News & Insights
Aug 10, 2020
As healthcare providers pursue transactions during and in the wake of COVID-19, both buyers and targets should prepare for heightened scrutiny during the due diligence process. Getting organized ahead of a sale can dramatically expedite timelines and reduce deal fatigue for all parties, particularly in light of the heavier-than-normal due diligence process as a result of the pandemic.
Buyers and lenders will be keenly interested in month-to-month financial and Key Performance Indicators (KPI) performance. Sellers should come to the table with specific and articulate reporting from before, during and after COVID. Take time now, while operations are ramping back up, to aggregate as much detailed information as you can. Examples include:
The surge in popularity of representation and warranty insurance (RWI) means the due diligence priorities of RWI underwriters will set the pace for the rest of the market. Historically difficult areas such as HIPAA compliance and newer areas such as CARES Act compliance both require care to avoid coverage exclusions. Sellers can expedite the process by anticipating the areas of heightened scrutiny — and by staying sensitive to changes in the insurance market.
Many of the federal, state, and local laws, orders, and guidelines implemented in response to COVID-19 could change in the midst of a sale process. Buyers are looking not only for evidence of compliance, but, just as important, for evidence of a culture of compliance. Sellers who demonstrate that they have invested the time to track and execute on COVID-related legal changes — from updating employee handbooks to careful documentation of expenses for PPP loans — will immediately differentiate themselves. On the other hand, if a seller is unable to provide documentation quickly, a buyer may lose confidence and fear hidden liabilities.
Healthcare practices have changed their course of business due to the pandemic. Sellers should prepare, in advance of a sale, a summary of key changes made to adapt and their impact on the practice. For example:
Sellers should expect additional scrutiny over their most important long-term contracts — especially where there may be concern over a counterparty’s compliance. Where buyers in the past may have been willing to overlook missing contracts, or pages of a contract, sellers should prepare to obtain the complete contract terms for key vendors.
Providers should closely monitor the downstream impact of key payors across the service mix. If governmental entities, particularly Medicaid, generate meaningful revenue, providers should assess the risk of future reimbursement cuts and how the commercial book may be impacted by significant layoffs among the patient population and shifting revenue to exchange plans or Medicaid.
Physician practices, other healthcare providers and services companies, and private equity investors across the nation rely on Waller’s 200 + healthcare attorneys for advice and counsel on mergers and acquisitions, joint ventures, physician alignment, Medicare reimbursement, Stark and anti-kickback compliance, patient privacy and data security, government audits and investigations, commercial finance and securities, real estate and employment issues.
This piece was written in collaboration with Jason Porter at Baird.
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