The volume of healthcare bankruptcy cases in 2023 was more than three times the level seen in 2021.
In 2023 there were 79 bankruptcy filings in the healthcare industry, the highest in the past five years—a significant increase compared to the 51 cases reported in 2019, according to the newest report from Gibbins Advisors.
The volume of cases in 2023 was more than three times the level seen in 2021 and 1.7 times the level in 2022. Even more, large healthcare bankruptcy filings with liabilities over $100 million surged in 2023, reaching 28 filings, compared to only 7 in 2022 and 8 in 2021.
The rise in healthcare bankruptcies in 2023 primarily impacted the senior care and pharmaceutical subsectors, so should CFOs of hospital and health systems care?
Yes. CFOs should still care.
Hospital and health system CFOs should still take note as challenges lie ahead. Capital market constraints, labor and supply cost pressures, and revenue strain all contributed to the bankruptcies seen in 2023, and all three of those challenges weigh heavy on hospital and health system CFOs too.
In fact, hospital bankruptcy filings also saw a significant increase in 2023, with 12 filings compared to a total of 11 filings from the previous three years combined.
Though there may be some optimism for providers with expected rate and volume increases in 2024, costs will likely remain a challenge. And as we know, smaller organizations with revenue under $500 million may face greater difficulties than larger health systems.
So, what was behind the three factors that contributed to financial distress in healthcare organizations?
Capital market constraints: Despite an expected softening of interest rates in 2024, healthcare providers continue to face challenges in refinancing, accessing capital, and transactions due to relatively high rates, the report said. Additionally, new FTC and state anti-trust protections may limit strategic options.
Labor and supply costs: Over the past two years, healthcare organizations have experienced significant cost increases, creating a margin squeeze. While agency labor is stabilizing in some markets, workforce challenges persist, and potential federal mandates for minimum staffing ratios could exacerbate the situation.
Revenue pressure: Payment rate increases often do not keep up with cost inflation. Payers are also playing a role in revenue pressure, the report says, especially since there has been a considerable increase in denials from payers, particularly from Medicare Advantage plans.
What does the future hold?
Looking ahead to 2024, Gibbins Advisors predicts that senior care bankruptcies may return, despite the absence of filings in Q4 2023.
The firm also expects continued levels of healthcare bankruptcies similar to those seen in 2023.
Restructuring activity in the hospital sector is anticipated to remain high, particularly for rural and standalone hospitals dealing with profitability, liquidity, and leverage challenges.
CFOs know they need to be ten steps ahead, so even though there's a delay in CA's mandated wage increase, now is not the time to ease up on strategy.
Eyes were wide when California Governor Gavin Newsom signed a law that would gradually raise healthcare workers' hourly minimum wage to $25, a bill that had an estimated price tag of $4 billion for the 2024-25 fiscal year.
Because of California’s $38 billion projected budget deficit, Newsom said he is seeking changes to the law. According to reports, the first pay increases were expected to take effect in June, and it’s still unclear how long the proposed changes could push back that schedule.
In Newsom’s announcement he says he wants the wage increases to take place when the state’s fiscal outlook is healthy.
What does this mean for CA CFOs?
CFOs know they need to be ten steps ahead, so while there is a delay in the bill, the need to budget and strategize for these added costs shouldn’t be suspended.
In fact, that estimated $4 billion price tag is just at the state level and doesn't necessarily include the costs for private organizations or those in the non-profit healthcare world.
Luckily, even before this delay, health systems that have focused on sustaining high credit ratings may have found themselves with a slightly longer lead time to adapt to these higher, unfunded costs—and they need to continue to do so.
“For the last 20 or 30 years, healthcare systems have been building up these balance sheets, and the beauty of that is that it gives those organizations a little bit more time to find that point of stability,” Brett Tande, CFO of California-based Scripps Health, previously told HealthLeaders. “But not every organization is similarly situated, and all will have to weather these higher costs at some point.”
While California hospital and health systems were gifted more time to budget, they will still need to respond and maintain, especially as these costs will still be coming down the pike at some point.
“For an organization of Scripps’ size, the cost of the minimum wage bill is measured in the tens of millions of dollars per year. This will definitely have an impact on labor expenses, no matter how much you strategize,” Tande said.
What about CFOs in other states?
Healthcare workforce unrest across the US has been building since the pandemic and it doesn't appear to be calming down anytime soon. And a major point of contention? Wages.
This goes to say that no CFO is off the hook, regardless of a state mandated increase. Budgeting for higher labor expenses should be a continued top priority for CFOs in all states.
Pulling uncomfortable levers is a must for providers when negotiating with payers. But how do providers fare after pulling the plug on a payer?
Amid a heated payer/provider landscape, some CFOs are feeling like they have no option but to terminate a payer’s contract. What we hear even less about though, is how the organizations fare after contract termination.
Is contract termination a financial loss for a provider? Is it a win? Or is it somewhere in between? Two leaders recently shared their experience with the aftermath of termination.
First, understand your leverage.
CFOs have more leverage in talks with payers than they think, but it requires willingness and preparation to pull levers that may be uncomfortable yet necessary for financial survival.
Dropping a payer is “absolutely an important strategy,” Britt Berrett, managing director and teaching professor at Brigham Young University and former CEO with HCA, Texas Health Resources, and SHARP Healthcare, says.
“Providers are becoming more capable in measuring the impact of the slow or rejected payments, and providers are looking at the actual cost of care by patient. Payers need to be aware of that.”
But what is it like on the other side of a termination?
Hamilton Health Care System, a not-for-profit, fully integrated system of care serving the northwest Georgia region, has been out of network with Medicare Advantage (MA) after terminating its contract with the payer years ago.
“We are not currently in network with any Medicare Advantage plans. We would end up netting less than traditional Medicare because of denials and administrative hassles,” said Julie Soekoro, EVP and CFO at Hamilton Health Care System.
In addition to a lessened administrative burden, being out of network hasn’t affected Hamilton’s bottom line or patient experience.
“Since we are out of network, the MA plan should be paying us as if the patient were a regular Medicare patient, so it has not affected the patients adversely,” Soekoro said.
All the time and money spent on takebacks, pre-authorizations, and denials add up. Coupled with low reimbursement rates, CFOs can find it doesn’t make business sense to continue with a payer.
Another example comes from Berrett and his time at Texas Health Resources.
While Berrett didn’t specify the type of plan, the organization terminated a payer contract because its patients had significantly higher CMI, resulting in losses for their patients.
“The impact [of terminating the contract] was very positive for the hospital. We lost volume but improved margins,” he said. “The payer was able to promote a significantly lower premium for companies because their rates to the providers were so low. When we terminated the agreement, they could no longer sell lower premiums and their market share dwindled. They eventually retreated from the market.”
Having been on the other side of a fruitful termination can provide CFOs with more confidence in future negotiations too.
For example, Hamilton Health Care has spent a lot of time going back and forth on a contract with a national payer that wanted to bring them in network, only for Hamilton to walk away from the negotiation table.
“After spending a great deal of time and effort modeling the contract, we learned the payer will require all diagnostic imaging business to go to a freestanding competitor, while building in very attractive looking rates for imaging,” Soekoro said. “This is misleading in that they never intended to allow their subscribers to come to us for imaging.”
“This was discovered incidentally by our contracting director, rather than fully disclosed by the payer,” she added. “Also, certain provider-favorable terms that we built into the language have mysteriously fallen out of the most recent version of the language.”
As stated, Hamilton walked away from that particular negotiation.
When considering a contract termination, there are two important questions providers need to ask themselves, Berrett says.
“Are we able to collect our negotiated rates, and are the patients covered by this payer more expensive to treat?”
A record number of CFOs were promoted to CEO positions last year at some of America's biggest companies.
There seems to be a growing trend of CFOs moving into CEO or president roles, according to a report by Bloomberg.
As previously highlighted by HealthLeaders, this shift shows the changing nature of the CFO's role in healthcare and the need for finance leaders to possess a deep understanding of what drives growth to succeed in top leadership positions.
Historically, CFOs across all industries have been primarily responsible for number crunching and financial management. However, their responsibilities have expanded to include more operational duties, requiring a broader skill set—especially in healthcare.
This shift has helped a record number of CFOs ascend to CEO positions last year at some of America’s biggest companies, Bloomberg said.
So what are the numbers? Among the firms represented in the S&P 500 and Fortune 500, 8.4% of them promoted a CFO to CEO, according to exclusive data from Crist Kolder Associates cited by Bloomberg. That’s up from 5.8% a decade ago.
“CFOs are taking on a more operational role in those businesses, ingratiating themselves,” Josh Crist, a co-managing partner at Crist Kolder, told the outlet. “The more you can grab as CFO, the more likely you will have chances at the top gig.”
OK, But What About Healthcare?
The same sentiment rings true. From a strictly operational perspective, the pandemic has significantly increased the workload for most healthcare CFOs—but this could have really benefited them for future roles.
This shift includes handling and accounting for rounds of stimulus money, complying with new regulations, and managing skyrocketing accounts for healthcare services.
In fact, HealthLeaders has spoken to multiple CFOs on just that.
"My role as CFO has become much more active as I try to balance the normal work of the monthly financial statement process; the annual budget process; year-end and audit preparation; and cost reports, with managing the additional funding received as a result of COVID—how to effectively and appropriately expend it; and analyzing new services along with market evaluation of pay structures," explained Terry Lutz, CFO at Scheurer Hospital, a 25-bed critical access hospital in Pigeon, Michigan.
On top of COVID, the Great Resignation also played a part in the expansion of the CFO role.
"[The great resignation also] forced me to think about things that are not 100% germane to finance numbers," said Carlos Bohorquez, CFO at El Camino Health. El Camino Health includes two nonprofit hospitals: Mountain View Hospital and Los Gatos Hospital, as well as urgent care, multi-specialty care, and primary care facilities.
Bohorquez said he now needs to have a strong grasp on human resources issues, including recruiting and retention—issues that have also been on the top of finance leaders’ minds in our HealthLeaders Exchange community.
So How Can CFOs Move Forward (And Up)?
CFOs who take on a more operational role within their organizations increase their chances of eventually becoming CEO, Crist said to Bloomberg.
In order to advance to the CEO role, hospital and health system CFOs can take several steps.
CFOs can continue to focus on broadening their skill set to include more operational expertise. This may involve gaining experience in areas such as supply chain management, revenue cycle management, human resources, and overall strategic planning—areas that I have seen most CFOs already prioritize.
On top of this though, building strong relationships and networking within their organization and the healthcare industry can help create opportunities for growth.
But, while the path to CEO is becoming more attainable for CFOs, serving as a COO still remains the clearest route to the top leadership position, Crist Kolder says. In fact, nearly 50% of CEOs who rose from within their organization previously held COO-type roles. This means gaining experience in operational leadership positions can provide valuable insights and experiences that translate well into the CEO role.
Sanford Health System's new CFO will be facing challenges head on by investing in multiple areas of the business.
Low reimbursement, staffing shortages, low patient volumes, regulatory barriers, and COVID-19 disruptions all played a role in the shuttering of 136 rural hospitals between 2010 and 2021, including a record 19 closures in 2020.
Unfortunately, a lot of these challenges have not let up as rural hospitals contend with rising costs for labor, inflationary pressures, and more.
For these reasons and more, Sanford Health System, the largest rural health system in the United States, faces a unique set of financial challenges that make serving the small communities in which they operate more difficult than their larger counterparts.
To hear how Sanford’s new CFO Scott Wooten plans to address these challenges, I chatted with him on the third day in his new role. By placing a focus on its investments and long-term success and stewardship, Wooten is confident in Sanford’s financial future.
Scott Wooten, former CFO at both Baptist Health and AdventHealth, has big plans for financial success in his new role.
Sanford Health, the largest rural health system in the United States, recently tapped Scott Wooten, FACHE, MBA, as its CFO following a comprehensive national search process, but the financial landscape he is stepping into won’t be without its hurdles.
As we know, rural health systems like Sanford face a unique set of financial challenges that make serving the small communities in which they operate more difficult than their larger counterparts.
But, Wooten told me on the third day in his new role, between building relationships with his new team and placing a focus on its investments and long-term success and stewardship, he is confident in Sanford’s financial future.
“Sanford Health is an incredible organization,” Wooten said. “It has a strong team, and my job is to support the team in implementing the current plans that are already in place first and foremost,” he says.
From there, Wooten says he plans to begin to look more long-term and examine how Sanford will grow and invest.
Pictured: Scott Wooten, CFO of Stanford Health. Photo courtesy of Sanford Health.
"For example, right now we're investing huge in automation and AI to streamline how we do our work. We're also making investments in the future models of care," he says. "This includes a very large investment in virtual care to ensure that we can continue to provide access to world class healthcare in rural areas."
On top of this, Sanford is also looking at growing in the ambulatory and outpatient space.
In addition, Sanford will be making investments in growing its workforce—specifically in its graduate medical education (GME) program. “We will be adding 15 new programs to make it a total of 27 GME programs by 2027. Then, we'll have over 300 fellows and residents coming out of those programs,” Wooten says.
What comes hand-in-hand with investments, though, is capital.
Luckily for Sanford, Wooten, a seasoned finance leader with deep experience in the nonprofit healthcare sector, previously served as CFO at Florida-based Baptist Health for eight years. Wooten also held executive finance roles with Alegent Creighton Health in Nebraska, AdventHealth Central Florida, and AdventHealth North Texas.
The financial expertise he gained in those roles will help to foster the financial success of his new organization.
“What I’ve learned is every market is different, and every culture is different, so what we're going to focus on is long-term success and long-term stewardship here at Sanford,” Wooten says. “And to do that, a person needs to focus on what their balance sheet will look like in the future and then strategize on how to get there from a strength perspective.”
“In addition, that long-term stewardship sometimes creates different conversations, and Sanford has tremendous forward-looking structures in place. We're just going to align those a little bit and have some additional conversations about where we want to be in the future, both physically as well as from a balance sheet perspective,” Wooten says.
CVS Health announced a new CFO, a move that signals its commitment to adapting to market dynamics and staying ahead of the competition.
In a strategic move, CVS Health has officially named Tom Cowhey as its permanent CFO marking a significant development in the healthcare industry.
The appointment comes after Cowhey successfully held the interim CFO role since late last year, stepping in for Shawn Guertin, who served as CFO and president of health services.
The shift in leadership at CVS Health is poised to have a profound impact on the healthcare market, particularly on hospitals and health systems that view CVS Health as a major disruptor to their traditional business models.
But why does the appointment matter to other healthcare CFOs?
Cowhey could give your finance strategies a run for their money as his past brings a wealth of financial executive experience from roles in both provider and payer companies. Prior to his tenure at CVS, Cowhey served as CFO of Surgery Partners and held key positions in strategy and finance at Aetna.
His diverse background positions him to navigate the complex nature of the healthcare industry and will bring an interesting dynamic into the payer/provider landscape.
Speaking of payers, CVS Health's announcement also sheds light on its optimistic outlook for its Medicare Advantage (MA) plans.
The company anticipates surpassing its previous targets for 2024, with an expected addition of at least 800,000 new MA members. This positive forecast is attributed to growing sales and member retention, showcasing CVS' resilience and strategic positioning in the highly competitive MA landscape—and one that has been quite complex as of late.
As CVS Health continues to evolve and adapt to the dynamic healthcare market, Cowhey's leadership as CFO becomes pivotal in driving financial strategies that will shape the company's trajectory.
The ripple effect of these changes is likely to be felt across the industry, influencing the strategies of other healthcare CFOs as they navigate a landscape marked by innovation, competition, and evolving consumer expectations.
Healthcare CFOs know the pandemic cost them big, but now there's a number attached for one state.
After years of tight margins made worse by the pandemic, many hospitals are beginning to feel a measure of relief. But how much financial strain did the pandemic really put on hospitals and health systems?
In Pennsylvania, it was $8.1 billion worth of strife.
You read that right. The total COVID-19 related expenses and lost revenue reported by Pennsylvania hospitals and health systems between January 2020 and December 2022 were $8.1 billion, according to the report by The Pennsylvania Health Care Cost Containment Council and The Hospital and Healthsystem Association of Pennsylvania.
While this report only spotlighted Pennsylvania, there are a few key insights that are applicable to CFOs nationwide.
So what was the true financial impact?
As mentioned, Pennsylvania hospitals and health systems reported a staggering $8.1 billion in total COVID-19-related expenses and lost revenue during the pandemic.
Although most hospitals and health systems remained financially stable due to COVID relief funds, those funds have since dried up while the same challenges still exist.
Of this sum, COVID-19 staffing costs emerged as the most significant expenditure, reaching $1.3 billion. According to the report, other costs included:
Testing expenses: $374 million
Supplies and equipment expenses: $679 million
Construction expenses: $28 million
Housing care expenses: $9 million
Other expenses: $434 million
Revenue loss: $5.3 billion
When it comes to the staffing costs, the amount highlights the immense financial strain incurred by hospitals in responding to the staffing demands posed by the pandemic. CFOs still need to scrutinize these figures to gain a nuanced understanding of where financial resources were concentrated and explore avenues for financial resilience moving forward.
The report also shed light on how the pandemic has exacerbated workforce shortages in Pennsylvania's healthcare sector.
Hospitals reported an average statewide vacancy rate of over 30% for key clinical positions, such as registered nurses, nursing support staff, and medical assistants, by the end of 2022.
This intensification of workforce shortages continues to pose an ongoing challenge to hospitals, hindering their ability to provide comprehensive care and potentially impacting patient outcomes. And as we know, these staffing shortages have been the catalyst to the increasing number of workforce strikes.
As mentioned, CFOs must strategize to address staffing shortages, focusing on recruitment, retention, and workforce optimization.
But what about other states?
A previous study showed that COVID-19 care prompted higher operating expenses and rapidly escalating labor costs for CFOs nationwide. In fact, hospitals in the United States experienced a total loss of over $200 billion because of an estimated 45% decrease in operating revenue just between March and June of 2020.
Pennsylvania's data through 2022 gives healthcare CFOs across the nation a granular look into these costs, providing valuable insights into the continued long-term financial repercussions of the pandemic.
The report's focus on COVID-19-related expenses and lost revenue underscores the continued need for robust financial planning and risk management, especially as many CFOs are still clawing their way out of the red.
CFOs should conduct thorough audits of their institutions' pandemic-related financial data, identifying areas for potential cost containment and revenue enhancement. Leveraging data can not only assist CFOs in forecasting future financial scenarios and implementing proactive measures, but help them push their current margins in the right direction.
The CFO of Montage Health detailed three financial priorities for his hospital.
CFOs need to remain vigilant in their financial planning, and Matt Morgan, MBA, FACHE, FHFMA, CFO of Montage Health’s Community Hospital, will be doing this by prioritizing three key items for his hospital.
From growing responsibly to evaluating capacity, one CFO has a few financial priorities for his hospital this year.
The median calendar year-to-date operating margin index for hospitals is reflecting an ongoing improvement, however, leaders are not off the hook.
CFOs need to remain vigilant in their financial planning, and Matt Morgan, MBA, FACHE, FHFMA, CFO of Montage Health’s Community Hospital, will be doing this by growing responsibly, evaluating capacity, and focusing on performance improvement.
How will Morgan get this done? Read on to find out.
Community Hospital is part of Montage Health—a locally owned, nonprofit network of healthcare providers with more than 250 hospital beds and 28 skilled nursing beds located in Monterey County, California.
The hospital is currently growing certain service lines to better serve its community and region, Morgan says.
So, supporting that clinical growth with key decisions on infrastructure, funding, staffing, and performance monitoring will be critical to its financial success.
On top of growing responsibly, Community Hospital also plans to evaluate its capacity.
“The hospital’s occupancy rates continue to climb, and forward projections suggest continued pressure on existing capacity,” Morgan says. “As CFO, active participation in evaluating service needs, structural design, patient throughput and capital forecasts are significant efforts in 2024.”
Performance improvement is also top of mind for Morgan.
“While volume and revenue growth has been excellent these past five years, forward projections suggest that cost growth may exceed revenue growth,” he says.
This means that continued detailed evaluation of performance improvement at the hospital, medical group, urgent care, and insurance settings is paramount Morgan says.
“Past financial success is not always indicative of future results!”
