Some Hospitals are Dying as well as their Patients – Here’s Why

Private Equity’s track record with acquisitions should be basis for anti-trust

Hospital in Financial Distress

The impact of private equity’s expansion into healthcare is important.

On April 9-10 the PBS NewsHour broadcast a two part report on the effect private equity firms have had on the hospital industry. In this case it was on Cerberus Capital Management

“The impact of private equity’s expansion into health care” was the first installment:

Steward Health Care was once the largest private hospital system in the country. When the private equity-backed network filed for bankruptcy last year, it devastated providers and patients. Five of the eight Steward-owned hospitals in Massachusetts were salvaged by the state and two were shuttered.

Narrated by Paul Solman, it introduced the audience to Carney Hospital and Nashoba Valley Medical Center, both located in Massachusetts. They were purchased by Steward Heath Care, a subsidiary of Cerberus to manage its hospital purchases. They both closed after Steward acquired them, primarily due to not paying bills

People will come in for surgery. They couldn’t get the equipment. So they had to send them home. Sorry. It happened all the time. They owed so much money to creditors for equipment That they wouldn’t give them anymore.

Elaine Graves, Former Nurse at Carney Hospital

On the Steward Health Care website, they actually list the hospitals in Massachusetts and ones in Texas that were closed. It shows only one operating hospital, in Pennsylvania.

Steward Health Care filed for bankruptcy. Its CEO, Ralph de la Torre resigned after refusing to testify before Congress citing his Fifth Amendment right. A website entitled “The Truth About the Steward CEO” justifies both de la Torre’s actions and compensation.

The second episode, entitled “How private equity’s increasing role in health care is affecting patients,” has interview with experts who venture further into the effect decisions by private equity owners have on others than the company’s shareholders.

Make money, leave, make it however you want, make it for people who are invested in making money, and then you have got health care, which is all about delivering care to people. The cost is not the first thing. The delivery care is the first thing. And those two things do not mesh.

State Sen. Cindy Friedman (D-MA)

Solman provided some additional information on the history of private equity in the health care industry:

Steward bought 37 hospitals around the country.  More than 450 hospitals nationwide have been taken over by private equity, as well as nursing homes, emergency rooms, doctor’s practices, and air ambulances. One analysis finds that private equity investors spent more than $200 billion on health care acquisitions in 2021 alone, and $1 trillion over the past decade.

Analysis

The impact of private equity’s expansion into healthcare is important. Hospitals are struggling through the country. When an outside buyer comes in with the possibility of infusing cash to get the financial position in shape, it may look like a good deal. If the acquired company is going bankrupt, and the private equity firm is earning profits, something is definitely wrong with this scenario.

There are several issues involved here. One is, are all private equity firms bad or are there just some bad performers. Related to that is, are there any private equity firms that have actually done a good job at creating a sound financial footing that employees/customers are happy with? If so, what is their business model? Hospitals are in financial straits because of their never-ending battle with insurance companies and discrepancies over payments. In addition, this situation with Steward Health Care also involves such issues as privatization, financialization, stakeholders versus shareholders and issues with small towns.

The history of a private equity’s acquisitions should be a basis for anti-trust violation.  Acquisitions that have either failed or gone into debt and bankruptcy are sold off as a tax write-off, there is something wrong here.  This is not capitalism.   There should be a law that required the private equity company itself to assume the debt for its acquisitions.  More on this will be coming in the later months.

DELAY, DENY, DEFEND…and DISCLOSE

Health Care Acquisitions contribute to the large CEO Compensation Gap

We need to further explore actions taken by United Health, and the connection between health insurers CEO compensation and their acquisitions.

Brian Thompson

Brian Thompson’s death on December 4, 2024, captured much attention, both for the murder and hateful backlash against United Health Care. 

Before proceeding, I want to say that IMO, the end does not justify the means here.  On my home page I argue it is important to focus on HOW things are done, not just on the end result.

It is important to note that Mr. Thompson was the CEO of United Health Care, but Andrew Witty is the CEO of the parent company, United Health Group.  Also, Tim Noel has recently been appointed to replace Mr. Thompson.

United Health Care

Fortune 500 magazine has United Health Care in the top 10 of 500 companies, ranked by revenue, for 2023.

ProPublica reports they have been criticized in the past for denying coverage of mental health claims.  According to the article, UHC had been using algorithms instead of reviewing all claims independently. 

United Health is not the only one to do this.  EviCore by Evernorth, owned by Cigna is the major player here, providing decision-making services to multiple health insurers based on algorithms.

CEO Compensation

Insurance Business magazine provides data on the CEO compensation by the top health insurers in the United States.  It includes CEO compensation and the ratio between that and the salary of the average employee.  Published in November 2023, it is based on statistics provided by the National Association of Insurance Commissioners.  Here are the top 5 earners:

Joseph Zubretsky           Molina HealthCare        $22.1 million    278:1

Karen Lynch                      CVS Health                       $21.3 million    380:1

David Cordani                  CIGNA HealthCare       $20.9 million    277:1

Gail Boudreaux               Elevance Health Care  $20.9 million    383:1

Andrew Witty                    United Health Group    $20.8 million    331:1

United Health Group is reported to have made 25 acquisitions, spending over $36 Billion for them.  That’s B as in Billion.  Its largest has been Change HealthCare.  Hovering over some of the other company names you will find links to their acquisitions as well.  If United Health Care had not made these acquisitions, do you think they would be as big as they are today?  Same with the others.  If they had taken that $36 billion and invested it on R&D, better coverage or on increasing employee salaries, do you think that ratio would be as big as it is? 

The Economic Policy Institute has recently released a report of CEO compensation since the 1970s.  It spiked in the 1990s when Mergers and Acquisitions began to take off beginning (but not ending) under the Clinton administration. 

What Can Be Done

I do not have the resources that institutions have to crunch the data and spit out results.  A direct relationship between acquisitions and income inequality between CEO and average employee, in my opinion, may exist.  This may “contribute” and not necessarily “cause” this inequality.  There may be other factors that contribute, such as CEO pressure on corporate boards to increase compensation.

What can be done here?  One would be for Congress to institute an annual “acquisition tax” on the top companies with the largest number of acquisitions.  Or have the Federal Government break off companies that have been acquired.  Another could be tax incentives to encourage “divestiture” or to block future acquisitions being made. Also, prohibit future acquisitions.

One thing that shouldn’t be done is for individuals to take it upon themselves to attempt to assassinate executives or to celebrate it.  As a result of this act some people lost a family member and others lost a colleague. Nothing changed for policy holders…. did it?

What Do You Think?

What do you think?  Is there a connection between acquisitions and the size of CEO compensation?  Should algorithms be the main source for accepting or rejecting claims? Do you have a problem with this? Has not only the compensation gap but the physical barriers between the decision makers and customers grown too impersonal?