Hospital Ownership and Financial Stability: A Matched Case Comparison of a Nonprofit Health System and a Private Equity-Owned Health System.

Q4 Medicine
Aimee La France, Rosemary Batt, Eileen Appelbaum
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引用次数: 3

Abstract

The long-term financial stability of hospital systems represents a "grand challenge" in health care. New ownership forms, such as private equity (PE), promise to achieve better financial performance than nonprofit or for-profit systems. In this study, we compare two systems with many similarities, but radically different ownership structures, missions, governance, and merger and acquisition (M&A) strategies. Both were nonprofit, religious systems serving low-income communities - Montefiore Health System and Caritas Christi Health Care. Montefiore's M&A strategy was to invest in local hospitals and create an integrated regional system, increasing revenues by adding primary doctors and community hospitals as feeders into the system and achieving efficiencies through effective resource allocation across specialized units. Slow and steady timing of acquisitions allowed for organizational learning and balancing of debt and equity. By 2019, it owned 11 hospitals with 40,000 employees and had strong positive financials and low reliance on debt. By contrast, in 2010, PE firm Cerberus Capital bought out Caritas (renamed Steward Health Care System) and took control of the Board of Directors, who set the system's strategic direction. Cerberus used Steward as a platform for a massive debt-driven acquisition strategy. In 2016, it sold off most of its hospitals' property for $1.25 billion, leaving hospitals saddled with long-term inflated leases; paid itself almost $500 million in dividends; and used the rest for leveraged buyouts of 27 hospitals in 9 states in 3 years. The rapid, scattershot M&A strategy was designed to create a large corporation that could be sold off in five years for financial gain - not for health care integration. Its debt load exploded, and by 2019, its financials were deeply in the red. Its Massachusetts hospitals were the worst financial performers of any system in the state. Cerberus exited Steward in 2020 in a deal that left its physicians, the new owners, holding the debt.

医院所有权与财务稳定性:非营利性医疗系统与私募股权医疗系统的匹配案例比较。
医院系统的长期财务稳定是卫生保健领域的“重大挑战”。新的所有权形式,如私募股权(PE),有望实现比非营利或营利性体系更好的财务表现。在本研究中,我们比较了两个具有许多相似之处,但完全不同的所有权结构、使命、治理和并购(M&A)策略的系统。Montefiore卫生系统和Caritas Christi卫生保健都是为低收入社区服务的非营利性宗教系统。Montefiore的并购策略是投资当地医院,创建一个整合的区域系统,通过将初级医生和社区医院作为系统的补充来增加收入,并通过在各专业单位之间有效地分配资源来实现效率。到2019年,它拥有11家医院,拥有4万名员工,财务状况良好,对债务的依赖程度较低。相比之下,私募股权公司Cerberus Capital在2010年收购了Caritas(更名为Steward Health Care System),并控制了该公司的董事会,董事会负责制定该公司的战略方向。Cerberus将Steward作为大规模债务驱动型收购战略的平台。2016年,它以12.5亿美元的价格出售了旗下大部分医院的资产,让医院背负着长期虚高的租约;为自己支付了近5亿美元的股息;用剩下的钱在三年内杠杆收购了9个州的27家医院。这种快速、分散的并购策略旨在创建一家大公司,该公司可以在五年内出售以获得财务收益,而不是为了医疗保健整合。它的债务负担激增,到2019年,它的财务状况严重亏损。它在马萨诸塞州的医院是该州所有系统中财务表现最差的。Cerberus在2020年退出了Steward的交易,让其医生,即新所有者,持有债务。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Advances in Health Care Management
Advances in Health Care Management Medicine-Health Policy
CiteScore
0.70
自引率
0.00%
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