Kindred Sale to Further Decimate Key Success Factors

Strange Tony

The last time our hospice was for sale the company did a number of peculiar things which polished Gentiva's financials but damaged patient care.  It appears our sellout to Humana, TPG Capital, WCAS and a Canadian pension company will trigger another run of customer service cuts.

Disintegrating a comprehensive post acute care company won't be easy.  Kindred's management, like Gentiva's before it, has not shown finesse or sensitivity, much less intelligence.  There will be lots of sledgehammer moves over the next six months.  Whose hand, limb or body will be under the hammer when it comes smashing down?

Rumors have executives considering giving staff raises, yet again.  The last time our hospice was sold there were no raises.  Many of our staff had their hours cut, both regular and on call.  Gentiva executives took 40 hours from the PTO accrual schedule in the run up to Kindred's buyout.

Kindred trashed its vision of an integrated post acute care company.

1. Long term care went to Blue Mountain Capital with Ventas getting the whole purchase price 


2. Hospice, home health and community care are going to Humana, two private equity firms and a Canadian pension.  (There's irony in a single payor country investing in America's overly complex, for-profit health care non-system). 


3.  LTACs, inpatient rehab hospitals and contract outpatient rehab are going to the two private equity firms and Canadian pension.

Kindred executives failed to fulfill the company's key success factors for nearly three years.  Disintegrating is much harder on staff, who have been long ignored.  Expect lots of pain.

Anonymous (from disintegrating Kindredful)