Governments are reacting to Jackson’s failure as if saving Jackson is the only option. But history teaches us otherwise. Inner-city hospitals have failed across America for decades, which give us clear case studies on how cities have struggled with this same problem, how some have made expensive mistakes and how others have addressed the real question: not what’s best for the hospital, but what’s best for the public. “People will die” histrionics should not be permitted to supplant the sober, evidence-driven analysis this moment requires.
Understandably, participants in the Jackson bankruptcy lack incentive to consult these case studies: they all want money. John Quinlivan (Jackson’s chief executive officer) says $293 million is needed to rescue Jackson—including more than $100 million in public money—yet no government entity has a seat, a voice, or even a watchdog role in the process. JIG (Jackson Investment Group, LLC, unrelated to Jackson Hospital) controls all three seats on Jackson’s board of trustees.
So, an evidence-driven analysis should begin with the vision Mr. Quinlivan has expressed for Jackson:…