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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION

WASHINGTON, D.C. 20549

FORM 10-K

(mark one)

x

Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934

 

For the Fiscal Year Ended September 30, 2004

 

 

 

OR

 

 

o

Transition Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934

 

For the Transition Period from ________________ to ________________

Commission File Number 001-11141

HEALTH MANAGEMENT ASSOCIATES, INC.
(Exact name of registrant as specified in its charter)

Delaware

 

61-0963645

(State or other jurisdiction of
incorporation or organization)

 

(I.R.S. Employer Identification No.)

 

 

 

5811 Pelican Bay Boulevard, Suite 500
Naples, Florida

 

34108-2710

(Address of principal executive offices)

 

(Zip Code)

Registrant’s telephone number, including area code:  (239) 598-3131

Securities registered pursuant to Section 12(b) of the Act:

Title of each class

 

Name of each exchange on which registered 

Class A Common Stock, $.01 par value

 

New York Stock Exchange

Securities registered pursuant to Section 12(g) of the Act:

Title of each class

Zero-Coupon Convertible Senior Subordinated Notes due 2022

1.50% Convertible Senior Subordinated Notes due 2023

          Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.   Yes x  No o

          Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of Registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.   o

          Indicate by check mark whether the Registrant is an accelerated filer (as defined in Rule 12b-2 of the Act.)    Yes x  No o

          As of December 6, 2004, there were 243,888,465 shares of the Registrant’s Class A Common Stock, par value $.01 per share outstanding. As of March 31, 2004 (the last business day of the most recently completed second fiscal quarter), the aggregate market value of the voting stock held by non-affiliates of the Registrant was $5,473,542,790, as determined by reference to the listed price of the Registrant’s Class A Common Stock as of the close of business on such day.  For purposes of the foregoing calculation only, all directors and officers of the Registrant have been deemed affiliates.

          Portions of the Registrant’s definitive Proxy Statement, to be issued in connection with the Annual Meeting of Stockholders of the Registrant to be held on February 15, 2005, have been incorporated by reference into Part III, Items 10, 11, 12, 13 and 14 of this Report.



TABLE OF CONTENTS
FORM 10-K ANNUAL REPORT
HEALTH MANAGEMENT ASSOCIATES, INC.
Fiscal year ended September 30, 2004

 

 

Page

 

 


PART I

 

 

 

 

Item 1.

Business

 

1

Item 2.

Properties

 

16

Item 3.

Legal Proceedings

 

18

Item 4.

Submission of Matters to a Vote of Security Holders

 

18

 

 

 

 

PART II

 

 

 

 

 

 

Item 5.

Market for the Registrant’s Common Equity, Related Stockholder
Matters and Issuer Purchases of Equity Securities

 

20

Item 6.

Selected Financial Data

 

21

Item 7.

Management’s Discussion and Analysis of Financial
Condition and Results of Operations

 

22

Item 7A.

Quantitative and Qualitative Disclosures about Market Risk

 

39

Item 8.

Financial Statements and Supplementary Data

 

40

Item 9.

Changes in and Disagreements with Accountants on
Accounting and Financial Disclosure

 

67

Item 9A.

Controls and Procedures

 

67

Item 9B.

Other Information

 

67

 

 

 

 

PART III

 

 

 

 

 

 

Item 10.

Directors and Executive Officers of the Registrant

 

68

Item 11.

Executive Compensation

 

68

Item 12.

Security Ownership of Certain Beneficial Owners and
Management and Related Stockholder Matters

 

68

Item 13.

Certain Relationships and Related Transactions

 

69

Item 14.

Principal Accountant Fees and Services

 

69

 

 

 

 

PART IV

 

 

 

 

 

 

Item 15.

Exhibits and Financial Statement Schedules

 

69


Note:

Portions of the Registrant’s definitive Proxy Statement, to be issued in connection with the Annual Meeting of Stockholders of the Registrant to be held on February 15, 2005, have been incorporated by reference into Part III, Items 10, 11, 12, 13 and 14 of this Report.

i



PART I

Item 1. Business

Overview

          Through our subsidiaries, we own and operate general acute care hospitals and psychiatric hospitals in non-urban communities. As of September 30, 2004, we operated 52 hospitals, consisting of 50 acute care hospitals with a total of 7,286 licensed beds and two psychiatric hospitals with a total of 178 licensed beds.  Our fiscal year runs from October 1 through September 30.  During the twelve months ended September 30, 2004, which we refer to as fiscal 2004, we operated facilities located in Alabama, Arkansas, Florida, Georgia, Kentucky, Mississippi, Missouri, North Carolina, Oklahoma, Pennsylvania, South Carolina, Tennessee, Texas, Virginia, Washington and West Virginia. Our general acute care hospitals contributed substantially all of our consolidated net patient service revenues during fiscal 2004.

          Services provided by our hospitals include general surgery, internal medicine, obstetrics, emergency room care, radiology, oncology, diagnostic care, coronary care, pediatric services, behavioral health services, psychiatric care and, in several of our hospitals, specialized services such as open-heart surgery and neuro-surgery. We also provide outpatient services such as one-day surgery, laboratory, x-ray, respiratory therapy, cardiology and physical therapy.  Some of our hospitals provide specialty services such as oncology, radiation therapy, CT scanning, MRI imaging, lithotripsy and full-service obstetrics. Our facilities benefit from corporate resources, such as purchasing, information services, finance and control systems, legal services, facilities planning, physician recruitment services, administrative personnel management, marketing and public relations.

          Our class A common stock is listed on the New York Stock Exchange under the symbol “HMA,” and is included within the Standard and Poor’s 500 Index. On January 15, 2004, for the third consecutive year, we were named to the Forbes Platinum 400—The Best Big Companies in America.  We were incorporated in Delaware in 1979 but began operations through our current subsidiary, Hospital Management Associates, Inc., which was formed in 1977.  We became a public company in 1991.

Recent and Pending Transactions

          We proactively identify acquisition targets in addition to responding to requests for proposals from entities that are seeking to sell or lease hospital facilities. As a result, we generally enter into several agreements to acquire additional hospital facilities during each fiscal year. Generally, at any given time, we are actively involved in negotiations concerning possible acquisitions. Our pending and recently completed transactions include:

 

On November 9, 2004, we announced the execution of an agreement with Bon Secours Health Systems, Inc., pursuant to which we will acquire from Bon Secours substantially all of the assets of the 312-bed Bon Secours Venice Hospital, located in Venice, Florida, the 212-bed Bon Secours St. Joseph’s Hospital, located in Port Charlotte, Florida, and the 133-bed Bon Secours St. Mary’s Hospital, located in Norton, Virginia. We expect that this transaction will be completed on or before the end of our second fiscal quarter ending March 31, 2005.

 

 

 

 

On October 7, 2004, we announced the execution of an agreement with LifePoint Hospitals, Inc., pursuant to which we will acquire from LifePoint Hospitals, Inc. substantially all of the assets of the 56-bed Bartow Memorial Hospital, located in Bartow, Florida, and LifePoint Hospitals, Inc. will simultaneously acquire from us substantially all of the assets of the 76-bed Williamson Memorial Hospital, located in Williamson, West Virginia. Subject to certain conditions stated in the agreement, we expect that this transaction will be completed by the end of our first fiscal quarter ending December 31, 2004.

 

 

 

 

On October 1, 2004, we acquired Chester County Hospital, an 82-bed hospital located in Chester, South Carolina. The total cash paid for this acquisition was approximately $20.5 million.

1




 

On September 29, 2004, we announced that we received a favorable ruling from the State of Florida’s First District Court of Appeals affirming the final certificate of need approval from the State of Florida’s Agency for Health Care Administration to build the 100-bed Collier Regional Medical Center. This hospital will be located in southeast Collier County, Florida. This decision ended the appeal process. We expect to begin construction of this facility in early 2005.  The cost of this project is expected to be approximately $75.0 million.

 

 

 

 

On November 1, 2003, we acquired five non-urban hospitals from subsidiaries of Tenet Healthcare Corporation.  The five hospitals acquired were Seven Rivers Community Hospital, a 128-bed hospital located in Crystal River, Florida; Harton Regional Medical Center, a 137-bed hospital located in Tullahoma, Tennessee; University Medical Center, a two-campus 257-bed hospital located in Lebanon, Tennessee; Three Rivers Health Care, a two-campus 423-bed hospital located in Poplar Bluff, Missouri; and Twin Rivers Regional Medical Center, a 116-bed hospital located in Kennett, Missouri. The total cash paid for this acquisition was approximately $513.9 million.  This acquisition also represented our initial operations in the State of Missouri.

Market

          Our market for operating and acquiring acute care hospitals is primarily non-urban areas of 30,000 to 400,000 people in the southeastern and southwestern United States.  Typically, the acute care hospitals we acquire are, or we believe can become, the sole or preferred provider of health care services in their market areas. Our target markets generally have the following characteristics:

 

A history of being medically underserved.  We believe that we can enhance and increase the level and quality of health care services in many underserved markets.

 

 

 

 

Favorable demographics, including a growing elderly population. We believe that this growing population uses a higher volume of the services our hospitals provide.

 

 

 

 

The existence of patient outmigration trends to urban medical centers.  We believe, that in many instances,  we can recruit primary care and specialty physicians based on community need and purchase the new equipment necessary to reverse outmigration trends.

 

 

 

 

States in which a certificate of need is required to construct a new hospital facility or add licensed beds to an existing hospital facility.  We believe that states which require certificates of need have appropriate barriers to the entry and, in many instances, permit us to be the sole or preferred service provider in a geographic area.

2



Business Strategy

          Our business strategy is to efficiently and profitably operate our existing hospitals, acquire additional hospitals in non-urban communities and provide quality health care.

          Improve Operations of Existing Hospitals

          For our existing hospitals, we seek to increase our patient revenue by providing quality health care necessary to increase admissions and outpatient business. These hospitals are administered and directed on a local basis by each hospital’s chief executive officer. A key element of our strategy is establishing and maintaining cooperative relationships with our physicians. We maintain a physician recruitment program designed to attract and retain qualified specialists and primary care physicians, in conjunction with our existing physicians and community needs, in order to broaden the services offered by our hospitals. 

          Our hospitals also increase admissions and outpatient business through the implementation of selective marketing programs. The marketing program for each hospital is directed by the hospital’s chief executive officer and is generally tailored to best suit the particular geographic, demographic and economic characteristics of the hospital’s particular market area. 

          In addition, we pursue various clinical means to increase the utilization of the services provided by our hospitals, particularly emergency and outpatient services. These include our “Nurse First” emergency service program, which provides for a well-qualified nurse to quickly assess the condition of patients upon arrival in our emergency rooms; “ProMed”, an emergency room clinical pathway support service; “MedKey™”, a plastic identification and patient information card that streamlines the registration process; and “One Call Scheduling”, a dedicated phone system that physicians and other medical personnel can use to schedule various diagnostic tests and services at one time.

          Acquire Additional Hospitals

          For acquisitions, we generally seek to acquire acute care hospitals in market areas consisting primarily of rural and non-urban areas of 30,000 to 400,000 people in the southeastern and southwestern United States. We believe that the acute care hospitals we acquire are, or can become, the provider of choice for health care services in their market areas. When we evaluate potential acquisitions, we require that a hospital’s market service area have a demonstrated need for the hospital, along with an established physician base that can benefit from our ability to attract additional, qualified physicians to the area, based on community needs.

          Many of the hospitals we acquire are under-performing at the time of acquisition. Upon acquiring a hospital, we conduct a thorough review and, where appropriate, retain current administrative leadership. We also take several other steps, including, among other things, employing a well-qualified chief executive officer, chief financial officer and chief nursing officer, implementing our proprietary management information system (the Pulse System™) and other technological enhancements, recruiting physicians, establishing additional quality assessment and efficiency measures, introducing volume purchasing under company-wide agreements, and spending the necessary capital to renovate facilities and upgrade equipment. Our Pulse System™ and the other technological enhancements that we implement provide each hospital’s chief executive officer, chief financial officer, and chief nursing officer with the financial and operational information necessary to operate the hospital efficiently and effectively.  Based on the information gathered, we can also assist physicians in appropriate case management.

          We believe that we operate each hospital we acquire in an efficient manner to expand and improve the services it offers. We strive to provide at least 90% of the acute care needs of each community our hospitals serve as well as to reduce the outmigration of potential patients to hospitals in larger urban areas.  Generally, we have been successful in achieving a significant improvement in the operating performance of our newly acquired facilities within 12-24 months of acquisition, and generally seek to recover our cash investment in four years or less. Once a facility has matured, we generally achieve additional growth through the continued growth of physicians’ practices and the recruitment of physicians based on community needs, expansion of health care services offered and favorable demographic trends.

3



          Provide Quality Health Care

          We continually seek to improve the quality of the health care services we deliver with the help of our company-wide proprietary QSM patient quality management program. Surveyed patients are asked to fill out a confidential survey that seeks their perception of the hospital’s health care services, including medical treatment, nursing care, the hospital’s attention to patient concerns, the administration process, cleanliness of the facility, and the quality of dietary services.  Each hospital’s management team utilizes information provided by our QSM program to improve and enhance services.   The overall results in our QSM program for fiscal 2004 indicated that 95% of our inpatients and emergency room patients surveyed and 98% of our outpatients surveyed rated their experience at one of our hospitals as good or excellent.

          We believe that our commitment to quality health care is evidenced by the achievements and accomplishments awarded to our hospitals by independent companies that rate the quality of health care organizations. During fiscal 2004, such achievements and accomplishments included the following: 

 

All of our hospitals were accredited by the Joint Commission on Accreditation of Healthcare Organizations (“JCAHO”), including our laboratories and home health programs. 

 

 

 

 

Charlotte Regional Medical Center in Punta Gorda, Florida, for the fifth time, was named one of the Top 100 Cardiac Hospitals in America by Solucient, Inc., a provider of independent annual studies that measure the effectiveness of hospitals’ clinical practices, operations and financial management.

 

 

 

 

Yakima Regional Medical Center in Yakima, Washington, for the first time, was named one of the Top 100 Cardiac Hospitals in America by Solucient, Inc.

 

 

 

 

Pasco Regional Medical Center in Dade City, Florida, was selected as one of the United States’ top performing hospitals according to Solucient, Inc.’s 100 Top Hospitals report.

 

 

 

 

Four of our hospitals received the JCAHO Gold Seal of Approval:  Rankin Medical Center in Brandon, Mississippi; River Oaks Hospital and the Woman’s Hospital in Flowood, Mississippi; Walton Regional Medical Center in Monroe, Georgia; and the Medical Center of Southeastern Oklahoma in Durant, Oklahoma.

          Utilize Efficient Management

          We consider our management structure to be decentralized.  Our hospitals are run by experienced chief executive officers, chief financial officers and chief nursing officers who have both the authority and responsibility for day-to-day hospital operations.  Incentive compensation programs have been implemented to reward such managers for accomplishing established goals.  We employ a relatively small corporate staff to provide services such as systems design and development, training, human resource management, reimbursement, technical accounting support, legal services, purchasing, risk management and construction management.  We maintain centralized financial control through fiscal and accounting policies established at the corporate level for use at all of our subsidiary hospitals.  Financial information is consolidated at the corporate level through our proprietary Pulse System™ and is monitored daily by our management team.  We also participate in a group purchasing organization with other proprietary hospital systems for the purchase of medical equipment and supplies.  This participation allows us to obtain lower costs for medical equipment and supplies by leveraging the buying power of the organization’s members.

4



Selected Operating Statistics

          The following table sets forth selected operating statistics for our hospitals for the periods and dates indicated.

 

 

Year Ended September 30,

 

 

 


 

 

 

2004

 

2003

 

2002

 

 

 


 


 


 

 

 

 

 

 

 

 

 

 

 

 

Total hospitals owned or leased as of the end of each period

 

 

52

 

 

47

 

 

43

 

Licensed beds as of the end of each period (1)

 

 

7,464

 

 

6,479

 

 

5,903

 

Admissions (2)

 

 

284,634

 

 

235,434

 

 

216,256

 

Adjusted admissions (3)

 

 

462,388

 

 

374,392

 

 

344,155

 

Surgeries (4)

 

 

236,741

 

 

210,422

 

 

203,502

 

Patient days (5)

 

 

1,288,461

 

 

1,079,865

 

 

1,000,480

 

Acute care average length of stay in days (6)

 

 

4.5

 

 

4.6

 

 

4.4

 

Occupancy rate (7)

 

 

47.9

%

 

48.5

%

 

47.9

%

Earnings margin, before interest, taxes, depreciation,
   and amortization (8)

 

 

21.1

%

 

23.0

%

 

22.8

%


(1)

Licensed beds are beds for which a hospital has obtained approval to operate from the applicable state licensing agency.

 

 

(2)

Admissions are patients admitted to our hospitals for inpatient treatment. This statistic is used both by our management and by investors as a measure of inpatient volume.

 

 

(3)

Adjusted admissions are total admissions adjusted for outpatient volume. Adjusted admissions are computed by multiplying admissions (inpatient volume) by the sum of gross inpatient charges and gross outpatient charges and then dividing the resulting amount by gross inpatient charges. The adjusted admissions computation “equates” outpatient charges to the volume measure (admissions) used to measure inpatient volume, resulting in a general measure of combined inpatient and outpatient volume. This statistic is used both by our management and by investors as a measure of inpatient and outpatient volume.

 

 

(4)

The number of surgeries includes both inpatient and outpatient surgeries.  This statistic is used by our management and by investors as one component of overall patient volumes and business trends.

 

 

(5)

Patient days is the number of inpatient days a patient is admitted into a hospital.  This statistic is used by our management and by investors as a measure of inpatient volume.

 

 

(6)

Represents the average number of days admitted patients stay in our hospitals. This statistic is used by our management and by investors as a measure of our utilization of resources.

 

 

(7)

Hospital occupancy rates are affected by many factors, including the population size and general economic conditions within particular market service areas, the degrees of variation in medical and surgical products, outpatient use of hospital services, quality and treatment availability at competing hospitals, and seasonality. 

5




(8)

Our earnings margin, before interest, taxes, depreciation and amortization, is referred to as EBITDA.  EBITDA does not represent cash flows from operations as defined by generally accepted accounting principles in the United States (commonly known as GAAP), and should not be considered as either an alternative to net income as an indicator of our operating performance or as an alternative to cash flows as a measure of our liquidity.  Nevertheless, we believe that providing non-GAAP information regarding EBITDA is important for investors and other readers of our financial statements, as it provides a measure of  liquidity.  In addition, EBITDA is commonly used as an analytical indicator within the health care industry and our debt facilities contain covenants that use EBITDA in their calculations.  Because EBITDA is not a measurement determined in accordance with GAAP and is thus susceptible to varying calculations, EBITDA, as presented, may not be directly comparable to other similarly titled measures of other companies.

          The table below reconciles the GAAP information to EBITDA.

 

 

 

Year Ended September 30,

 

 

 

 


 

 

 

 

2004

 

2003

 

2002

 

 

 

 


 


 


 

 

 

 

(in thousands)

 

 

Net patient service revenue

 

$

3,205,885

 

$

2,560,576

 

$

2,262,601

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Income before income taxes

 

 

526,480

 

 

458,736

 

 

405,662

 

 

Add:

 

 

 

 

 

 

 

 

 

 

 

     Interest, net

 

 

16,184

 

 

14,915

 

 

15,543

 

 

     Depreciation and amortization (a)

 

 

134,915

 

 

114,795

 

 

95,328

 

 

 

 



 



 



 

 

EBITDA

 

$

677,579

 

$

588,446

 

$

516,533

 

 

 

 



 



 



 

 

 

 

 

 

 

 

 

 

 

 

 

 

EBITDA margin = EBITDA/net patient service revenue

 

 

21.1

%

 

23.0

%

 

22.8

%


 

(a)

Includes writeoff of deferred financing costs for fiscal 2003.

Competition

          Existing hospitals

          In many of the geographic areas in which we operate, there are other hospitals that provide services comparable to those offered by our hospitals. Generally, such competition is limited to a single or small number of competitors in each  hospital’s respective market service area.  In fact, with respect to the delivery of general acute care services, we believe that most of our hospitals face less competition in their immediate market service areas than they would likely face in larger communities.  In market service areas where our hospitals do face increased competition, we strive to distinguish ourselves based on the quality and scope of medical services provided.

          Certain of our competitors may have greater resources than we do, may be better equipped than we are and could offer a broader range of services than we do. For example, some hospitals that compete with us are owned by governmental agencies and are supported by tax revenues, and others are owned by not-for-profit corporations and may be supported to a large extent by endowments and charitable contributions. Such support is not available to our hospitals.  In addition, outpatient treatment and diagnostic facilities, outpatient surgical centers and freestanding ambulatory surgical centers also affect the health care marketplace. 

          A majority of our hospitals are located in states that have certificate of need laws.  These laws limit competition by placing regulations on the construction of new hospital or health care facilities, the addition of new beds, or the addition of significant new services.  We believe that such states have appropriate barriers to entry and, in many instances, permit us to be the sole or preferred service provider in a geographic area.

6



          The competitive position of our hospitals is also increasingly affected by our ability to negotiate service contracts with purchasers of group health care services. Such purchasers include employers, preferred provider organizations, or PPOs, and health maintenance organizations, or HMOs.  PPOs and HMOs attempt to direct and control the use of hospital services by managing care and either receive discounts from a hospital’s established charges or pay based on a fixed per diem or a capitated basis, where hospitals receive fixed periodic payments based on the number of members of the organization regardless of the actual services provided.  To date, HMOs have not adversely affected the competitive position of our hospitals.  In addition, employers and traditional health insurers are increasingly interested in containing costs through negotiations with hospitals for managed care programs and discounts from established charges.  In return, hospitals secure commitments for a larger number of potential patients. We believe that we have been proactive in establishing or joining such programs to maintain, and even increase, the hospital services we provide. We also believe that we are able to compete effectively in our markets, and do not believe such programs will have a significant adverse impact on our business or operations.

          We are in an industry that has a competitive labor market.  We face competition for attracting and retaining health care professionals.  In recent years there has been a nationwide shortage of qualified nurses.  In order to address this shortage, we have been increasing wages, improving hospital working conditions and fostering relationships with local nursing schools.

          Another important factor contributing to a hospital’s competitive advantage is the number and quality of the physicians on its staff.  Physicians make admitting decisions and decisions regarding the appropriate course of a patient’s treatment which, in turn, affects hospital revenues.  Admitting physicians may be on the medical staffs of other hospitals in addition to those of our hospitals.  By offering quality services and facilities, convenient locations, and state-of-the-art medical equipment, we attempt to attract our physicians’ patients.  Our hospitals attempt to increase the number, quality and different specialties of physicians in their respective communities based on community needs.  During our fiscal year ended September 30, 2004, we recruited 364 physicians.  Often, in consideration for a physician relocating to one of our communities and agreeing to engage in private practice, our subsidiaries may advance money to the physician to provide financial assistance pursuant to a recruiting agreement for the physician to establish a practice. The amounts advanced are dependent upon the financial results of each physician’s practice during a certain period, referred to as the commitment period, which generally does not exceed twelve months.  The net amounts advanced under these recruiting agreements at the end of the physician’s commitment period are considered loans and are generally forgiven pro rata over a 36 month period, contingent upon the physician continuing to practice in the respective community.

          Acquisitions

          We face competition for the acquisition of hospitals from both proprietary and not-for-profit multi-hospital groups.  Some of these competitors may have greater financial and other resources than we do.  Historically, we have been able to acquire hospitals at prices we believe to be reasonable.  However, increased competition for the acquisition of non-urban acute care hospitals could have an adverse impact on our ability to acquire additional hospitals on favorable terms.

Sources of Revenue

          We record gross patient service charges on a patient-by-patient basis in the period in which services are rendered and patient accounts are billed after the patient is discharged.  When a patient’s account is billed, our accounting system calculates the reimbursement we expect to receive based on the type of payor and the contractual terms of such payor.  We record the difference between gross patient service charges and expected reimbursement as a contractual adjustment.

          At the end of each month, we estimate expected reimbursement for all unbilled accounts.  Estimated reimbursement amounts are made on a payor-specific basis and are recorded based on the best information we believe is available to us at the time regarding applicable laws, rules, regulations, and contract terms.  We continually review our contractual adjustment estimation process to consider and incorporate updates to laws, rules and regulations as well as changes to managed care contract terms that result from renegotiations and renewals.

          We receive payment for services rendered to patients from:

 

the federal government under the Medicare program;

 

 

 

 

each of the states in which our hospitals are located under the Medicaid program;

7




 

commercial insurance; and

 

 

 

 

private insurers and patients.

          Co-payments and deductibles are a portion of the patient’s bill for medical services that many private and governmental payors require the patient to pay. Co-payment and deductible amounts vary among payors and are based upon the provisions of the plan in which the patient participates. We do not track and segregate the percentages of co-payments or deductibles that we collect at the time of service. However, we do track the subsequent collection of co-payments and deductibles and during fiscal 2004, we collected approximately 50% of such patient co-payments and deductibles. Co-payments and deductibles are subject to the same collection practices as any patient accounts receivable.

          Our policy is to verify insurance coverage prior to rendering service in order to facilitate timely identification of payor and benefits covered. However, adherence to this policy is not required when the necessity of service and patient condition (e.g., emergency room services, active labor and other like situations) are present, as these conditions preclude the verification of coverage. We do not quantify the percentage of encounters where coverage is not verified prior to service being rendered. 

          Approximately 90% of our billing system is computerized via our proprietary Pulse System™.  Charges for services rendered are automatically interfaced into the billing system.  Front end edits are performed automatically by our billing system, which edits the bills for inconsistencies and improperly billed charges.  Any inconsistencies are reviewed by billing personnel who clear such inconsistencies before the bill is sent.  Once the bill has cleared the edit process, the billing system automatically generates a bill and approximately 90% of these bills are sent electronically to third party payors.  For the approximately 10% of the bills that are not generated through the above described process, paper copies of the bills are printed and mailed to the respective third-party payors or individuals, as the case may be. 

          The following table sets forth the approximate percentage of net patient service revenue, defined as revenue from all sources after deducting contractual allowances and discounts from established billing rates, which we derive from the various sources of payment for the periods indicated:

 

 

Year Ended September 30,

 

 

 


 

 

 

2004

 

2003

 

2002

 

 

 


 


 


 

 

 

 

 

 

 

 

 

 

 

 

Medicare

 

 

35

%

 

 

35

%

 

 

38

%

 

Medicaid

 

 

9

 

 

 

9

 

 

 

9

 

 

Commercial insurance

 

 

46

 

 

 

47

 

 

 

45

 

 

Private and other sources

 

 

10

 

 

 

9

 

 

 

8

 

 

 

 

 


 

 

 


 

 

 


 

 

     Total

 

 

100

%

 

 

100

%

 

 

100

%

 

 

 

 


 

 

 


 

 

 


 

 

          Hospital revenues depend upon inpatient occupancy levels, the extent to which ancillary services and therapy programs are ordered by physicians and provided to patients, and the volume of outpatient procedures.  Reimbursement rates for routine inpatient services vary significantly depending on the type of service (e.g., acute care, intensive care or psychiatric care) and the geographic location of the hospital. The percentage of patient revenues attributable to outpatient services has generally increased in recent years, primarily as a result of advances in medical technology that allow more services to be provided on an outpatient basis as well as from increased pressures from Medicare, Medicaid and private insurers to reduce hospital stays and provide services, where possible, on a less expensive outpatient basis. We believe that our experience with respect to increased outpatient levels mirrors the general trend occurring in the health care industry.

          Medicare and Medicaid

          Medicare is a federal health insurance program, administered by the United States Department of Health and Human Services, that provides hospital and other medical benefits to individuals age 65 and over, to certain disabled persons, and to individuals with end-stage renal disease.  Medicaid is a joint federal-state health care benefit program, operating pursuant to a state plan administered by each participating state and subject to broadly defined federal requirements, that provides hospital and other medical benefits to individuals who are unable to afford health care services.  Our hospitals derive a substantial portion of their net revenues from the Medicare and Medicaid programs.  Both programs are heavily regulated and subject to frequent changes that typically limit increases in the payments to participating hospitals.

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          The Medicare program provides payment for inpatient and outpatient hospital services under a prospective payment system, or PPS.  Under the inpatient PPS system, hospitals are paid a prospectively determined fixed amount for each hospital discharge.  The fixed payment amount per inpatient discharge is established based upon each patient’s diagnosis related group, or DRG.  Each patient admitted for care is assigned to a DRG based upon his or her primary admitting diagnosis.  Every DRG is assigned a payment rate based upon the estimated intensity of hospital resources necessary to treat the average patient with that particular diagnosis.  The DRG payment rates are based upon national average costs from an historic base period and do not consider the actual costs incurred by a hospital in providing care.  Although based upon national average costs, the DRG and capital payment rates are adjusted by the predetermined geographic adjustment factor for the geographic region in which a particular hospital is located and are weighted based upon a statistically normal distribution of severity. DRG rates are usually adjusted by an update factor each federal fiscal year, which begins on October 1.  For federal fiscal years 2004 and 2003, the update factors were 3.4% and 2.95%, respectively.  For federal fiscal year 2005, the update factor is 3.3%.

          Medicare’s outpatient PPS groups services that are clinically related and use similar resources are classified into Ambulatory Payment Classifications, or APCs. Depending on the service rendered during an encounter, a patient may be assigned to a single or multiple group. Medicare pays a set price or rate for each group, regardless of the actual costs incurred in providing care.  Medicare sets the payment rate for each APC based on historical median cost data, subject to geographic modification. The APC payment rates are updated each year.  For calendar years 2004 and 2003, the payment rate update factors were 3.4% and 2.3%, respectively. For calendar year 2005, the update factor is 3.3%.

          Changes in government reimbursement programs have resulted in limitations on the growth rates of the reimbursement programs and, in some cases, in reduced levels of reimbursement for health care services and we anticipate that additional changes in government reimbursement programs will occur.  The Balanced Budget Act of 1997 included significant reductions in spending levels for the Medicare and Medicaid programs, including:

 

 

changes in reimbursement for hospital services; and

 

 

 

 

 

 

repeal of the federal payment standard, which is often referred to as the “Boren Amendment” for hospitals and nursing facilities, which resulted in lower Medicaid reimbursement rates.

          The Balanced Budget Refinement Act of 1999 reduced the adverse effects of the Balanced Budget Act of 1997 through a “corridor reimbursement approach”, where a percentage of losses under the Medicare outpatient prospective payment system were reimbursed through December 31, 2003.  Some of our acute care hospitals qualify for relief under this provision. The Medicare Prescription Drug Improvement and Modernization Act of 2003 provided an extension until January 1, 2006 of certain provisions of the Balanced Budget Refinement Act of 1999 for small rural and sole community hospitals.

          On December 21, 2000, the Medicare, Medicaid and SCHIP (State Children’s Health Insurance Program) Benefits Improvement Act of 2000, known as BIPA, was enacted. BIPA made a number of changes to Medicare and Medicaid affecting payments to hospitals.  All of our acute care hospitals qualify for some relief under BIPA.  Some of the changes made by BIPA that affect our hospitals include:

 

 

the lowering of the threshold by which hospitals qualify as rural or small urban disproportionate share hospitals;

 

 

 

 

 

 

a decrease in reductions in payments to disproportionate share hospitals that had been mandated by the Balanced Budget Act of 1997 and other Congressional enactments;

 

 

 

 

 

 

an increase in inpatient payments to hospitals;

 

 

 

 

 

 

an increase in certain Medicare payments to certain psychiatric hospitals and units;

 

 

 

 

 

 

an increase in Medicare reimbursement for bad debt;

 

 

 

 

 

 

capping Medicare beneficiary ambulatory service co-payment amounts; and

 

 

 

 

 

 

an increase in the categories and items eligible for increased reimbursement to hospitals for certain outpatient services rendered on and after April 1, 2001 (which increase includes items such as current cancer therapy drugs, biologicals, and certain medical devices).

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          The Medicare Prescription Drug, Improvement, and Modernization Act of 2003, or the 2003 Act, which was signed into law on December 8, 2003 made a number of significant changes to the Medicare program.  In addition to a highly publicized prescription drug benefit that is intended to provide direct relief to Medicare beneficiaries, the 2003 Act provides a number of direct benefits to hospitals including, but not limited to: a provision for an update factor for federal fiscal year 2004 that is the full market basket;  a permanent increase in the base payment rate for rural and small urban hospitals of 1.6% up to the large urban payment rate; the cap on disproportionate share payments for rural and small urban hospitals, as of April 1, 2004, was increased to 12.0% of total inpatient payments; extension until January 1, 2006 of the hold harmless provisions for small rural hospitals and sole community hospitals under the Outpatient Department reform provisions of the 2003 Act; and  establishment of a physician incentive program for primary care and certain specialty physicians who provide services to individuals in areas having the fewest physicians available to serve Medicare beneficiaries, among others.  In addition,for federal fiscal years 2005, 2006 and 2007, hospitals will receive full market basket updates if they provide the Center for Medicare and Medicaid Services with specific quality data relating to the quality of services provided. We intend to comply with this requirement and believe that the 2003 Act will continue to have a positive impact on our financial operations.

          In addition to the DRG and capital payments, our hospitals may qualify for and receive “outlier” payments.  Outlier payments are made for those inpatient discharges where the total cost of care (as determined by using the gross charges adjusted by the hospital’s cost-to-charge ratio) exceeds the total DRG payment plus a fixed threshold amount.  In determining the cost-to-charge ratio, Medicare uses the latest of either a hospital’s most recently submitted or most recently settled cost report. The threshold amount used in the outlier computation for federal fiscal years 2004 and 2003 was $31,000 and $33,560, respectively. The amount for federal fiscal year 2005 is $25,800. Approximately 2.5% of our Medicare inpatient payments were from outliers in fiscal 2004 compared to 3.8% in fiscal 2003.

          Medicare fiscal intermediaries have been given specific criteria for identifying hospitals that may have received inappropriately high outlier payments.  The intermediaries are authorized to recover overpayments, including interest, if the actual cost of the DRG stay (which was reflected in the settled cost report) was less than claimed, or if there were indications of abuse.  In order to avoid overpayment or underpayment of outlier cases, hospitals may request changes to their cost-to-charge ratio in much the same way that an individual taxpayer can adjust the amount of withholding from income.

          Each state is responsible for administering its own Medicaid program and payment rates and methodologies as well as covered services, all of which vary from state to state. Approximately 50% of Medicaid funding comes from the federal government, with the balance shared by state and local governments. The most common payment methodologies include prospective payment systems and programs that negotiate payment rates with individual hospitals.  Generally, Medicaid payments are less than Medicare payments and are often less than a hospital’s cost of services.  In 1991 Congress passed legislation limiting the states’ use of provider-specific taxes, donated funds to bolster the states’ share and obtained increased federal Medicaid matching funds.  Certain states in which we operate adopted broad-based provider taxes to fund their Medicaid programs in response to the 1991 legislation. 

          Hospitals that have an unusually large number of low-income patients (i.e., those with a Medicaid utilization rate of at least one standard deviation above the mean Medicaid utilization, or having a low income patient utilization rate exceeding 25%) are eligible to receive a disproportionate share adjustment.  Congress has also established a national limit on disproportionate share hospital adjustments.  Although this legislation and the resulting state broad-based provider taxes have affected the payments we receive under the Medicaid program, to date the net impact has not materially adversely affected us.

          Given increasing budget deficits, the federal government and many states are currently considering additional ways in which to limit increases in levels of Medicaid funding, which could also adversely affect future levels of Medicaid payments received by our hospitals.  In addition, the uncertainty and fiscal pressures placed upon the federal government as a result of, among other things, the ongoing military engagement in Iraq, the War on Terrorism, economic recovery stimulus packages, and the deficit in general may affect the availability of federal funds to provide additional relief in the future.

          Because we cannot predict what action the federal government or the states will eventually take under existing and future legislation, we are unable to assess the effect any such legislation might have on our business.  Like Medicare funding, Medicaid funding may also be affected by health care reform legislation, and it is impossible to predict the effect future legislation could have on our business.

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          In addition to statutory changes, the Medicare and each of the Medicaid programs are subject to regulatory changes, administrative rulings, interpretations and determinations, post-payment audits, requirements for utilization review and new governmental funding restrictions, all of which may materially increase or decrease program payments as well as affect the cost of providing services and the timing of payments to our facilities.  The final determination of amounts we earn under Medicare and Medicaid often takes many years, because of audits by the program representatives, providers’ rights of appeal and the application of numerous technical reimbursement provisions.  We believe that we have made adequate provisions for such adjustments.  Nevertheless, until final adjustments are made, certain issues remain unresolved and previously determined allowances could become either inadequate or more than ultimately required.