MEMORIAL REGIOINAL HEALTH’S HOSPICE SERVICE
ACHIEVES ACCREDITATION WITH ACHC
Craig, Colorado. (October 18, 2018), Memorial Regional Health (MRH) announced today that it received accreditation through Accreditation Commission for Health Care (ACHC) for its hospice service.
Accreditation is a process through which healthcare organizations demonstrate compliance with national standards. Accreditation by ACHC reflects an organization’s dedication and commitment to meeting standards that facilitate a higher level of performance and patient care.
ACHC is a non-profit organization that has stood as a symbol of quality and excellence since 1986. ACHC is ISO 9001:2015 certified and has CMS deeming authority for hospice.
Memorial Regional Health’s Hospice service is the only service in the region to earn accreditation. “Receiving the ACHC Accreditation is really a testament to the commitment by our staff to a higher standard of care. Our Hospice team is truly one of the hardest working, most compassionate teams I’ve had the pleasure of working with,” said Kristine Cooper, director of MRH’s Hospice.
The hospice service has been offered since June of this year. MRH offers hospice care that provides end-of-life, palliative care for patients with a life-limiting condition. Our hospice care is provided by an interdisciplinary team to administer physical, psychological, spiritual and sociological care. For more information, please visit memorialregionalhealth.com, or contact Kristine Cooper at Kristine.email@example.com or 970-826-2421.
STEP IT UP! Join the 200,000 Step Challenge
Join our community for the 200,000 Step Challenge 10/8/18 – 10/28/18
Keep a written log or send us a monthly screen capture from any health app, to show how close you came to 200,000 steps. We’ll publish the top 20 highest step counts and the top 10 will get a long-sleeve t-shirt. Entries accepted until 10/31/18.
Register at Craigdailypress.com/StepChallenge
WHAT TO EXPECT CLASSES
Expecting your first? New to the area? Attend a What to Expect class during each trimester and after delivery. Classes are ongoing so each month you’ll find a class that speaks to your stage of pregnancy. Specific topics are covered, followed by open discussion. Birthing Center tour included with third semester class. Led by nurse midwife and labor & delivery nurses. Partners welcome, snacks provided.
RSVP preferred at 970-826-8230, but walk-ins are welcome. Free of charge.
Wednesdays, 5 pm – 7 pm
First Wednesday of month – 1st Trimester
Second Wednesday – 2nd Trimester
Third Wednesday– 3rd Trimester
Fourth Wednesday – Post-Partum and Breastfeeding
GLOW RUN OCTOBER 6
Grab a glow stick, your costume box, and your walking or running shoes and join us for this fun nighttime event. We’re increasing awareness for all cancers and raising funds for MRH Hospice Services.
Luminarias will be available for purchase, as a way to light up the sky in memory of friends and family who are fighting cancer, have fought it and survived, and those who lost their courageous battles.
This event includes a 5K glow walk/run, prizes, a post-celebration, and more! Form a team, or enter as an individual — it’s sure to be a fun night with a good cause.
Registration is open now. Download a registration form HERE.
Registration the day of the event opens at 5:45 p.m. at CNCC.
The event starts at 6:45 p.m.
Luminarias are available for $10 each.
To exhibit, or for more information please call Megan Richardson at 970-826-2176.
A Letter to the Community From Andy Daniels, CEO
May 1, 2018
Craig, Colorado 81625
On April 25th the “what” regarding the decision to largely eliminate the billing department at Memorial Regional Health was known. As was reported, the decision impacted 24 people including managers, supervisors, a director and front-line staff. The purpose of this letter is to talk about the “why.” While I realize that this letter may potentially upset some people, I believe it is important to address things head on.
Let me start by saying that none of the people displaced were perceived as “bad” people or “bad employees.” In fact, several employees have been already re-hired by the outside agency and for that I am grateful. What I have to share is not necessarily a failure of the people who were displaced, but rather a failure of the processes, leadership and at times technology being used. We tried internally for approximately 18 months to correct billing process problem without success. I take responsibility the decision to outsource to a third-party.
Since 2013, MRH has “written-off” from the hospital $2,250,623.78 in a combination of untimely filing and administrative write-offs. These are claims that were either not billed, not billed correctly the first time, not rebilled when rejected, or that missed the window for timely filing per insurance company rules. As an organization we knew we could not continue to do it the same way; continuing along this path would be irresponsible to our community that we serve and our employees.
Prior to this decision, MRH had already partially “outsourced” billing functions to four different companies. After approximately 30 days we sent accounts to two different extended business offices, and then in approximately 90 days following that effort, accounts were sent to two different collection agencies. The result for the customer was confusion, because if you called here for help, you likely were referred to one of these four entities. These agency contracts have been eliminated and the processes will start to be streamlined. To provide you with a little insight, we have 5,740 accounts with dates for services from 2004-2017 from just one of the single collection agencies. The total balance of those collection accounts equals $6,670,353.00.
Unfortunately, we also have documented cases of sending our own staff and community members to collections having never first received a bill. We have anecdotal stories of people trying to obtain financing whose credit reports were lowered because their medical services accounts were submitted to collections prior to insurance review and payment determination. While the impact for MRH is not being paid timely or at all, the impact to some people in the community has been much more significant in terms of denied credit and higher interest rates on loans.
I would like to also address “cutting staff.” At the beginning of 2016 we employed 248 individuals. As of today, the MRH workforce equals 374 employees. MRH has added 116 positions, excluding the 10 employees that came to us from Moffat Family Clinic and Centennial Home Care, LLC. MRH currently is recruiting for 46 new open positions, and we are committed to growing the organization and providing well-paying community jobs. Our ability to accurately code, bill, invoice and collect for our services is critical to our sustained operations, as well as to continue this employment trend.
Employee turnover in the billing department has historically been a specific challenge for MRH. In 2016, the turnover rate in our clinic billing staff was 17%, in 2017 the turnover rate was 43% and currently in 2018 it equals 10%. It is difficult to recruit, train and retain staff in this important finance area. Significantly, 17 of the 24 staff members who were let go, were employed with MRH less than 2 years.
Our core mission is “To improve the quality of life for the communities we serve through patient-centered healthcare and service excellence.” We reaffirm our commitment to this mission and our community daily by striving to excel in healthcare service delivery. Coding, billing and collections are not a core healthcare services activity. Our ability to provide quality healthcare efficiently though is increasingly impacted by these finance functions. As such, to fulfill our healthcare mission these financial services form the “core function” for our business model. I personally intend to minimize the impacts to the individuals or families involved in this reduction in the workforce. It is important to acknowledge that healthcare organizations both smaller and much larger than MRH regularly outsource billing functions to experts in this area. The reason for the reliance on outsourcing throughout the industry is very simple: we are just not good at it.
I am sensitive to the comments on social media and by others who have stated that “we’re never using MRH again.” My best answer that I learned from a life-long resident of Craig who is also our Chief Nursing Officer is the following: “We respect your decision, however, when you need us, we will be here.”
I realize that this letter may not fully answer community questions. If you would like to talk directly with me – let’s talk. I have cleared my schedule on May 11th, 2018. I am here and open to addressing any on-going questions or concerns. While we may not agree at the end of the conversation, hopefully I can assist by listening to your concerns. Together we can engage in a mutually respectful conversation to gain greater understanding, and help improve healthcare for all members of our community. If you would like to schedule time to sit and discuss these issues, please call 970-826-3100, and Julie Hanna will be happy to set up an appointment.
Andy Daniels, CEO