Becker's Hospital Review

23 THOUGHT LEADERSHIP essential services or consider consolidation. Additionally, if other health subsidies and coverage options are also reduced, hospitals may see a rise in uninsured patients, further straining their resources. In this challenging financial climate, more hospitals may feel pressured to merge into larger healthcare systems in order to survive. However, this trend toward consolidation poses serious risks. Much like monopolies in other industries, healthcare monopolies can drive up costs, reduce quality of care, and limit patient choice. Consolidation among hospitals, insurers, and pharmaceutical companies concentrates power among a few large entities, enabling them to set prices and restrict options — oen without delivering meaningful improvements in outcomes. e result is a healthcare system that imposes greater financial burdens on families and delivers poorer health outcomes overall. Jake Stover. Vice President of Finance at UK HealthCare (Lexington, Ky.): e future outlook on consolidations is a complex one. Most colleagues I have had a chance to speak with are referencing risks from historical times before the ACA when bad debt levels were a significant challenge, especially for smaller and rural hospitals. Based on what we see in the future landscape, organizations are anticipating pressure in the uninsured levels rising again, putting strain on the healthcare ecosystem. Because of that, I would anticipate an increasing conversation on consolidated facilities and services out of fiscal necessity. is could mean a real pressure point for patients and their ability to access much needed services in the future. Matthew Boebel, MBA, FACHE. Associate Vice President of Clinical Services at Silver Cross Hospital (New Lenox, Ill.): e outlook for hospital consolidation among independent organizations, like Silver Cross, over the next three to four years will depend on several external factors, including rising labor and wage pressures, state and federal site-neutral payment reforms, market expansion by large health systems, ongoing operating margin compression, and significant internal capital demands. Silver Cross is positioned well to remain independent during this period due to its stable financial health, strategic partnerships, and steady growth. Our service area's steady population growth and favorable payer mix continue to support service demand and revenue stability. While consolidation pressures will persist, for Silver Cross to sustain this position, our organization must continue emphasizing operational efficiency, leveraging key affiliations, and remaining nimble in responding to financial and market pressures. Sophia G. Holder. Executive Vice President and CFO of Children's Hospital of Philadelphia (Pa.): Over the next three to five years, hospital consolidation will remain a defining force, though the pace will be shaped more by strategy than scale alone. Rising labor costs, persistent reimbursement pressures, and the capital intensity of digital health and research investments will push organizations to evaluate partnerships that create durable, system-level value. Regulatory scrutiny will require that consolidations demonstrate measurable improvements in affordability, access, and outcomes, not simply market share. For pediatric providers, the calculus is even more nuanced: integration offers the promise of broader access to subspecialty expertise and research capabilities, but must also preserve the agility and mission focus that children's care demands. We are likely to see a shi toward more innovative models of affiliation – network-based partnerships – that allow systems to share risk and resources without full mergers. e organizations that will thrive are those that approach consolidation not as an end in itself, but as a lever to advance strategic differentiation, clinical excellence, and long-term resilience. Edward Kim, MD, MBA. Vice Physician- in-Chief of City of Hope (Duarte, Calif.); Physician-in-Chief of City of Hope Orange County: Consolidation of health systems is a double-edged sword. While we all understand the importance of making healthcare more efficient, it shouldn't come at the price of limiting access to quality care. is is especially important in cancer care. Unfortunately, most Americans don't receive cancer treatment at an NCI- designated cancer center. is lack of access can make a lifesaving difference, as it means fewer opportunities to provide advanced treatments and clinical trials — oen the most promising therapies, particularly for complex cases. Also, some of these cases become even more complicated because diagnosis is delayed by access barriers. At City of Hope, we are taking a different approach, looking at ways to bring our unique model of academic medicine, research breakthroughs and whole-person care to more communities. In the coming weeks, we will open our cancer specialty hospital in Irvine, California, completing the delivery of a full continuum of advanced cancer care and research to the community. at means more – not fewer – leading-edge treatments and discoveries within reach for patients who need them. Marsha Sinanan, DNP, MBA, RN. Vice President of Patient Care Services and Chief Nursing Officer at Mount Sinai Morningside/West/Behavioral Health Center (New York City): Healthcare in the U.S. is seeing more and more mergers and acquisitions, and the future short term outlook in this area could mean higher costs, lower quality and strained access due to less competition. While consolidation might make providers more efficient or help struggling ones, it oen leads to higher prices and fewer choices for patients, especially in local markets. Dionne Dixon, PhD. Regional Executive Director of NW at CommonSpirit Health (Chicago): Over the next 3 years health systems will likely continue consolidations to focus on access to care, logistical efficiencies and workforce shortages. While the financial gains will remain the key driver, building and strengthening mobility pathways and ecosystems to support the work will be key. is includes not just platforms, but also how we effectively integrate people and new roles into and through Healthcare. n

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