weeks 11–12

On-site board presentation

The deliverable: An on-site presentation to your board, with findings and recommendations. Your board then decides whether, and how, to pursue the improvements. Implementation is a separate, optional next step.

The Chief Investment Office for Hospitals and Foundations.

Hi-Line Capital Management is focused on protecting and growing financial assets for future generations. The Comprehensive Investment Audit applies institutional best practices across all eight P's, so your leadership and board can decide with confidence.

Jennifer Pletan

Director of Communication & Special Projects
(605) 878-0897

A transparent, time-based fee.

Our fees are based on actual time spent. We expect the audit to require about 35 hours.

Can we do the phases separately?

Yes. The phases can be done individually or together. Implementation usually follows Phases I and II.

How much of our team's time will it take?

About 10–15 hours of management time over 3 to 4 months.

What do we have to provide?

Documents you already have: policies, investment and holdings reports, custodial statements, and audits. Plus interviews with your CEO, CFO, and up to three key board members, and up to five group meetings.

What happens after the board presentation?

Your board reviews the findings and decides whether to approve the pursuit of improvement. The next step is execution of the deliverables.