As I take a respite from blogging, have a blessed Thanksgiving and safe travels.
3 Ocak 2013 Perşembe
It's 32 Degrees Outside. Where's Your Coat?
To contact us Click HERE
I am on my way to work this AM and pass a school bus stop with high school aged students waiting for their bus. What I found amazing was that none of them had a coat or jacket on; only one female was wearing a sweater and a thin one at that. The boys were dressed in basketball shorts and t-shirts and the girls were dressed in jeans and shirts. How can their parents let them out of the house like that when it's 32 degrees out? Maybe I am just getting old. But it's freezing! This was not a lower income neighborhood where affordability could be an issue, but a traditional middle- class neighborhood. What I find amazing is that the elementary school kids waiting for the bus on days like this are bundled up with hats, coats and gloves; thank you mom and / or dad. Middle school kids at least have on a jacket, but then there are the high school kids being COOL by having the least amount of clothes on as possible while waiting for the bus. A minor issue for some, but how are we as health care providers supposed to keep families healthy and out of the hospital when parents allow or ignore what their high school aged kids are doing. I guess better this than a whole lot of other bad behaviors that high schoolers could be doing.
As I take a respite from blogging, have a blessed Thanksgiving and safe travels.
As I take a respite from blogging, have a blessed Thanksgiving and safe travels.
You're Killing Us
To contact us Click HERE
"You're killing us" should have been the message yesterday when hospital CEOs from around the country met in Washington, DC, for the American Hospital Association's Advocacy Day. Approximately 200 CEOs met on Capitol Hill yesterday with their Congressional representatives to warn of the impact on the access to the care for our patients through arbitrary across-the-board cuts to Medicare and Medicaid.
Between ongoing state and federal budget cuts, state initiated assessments (taxes) to fund Medicaid, the Fiscal Cliff of a 2% reduction in payments to hospitals, the jeopardy that the Maryland Waiver is currently in jeopardy due to the above-mentioned provider assessments, denied days for care that has been provided due to the picayune documentation requirements of payors, withheld monies as a result of the government's somewhat flawed Recovery Audit Contractor (RAC) process (in this case, money is withheld for care that is provided and then the care has to been substantiated in a long, drawn-out process), the financial impact of these cuts on hospitals will threaten our ability to effectively care for our patients . Simply put, WMHS waits months for monies that should have been paid but are held usually for what seems to be whatever reason the payor can think of. Eventually we get paid, but the administrative costs associated with the appeals continue to be a burden on hospitals. With health care costs running about $1.7 trillion per year in the US, hospitals recognize that change has to occur.
At WMHS, we have made great progress in keeping patients healthy and out of the hospital, ultimately reducing health care costs. But, that has happened over the last two and one-half years and we are now finally seeing results. The payors, including CMS, want us to put cost saving initiatives in place overnight and have them generating results by morning. Real long-term solutions are what is necessary in order to still provide quality patient care while reducing the cost of that care.
Between ongoing state and federal budget cuts, state initiated assessments (taxes) to fund Medicaid, the Fiscal Cliff of a 2% reduction in payments to hospitals, the jeopardy that the Maryland Waiver is currently in jeopardy due to the above-mentioned provider assessments, denied days for care that has been provided due to the picayune documentation requirements of payors, withheld monies as a result of the government's somewhat flawed Recovery Audit Contractor (RAC) process (in this case, money is withheld for care that is provided and then the care has to been substantiated in a long, drawn-out process), the financial impact of these cuts on hospitals will threaten our ability to effectively care for our patients . Simply put, WMHS waits months for monies that should have been paid but are held usually for what seems to be whatever reason the payor can think of. Eventually we get paid, but the administrative costs associated with the appeals continue to be a burden on hospitals. With health care costs running about $1.7 trillion per year in the US, hospitals recognize that change has to occur.
At WMHS, we have made great progress in keeping patients healthy and out of the hospital, ultimately reducing health care costs. But, that has happened over the last two and one-half years and we are now finally seeing results. The payors, including CMS, want us to put cost saving initiatives in place overnight and have them generating results by morning. Real long-term solutions are what is necessary in order to still provide quality patient care while reducing the cost of that care.
Let's Talk Meetings at WMHS
To contact us Click HERE
Last week, we held our Let's Talk meetings for employees throughout the health system. Our focus was twofold--sharing a video that highlights our Trauma Program at WMHS and showing the importance that we have in our community, along with making sure that our staff is aware of our industry's financial challenges as health care reform continues to evolve. It is important to note that the Triple Aim of Health Reform: Better Care, Healthier Patients and Communities and Lower Total Cost of Care are all positive aspects of where health care is headed. Unlike the 60 Minutes segment last evening on one for- profit health care provider, Health Management Associates, that is accused of driving increased revenue through "do or die" admission targets.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
Let's Talk Meetings at WMHS
To contact us Click HERE
Last week, we held our Let's Talk meetings for employees throughout the health system. Our focus was twofold--sharing a video that highlights our Trauma Program at WMHS to show the importance that we have in our community and making sure that our staff is aware of our industry's financial challenges as health care reform continues to evolve. It is important to note that the Triple Aim of Health Reform (Better Care, Healthier Patients and Communities and Lower Total Cost of Care) are all positive aspects of where health care is headed. Unlike the 60 Minutes segment last evening on one for- profit health care provider, Health Management Associates, that is accused of driving increased revenue through "do or die" admission targets.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
The Next Fiscal Crisis x 2
To contact us Click HERE
In 2008, we had the housing bubble and the banking crisis both contributing heavily to our last recession. On the horizon, there are two new crises, student loans and government pensions.
The amount of student loans that are owed to the government has now exceeded $1 trillion; that leaves me speechless. If we had every individual who had borrowed money attend college and graduate, then we would be the envy of every industrialized nation. Unfortunately, that isn't the case. The majority have borrowed the money, attended college, but never graduated. Many never made it past their first semester and have no means to pay the borrowed money back. These individuals have defaulted on their student loans; truly, a crisis.
As for government pensions, the most recent estimate for unfunded pension liabilities for state and local governments exceeds $3.4 trillion dollars. On top of that, state and local government retirees have been promised health care in their retirement at an amount that exceeds $1.2 trillion dollars. Again, both are promised, but not funded at this point. I just read that in the state of California, it takes over 75% of their tax revenues just to pay for the salaries and benefits of state workers. Where is the funding going to come from to pay and support these retirees?
Ah wait, is that another hand I feel in my pocket? Bottom line is that both are unbelievable and they say health care is screwed up.
The amount of student loans that are owed to the government has now exceeded $1 trillion; that leaves me speechless. If we had every individual who had borrowed money attend college and graduate, then we would be the envy of every industrialized nation. Unfortunately, that isn't the case. The majority have borrowed the money, attended college, but never graduated. Many never made it past their first semester and have no means to pay the borrowed money back. These individuals have defaulted on their student loans; truly, a crisis.
As for government pensions, the most recent estimate for unfunded pension liabilities for state and local governments exceeds $3.4 trillion dollars. On top of that, state and local government retirees have been promised health care in their retirement at an amount that exceeds $1.2 trillion dollars. Again, both are promised, but not funded at this point. I just read that in the state of California, it takes over 75% of their tax revenues just to pay for the salaries and benefits of state workers. Where is the funding going to come from to pay and support these retirees?
Ah wait, is that another hand I feel in my pocket? Bottom line is that both are unbelievable and they say health care is screwed up.
2 Ocak 2013 Çarşamba
It's 32 Degrees Outside. Where's Your Coat?
To contact us Click HERE
I am on my way to work this AM and pass a school bus stop with high school aged students waiting for their bus. What I found amazing was that none of them had a coat or jacket on; only one female was wearing a sweater and a thin one at that. The boys were dressed in basketball shorts and t-shirts and the girls were dressed in jeans and shirts. How can their parents let them out of the house like that when it's 32 degrees out? Maybe I am just getting old. But it's freezing! This was not a lower income neighborhood where affordability could be an issue, but a traditional middle- class neighborhood. What I find amazing is that the elementary school kids waiting for the bus on days like this are bundled up with hats, coats and gloves; thank you mom and / or dad. Middle school kids at least have on a jacket, but then there are the high school kids being COOL by having the least amount of clothes on as possible while waiting for the bus. A minor issue for some, but how are we as health care providers supposed to keep families healthy and out of the hospital when parents allow or ignore what their high school aged kids are doing. I guess better this than a whole lot of other bad behaviors that high schoolers could be doing.
As I take a respite from blogging, have a blessed Thanksgiving and safe travels.
As I take a respite from blogging, have a blessed Thanksgiving and safe travels.
You're Killing Us
To contact us Click HERE
"You're killing us" should have been the message yesterday when hospital CEOs from around the country met in Washington, DC, for the American Hospital Association's Advocacy Day. Approximately 200 CEOs met on Capitol Hill yesterday with their Congressional representatives to warn of the impact on the access to the care for our patients through arbitrary across-the-board cuts to Medicare and Medicaid.
Between ongoing state and federal budget cuts, state initiated assessments (taxes) to fund Medicaid, the Fiscal Cliff of a 2% reduction in payments to hospitals, the jeopardy that the Maryland Waiver is currently in jeopardy due to the above-mentioned provider assessments, denied days for care that has been provided due to the picayune documentation requirements of payors, withheld monies as a result of the government's somewhat flawed Recovery Audit Contractor (RAC) process (in this case, money is withheld for care that is provided and then the care has to been substantiated in a long, drawn-out process), the financial impact of these cuts on hospitals will threaten our ability to effectively care for our patients . Simply put, WMHS waits months for monies that should have been paid but are held usually for what seems to be whatever reason the payor can think of. Eventually we get paid, but the administrative costs associated with the appeals continue to be a burden on hospitals. With health care costs running about $1.7 trillion per year in the US, hospitals recognize that change has to occur.
At WMHS, we have made great progress in keeping patients healthy and out of the hospital, ultimately reducing health care costs. But, that has happened over the last two and one-half years and we are now finally seeing results. The payors, including CMS, want us to put cost saving initiatives in place overnight and have them generating results by morning. Real long-term solutions are what is necessary in order to still provide quality patient care while reducing the cost of that care.
Between ongoing state and federal budget cuts, state initiated assessments (taxes) to fund Medicaid, the Fiscal Cliff of a 2% reduction in payments to hospitals, the jeopardy that the Maryland Waiver is currently in jeopardy due to the above-mentioned provider assessments, denied days for care that has been provided due to the picayune documentation requirements of payors, withheld monies as a result of the government's somewhat flawed Recovery Audit Contractor (RAC) process (in this case, money is withheld for care that is provided and then the care has to been substantiated in a long, drawn-out process), the financial impact of these cuts on hospitals will threaten our ability to effectively care for our patients . Simply put, WMHS waits months for monies that should have been paid but are held usually for what seems to be whatever reason the payor can think of. Eventually we get paid, but the administrative costs associated with the appeals continue to be a burden on hospitals. With health care costs running about $1.7 trillion per year in the US, hospitals recognize that change has to occur.
At WMHS, we have made great progress in keeping patients healthy and out of the hospital, ultimately reducing health care costs. But, that has happened over the last two and one-half years and we are now finally seeing results. The payors, including CMS, want us to put cost saving initiatives in place overnight and have them generating results by morning. Real long-term solutions are what is necessary in order to still provide quality patient care while reducing the cost of that care.
Let's Talk Meetings at WMHS
To contact us Click HERE
Last week, we held our Let's Talk meetings for employees throughout the health system. Our focus was twofold--sharing a video that highlights our Trauma Program at WMHS and showing the importance that we have in our community, along with making sure that our staff is aware of our industry's financial challenges as health care reform continues to evolve. It is important to note that the Triple Aim of Health Reform: Better Care, Healthier Patients and Communities and Lower Total Cost of Care are all positive aspects of where health care is headed. Unlike the 60 Minutes segment last evening on one for- profit health care provider, Health Management Associates, that is accused of driving increased revenue through "do or die" admission targets.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
Let's Talk Meetings at WMHS
To contact us Click HERE
Last week, we held our Let's Talk meetings for employees throughout the health system. Our focus was twofold--sharing a video that highlights our Trauma Program at WMHS to show the importance that we have in our community and making sure that our staff is aware of our industry's financial challenges as health care reform continues to evolve. It is important to note that the Triple Aim of Health Reform (Better Care, Healthier Patients and Communities and Lower Total Cost of Care) are all positive aspects of where health care is headed. Unlike the 60 Minutes segment last evening on one for- profit health care provider, Health Management Associates, that is accused of driving increased revenue through "do or die" admission targets.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
Averting the Fiscal Cliff
To contact us Click HERE
Happy New Year! I had a wonderful time off over Christmas having the opportunity to visit with family. It is great to be back; actually, I got back to work on Monday and worked yesterday as well. A lot was accomplished in catching up without back-to-back meetings each day.
Now for averting the fiscal cliff. Both the Senate and the House averted the cliff by passing legislation that increases taxes but does not address spending. The spending piece will come in two months when they have to address sequestration. Rest assured, hospitals will be in their sights and our revenues will be cut.
Quite honestly, there is waste in health care as is the case in every industry: defense, banking, manufacturing, government, education and the list goes on. I know of many hospitals across the country and in Maryland that are getting cost out of the system, but there are still some hospitals that still don't get it. They have no desire to bend the cost curve. There are hospitals that want us to send them patients for additional procedures, testing and admissions as we try to keep patients healthy and out of the hospital. We are trying to do the right thing by focusing on improving the care of the patient while bending the cost curve (reducing health care costs). These hospitals see this as an opportunity to game the system. At WMHS, we will refer patients in need of care elsewhere, but only do so if it's in the best interest of the patient, not enhancing the profitability of a tertiary care facility. Given the opportunity, all hospitals will do the right thing, but give us that opportunity. Don't blindly cut revenues across the board. Set the expectations of hospitals under a given time frame and we'll get there. At the same time, do something to address misaligned incentives between hospitals and physicians, legislate tort reform and relax the 122,000 federal regulations that hospitals must adhere to.
Have a wonderful 2013!
Now for averting the fiscal cliff. Both the Senate and the House averted the cliff by passing legislation that increases taxes but does not address spending. The spending piece will come in two months when they have to address sequestration. Rest assured, hospitals will be in their sights and our revenues will be cut.
Quite honestly, there is waste in health care as is the case in every industry: defense, banking, manufacturing, government, education and the list goes on. I know of many hospitals across the country and in Maryland that are getting cost out of the system, but there are still some hospitals that still don't get it. They have no desire to bend the cost curve. There are hospitals that want us to send them patients for additional procedures, testing and admissions as we try to keep patients healthy and out of the hospital. We are trying to do the right thing by focusing on improving the care of the patient while bending the cost curve (reducing health care costs). These hospitals see this as an opportunity to game the system. At WMHS, we will refer patients in need of care elsewhere, but only do so if it's in the best interest of the patient, not enhancing the profitability of a tertiary care facility. Given the opportunity, all hospitals will do the right thing, but give us that opportunity. Don't blindly cut revenues across the board. Set the expectations of hospitals under a given time frame and we'll get there. At the same time, do something to address misaligned incentives between hospitals and physicians, legislate tort reform and relax the 122,000 federal regulations that hospitals must adhere to.
Have a wonderful 2013!
1 Ocak 2013 Salı
Let's Talk Meetings at WMHS
To contact us Click HERE
Last week, we held our Let's Talk meetings for employees throughout the health system. Our focus was twofold--sharing a video that highlights our Trauma Program at WMHS and showing the importance that we have in our community, along with making sure that our staff is aware of our industry's financial challenges as health care reform continues to evolve. It is important to note that the Triple Aim of Health Reform: Better Care, Healthier Patients and Communities and Lower Total Cost of Care are all positive aspects of where health care is headed. Unlike the 60 Minutes segment last evening on one for- profit health care provider, Health Management Associates, that is accused of driving increased revenue through "do or die" admission targets.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
Let's Talk Meetings at WMHS
To contact us Click HERE
Last week, we held our Let's Talk meetings for employees throughout the health system. Our focus was twofold--sharing a video that highlights our Trauma Program at WMHS to show the importance that we have in our community and making sure that our staff is aware of our industry's financial challenges as health care reform continues to evolve. It is important to note that the Triple Aim of Health Reform (Better Care, Healthier Patients and Communities and Lower Total Cost of Care) are all positive aspects of where health care is headed. Unlike the 60 Minutes segment last evening on one for- profit health care provider, Health Management Associates, that is accused of driving increased revenue through "do or die" admission targets.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
WMHS is successfully reducing admissions and readmissions. We have also implemented measures to reduce hospital-acquired conditions such as infections, pressure ulcers and ventilator-assisted pneumonia while increasing patient satisfaction. It is true that better care equates to better outcomes resulting in increased revenue through Maryland's pay-for-performance initiative. We went from losing $1.2 million in revenue last year because our quality scores trailed other hospitals in Maryland to a turnaround of $1.5 million gain this year. We continue to shift our services by providing the right care in the right place as evidenced by our new Wound Center, our Anticoagulation Clinic, our Diabetic Medical Home, our CareLink Program, our Congestive Heart Failure Clinic and case managing our most chronic patients. At WMHS, we continue to strive to fulfill our mission of Superior Care for All We Serve through evidence based care, patient centered care, a continued focus on keeping our patients healthy and out of the hospital, collaborating with our physicians and advanced practice professionals, being innovative in all that we do and having a continued awareness of our cost of doing business. Believe or not, running a health system with annual revenues of over $325 million isn't as easy as some make it out to be, especially in this era of reform.
Cool Temperatures Can't Stop Weekly Business Visit
To contact us Click HERE
Despite cool temperatures representatives from Frederick County Government and members from the Business Development Advisory Council were hosted by Catoctin Breeze Vineyard for a busines visit. Sherman Coleman and Colby Ferguson, both from the Business Development and Retention Division of Frederick County Government were also guests of Mr. Voytek Fizyta. The 24 acre vineyard has been in business for two years and was a dream of Mr. Fizyta when he arived in this country from Poland 31 years ago. Fizyta's grapes will be ready for harvesting later this year, but the Polish immigrant and electrical engineer has already made a variety of honey wines, traditionally known as Mead. The vineyard represents the ninth and newest Frederick County winery, and offers two table wines and three dessert wines.When Fizyta and his wife Alicja, looked to relocate from Potomac five years ago they immediately fell in love with the hilly terrain in Thurmont which provided the perfect spot for growing grapes because of the soil. Perched along hilly terrain, grapes get ample sunlight at Catoctin Breeze Winery. The constant breeze evaporates moisture which is a major problem for East Coast grape growers.The Fizytas outfitted their 1,200-square-foot basement to accommodate making wines. They expect their first significant harvest from the 2011 planting later this year. they are also planning to build a production facility on the premises in the near future. The business is licensed to sell wine directly to consumers and restaurants, using the company's website, www.catoctinbreeze.com
Mount St. Mary's University Roll Out Red Carpet For Business Visit
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MSM President Mr. Thomas H. Powell and Vice President for University Affairs Ms. Pauline A. Engelstatter rolled out the red carpet for a business visit for local County Officials. This visit was part of an ongoing program instituted by the Frederick County Board of County Commissioners to maintain open dialouge between the business community and County leadership. The President along with his Board members and Cabinet spoke of their 204th year history and how MSM is the largest seminary in the U.S.MSM is also the second oldest Catholic University in the U.S. President Powell expressed how happy he was to have a good relationship with the County. There have been many additions and improvements to the University that have been done by local businesses, many of whom are minority businesses. This is part of an ongoing effort to help support the local economy.The outlook for MSM looks bright with enrollment increasing every year. Often referred to as the "Cradle of Bishops" the Mount is home to the National Shrine Grottto of Lourdes. This tourist attraction brings over 100,000 visitors a year. MSM remains strongly commited to it's core values of: Faith, Discovery, Leadership and Community.For more information on Mount St. Mary's University, visit them at www.msu.edu
Permitting Fees at Last Year's Rates to Encourage Business Friendly Climate
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FREDERICK, MD – Frederick County permitting fees were due to automatically increase as of July 1 by 3.2 percent to keep pace with inflation this year. But, with business-friendly goals of utmost concern to the Frederick Board of County Commissioners, the board recently chose to keep rates the same as last year.
The board also agreed to clarify fee schedule policies in the Community Development Division to provide clarity and consistency with other regulatory issues in the Department of Permits and Inspections. It establishes, eliminates and/or clarifies other fees for certain approvals that are a result of new or modified planning and development review approval processes and also incorporates comprehensive planning and zoning fees into the fee schedule to coincide with the division’s reorganization last year.
Key changes in the fee schedule include the clarification to the “agricultural buildings” definition to be consistent with the building code; establishing of a “minimum permit” fee instead of a “per square foot” charge, and elimination of the fire code revision fee charged for additional plan reviews. In addition, the board will exempt the county’s capital improvement program from payment of the fees in accordance with its strategic goal to “consider eliminating review fees for county capital projects.”
Board President Blaine Young commented, “We believe that holding the permitting fees at the same rate is good for business, and what is good for business is good for Frederick County. The decisions the board has made are part of our strategic goals to consider proposals to reduce, alter or eliminate rules and regulations to help improve county processes.
“We commend our employees for working diligently to help businesses more easily and efficiently navigate their way through the process. We welcome continued feedback from our citizens -- from the homeowner to the large business to the small business.”
At the beginning of their term in office, the Frederick Board of County Commissioners initiated a review of over 200 recommended changes to rules and regulations as part of their goal to improve the “business friendly” atmosphere in Frederick County, and have made good progress toward completion.
The items on the “business friendly action items” list were proposed after meetings with officials from the former Permitting and Development Review and Economic Development Divisions and members of the Frederick Chamber of Commerce, Frederick County Builders Association, commercial business representatives and many other stakeholders.
The changes coincide with the Board of County Commissioners’ proposed Strategic Plan goal of providing improved predictability for businesses. The goal states that “Frederick County needs to implement predictability in the business community in order to reduce inefficiencies, allow cost control, provide an effective process and increase understanding in daily business processes within Frederick County Government.”
For further information, visit www.FrederickCountyMD.gov/permits or contact Director Gary Hessong, Permits and Inspections Department, at 301-600-1172 or via e-mail at ghessong@FrederickCountyMD.gov.
The board also agreed to clarify fee schedule policies in the Community Development Division to provide clarity and consistency with other regulatory issues in the Department of Permits and Inspections. It establishes, eliminates and/or clarifies other fees for certain approvals that are a result of new or modified planning and development review approval processes and also incorporates comprehensive planning and zoning fees into the fee schedule to coincide with the division’s reorganization last year.
Key changes in the fee schedule include the clarification to the “agricultural buildings” definition to be consistent with the building code; establishing of a “minimum permit” fee instead of a “per square foot” charge, and elimination of the fire code revision fee charged for additional plan reviews. In addition, the board will exempt the county’s capital improvement program from payment of the fees in accordance with its strategic goal to “consider eliminating review fees for county capital projects.”
Board President Blaine Young commented, “We believe that holding the permitting fees at the same rate is good for business, and what is good for business is good for Frederick County. The decisions the board has made are part of our strategic goals to consider proposals to reduce, alter or eliminate rules and regulations to help improve county processes.
“We commend our employees for working diligently to help businesses more easily and efficiently navigate their way through the process. We welcome continued feedback from our citizens -- from the homeowner to the large business to the small business.”
At the beginning of their term in office, the Frederick Board of County Commissioners initiated a review of over 200 recommended changes to rules and regulations as part of their goal to improve the “business friendly” atmosphere in Frederick County, and have made good progress toward completion.
The items on the “business friendly action items” list were proposed after meetings with officials from the former Permitting and Development Review and Economic Development Divisions and members of the Frederick Chamber of Commerce, Frederick County Builders Association, commercial business representatives and many other stakeholders.
The changes coincide with the Board of County Commissioners’ proposed Strategic Plan goal of providing improved predictability for businesses. The goal states that “Frederick County needs to implement predictability in the business community in order to reduce inefficiencies, allow cost control, provide an effective process and increase understanding in daily business processes within Frederick County Government.”
For further information, visit www.FrederickCountyMD.gov/permits or contact Director Gary Hessong, Permits and Inspections Department, at 301-600-1172 or via e-mail at ghessong@FrederickCountyMD.gov.
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