In late November, Ontario, Calif.-based Prime Healthcare’s nonprofit public charity, Prime Healthcare Foundation, received state approval to acquire Lewiston-based Central Maine Healthcare.
The acquisition comprises Central Maine Healthcare’s three hospitals and related facilities, which will retain their names and leadership as they transition into the foundation. Prime will also invest $150 million to strengthen CMH’s infrastructure and long-term stability over a five-year period.
Becker’s connected with Steve Aleman, CFO of Prime Healthcare, to discuss the financial priorities guiding CMH’s integration and the operational groundwork already being undertaken to support a smooth transition and future growth.
Editor’s note: Responses have been lightly edited for clarity and length.
Question: From a finance perspective, how will the $150 million investment be allocated and sequenced across CMH’s facilities?
Steve Aleman: The Prime Healthcare Foundation has committed to major capital investments across Central and Western Maine to preserve and strengthen access to high-quality care. Early priorities include implementing a new Epic electronic medical record system; renovating and expanding the emergency departments at Bridgton and Rumford hospitals; and upgrading imaging technology, operating rooms and patient care areas across CMH campuses. These investments will be sequenced to address the most urgent infrastructure needs while supporting long-term stability and growth.
Q: What financial considerations are most critical as CMH’s operations begin integrating with the Prime Healthcare Foundation?
SA: Prime has identified the need for early, front-loaded capital investment combined with operational discipline to stabilize CMH following years of financial strain. As integration begins, Prime will maintain its physician-led focus on delivering exceptional, patient-centered care while implementing proven efficiencies, strengthening revenue cycle processes, advancing value-based care strategies and expanding key service lines. Prime’s operating philosophy, grounded in clinical leadership, accountability and continuous quality improvement, has been central to the turnaround of other community hospitals and will guide CMH’s financial and operational recovery.
Q: How is Prime preparing for the operational and systems integration that will occur during the transition period?
SA: Preparation for integration began more than a year ago, as Prime leadership worked collaboratively with CMH in a consulting capacity to assess needs, identify opportunities and begin strategic planning. A major focus will be the implementation of Epic, which will unify clinical information, optimize workflows, improve communication and collaboration among providers and elevate care coordination across all CMH facilities. Integrating CMH into the [Prime Healthcare] Foundation’s existing Epic environment will enable the system to identify opportunities to improve care delivery more quickly, support data-driven decision-making and ensure consistent, high-quality care.
Q: From a leadership standpoint, what role will financial leaders play in guiding CMH through this transition while maintaining stability for staff and patients?
SA: Prime has a proven methodology for turning around and successfully operating hospitals with a large share of government-insured patients, and this approach is expected to support Central Maine Healthcare in achieving long-term financial stability. Prime’s leadership, informed by local insight and deep expertise in strategy, finance, information technology, shared services and purchasing, has driven improved financial performance across its hospitals and is expected to do the same for CMH. Robust financial analysis will guide physician leadership as they implement operational improvements designed to strengthen clinical outcomes, enhance patient experience and improve cost performance, ensuring consistent, high-quality care across all CMH sites.
