Fitch launches new tool that allows hospitals to assess financial flexibility

https://www.beckershospitalreview.com/finance/fitch-launches-new-tool-that-allows-hospitals-to-assess-financial-flexibility.html

Image result for fitch Analytical Sensitivity Tool

 

Provider organizations face increased financial pressure as reimbursement models shift in the value-based care era. To keep pace with these trends, Fitch Ratings is updating its rating criteria for nonprofit hospitals and health systems.

The agency’s proposed rating criteria changes, which also apply to tax-supported hospital districts, include introduction of revenue defensibility, operating risk and financial profile rating factors as well as individual assessments for each of those factors. Fitch said risk factors such as debt structure will also play a role in rating assignments.

The new rating factors assess how prepared the organization is to handle cost pressures and the organization’s operating cost flexibility, among other things, according to Fitch.

“The rating criteria needed a refresh and forces us to think about what’s going on right now in healthcare,” says Kevin Holloran, a Dallas-based senior director with Fitch.

The rating agency does not expect to see widespread rating changes as a result of the proposed rating criteria changes. In fact, Fitch projects the proposed changes will affect less than 15 percent of the ratings covered by the criteria.

Fitch took feedback on its initial draft of proposed rating criteria changes up until Oct. 20. It will now incorporate feedback into a final draft and anticipates adopting the proposed rating criteria changes in December.

FAST

As part of the proposed rating criteria changes, the rating agency is launching the Fitch Analytical Sensitivity Tool, or FAST. The interactive tool measures the financial flexibility of healthcare organizations in various hypothetical stress scenarios. For instance, the tool can assess how changes in the overall U.S. economy/market cycle, such as a drop in property values or the gross domestic product, may affect a hospital’s financial picture. Additionally, the tool can assess a hospital’s potential sensitivity to margin decline in various stress scenarios such as issuing a significant amount of debt or facing increased market competition, according to Fitch.

“Ratings agencies are always accused of looking backward in the mirror, but we want [the organization] to look forward expressly. We thought we always did a good job with that, but there’s always room for improvement,” says Mr. Holloran.

FAST can also model growth and expense rates and subject them to stress or an unexpected negative event to see if a hospital’s credit remains stable, according to Mr. Holloran.

He explains, this is “not a forecast, but a reasonable scenario based on our input combined with the credit, or input based on historical performance.” Mr. Holloran also notes the model informs ratings but does not drive them.

The public can now look at a mockup of the model here. Mr. Holloran says the model is built, but it does not include every credit rating yet. Fitch will continue to add to the tool over time.

Once the agency’s proposed rating criteria changes are fully adopted, the FAST model will allow hospitals to look forward and stress test a rating.

Hospitals “could use it for scenario building and give them a guide for the metrics they want to focus on,” Mr. Holloran says. “We can tell them this is the criteria we’re focusing on and this is how you stack up.”

He added, “It’s a powerful [data visualization] tool and really drives the conversation.”

CHI sees operating loss narrow to $77.9M, says merger with Dignity still in the works

https://www.beckershospitalreview.com/finance/chi-sees-operating-loss-narrow-to-77-9m-says-merger-with-dignity-still-in-the-works.html

Image result for catholic health initiativesImage result for dignity health

 

Englewood, Colo.-based Catholic Health Initiatives’ revenue growth was restrained in the first quarter of fiscal year 2018 due to Hurricane Harvey, and the system ended the period with an operating loss. However, like many systems, it benefited from higher investment income.

CHI’s operating revenues remained virtually flat year over year at $3.7 billion, according to recently released unaudited financial documents. CHI said its operating results for the first quarter of fiscal year 2018, which ended Sept. 30, were negatively impacted by Hurricane Harvey, which caused the temporary evacuation and closure of two of its facilities in Texas in late August. Due to a volume shortfall caused by the hurricane, CHI’s Texas region took a $25.8 million hit.

After factoring in expenses and one-time charges, CHI ended the first quarter of fiscal year 2018 with an operating loss of $77.9 million, compared to an operating loss of $180.7 million in the same period of the year prior.

Fueled by an increase in investment gains, CHI recorded a net surplus of $135.3 million in the three months ended Sept. 30, compared to a net surplus of $36.6 million in the same period a year earlier.

Dean Swindle, CHI’s president for enterprise business lines and CFO, said the system continues to make progress in efforts to turn around its finances. “We did not expect an organizational turnaround to be quick or easy — but we have made substantial progress in recent months and expect that trend to accelerate throughout this fiscal year,” he said. “We’ve taken all the necessary steps in our transformation to a higher-performing organization — and we certainly expect the numbers to reinforce that as we move through the 2018 fiscal year.”

CHI has been pursuing a merger with San Francisco-based Dignity Health since October 2016, and CHI said the two organizations are in the final stages of the due diligence process. On an earnings call in October, Dignity Health Senior Executive Vice President and CFO Daniel Morissette said the complexities of the deal are compounded by headwinds expected in the healthcare industry and the cultural components involved in marrying two large health systems.

CHI has operations in 17 states and includes 100 hospitals. Dignity Health has 39 hospitals and operates in California, Arizona and Nevada.

CHS to sell additional hospitals worth $2B in revenue

https://www.beckershospitalreview.com/hospital-transactions-and-valuation/chs-to-sell-additional-hospitals-worth-2b-in-revenue.html

Image result for hospital divestiture

 

Franklin, Tenn.-based Community Health Systems completed its 30-hospital divestiture plan Nov. 1. Now, the company expects to sell another group of its hospitals with combined revenue of $2 billion, Chairman and CEO Wayne Smith said during a third quarter earnings call.

To improve its finances and reduce its heavy debt load, CHS put a turnaround plan into place last year. As part of the initiative, the company announced in early 2017 that it intended to sell off 30 hospitals. In August, CHS extended its divestiture plan. The company said it would sell a group of hospitals with combined revenue of $1.5 billion in addition to the 30 hospitals already announced.

With the sales last week of Highlands Regional Medical Center in Sebring, Fla., and Merit Health Northwest Mississippi in Clarksdale, Mr. Smith said the 30 hospital divestitures are complete, and the company is once again expanding its divestiture plan.

“We are now pursuing sale transaction of hospitals accounting for at least $2 billion of net revenue, which has increased from $1.5 billion last quarter,” Mr. Smith said.

Mr. Smith said the company has signed several letters of intent for the hospitals in the next group of divestitures, accounting for more than $1.2 billion in net revenue.

“Our goal is to emerge from this process with a sustainable group of hospitals that are positioned for long-term success and growth,” he said.

With the help of proceeds from the hospital sales, CHS brought down its long-term debt load to $13.9 billion in the third quarter of this year, from $14.8 billion in the same period of 2016.

The company ended the most recent quarter with a net loss of $110 million on revenues of $3.67 billion. That’s compared to the third quarter of 2016, when the company posted a net loss of $79 million on revenues of $4.38 billion.

The Single Greatest Hospital Success Indicator

http://www.healthleadersmedia.com/leadership/single-greatest-hospital-success-indicator?spMailingID=12324864&spUserID=MTY3ODg4NjY1MzYzS0&spJobID=1280826292&spReportId=MTI4MDgyNjI5MgS2

Related image

 

Is your hospital part of a health system? A turnaround and consulting firm’s data suggest much of your organization’s success can depend on just that one factor.

But it’s rapidly becoming less so. Since I wrote this column years ago, the pressures on standalones have only increased.

Hospitals that are part of a system do far better financially than their counterparts.

“Over the past two years, we’ve noticed that the single greatest indicator of success for hospitals is whether or not they’re part of a multi-hospital system,” says Scott Phillips, managing director of Healthcare Management Partners, a Nashville-based turnaround and consulting firm that focuses on hospitals that are experiencing financial challenges and is led by experienced former C-level executives such as Phillips.

“Just that one factor provides a bottom-line advantage of four to nine percentage points [in profitability], which is almost insurmountable.”

Means to an End

Not that financial success is the overarching goal of healthcare—especially in nonprofit or government-owned healthcare, which still makes up 78.7% of hospital systems, according to Kaiser Family Foundation. But as I’ve heard countless CEOs say, “no margin, no mission.”

As a standalone hospital, you’re distressed almost by definition, Phillips says.

The firm’s data, based on Healthcare Cost Report Information System (HCRIS) data from more than 200,000 Medicare Cost Reports filed by hospitals, nursing homes, home health agencies, and other providers since 1994, supports this contention overwhelmingly. Standalone hospitals still represent roughly a third of hospitals and 30% of the beds, but they tend to be small, and are disproportionately government- or health district–owned.

When you look at standalones closely, Phillips says, usually they’re not in a position to choose their own market in any way, and single-market nonprofit systems haven’t wanted them as acquisitions for those reasons. This dynamic creates an increasing canyon between the so-called “haves” and “have nots.”

“For the have-nots, life is getting increasingly difficult,” he says. “Will many, or even most of those hospitals continue to operate inpatient beds?”

Maybe they shouldn’t. And maybe they should instead switch to providing ambulatory health services.

Many standalones have such an increasing disadvantage, he says, that they, and healthcare costs generally, would be better off if they could convert. But many can’t afford the investment to do so in either dollar terms—access to capital—or in political will.

“If they can convert to diagnostic and ambulatory centers, they would be very busy,” Phillips says.

To convert into an attractive ambulatory center is a $6 million to $10 million investment, he says, and most of them don’t have that money.

Better Management

Phillips says HMP’s data shows that every year in the system hospitals, particularly the larger hospitals, management keeps getting better. Hospitals in the top two quartiles keep getting more profitable in spite of the uncertainty around the changes in healthcare’s business model from volume to value, he says. They’re getting that principally through greater economies of scale but they are extracting more profitability at the expense of their competitors.

One of the bigger differentiators in terms of profitability is in labor efficiency, he says, the biggest element of cost.

“There’s a pretty dramatic difference in labor costs between hospitals that are in systems than are not in systems,” he says.

Government-owned hospitals are further challenged in this regard in the form of pension costs.

Declining Populations

Secondly, standalone hospitals are in 90% of the counties in the U.S., many, if not most, of which are experiencing loss of population, he says. People are moving into cities, not into the hinterlands.

“Healthcare, whether you’re talking nursing homes or hospitals, is essentially a fixed-cost business,” Phillips says. “If your population is declining, your demand for services will decline. So the best you can hope for is an increasing share in a declining market.”

That leads to declines in inpatient utilization, and for a few years, there’s been a dramatic shift from inpatient to outpatient. Another distinguishing trend is that standalones are well behind the curve in reinvestment, particularly in new clinical technologies and information technology.

Phillips says rural areas could be better served by investing in remaking many hospitals into outpatient centers and taking advantage of telemedicine, where state laws and regulations have not made that impossible or impractical.

“It’s insane that state policymakers have not opened that whole market to telemedicine,” he says. “It could be a tremendous antidote to many of the problems these hospitals have.”

Cedars-Sinai sees operating income decrease 11% as patient revenue dips

https://www.beckershospitalreview.com/finance/cedars-sinai-sees-operating-income-decrease-11-as-patient-revenue-dips.html

Image result for cedar sinai los angeles

 

Los Angeles-based Cedars-Sinai Medical Center saw operating income fall in the first quarter of fiscal year 2018 as patient revenue declined.

The nonprofit medical center recorded revenue of $791 million in the three months ended Sept. 30, down about 2 percent from $810 million reported in the same period last year, according to unaudited financial documents. Cedars-Sinai saw net patient service revenue decline 3.5 percent to $722 million in the first quarter of 2018, after excluding the hospital fee program. The medical center achieved less revenue than budgeted in the most recent quarter due to lower Medicare and commercial insurer payments from decreased patient acuity.

At the same time, Cedars-Sinai saw expenses fall in the first quarter of 2018 to $726 million. That is down 1.5 percent from $737 million in expenses the hospital incurred in the same period last year. The decline reflects lower supplies costs and professional fees.

Including these results, Cedars-Sinai ended the first quarter of 2018 with operating income of $65 million, down nearly 11 percent from $73 million reported in the same period a year prior.

Scripps Health to launch $2.6B expansion

https://www.beckershospitalreview.com/facilities-management/scripps-health-to-launch-2-6b-expansion.html

Image result for scripps health

San Diego-based Scripps Health is planning a $2.6 billion expansion — the largest construction project in the organization’s 125-year history.

The expansion will include constructing a $1.3 billion replacement hospital for Scripps Mercy Hospital San Diego; a new seven-story patient tower for San Diego-based Scripps Memorial Hospital La Jolla; and a three-story acute care structure at Scripps Memorial Hospital Encinitas (Calif.). In addition, seismic retrofitting construction is planned for Scripps Mercy Chula Vista (Calif.) and Scripps Green Hospital in San Diego.

“This is our vision to build the health care system of the future — starting today,” said Chris Van Gorder, Scripps president and CEO. “Our focus is on delivering the right care in the right setting that reflects the changing health care needs of the communities we serve across the San Diego region.”

Scripps Health will also build two Scripps MD Anderson outpatient cancer centers in a move to deepen its affiliation with Houston-based MD Anderson Cancer Center.

The expansion projects, none of which break ground until 2021, will be financed by operating revenues, borrowing and fundraising.

“As systems look to the coming decades, they are forced to make big bold choices now.  Do they want to still be dominant systems in 25 years and how much investment in structure and building is needed to remain a great system. This reflects a bold exciting choice by Scripps and its leadership,” said Scott Becker, JD, publisher of Becker’s Hospital Review. 

93-year-old California hospital to close over inability to meet new seismic standards

https://www.beckershospitalreview.com/finance/93-year-old-california-hospital-to-close-over-inability-to-meet-new-seismic-standards.html

Image result for california hospital seismic standards

Community Medical Center Long Beach (Calif.), which opened in 1924 and is part of Fountain Valley, Calif.-based MemorialCare Health System, will close in the near future due to the inability to retrofit the hospital to meet California’s seismic standards.

When MemorialCare acquired Community Medical Center Long Beach in 2011, officials knew it had seismic challenges. However, the hospital consulted with seismic experts, structural engineers and architects as part of recent seismic studies, which revealed the fault running below the hospital is larger and more active than previously known, hospital officials said Monday, according to The Grunion. This means the hospital will not meet California’s new earthquake safety requirements for acute care hospitals, which go into effect June 30, 2019.

John Bishop, CEO of the three MemorialCare hospitals in Long Beach, said because the wide fault zone is under the majority of the hospital campus, no work can be done to make the hospital viable, according to the Long Beach Post.

“We are all saddened that the findings were not more encouraging for the future of Community Medical Center Long Beach,” said Mr. Bishop. He said MemorialCare has no choice but to close the hospital. However, he said hospital and city officials will work together on transition plans to meet the needs of the community.

“Nothing involved in this was an elective decision. We had no choice,” Mr. Bishop said. “I’m saddened by this, but I want to assure Long Beach residents MemorialCare continues to be dedicated to providing the healthcare the city needs.”

Mr. Bishop said hospital officials will discuss the matter with city officials to determine how long the hospital and its emergency department will remain open, according to the report.

Georgia Supreme Court rules Northside Hospital can’t shield all financial records in fight over state open-records law

https://www.beckershospitalreview.com/legal-regulatory-issues/georgia-supreme-court-rules-northside-hospital-can-t-shield-all-financial-records-in-fight-over-state-open-records-law.html

Image result for open record laws

The Georgia Supreme Court ruled Thursday that Atlanta-based Northside Hospital can’t bar public access to all financial records, overturning a lower court’s decision, according to The Atlanta Journal Constitution.

The lawsuit was brought by plaintiff E. Kendrick Smith, who sought records from Northside’s $100 million acquisition of four physician practices. When the hospital rejected his request, Mr. Smith sued.  

The case concerns whether the nonprofit hospital should be subject to Georgia’s open-records law, Northside has argued is it not bound to the law because it’s a private nonprofit organization, not a public entity. The lower court rulings agreed with Northside’s stance arguing its financial records were not subject to disclosure.

Georgia Supreme Court justices opposed Nothside’s postion regarding the open record laws, but the court also rejected the plaintiff’s argument that all of the hospital’s financial records should be public. Instead, they remanded the dispute back to the lower court for further proceedings to determine which specific financial documents should be public record.

Attorney Peter Canfield, who represented Mr. Smith, argued Northside Hospital is subject to the open record laws because it was created by a public hospital authority, which is a public entity and the system operates on the authority’s behalf.

“The corporation’s operation of the hospital and other leased facilities is a service it performs on behalf of the [county’s] agency, and so records related to that operation are public records,” Georgia Supreme Court Justice Nels Peterson wrote in the ruling, according to the Atlanta Journal Constitution.

 

Hospital CEOs could face new taxes 

The Republican tax overhaul bill also includes a small section that would levy a 20% excise tax on any wages of more $1 million for executives who work at tax-exempt organizations. Guess who’s not thrilled about that? Hospitals.

What they’re saying: The American Hospital Association said it was “concerned” about that provision because “there is already a rigorous process prescribed by the Internal Revenue Service for setting up executive compensation.”

Go deeper: As Axios’ Bob Herman has reported, hospital and health system CEOs command some of the highest salaries in the not-for-profit world.

Site-neutral payments called an assault on the financial stability of hospitals

http://www.healthcarefinancenews.com/news/site-neutral-payments-called-assault-financial-stability-hospitals?mkt_tok=eyJpIjoiWVdWa1lXTTBORFJpWTJSayIsInQiOiJndXNTdWM2czNvZzR6dDlRVXA4N3ZZWUhiV29FTzZ4VndOT3VGeUkzSGtGcms1QnlhSnNRTTlQbGRmcmY5UEpEY2VuWWg1UHIwTXVQUkg1ZklLZGN6SGYxMmpwc3lmZGJtK1pBcTNDNnZZZ0FmYzQ3Q2R2YWloNjVJSlorWStcL3QifQ%3D%3D

To integrate care, provide more services and stay competitive, hospitals are still building outpatient facilities.

Site-neutral payments all but stopped hospitals from building outpatient facilities in 2016.

Outpatient development effectively froze in 2016, down from $19.6 million in projects in 2015, to $16.4 million in 2016, according to Revista, a resource for healthcare property data.

Historically, hospital-owned outpatient centers received significantly higher reimbursement than private physician offices or ambulatory surgical centers performing the same procedures.

The Medicare Payment Advisory Commission recommended closing the gap between the rates. There was also concern that hospitals were buying up physician practices to take advantage of the higher reimbursement rate.

Congress enacted the Bipartisan Budget Act of 2015, putting site-neutral payments into effect.

New outpatient facilities that used to be paid on the outpatient prospective payment system are now reimbursed by Medicare on the physician fee schedule. The estimate on savings to Medicare runs into the billions.

Those hospitals that had new off-campus departments and began billing before Nov. 2, 2015, were still reimbursed at the higher outpatient rate. Outpatient facilities built later than the cut-off date are now paid under the less lucrative physician fee schedule.

The result of the legislation that went into effect on January 1, was to effectively freeze the geographic footprint of hospitals that rely heavily on Medicare reimbursement, according to Larry Vernaglia, an attorney and chairman of Foley & Lardner’s healthcare practice group in Boston.

For some hospitals, Medicare represents half of their operating revenue.

“It’s one more assault on the financial stability of hospitals,” Vernaglia said. “It definitely means the economics of outpatient services are dramatically different now. Hospitals have to work twice as hard to structure their outpatient buildings to get proper reimbursement.”

While some experts predicted a continued freeze in outpatient building, a surprising thing happened in 2017. The amount of outpatient projects soared to $22.9 million, the highest it has been in four years, according to Revista. However, that could be driven by the latest way skirt site-neutral rules.

“There was a big jump in 2017, that may come down a little bit,” said Revista principle Hilda Martin. “There was a sudden hold-off while systems wrapped their head around (the new policy). It is coming back. I’m wondering if this is beginning of a new trend, because so much inventory is starting this year.”

Martin said Revista is still analyzing the building boom, especially the new focus on micro-hospitals.

There’s been a significant uptick in micro-hospital development, she said. At medical real estate conferences, micro-hospitals are the hot topic because they offer a way to circle around the change in reimbursement, Martin said.

Also, the outpatient slowdown in 2016 may reflect in pause as providers submitted applications to the Centers for Medicare and Medicaid Services to show they were far enough along in planning to get an exemption and remain on the outpatient prospective payment system.

The 21st Century Cures Act provided exemptions. Hospitals in the middle of building an off-site facility could submit an application under the mid-build requirement by Feb. 13.

Many hospitals submitted mid-build applications before the deadline, including 40 in New York, seven in Massachusetts and five in Maine, Vernaglia said.

Applications are still being reviewed, and CMS did not respond to a request for information on the total number of submitted requests, or the names of the applicants.

“I’m familiar with at least 86 of them,” said Vernaglia, who also did not give specific information.

Exemptions allow hospitals to build new outpatient settings on-campus and be reimbursed at the outpatient rate.

“You’re going to see hub and spoke arrangements,” Vernaglia predicted of facility design.

Hospitals can also can build an emergency facility and still receive the higher reimbursement.

In a proposed 2017 payment rule, CMS originally required off-campus provider-based sites to offer the same services they did on Nov. 2, 2015, in order to be excluded from the site-neutral payment provisions, but opted not to include that requirement in the final rule.

For 2017, CMS finalized a Medicare physician fee schedule policy to pay non-excepted, off-campus provider-based departments at 50 percent of the outpatient rate for most services. For 2018, CMS proposed to reduce those payments further, by 25 percent.

Site neutrality creates hardships for hospitals trying to provide more services, integrate care and stay competitive in regions where patients have numerous choices for healthcare.

“There is quite a bit of cynicism in Congress and others that led to passage of Section 603 of the Bipartisan Budget Act of 2015,” Vernaglia said. “It assumed the only reason hospitals were developing these sites was to take advantage of preferential outpatient payment.”

Site neutrality also gave an advantage to hospitals that were early movers in getting their outpatient facilities built. The downside, said Vernaglia, is they’re stuck with what they’ve got. They can’t build another one or relocate. And if they don’t own the building, they can’t threaten to move if the landlord jacks up the rent.

“Soon we’ll see facilities getting long in the tooth,” he said. “There will be fewer outpatient facilities off-campus. I think you’ll see more on-campus. It’s status quo for sure, unless you do some creative things like off-campus emergency.”

Developer Henry Johnson, chief strategy officer for Freese Johnson in Atlanta, Georgia, said hospitals are still building, because not to do so would mean the loss of a competitive edge. The ambulatory facilities may be less profitable now, but there’s the risk that the gap for off-site care will be filled by another facility, or physician practice.

“There’s a greater impact not filling these gaps in the marketplace,” Johnson said. “Right now it’s a battle for marketshare, rather than site-neutral payments.

Johnson has been in the business for over 20 years, working with healthcare systems and large physician practices.

“We’re building micro hospitals, ambulatory surgery centers, outpatient surgery centers,” Johnson said. “Everyone is trying to build a network.”

Value-based care has also given incentives to have patients visit outpatient clinics, rather than the more expensive emergency room.

“They want to keep less expensive procedures in a less expensive environment,” Johnson said.

Providers are being cost-conscious on square-foot costs as well, he said.

“Most of our clients are saying, ‘This is expensive real estate. Let’s build a building that costs half as much, that’s what we want to do.'”

The two trends he’s seeing are micro hospitals, and smaller, acute care facilities, which he likens to “a hospital without beds.”

These freestanding ER facilities are still reimbursed at outpatient rates.

Patients would also rather go to a local, smaller facility, than drive to a hospital, try to find parking and walk the long hallways.

“They’re not going to go places if it’s inconvenient,” Johnson said.

Off-campus buildings, he said, invite people in.

“I’m personally seeing in healthcare, patients aren’t just patients now, they’re consumers,” Johnson said. “The biggest trend we’re seeing, is the consumerization of healthcare.”