Moody’s: US nonprofit hospitals see decrease in median operating margin

http://www.beckershospitalreview.com/finance/moody-s-us-nonprofit-hospitals-see-decline-in-median-operating-margin.html

OR Efficiencies

U.S. nonprofit hospitals’ median operating margin fell in fiscal year 2016 as expenses grew, according to preliminary financial data compiled by Moody’s Investors Service.

The data is from the agency’s annual report, “Not-for-profit Healthcare and Public Hospitals — US: Preliminary 2016 Medians Skew Lower As Revenue and Expense Pressures Hinder Profitability.” For the report, Moody’s examined audited fiscal year 2016 financial statements for 150 hospitals and health systems.

Here are seven things to know from the analysis.

 

Kaiser raises record $4.4 billion in white-hot hospital bond market

http://www.modernhealthcare.com/article/20170510/NEWS/170519985

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Kaiser Permanente raised $4.4 billion through a series of three bond offerings this month.

That’s a record for the Oakland, Calif.-based health plan and hospital giant, which plans to use the proceeds to fuel expansion, said Chief Financial Officer Kathy Lancaster.

The aggregate interest rate on the A+-rated bonds was a stellar 3.8%.

Kaiser Permanente investors ordered four to five times as many of the A+-rated bonds as were available, Kaiser Treasurer Tom Meier said. Overall, the bond market is white-hot for hospital debt offerings.

Just this month, Community Health Systems grew a $700 million debt offering to $900 million. Competition for MetroHealth’s $945.7 million offering dropped the rate to under 5%.

MetroHealth, located just west of Cleveland, raised the money to finance the transformation of its main campus, including a new replacement hospital. Struggling CHS is refinancing debt that was expiring.

Corporate bond activity is expected to remain robust, even if the Federal Reserve raises interest rates a couple of quarter-point notches this year, according to an April debt report by Fitch Ratings.

Even with a quarter-point increase in March, Fed borrowing rates are still near a historic low at 1%. The government will only continue to raise interest rates if the economy is strong, said Fitch Managing Director Megan Neuburger.

What that means for hospitals is that higher interest rates would be offset by more patient volume since consumers might feel more financially comfortable getting elective and preventive care.

That’s the case even for troubled systems such as CHS with below-investment-grade debt ratings.

“The high-yield (bond) market is healthy,” Neuburger said.

Kaiser, the nation’s largest integrated health system with annual revenue of $71 billion, needs more hospital capacity, physician offices and technology enhancements after adding about 2.5 million new health plan members over the past three years, Lancaster said.

The recent acquisition of Group Health in Seattle and other organic growth has brought Kaiser’s enrollment to 11.7 million members.

Most of those enrollees will get their care at Kaiser’s 39 hospitals and hundreds of medical offices staffed by Permanente physicians contracted to Kaiser.

For Kaiser to meet its mission of convenient, affordable care, the system needs to keep investing in locations and technology that allows patients to select whether they come to a physician office or connect with its physicians through telemedicine or secure internet links, CEO Bernard Tyson told a Nashville Health Care Council luncheon audience last month.

Part of the reason this month’s offering was so big is that Kaiser had not gone to the debt markets since 2012, Lancaster said. Typically, it would do an offering every other year. But the need for capital and low interest rates urged Kaiser to put together the offering, Lancaster said.

Kaiser likes to operate with a debt-to-capitalization ratio of 20% to 30%, she said. The recent offering puts the system at 28%.

Interestingly, $1 billion of the $4.4 billion in bonds were designated as “green bonds” or those that appeal to funds and investors that look for environmentally or socially friendly organizations to invest in, Lancaster said.

Kaiser received that designation due to its new environmentally friendly hospital in San Diego that opened two weeks ago, she said.

MetroHealth reports that it had 122 banks, funds, firms and individuals put in orders for its hospital bonds.

“Not only is this an important validation of the success we’ve earned with our strategy, recent growth and operating performance improvements, it’s proof of the industry’s belief in MetroHealth and the path we’re taking,” said Dr. Akram Boutros, MetroHealth CEO.

The health system is using the proceeds to construct a new 12-story, 270-bed replacement hospital on its main campus as well as a new central utility plant and parking garage among other projects.

 

Kaiser hits $1 billion operating gain in Q1

http://www.modernhealthcare.com/article/20170515/NEWS/170519892?utm_campaign=CHL:%20Daily%20Edition&utm_source=hs_email&utm_medium=email&utm_content=51986490&_hsenc=p2ANqtz-839Ex2h99Z8rm5tf8l2lPojAGaBIqcTZ4WSv6wsJY2cbOYWcNtHo6UgIzmQJnqy-2QzLnCsclP8jXne8igI2EeUoSRaA&_hsmi=51986490

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Kaiser Permanente Monday posted a record $1 billion operating gain in its first quarter, just days after holding its largest-ever bond offering.

The Oakland, Calif.-based health plan and hospital giant eclipsed the $1 billion barrier on revenue of $18.1 billion. That compared with an operating gain of $701 million on revenue of $16.3 billion in the year-earlier quarter.

The 5.5% operating margin in the first quarter beat the strong 4.3% operating margin from the year-earlier period.

Not-for-profit Kaiser is the nation’s largest integrated health system with 11.7 million health plan members and 39 hospitals.

Its record first quarter was disclosed in a financial filing Monday.

Efforts to reach Kaiser for a comment late Monday were unsuccessful.

Kaiser’s performance was only nominally aided by contributions from its $1.8 billion acquisition of Seattle-based Group Health Cooperative on Feb. 1.

Group Health contributed $18 million of operating income on revenue of $709 million over the last two months of the quarter, the financial filing shows.

Kaiser earlier this month raised a record $4.4 billion through a series of three bond offerings to build out access points in its current markets and look for growth opportunities in communities neighboring its facilities. Those include hundreds of physician offices and outpatient centers across the country.

Kaiser reported operating income of $1.9 billion on revenue of $64.6 billion in full-year 2016 compared with operating income of $1.8 billion on revenue of $60.7 billion in the prior year.

In the first quarter of 2017, Kaiser also posted an investment gain of $582 million compared with an investment loss of $157 million in the year-ago period.

The operating gain coupled with the investment gain and other non-operating income pushed Kaiser to a net gain in the quarter of $1.56 billion.

Kaiser only books actual investment gains, not paper or unrealized gains in its investment portfolio.

The right place for the right care

http://www.us.jll.com/united-states/en-us/Research/US-Healthcare-Perspective-2017-JLL.pdf?661ac41b-8177-4716-8c89-a88e24e95f17

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How can we improve the health of our communities, while also reducing costs and maintaining high-quality care? And how will we pay for it? These are the most vexing questions facing healthcare executives today.

An expanded patient base will be necessary for survival. Location is an increasingly critical factor in determining future success, with many asking: “Where do we need to be and what kind of service do we need to deliver?”

Uncertainty is unavoidable in the healthcare industry. But regardless of what direction healthcare reform may take, certain facts will not change. Healthcare costs must decrease to provide more care to more people, and keeping patients out of expensive hospital settings can drive down the cost of care and simultaneously improve population health. The right real estate strategy can help hospitals ensure that they have the right places for the right care.

 

Medicare Advantage aggressive coding or fraud

https://www.balloon-juice.com/category/mayhew-on-insurance/

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The New York Times has a good story from the 15th on a False Claims Act lawsuit filed by a former United Healthcare employee.  It alleges UHC systemically defrauded the US government of billions from up-coding its Medicare Advantage claims to get bigger risk adjustment payments.  This is a big deal.  Medicare knows that the incentive in Medicare Advantage is to make the patients look as sick as possible to maximize upcoding. A recent estimate has coding differentials leading to a $20 billion dollar a year payment differential between Medicare Advantage and Fee for Service Medicare for intrinsically similar patients.

At the heart of the dispute: The government pays insurers extra to enroll people with more serious medical problems, to discourage them from cherry-picking healthy people for their Medicare Advantage plans. The higher payments are determined by a complicated risk scoring system, which has nothing to do with the treatments people get from their doctors; rather, it is all about diagnoses.

Diabetes, for example, can raise risk scores by varying amounts, depending on a patient’s complications. So UnitedHealth gave people with diabetes intensive scrutiny, to see if they had any other conditions that the diabetes might have caused.

As Mr. Poehling’s lawyer, Mary Inman, described it, the government would pay UnitedHealth $9,580 a year for enrolling a 76-year-old woman with diabetes and kidney failure, for instance, but if the company claimed that her diabetes had actually caused her kidney failure, the payment rose to $12,902 — an additional $3,322. Ms. Inman is with the law firm of Constantine Cannon in San Francisco.

We need to differentiate between aggressive coding and fraud.  The key question in this example is not whether or not UHC got a doctor to say that the kidney failure was caused by diabetes but whether or not the evidence in the chart supports that assertion.

If it is medically supported from the chart, history and corroborating results, this is not fraud.  It is aggressive coding designed to maximize revenue.  If it is not supportable, then it is either fraud or abuse.  That will be the key area of argument.  Does the evidence show that the diagnosis codes that UHC is chasing are supportable by medical evidence?

Betsy Nicoletti is a coding specialist who shared her coding book with me.  I want to highlight a legitimate example of what happens at every health plan that has risk adjusted plans.  The example is about diabetes:

Post-acute care: Medicare Advantage vs. Traditional Medicare

Post-acute care: Medicare Advantage vs. traditional Medicare

From a public spending point of view, post-acute care is particularly problematic. Most of Medicare’s geographic spending variation is due to this type of care. Part of the story is that Medicare pays for post-acute care in several different ways, with different implications for efficiency.

For example, traditional Medicare (TM) — which spends ten percent of its total on post-acute care — pays skilled nursing facilities per diem rates but inpatient rehabilitation facilities a single payment per discharge. Post-acute care is also available through Medicare Advantage (MA), which operates under a global, per-enrollee, payment. Unlike TM, MA plans establish networks, may require prior authorization for post-acute care, and can charge more in cost-sharing for post-acute care than TM does.

These different payment models offer different incentives that may affect who receives care, in what setting, and for how long. In Health Affairs, Peter Huckfeldt, José Escarce, Brendan Rabideau, Pinar Karaca-Mandic, and Neeraj Sood assessed some of the consequences of those incentives. Focusing on hospital discharges for lower extremity joint replacement, stroke, and heart failure patients between January 2011 and June 2013, they examined subsequent admissions to skilled nursing and inpatient rehabilitation facilities, comparing admission rates, lengths of stays, hospital readmission rates, time spent in the community, and mortality for MA and TM enrollees. To do so, they used CMS data on post-acute patient assessments for patients with discharges from hospitals that received disproportionate share or medical education payments from Medicare.