Depending on the day, skilled nursing facilities (SNFs) owned by hospitals and health systems are viewed with varying degrees of affinity. Some days they are a much-needed relief valve for hospitals to discharge hard-to-place patients within the system; other days they are a financially struggling and unstable asset. In most cases, they are both. To system leaders, they are both a collaborative care provider in their continuum and a service they are less familiar with than traditional acute care and health system business lines.
To truly assess the performance of hospital- and system-owned SNFs, we must be able to quantify and accurately measure impact of the SNFs beyond relationships in the system, legacy service lines, and assumptions on financial performance. Specifically, it’s important to understand the following, likely in comparison to the operations of SNFs not affiliated with a hospital:
A system must explore the brand strength and the potential system impact of owned, or lack of owned, SNFs:
Depending on mission alignment and financial strengths, many systems are evaluating the future and structure of owned SNFs. Options may include:
As a manager of post-acute, long-term care, and senior living communities, as well as a consultant to health and hospital systems across the country, Health Dimensions Group (HDG) has a unique insight into strategy for these operations. For more information on how HDG can help you evaluate risk strategies for your hospital and health system, please contact us at email@example.com or 763.537.5700.
Authored by: Erin Shvetzoff Hennessey