McPherson Bruce
Alliance for Advancing Nonprofit Health Care, USA.
Inquiry. 2004;41(4):360-4. doi: 10.5034/inquiryjrnl_41.4.360.
This article presents lessons for other states and all types of nonprofit health care organizations from the failure by nonprofit CareFirst Blue Cross Blue Shield to convert to for-profit status and be sold to the publicly traded Wellpoint Health Networks, Inc. The lessons relate only in part to conversions. More broadly they concern any kind of strategic decision making by nonprofit health care boards of directors and their executives that substantially affects the public interest. This article is a companion to one by this same author published in the Fall 2004 issue of Inquiry. That article chronicled the events and political environment surrounding the conversion proposal, the review process and decision, and the aftermath of actions and reactions by various parties, including state legislation to clarify CareFirst's mission and to reform its board.
本文介绍了非营利性的CareFirst蓝十字蓝盾未能转变为营利性机构并出售给上市公司Wellpoint健康网络公司的事件，为其他州和各类非营利性医疗保健组织提供了教训。这些教训仅部分与转变相关。更广泛地说，它们涉及非营利性医疗保健机构董事会及其高管做出的任何重大影响公共利益的战略决策。本文是同一作者在2004年秋季《探究》杂志上发表的一篇文章的姊妹篇。那篇文章记录了围绕转变提议的事件和政治环境、审查过程与决策，以及各方行动和反应的后果，包括州立法以明确CareFirst的使命并改革其董事会。
