The sale of Good Samaritan: a view from the trenches

In September 1995, the board of trustees of the Good Samaritan Health System in San Jose, California, announced the impending sale of its 4-hospital integrated health care system to Columbia/HCA. In deciding whether to affiliate with a for-profit or a not-for-profit entity, the Good Samaritan board...

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Bibliographic Details
Published in:Health Affairs 1997-03, Vol.16 (2), p.102-107
Main Author: Coye, M J
Format: Article
Language:English
Subjects:
Acquisitions & mergers
California
Case studies
Communities
Community centers
Competition
Conversion
Decision making
Decision Making, Organizational
Financial services
Good samaritans
Governing Board
Health care policy
Health Facility Merger - legislation & jurisprudence
Health Facility Merger - organization & administration
Health Facility Planning - legislation & jurisprudence
Health Facility Planning - organization & administration
Health maintenance organizations
Health Services Needs and Demand
HIV
HMOs
Hospital systems
Hospitals
Hospitals, Community - organization & administration
Hospitals, Proprietary - organization & administration
Hospitals, Voluntary - organization & administration
Human immunodeficiency virus
Information systems
Management
Market positioning
Meals
Medicaid
Multi-Institutional Systems - organization & administration
Networks
Nonprofit hospitals
Nonprofit organizations
Organizational structure
Ownership - legislation & jurisprudence
Physicians
Prices
Profits
Proposals
Reorganization
State legislatures
Viruses
Citations: Items that cite this one
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Description
Summary:In September 1995, the board of trustees of the Good Samaritan Health System in San Jose, California, announced the impending sale of its 4-hospital integrated health care system to Columbia/HCA. In deciding whether to affiliate with a for-profit or a not-for-profit entity, the Good Samaritan board and medical staff evaluated several key criteria: 1. taxes, 2. charity care, 3. academic programs, 4. quality of care, 5. hospital services in the community, 6. information systems, 7. physician relations, 8. cost of care, 9. endowment of charitable programs in the community and continuation of Good Samaritan's community benefits services, and 10. purchase price. At the end of the first year after the sale of Good Samaritan, the results for the community appear to be positive.
ISSN:0278-2715
1544-5208
DOI:10.1377/hlthaff.16.2.102