Surgery Partners Plans To Acquire $400M Worth Of Properties On 2021 And Five Other Insights

Nashville, Tenn.-based Surgery Partners reported $1.9 billion in 2020 revenue but still posted a net loss of $155.6 million on the year.

Company leaders discussed performance in an earnings call transcribed by The Motley Fool on March 10.

Wayne DeVeydt, executive chair of the board, on how Surgery Partners has changed in response to COVID-19: “Our business model was pressure-tested in 2020 and has proven to be resilient. Our results in this challenging environment give us confidence that the company we built should support sustainable, long-term double-digit growth in 2021 and beyond.”

Mr. DeVeydt on the growth of total joint replacements: “Joint replacements in our ASCs were up 110 percent as compared to the prior year quarter and for the year. Even with the disruption of COVID, joint replacements in our ASCs have increased by approximately 96 percent.”

Mr. DeVeydt on Surgery Partners’ goals in 2021: “In 2021, we are now ready to move on the offensive and capitalize on the $150 billion total addressable market that we believe we are uniquely positioned to capture. … This dry powder gives us the ability to aggressively pursue our growth agenda, while maintaining our disciplined approach to capital deployment that [CEO Eric Evans] will speak to in more detail.”

Mr. Evans on physician recruitment: “Year to date, we’ve recruited over 560 new physicians who generated 15 percent more revenue per case as compared to the 2019 cohort. But, the success of our recruiting program is not just a function of our most recent additions.”

Mr. Evans on the specialties Surgery Partners is targeting for success: “Over multiple years, we have also been making investments in expanding our musculoskeletal footprint and more recently in expanding our presence in cardiology, as we think about longer-term opportunities. We have invested in these areas because of their large and growing addressable markets. Specifically, we estimate that there is over $60 billion of cases that will shift from inpatient to outpatient over the next several years. And, we estimate that over 60 percent of those procedures are in musculoskeletal and cardiology.”

Mr. Evans on acquisitions: “We believe we are in a strong position to further expand our portfolio in 2021, and we have the financial capacity to execute on over $400 million of transactions. … We believe that the pandemic has fundamentally changed the way patients, surgeons and health plans will think about the role that purpose-built short-stay surgical facilities will play in healthcare delivery, which continues to drive the shift of surgeries to our facilities. This has been our company’s differentiation strategy and now more than ever, our value proposition is resonating with key stakeholders in the healthcare environment. We remain very confident in our long-term organic growth model and believe that scaled independent operators, such as Surgery Partners, are uniquely positioned to grow in this new marketplace.”

 

Source: Becker’s ASC Review

Medical City Frisco’s Newest Addition

Medical City Frisco plans to build a $91 million patient building that will add 36 patient care beds to the hospital.

The building will add 118,481 square feet to the facility, bringing the facility’s total bed count to 97. It will have an entrance on Frisco’s Main Street and is being constructed to allow for natural light and include comfortable furnishings, large patient rooms, a spacious waiting area, and 300 parking spaces. Construction is scheduled to be completed in December 2022.

The development is part of Medical City Healthcare’s five-year, $1.1 billion investment in expanding hospitals, adding service lines, building new facilities, and advancing technology systemwide. It comes on the heels of another recent renovation at its Frisco hospital.

Prior to the pandemic, Medical City Healthcare’s  Frisco hospital saw 3,900 admissions and 15,000 emergency room visits. The hospital now has 11 operating rooms, a biplane cardiac catheterization lab, 61 patient rooms, and office space, following the completion of a $54 million, 150,000 square-foot medical office building that opened in June.

The hospital’s growth has mirrored the larger community. Over the last 10 years, Frisco has grown over 70 percent, outpacing any other city in the nation. The city’s population is more than 200,000 people in 2020, an increase from the roughly 117,000 people reported in 2010. It has been ranked America’s fastest growing city and No. 1 in job growth at different points throughout the last decade.

Most of the major health systems have built hospitals along the Dallas North Tollway in Frisco, including Texas Health, Baylor Scott & White, Scottish Rite, Children’s Health, Cook Children’s, and UT Southwestern.

We are proud to be part of, and continue to invest in, the Frisco community, which continues to grow at a phenomenal pace,” said Patrick Rohan, CEO of Medical City Frisco via release. “Anticipating future community needs helps keep our neighbors healthy and advances our mission to the care and improvement of human life.”

Source: D Magazine

Capturing Value From Health-Care Collaborations

In the wake of the pandemic, collaboration within and among organizations has become increasingly important—if not necessary.

While turbulent times forged new partnerships across all sectors, some of these preserved and further strengthened their key competencies. Chestnut Funds and Anchor Health Properties’ newly launched Chestnut Healthcare Fund II stands as an example of what can be achieved through perseverance and the successful identification of off-market opportunities. Chestnut Healthcare Fund I was launched in 2015 and raised a total of $50 million, which included the acquisition of 52 assets through direct or joint venture transactions.

In an interview with Commercial Property Executive, Anchor Health Properties Chief Investment Officer James Schmid and CEO Ben Ochs, alongside Chestnut Funds CEO Steen Watson, elaborate on their partnerships and how Chestnut Healthcare Fund I’s success fueled their drive to initiate its successor.

CPE: Tell us more about Chestnut Healthcare Fund II. How does the investment vehicle differ from its predecessor, Chestnut Healthcare Fund I?

James Schmid: The new fund is a follow-up to its successful predecessor, which was our initial health-care real estate acquisition fund. The first fund raised just under $50 million in equity, and we have recently completed placement of these funds. The new fund will continue the investment strategy of medical office acquisitions—primarily core and core-plus assets in major U.S. markets—both through direct ownership and through joint venture investments with institutional equity capital.

CPE: Elaborate on the partnerships you’ve created since you launched Fund I.

Ben Ochs: The initial fund has invested across multiple joint venture acquisitions with both The Carlyle Group and Harrison Street Real Estate. Each of these partnerships continues to expand.

CPE: What kind of assets are you targeting and why?

James Schmid: Core and core-plus medical office acquisitions in major markets continue to be the broadest area of focus. These assets continue to offer attractive risk-adjusted returns and ample debt market liquidity to provide leverage and enhance returns. The Anchor platform has acquired over 50 percent of its recent investments in an off-market fashion, allowing for the continued volume of investment opportunities despite increased investor appetite for sector investments.

CPE: What are the markets you are targeting through Chestnut Healthcare Fund II and why?

Steen Watson: The target market focus generally overlaps with the largest 30 U.S. markets, though we have had particular success building scale in markets such as Boston, New York, Philadelphia, Washington, D.C./Baltimore, Charlotte, N.C., Atlanta, Nashville, Tenn., Denver, San Diego and Seattle.

CPE:Tell us more about the factors and conditions that stimulate growth in the aforementioned areas.

Steen Watson: We carefully evaluate factors such as local demand for health-care services, local population trends, local health-care insurance trends, constraints of supply of new facilities, needs of local health-care systems and medical tenancy, and local and state health-care regulations to make informed decisions about investing in a given market and for a given target asset.

CPE: What are the major changes the medical office sector has seen since the onset of the pandemic?

James Schmid: Perhaps the biggest change was the one that didn’t happen. Health systems and their patients continued to need medical office space to handle patient health-care needs. While elective surgeries—typically the highest margin contributor to medical groups and health systems—generally shut down for 90 to 120 days at the beginning of the pandemic, they quickly reopened and regained previous—and backlogged—case volumes.

While telemedicine became a tool for health-care practitioners in certain circumstances, it did not serve as a replacement for physical space to handle true clinical and acuity needs of patients. Going forward, we see telemedicine as a complement to medical office space for lower-acuity and administrative functions, as opposed to a replacement for said space.

CPE: How do you see the sector going forward?

Ben Ochs: An aging U.S. population will continue to drive demand for additional health-care services in the years to come. Health systems will continue to push to capture market share through expansion into strong demographic locations and through the use of modern, efficient outpatient facilities.

Dedicated facilities for inpatient rehabilitation, behavioral health, memory care and substance abuse should continue to be in demand, fueling opportunities for additional development.

 

Source: Commercial Property Executive