How hospitals got richer off Obamacare

http://www.politico.com/interactives/2017/obamacare-non-profit-hospital-taxes/

After fending off challenges to their tax-exempt status, the biggest hospitals boosted revenue while cutting charity care.

decade after the nation’s top hospitals used all their advertising and lobbying clout to keep their tax-exempt status, pointing to their vast givebacks to their communities, they have seen their revenue soar while cutting back on the very givebacks they were touting, according to a POLITICO analysis.

Hospitals’ behavior in the years since the Affordable Care Act provided them with more than 20 million more paying customers offers a window into the debate over winners and losers surrounding this year’s efforts to replace the ACA. It also puts a sharper focus on the role played by the nation’s teaching hospitals – storied international institutions that have grown and flowered under the ACA, while sometimes neglecting the needy neighborhoods that surround them.

And it reveals, for the first time, the extent of the hospitals’ behind-the-scenes efforts to maintain tax breaks that provide them with billions of dollars in extra income, while costing their communities hundreds of millions of dollars in local taxes.

One example of the hospitals’ efforts to remain tax-free: the soaring, minutelong TV commercial that popped up on stations across Western Pennsylvania in 2009 by the University of Pittsburgh Medical Center, the area’s flagship hospital and one of the largest teaching hospitals in the country.

“UPMC is proud to be part of our city’s past, present and, more importantly, its future,” the narrator enthuses, as the camera pans around Pittsburgh scenes of priests, grocery-store workers, even a ballet dancer before coming to rest on the sprawling medical campus — one of the five largest in the world.

At the time, Congress was considering not only whether to remove tax-exempt status for teaching hospitals, a cause of Sen. Chuck Grassley (R-Iowa), but also whether to add requirements forcing hospitals to do more for the low-income, urban communities in which so many of the top hospitals are located. And local leaders in many states were attempting to claw back billions of dollars in forgone tax revenue — a battle that would soon break out between UPMC and the mayor of Pittsburgh, too.

But the hospitals, aided by their good-neighbor initiative, prevailed. The ACA did nothing more to force the hospitals to share their revenue with their neighbors or taxpayers generally.

The result, POLITICO’s investigation shows, is that the nation’s top seven hospitals as ranked by U.S. News & World Report collected more than $33.9 billion in total operating revenue in 2015, the last year for which data was available, up from $29.4 billion in 2013, before the ACA took full effect, according to their own financial statements and state reports. But their spending on direct charity care — the free treatment for low-income patients — dwindled from $414 million in 2013 to $272 million in 2015.

To put that another way: The top seven hospitals’ combined revenue went up by $4.5 billion per year after the ACA’s coverage expansions kicked in, a 15 percent jump in two years. Meanwhile, their charity care — already less than 2 percent of revenue — fell by almost $150 million per year, a 35 percent plunge over the same period.

Revenue up, charity care down

While operating revenue increased under Obamacare for not-for-profit hospitals like the Cleveland Clinic and UCLA Medical Center, the amount of charity health care they provided fell. For example, while UCLA saw operating revenue grow by more than $300 million between 2013 and 2015, charity care fell from almost $20 million to about $5 million.

Lahey, Beth Israel and others ink merger agreement to create 13-hospital system

http://www.beckershospitalreview.com/hospital-transactions-and-valuation/lahey-beth-israel-and-others-ink-merger-agreement-to-create-13-hospital-system.html

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Five Massachusetts hospitals and health systems have signed a definitive agreement to merge.

The agreement was signed by two Boston-based organizations — Beth Israel Deaconess Medical Center and New England Baptist Hospital — as well as Burlington, Mass.-based Lahey Health, Mount Auburn Hospital in Cambridge, Mass., and Anna Jaques Hospital in Newburyport, Mass.

Under the agreement, the hospitals will operate under a parent organization but retain their names, licenses and independent boards.

The deal, which requires regulatory approval, would create the second largest health system in Massachusetts, according to the Boston Business Journal.

This is the first time Beth Israel and Lahey have signed a definitive agreement, but it marks the fourth time they’ve tried to merge.

In addition to the 13 hospitals, the new system would include 800 primary care physicians and more than 3,500 specialists.

 

CEOs of Ascension, Dignity, Trinity, Providence, CHI to Trump, Congress: Work with us on healthcare legislation

http://www.beckershospitalreview.com/hospital-management-administration/ceos-of-ascension-dignity-trinity-providence-chi-to-trump-congress-work-with-us-on-healthcare-legislation.html

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The leaders of five major nonprofit health systems are calling on Congress to work with them and draft healthcare legislation that encourages improved quality of care and ensures Americans maintain their insurance coverage, according to an op-ed penned in The Hill.

Anthony Tersigni, EdD, president and CEO of St. Louis-based Ascension, Kevin Lofton, CEO of Englewood, Co.-based Catholic Health Initiatives, Lloyd Dean, CEO of San Francisco-based Dignity Health, Richard Gilfillan, MD, CEO of Livonia, Mich.-based Trinity Health, and Rodney Hochman, MD, CEO and president of Renton, Wash.-based Providence St. Joseph Health all emphasized the need for Congress not to pass the Better Care Reconciliation Act as it is written and risk millions of Americans losing their health insurance.

“Together, we can fix this,” the CEOs wrote. “There is still plenty of room for improvement in our healthcare system. Healthcare is too expensive, coverage must be more affordable, Medicaid programs must become more innovative and efficient, the individual market must be stabilized and more payments for healthcare services must be made through value-based contracts.”

“…we invite the Trump administration and members of Congress to work together with us to create a health system that always puts people first and never forgets that each of us is only one disease or one accident away from vulnerability, ” wrote the group.

The CEOs’ organizations combined have a presence across 40 states and Washington, D.C.

In Senate Health Care Bill, A Few Hidden Surprises

http://healthaffairs.org/blog/2017/07/13/in-senate-health-care-bill-a-few-hidden-surprises/

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A low-income person, eligible for Medicaid but not enrolled, is hit by a car or a bullet. Gravely injured, she arrives at the hospital unconscious. Thanks to expert, intensive care that lasts for days or weeks, she gradually recovers. Eventually, her health improves to the point where she can complete the paperwork needed to apply for Medicaid.

Such a hospital can be paid today, thanks to Medicaid’s “retroactive eligibility.” Even if the combination of medical problems and bureaucratic delays prevents an application from being filed and completed for several months, Medicaid will cover the care if the patient was eligible when services were provided.

The newest version of the Senate health bill—the Better Care and Reconciliation Act, or BCRA—would end this longstanding feature of the Medicaid program for beneficiaries who are neither elderly nor people with disabilities. If services are received in one calendar month and the application is completed the following month, the hospital would be denied all payment, even if the patient was eligible and the services were both essential and costly.

It does not matter if the state is led by a governor who understands the devastating impact of this change on hospital infrastructure, especially in rural areas where many hospitals are hanging on by a thread. Today, states have the flexibility to seek waivers that limit retroactive eligibility. Under the BCRA, that flexibility would disappear, as states are forced to end retroactive coverage, whether they like it or not.

Almost certainly, this provision would come as a surprise to most senators who are being asked to support the BCRA. It is only one of many unpleasant surprises lurking largely undiscovered throughout the bill. Following are other selected examples.

A Massive Expansion In Federal Power Over State Budgets

The BCRA grants the federal government startling new power over state Medicaid programs and state budgets. Federal dollars per person would be capped, based on state data about prior spending. But in setting the initial cap for each state, the secretary of Health and Human Services (HHS) could change the amount to rectify what the secretary views as problems in the “quality” of state data. In later years, many states could have their caps adjusted up or down by as much as 2 percent per year. That may sound like a small number, but when applied to billions of federal Medicaid dollars going to a state, it could make or break a state’s entire budget. Medicaid costs triggered by a public health emergency are exempt from the cap, but only if “the Secretary determines that such an exemption would be appropriate.” No statutory limits bound the Secretary’s use of this decision-making authority, which can have an extraordinary fiscal impact on states experiencing an epidemic or other public health crisis.

These provisions would give HHS remarkable new leverage over states, which current or future administrations could use to compel state policy changes in any desired direction. The aggressive use of available leverage has been an unfortunate feature of past administrations’ relationships to state Medicaid programs, but it could become substantially more pronounced with the increased federal authority granted by the Senate bill.

Adding To Uncertainties Surrounding State Expenditures

One recurring theme in Medicaid’s history involves state efforts to claim federal matching funds without spending the requisite state dollars. The Senate bill appears to increase this risk. Under Section 207 in the Senate bill, new opportunities emerge for states desperate to counteract the loss of billions of federal dollars. The bill authorizes unprecedented waivers involving federal funding for tax credits that help consumers buy private health insurance. So long as officials complete a form explaining how the waiver’s replacement of federal safeguards would provide an “alternative means” of increasing “access to comprehensive coverage, reducing average premiums, and increasing enrollment,” a state arguably could convert some or all of this federal money into so-called “pass-through” funds that can be used for purposes unrelated to health care. Unlike the Senate bill’s new public health emergency provisions, which require federal audits of state expenditures, states’ use of pass-through dollars has no statutory audit requirement. A state could convert subsidies meant for health insurance to other uses, or simply use the money to close a budget shortfall. As the Congressional Budget Office (CBO) explained about the virtually identical prior version of this section, the Senate health care bill would “substantially reduce the number of people insured” if states “reduced subsidies, received pass-through funds, and used those funds for purposes other than health insurance coverage.”

Medicaid Treatment For Mental Health And Substance Use Disorders

The bill repeals the current requirement that Medicaid programs must cover all “essential health benefits,” including treatment of mental health and substance use disorders. CBO found that, as the per capita limits in the Senate bill grow progressively tighter, federal Medicaid funding would eventually decline by more than a third, compared to current law. States facing such an enormous drop in federal support may see themselves as having no alternative but to cut services classified as optional, which the Senate bill redefines to include mental health and substance abuse treatment.

A Disordered Process

These problems could have been averted had the legislative process followed regular order, with hearings, legislative staff explaining the bill’s provisions, expert testimony, a public markup, and opportunities to address policy and drafting anomalies. Embedded in a measure with underlying policy goals that the authors of this blog post find fundamentally questionable, the picture that emerges is extraordinarily troubling—a legislative effort to divert more than a trillion dollars away from health care for people who are sicker, poorer, older, and indigent, while leaving states with such massive funding deficits and federal leverage that some states may attempt to stem their losses in ways that harm their vulnerable residents even more.

Even people sympathetic to the bill’s core aims, however, have good reason to oppose the Senate making such consequential decisions without taking the elementary legislative steps needed to detect and avoid terrible mistakes. Continuing to shun all the protections of regular order, the Senate appears poised to act on a bill that almost certainly includes additional unpleasant surprises going beyond those discussed here. With legislation that governs one-sixth of the US economy and that directly affects the health and economic security of millions of constituents, Senators are being asked to vote largely in the dark.

Why are nurses at Tufts Medical Center striking?

http://www.masslive.com/news/boston/index.ssf/2017/07/why_are_nurses_at_tufts_medica.html

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Providence plans aggressive cost-cutting, layoffs, amid health care high anxiety

http://www.oregonlive.com/business/index.ssf/2017/07/providence_plans_aggressive_co.html

Providence Health & Services, Oregon’s largest private-sector employer, is preparing an aggressive cost-cutting campaign that will include layoffs.

The move is clearest sign to date that hospitals face a difficult, uncertain future.

Providence saw its financial position deteriorate markedly in 2016, posting an operating loss of more than $255 million, filings show. Though its annual revenue topped $22 billion and, as a non-profit, it pays no income taxes, Providence is looking to cut costs across its seven-state network, multiple sources say. David Underriner, chief executive of the medical provider’s Oregon operation, would not disclose numbers or locations, but did say, “there will be an impact on people.”

Providence has already cut back in Oregon. Last year, it closed its open-heart surgery program at Providence Portland Medical Center and consolidated that work at St. Vincent’s Medical Center on the city’s westside, Underriner said.

Providence is not alone. St. Charles Health System in Bend has also scaled back spending as its own bottom line suffered in 2016. Oregon Health & Sciences University in Southwest Portland announced a hiring freeze in March.

The new financial weakness comes at a time of high anxiety in health care. A bill to foist a new multi-million-dollar provider tax on hospitals—which would help fund the state’s contribution to Medicaid — was signed into law this week. In Washington, D.C., meanwhile, Senate Republicans continue their efforts to repeal the Affordable Care Act, a move that Providence’s Underriner and many other hospital executives oppose.

Joe Natoli named executive VP and chief administrative officer of Baptist Health

http://www.miamiherald.com/news/business/article159423834.html

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Joe Natoli, a former publishing executive who most recently served as an executive at the University of Miami and its Health System, has been named executive vice president and chief administrative officer of Baptist Health South Florida.

Natoli will succeed George Foyo, who is retiring. The change takes effect on July 10.

In his new post, Natoli will oversee human resources, legal counsel, corporate diversity, business relations and other duties for the non-profit healthcare organization, the largest in Florida.

“Baptist Health is a leader in healthcare delivery and innovation with a true focus on putting patients and families first,” Natoli said in a statement. “I am honored and excited to join the Baptist Health team and to work with them to provide compassionate, quality care in a community that I love.”

Natoli most recently served as senior vice president for business and finance and chief financial officer for the University of Miami and interim chief operating officer for the University of Miami Health System. He previously had an esteemed run in the newspaper industry, serving as president of the Miami Herald Publishing Company and publisher of other Knight Ridder publications, including The Philadelphia Inquirer and the San Jose Mercury News.

He will report to Baptist chief executive officer Brian E. Keeley.

“Joe is an exceptional individual and is uniquely qualified to join the senior leadership of our organization,” Keeley said in a statement. “His extensive experience and thorough knowledge of South Florida and our local healthcare market along with his keen interest in research and innovation and long history of philanthropy will be tremendous assets to Baptist Health, our patients and community.”

Baptist Health South Florida has 16,000 employees and 2,400 affiliated physicians and is comprised of eight hospitals, including Baptist Hospital and South Miami Hospital, and more than 50 outpatient and urgent care facilities.

Nash UNC Health Care board fires CEO

http://www.rockymounttelegram.com/News/2017/07/11/Nash-UNC-Health-Care-board-fires-CEO.html

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Nash UNC Health Care’s long-serving top executive has been removed weeks after a blistering patient safety report and the continued slow bleed of hospital profits.

Larry Chewning, the hospital’s president and CEO since 2007, was told to step down by the Nash UNC Health Care Board of Commissioners, the 14-member volunteer board charged by the county with oversight of the hospital. The board reached the decision during a meeting Thursday. Chewning is set to announce his retirement later this week.

Chewning was on UNC Health Care’s payroll. The Telegram has requested, but not received, the details of Chewning’s employment contract including his severance package from UNC Rex Healthcare. Chewning didn’t return messages Monday.

Hospital Board Chairman Jim Lilley said he is putting plans together to hire a replacement.

“We’re just starting to have that conversation,” Lilley said. “We will have a full blown search with UNC’s help. We’ve got good folks in place and are taking steps forward.”

Lilley didn’t comment on why Chewning was asked to leave.

Under Chewning’s leadership, the hospital joined the UNC Health System and added several special facilities including a new emergency department, women’s health, heart and cancer centers. The hospital also lost millions of dollars — $10 million in just nine months late last year and earlier this year — over the past decade. The hospital recently received poor ratings on its overall ability to keep patients safe from preventable harm and medical errors in a report from the Leapfrog Group, a national nonprofit organization.

Prior to taking over at Nash, Chewning was CEO of Sampson Regional Medical Center in Clinton. He has a doctorate from the University of Alabama, a master’s degree from Duke University and a bachelor’s degree from Wake Forest. He is also a former lieutenant commander in the U.S. Navy.

It wasn’t immediately clear how Chewning’s job loss would affect his various board positions. He is chairman of the Southern Atlantic Healthcare Alliance and a member of the board of directors of Carolinas Gateway Partnership and the Strategic Twin Counties Education Partnership.

Chewning was only the third CEO of the hospital since it opened nearly 50 years ago. He replaced Rick Toomey who left for a hospital in South Carolina. Toomey replaced long-time CEO Bryant Aldridge.

Charles Stokes named CEO of Memorial Hermann Health System

http://www.chron.com/news/medical/article/Charles-Stokes-named-CEO-of-Memorial-Hermann-11270564.php

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Promoted from interim to permanent job following June shake-up,

Charles “Chuck” Stokes has been appointed president and CEO of the Memorial Hermann Health System, two weeks after he was promoted to the interim job following an abrupt shake-up atop the largest hospital network in the Houston area.

Stokes, who began his career as a registered nurse and and joined Memorial Hermann as its chief operating officer in 2008, succeeds Dr. Benjamin Chu, a highly touted executive who departed June 19 after just a year as CEO. Dan Wolterman, Chu’s predecessor, held the job 14 years.

“At a time when our industry is facing unprecedented challenges with declining reimbursements and escalating costs, I have every confidence Chuck has the experience and visionary leadership necessary to navigate our organization through this period of change and uncertainty,” Memorial Hermann Board Chair Deborah M. Cannon said in a statement.

Stokes, 63, said in a statement that he is “honored and humbled” by the appointment.