Adv Health Care Manag. 2021 Dec 6;20. doi: 10.1108/S1474-823120210000020007.
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.
医院系统的长期财务稳定性是医疗保健领域的一个“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系统更好的财务业绩。在这项研究中,我们比较了两个系统,它们有许多相似之处,但所有权结构、使命、治理和并购(M&A)策略却截然不同。这两个系统都是非营利性的、服务于低收入社区的宗教系统——Montefiore 医疗保健系统和 Caritas Christi 医疗保健系统。Montefiore 的 M&A 策略是投资当地医院并创建一个整合的区域系统,通过增加初级医生和社区医院作为系统的输入,并通过在专门单位之间有效分配资源来实现效率,从而增加收入。收购的缓慢而稳定的时机允许进行组织学习和平衡债务和股权。到 2019 年,它拥有 11 家医院,拥有 40,000 名员工,财务状况强劲,对债务的依赖度较低。相比之下,2010 年,私募股权公司 Cerberus Capital 收购了 Caritas(更名为 Steward 医疗保健系统)并控制了董事会,董事会设定了系统的战略方向。Cerberus 将 Steward 用作大规模债务驱动的收购策略的平台。2016 年,它以 12.5 亿美元的价格出售了大部分医院的财产,使医院背负长期膨胀的租赁;向自己支付了近 5 亿美元的股息;并将其余部分用于在三年内收购 9 个州的 27 家医院的杠杆收购。快速、分散的 M&A 策略旨在创建一个可以在五年内出售以获取财务收益的大型公司,而不是为了医疗保健整合。其债务负担急剧增加,到 2019 年,其财务状况严重赤字。其马萨诸塞州的医院是该州所有系统中财务表现最差的。Cerberus 于 2020 年退出 Steward,其医生、新所有者持有债务。