понедельник, 8 октября 2012 г.

Colorado Hosts Telemedicine Experiment.(Newsline Closer Look) - Health Data Management

Byline: Joseph Goedert

Colorado is the testing ground for an ambitious program by insurer UnitedHealth Group to develop a national telemedicine network connecting patients in underserved communities with specialists.

Minneapolis-based UnitedHealth recently launched the program with networking vendor Cisco Systems Inc., San Jose, Calif. Cisco brings the video-conferencing technology, and the insurer brings a commitment of 'tens of millions of dollars' and a national network of providers from which to recruit participants.

In Colorado, 12-hospital Centura Health is the partner as the program gets off the ground. The provider and payer had a mutual interest in telehealth; they already jointly conducted a pilot program to use video conferencing to enable home health clinicians to meet regularly with patients. 'It morphed into something much bigger with a new strategic plan to extend our rural health services,' says Gary Campbell, president and CEO at Centura Health. 'So, we took it out of the context of home care and broadened it.'

The Colorado Rural Health Center, which serves dual roles as the State Office of Rural Health and the State Rural Health Association, also joined the effort. Centura Health is getting significant interest from clinician members of the association to participate in the pilot, Campbell says.

Project leaders are recruiting four rural clinics linked to two or three Centura sites - hospitals or specialty group practices - to participate in the pilot that will begin in early 2010. The goal is to demonstrate that an integrated delivery system can extend its services into rural areas via telemedicine and deliver the same quality of care as if the care was provided face-to-face, says Mark Gennerman, vice president of connective care initiatives at UnitedHealthcare of Colorado. The division of UnitedHealth Group serves 760,000 members in the state. 'We want to augment the services of the clinics,' he adds. 'We want to know what specialties they have the greatest need for.'

Stepping Stone

UnitedHealthcare of Colorado views the project as a proof-of-concept pilot that could expand beyond rural areas to serve other underserved regions, says Beth Soberg, CEO. 'We want to eventually see this type of technology delivered to the point where patients can see two or three physicians at once, and also to bring in urban areas and eventually the home.'

UnitedHealth Group's national long-range goal envisions small telehealth programs in retail stores, pharmacies, drugstore clinics such as RediClinic and Minute Clinic, and workplaces. A trained medical attendant would present the patient to a remote physician and operate the telemedicine and diagnostic equipment.

Working with Project HOPE, UnitedHealth Group also will test in New Mexico the use of mobile clinics to expand services.

In the initial effort in Colorado, UnitedHealthcare will pay for the technology. Centura Health physicians will get reimbursed from UnitedHealthcare - and other insurers that may join the program - as if a telehealth session was an in-office visit, Campbell says. He expects Medicare and Medicaid to participate, and Cigna Healthcare has expressed interest.

воскресенье, 7 октября 2012 г.

UnitedHealthcare to Launch Connected Care Telehealth Program in Rural Colorado. - Computer Technology Journal

UnitedHealthcare, a UnitedHealth Group (NYSE:UNH) company, announced it will launch the Connected Care program in Colorado, giving patients in certain rural locations expanded access to physicians and specialists using advanced telehealth technology. The Colorado program is among the first in UnitedHealthcare's work with Cisco (NYSE: CSCO) and others to build a national telehealth network.

The new 'Connected Care' program combines audio and video technology and health resources to greatly expand physicians' reach into rural, urban and other underserved areas.

UnitedHealthcare is partnering with the State of Colorado and Centura Health, with assistance from the Colorado Rural Health Center, to implement the innovative program that leverages advanced technology to give residents access to physicians and medical specialists when in-person visits are not possible.

'This is just another example of where Colorado is leading the nation to a healthier future,' said Gov. Bill Ritter. 'Through innovative technology and impressive collaboration we're solving critical health care challenges and making care affordable and accessible in all parts of Colorado. We're pleased to have it happening in our state and congratulate the partners on the launch of this important project.'

Connected Care sites will be built in several Centura Health facilities as well as federally qualified community health centers in Colorado. The sites will feature sophisticated audio, video and health care technologies that will connect patients with medical specialists located hundreds of miles away, enabling for coordinated care with primary care physicians located in the rural communities. Connected Care uses Cisco's high-definition video conferencing and other collaborative network technologies to create an experience remarkably similar to having the doctor in the same room with the patient.

UnitedHealthcare is working with Centura Health, the Colorado Rural Health Center and the Colorado Community Health Network to identify communities and sites as initial pilot locations for the telehealth clinics. Possible locations include rural health clinics or federally qualified community health centers. The Connected Care sites, which will be installed starting during the first quarter of 2010, are expected to make available nearly 4,800 specialist visits per year in those communities.

The Colorado program initially will target specialties in rural areas that are either not currently available at a local level or only available on a part-time basis. These are likely to include Cardiology, Dermatology, Pulmonology, Diabetes Management and ENT, among others.

'Connected Care helps eliminate distance as an obstacle to accessing needed health care and provides underserved populations with a more convenient way to receive quality care,' said Beth Soberg, CEO, UnitedHealthcare of Colorado. 'We are excited to bring the 'house call of the 21st century' to Colorado and to expand upon the state's current health care infrastructure through the use of this innovative technology.'

UnitedHealthcare has a history of supporting Colorado health care programs. The company has this decade provided $7.5 million in grants to support rural health programs statewide, including for health information technology, facility improvements and wellness programs.

'Connected Care provides a real-time solution in rural Colorado, maximizing technology that bridges the distance to clinical knowledge, specialized expertise and quality health services,' said Gary Campbell, president and CEO of Centura Health. 'We believe Connected Care will enhance the rural health infrastructure and unlock new possibilities for how our physicians and medical staff interact with and touch our patients.'

For instance, Connected Care allows patients to simultaneously have group video consultations with multiple physicians who are in different locations. This will eliminate the need for follow-up referral appointments and allow for more collaborative diagnostic exams, likely reducing time and expense for both physicians and patients.

'The goal of this program is to augment the communities' existing health care systems and provide more convenient access to people who need health care services,' said Lou Ann Wilroy, executive director of the Colorado Rural Health Center, a nonprofit that functions as the State Office of Rural Health. 'For many people in rural areas, seeing a specialist means traveling hundreds of miles, which is especially challenging for the elderly and critically ill. Connected Care will help alleviate that problem.'

More details on the Connected Care program, and its collaboration in Colorado, can be found at www.ConnectedCareAmerica.com. About Centura Health Colorado's largest health care provider, the Centura Health family includes 12 hospitals, seven senior living communities, medical clinics, Flight For Life[R] and home care and hospice services. A nonprofit, faith-based organization, Centura Health is a joint venture organization that was formed in 1996 by Catholic Health Initiatives Colorado and Adventist Health System. Centura Health provides care and comfort to more than half a million people each year and is one of Colorado's largest private employers with nearly 13,000 associates. For more information on Centura Health, visit www.centura.org.

Centura Health hospitals are: Avista Adventist Hospital in Louisville; Littleton Adventist Hospital in Littleton; Parker Adventist Hospital in Parker; Porter Adventist Hospital in Denver; Penrose Hospital in Colorado Springs; St. Anthony Central Hospital in Denver; St. Anthony North Hospital in Westminster; St. Anthony Summit Medical Center in Frisco; St. Francis Health Center in Colorado Springs; St. Francis Medical Center in Colorado Springs; St. Mary-Corwin Medical Center in Pueblo; and St. Thomas More Hospital in Canon City. About the Colorado Rural Health Center The Colorado Rural Health Center (CRHC) was established in 1991 as Colorado's State Office of Rural Health. As a 501[c](3) nonprofit corporation, CRHC's serves dual roles as the State Office of Rural Health with the mission of assisting rural communities in addressing healthcare issues; and as the State Rural Health Association, advocating for policy change to ensure that rural Coloradans have access to comprehensive, affordable healthcare services of the highest quality. The Colorado Rural Health Center has a diverse and inclusive statewide constituency of over 3,500 people and organizations. CRHC collaborates with a variety of partner organizations such as public and private sector corporations, government agencies, foundations, hospitals, and other health facilities. For more information visit www.coruralhealth.org, call 303-832-7493, or call toll free 800-851-6782 from rural Colorado. About UnitedHealthcare UnitedHealthcare (www.unitedhealthcare.com) provides a full spectrum of consumer-oriented health benefit plans and services to individuals, public sector employers and businesses of all sizes, including more than half of the Fortune 100 companies. The company organizes access to quality, affordable health care services on behalf of more than 25 million individual consumers, contracting directly with approximately 590,000 physicians and care professionals and more than 4,900 hospitals to offer them broad, convenient access to services nationwide. UnitedHealthcare is one of the businesses of UnitedHealth Group (NYSE:UNH), a diversified Fortune 50 health and well-being company.

Photos/Multimedia Gallery Available: http://www.businesswire.com/cgi-bin/mmg.cgi?eid=6030491&lang=en

Keywords: Technology, Networks, Health, Hospitals, Public Policy and Government, Healthcare Reform, Other Policy I, Data Management, Information Technologies, Network Technologies, Networks, Technology, UnitedHealthcare.

суббота, 6 октября 2012 г.

Getting to know all about you. - Private Duty Homecare

Getting to know all about you

Benefits advisor develops rapport with payers

Getting proper authorization for insurance benefits during the referral stage can deflect bad debt and increase client satisfaction. One home health agency in Denver, which handles both Medicare and commercial accounts, has created a position -- health benefits advisor (HBA) -- just to verify benefits and develop a rapport with the insurance companies.

'The HBAs have built strong relationships with our payers,' says John Kettler, systems analyst for Centura Home Health in Denver. 'They know each other well.'

Lynn Goodman, an HBA with Centura, verifies benefits for about 200 patients a week. Centura Health System is the result of a merger between St. AnthonyEs Hospital system and Portercare Hospitals. Goodman verifies benefits for the home care coordinators at all the St. Anthony Hospitals and Portercare hospitals, as well as the benefits for Centura Home Health patients.

A large percent of Centura business has been on the Medicare side, but the commercial side is growing, says Kettler. 'We do mostly high-tech services on the private duty side.'

.sup.How the HBA operates

When a patient referral comes into the intake department, the department forwards the information to the HBA.

Using an insurance benefit certification authorization sheet that guides her, Goodman contacts the insurance company and verifies the benefits and effective dates of care. In most cases, she gets authorization for one visit. The patient is then given to CenturaEs case managers to get authorization for the rest of the visits. The agency has separate case managers for capitated accounts and fee-for-service accounts.

Most of the insurance companies only cover skilled care -- mainly care provided by physical therapists, occupational therapists, speech therapists, or RNs, Goodman says. 'Ninety-nine percent of commercial companies do not cover home health aides.' (For more information on insurance coverage, see p. 118.)

If Centura doesnEt have a contract with a certain insurance company, Goodman often finds herself in the position of negotiating rates.

'TheyEll say, eCan you negotiate rates?E and IEll say, eYes, I can.E Then theyEll ask our retail price.'

Goodman has the license to go down a certain percentage from the retail price, but unless the company names a figure, sheEll negotiate the retail price down bit by bit. 'They might tell me, eThis is what our contracts pay. Can you meet that price?E And usually I do unless itEs really low. Then I say, eNo, I need permission for that.E'

Here are some of the advantages of creating an HBA position, says Goodman and Kettler:

o You reduce bad debt.

'We rarely have to rebill a second insurance company because of incorrect insurance information,' says Kettler. 'The HBA not only limits headaches; [the position] also pays for itself many times over by reducing bad debt.'

o You have a designated contact person for the companies to call.

Centura didnEt have a contract with a certain insurance company, Goodman says. But after negotiating prices with the company and establishing a relationship, the company decided to use Centura. 'They know they can call me if they have a question or complaint. They like our services, so they feel comfortable using us and they know who to go to.'

o Your HBA becomes familiar with the requirements of the insurance companies.

HBAs begin to learn what they can and canEt do with each insurance company -- and when they have to give an absolute 'no' because the rates are just too low, she says.

o The position lessens the burden on other staff.

'Our nurses are so busy -- they donEt have the time to develop a rapport with the insurance companies. And the hospital home care coordinators donEt either.'

To aid communication with insurance companies, Goodman has created a database with information about each company she has contacted. This information includes the agencyEs phone number, address, what benefits the company offers in general, and the name of the contact person.

'The database has helped, especially with obscure commercial insurance companies,' she says. 'I was given five different phone numbers for one company. It will save a lot of time now to know who to call there in the future.'

Goodman also makes sure she documents every piece of information she receives. 'Our home care software system has a page where we can write notes. On this page, I write whatever IEm finding on the insurance side for each patient.'

Hospital lays off 14 transcriptionists. - The Pueblo Chieftain (Pueblo, Colorado)

Byline: James Amos

Jun. 22--St. Mary-Corwin Medical Center has laid off all its 14 transcriptionists as part of a move by its management company, Centura Health, to cut costs.

Centura outsourced the jobs of 90 to 95 transcriptionists across the company's system of 12 hospitals in Colorado. The workers were informed of the change last week.

In Colorado Springs, 18 transcriptionists were laid off from Penrose Hospital and St. Francis Medical Center hospitals.

Medical transcriptionists listen to dictated recordings made by doctors and other health-care professionals and type that information in medical reports and other records and correspondence. They use foot-pedal recorders to pause the recording and must know medical and anatomical terms in order to understand what the doctor was saying.

Outsourcing the transcriptionist jobs is expected to save Centura Health about $1 million a year in labor costs -- as well as the additional cost of updating computers and software to link transcriptionists to Centura's upcoming electronic medical records system, according to Centura Health spokeswoman Carrie Kalmanowitz.

The transcriptionists will be able to apply for jobs with the new company that will be providing the service, MedQuist, which is based in New Jersey.

Kalmanowitz said Centura chose MedQuist because it agreed to rehire any Centura transcriptionists who apply, set their pay 'comparable' to what the worker earned before and take their tenure into account when setting vacation and retirement benefits.

Centura still is negotiating the details of that agreement with MedQuist, Kalmanowitz said, 'but 'comparable' is what I can tell you.'

'They weren't the cheapest option,' she said of MedQuist, 'but they were willing to work with us as far as our associates.'

MedQuist already has more advanced computer equipment and software to handle transcriptions and electronic medical records, she said. So it made sense for Centura to hire the company instead of spending a substantial amount of money on that technology itself.

'It comes down to us to spend that money on the (technology), or do we spend the money on patient care?' Kalmanowitz said.

According to MedQuist's Web site, the company hires transcriptionists to work from home, with a minimum of one year of experience. The transcriptionists are paid by how much they produce, counted in lines of 65 characters. The company provides home training and the equipment needed.

The St. Mary-Corwin transcriptionists worked at the hospital.

Pueblo's other hospital, Parkview Medical Center, has 18 transcriptionists and five radiology transcriptionists on staff, according to spokeswoman Michelle Peulen. She said Parkview has no plans right now to outsource those positions.

To see more of The Pueblo Chieftain, or to subscribe to the newspaper, go to http://www.chieftain.com.

Copyright (c) 2007, The Pueblo Chieftain, Colo.

Distributed by McClatchy-Tribune Information Services.

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пятница, 5 октября 2012 г.

Colorado Hospitals Begin Offering Discounts for Uninsured Patients. - Knight Ridder/Tribune Business News

By Marsha Austin, The Denver Post Knight Ridder/Tribune Business News

Feb. 29--After a year of intense pressure from civil rights advocates, Colorado hospitals have started discounting what they charge uninsured patients for care.

Still, many patients are slipping through the cracks, paying thousands of dollars more than those covered by government or private health programs and battling collection agencies over unpaid bills.

Widespread financial relief may have to wait until hospitals hash out complex legal questions with regulators in Washington, hospital officials say.

Health and Human Services Secretary Tommy Thompson said Feb. 19 that hospitals face no federal penalties for discounting the cost of care for the uninsured. However, executives at Colorado's largest hospital systems said they have no plans to deepen current discounts or extend relief to more of the middle-income uninsured.

'To us it's a confirmation of what we're already doing,' said Jay Picerno, chief executive officer of Centura Health, Colorado's largest hospital system.

On Jan. 1, Centura started giving discounts to uninsured patients with incomes of up to 400 percent of the federal poverty level, or $73,600 for a family of four. Centura also stopped placing liens on patients' homes or garnisheeing wages to collect on debts. HCA-owned HealthOne implemented a similar program last October.

The discount plans don't go far enough, however, said K.B. Forbes, executive director of Los Angeles- based advocacy group Consejo de Latinos Unidos.

Forbes has pressured hospitals in several markets nationwide, including Denver, to give uninsured patients the same discounts given to managed-care plans.

Uninsured patients are charged on average four to five times what hospitals charge health plans and up to 10 times what the federal government pays for the same care, statistics show. That's because hospitals charge those paying out of their pockets the full retail rate, a price that even hospital executives say is not a true reflection of what medical procedures actually cost.

California-based Tenet Healthcare has tentatively agreed to charge all uninsured patients the prices it charges health plans.

But Colorado hospital executives said Thompson's directive did not sweep away all regulatory hurdles to a universal discount plan.

Picerno said Centura fears being sued under federal laws that prohibit hospitals from offering financial incentives to lure patients.

And the federal government's Medicare payments to hospitals are based on their full retail charges. Picerno said two attorneys told him that because of that rule, discounting uninsured patients' bills would drastically reduce the amount of Medicare money Centura would get.

'We're stuck on that legal opinion,' he said.

HHS spokesman Bill Pierce said hospitals can discount care without fear of fines, lawsuits or financial penalties.

'We could not be more clear,' Pierce said. 'Hospitals can give discounts to the uninsured. -- If the hospitals are unable to understand our guidance, they should call.'

Scott Ferguson, a retired artist too young to qualify for Medicare, found out how high a bill can be without a discount after he had a heart attack last December.

Ferguson, 51, was admitted to the hospital with what was thought to be severe pneumonia. A six-day stay at Centura's St. Anthony Central Hospital revealed major heart problems. His care cost $66,900.

Ferguson had dropped his Blue Cross Blue Shield insurance plan the month before because the rates shot up too high, he said.

Ferguson has paid Centura $6,700 and plans to pay another $1,300 -- a total of $8,000, which is more than Medicare would be billed for the same care, according to federal reimbursement guides.

Centura's Picerno said that if Ferguson's annual income falls below $35,920, he will qualify for a discount under Centura's new charity care discount plan, and his bill would be reduced to $36,839. Ferguson is fighting to have his bill discounted.

Ferguson was one of more than 100 Denver-area residents who responded to an advertisement Forbes ran on a Spanish-language radio station recently.

The ad featured a man who said he had paid too much at HealthOne's Medical Center of Aurora.

Thirty-two patients met with Forbes last week to learn how to negotiate price breaks with the hospitals and to tell him about their experiences. Most were Hispanic.

Patients' bills ranged from $1,050 for a visit to the emergency room with a high fever to $55,000 for a broken ankle. In all, their bills total more than $700,000.

Almost everyone had entered through the emergency room. Some spent a few hours there. Others were admitted overnight.

All but two of the patients said they were not offered financial counseling or told about discounts.

'They don't talk about that,' said Dora Velasquez, who owes the Medical Center of Aurora $4,500.

The mother of two went to the emergency room because she was vomiting and dehydrated from the flu on Oct. 3, three days after HealthOne implemented its discount plan for the uninsured.

Her story was echoed by Humberto Patron, who had his appendix removed at Aurora Medical Center. He now owes $22,329 and claims health workers 'never, never told me about discounts.'

HealthOne executives said they work very hard to extend discounts and can't explain why patients aren't getting help.

'We're bending over backwards to help,' HealthOne spokeswoman Linda Kanamine said. 'In many of these cases there is a lack of communication. If we don't hear from them, what kind of business in the world says, 'Oh, OK, you don't have to pay?' '

To see more of The Denver Post, or to subscribe to the newspaper, go to http://www.denverpost.com

(c) 2004, The Denver Post. Distributed by Knight Ridder/Tribune Business News.

четверг, 4 октября 2012 г.

Operator to Close, Sell 12-Story Retirement Center in Colorado Springs, Colo. - Knight Ridder/Tribune Business News

By Rich Laden, The Gazette, Colorado Springs, Colo. Knight Ridder/Tribune Business News

Sep. 26--Medalion West, a 12-story retirement center on downtown Colorado Springs' eastern edge that's home to 106 senior citizens, is being closed and sold by operator Centura Health and will be turned into apartments or condominiums.

The deal is a testament to the increasing demand for downtown housing.

But it also caught Medalion West residents off guard, said Karen Hoskins, vice president of senior services for Centura Health. The closing is planned for Jan. 31.

The Englewood-based Centura says it's committed to relocating residents and will work with them and their families during the next few months.

If space is available, some residents might move to Medalion East, a Centura-owned retirement home at Union Boulevard and Bijou Street in the Springs. Other alternatives are Centura facilities in Denver or Pueblo, as well as other non-Centura centers in the Springs or elsewhere.

Medalion West, near the southeast corner of Wahsatch Avenue and Kiowa Street, is being purchased by Belvedere Enterprises LLC, a company formed solely to acquire and remodel the property.

David Crane, Centura's executive vice president, said the closing of Medalion West was a financial decision. The 39-year-old building needs major upgrades and Centura lacks the capital to invest. The building has no central air conditioning system and needs improvements to its windows, elevators, kitchen, apartments and roof.

'I'm sure on the eve of this decision, they (residents) may disagree,' Crane said. 'But it's just not a facility that we think we can be proud of on a going-forward basis.'

Centura Health operates nine other senior-living facilitates along the Front Range, none of which is affected by the Medalion West decision. Money from the sale of the building will be pumped back into other Centura senior centers, Crane said.

Of the 106 residents, about three-fourths live independently and the rest receive assistance. The building is 87 percent occupied.

Les Gruen, a longtime downtown booster and owner of Urban Strategies, a local real estate consulting and development firm, is managing partner of Belvedere Enterprises.

Belvedere has contracted to buy the building for an undisclosed price, he said. He declined to reveal the date when the deal is scheduled to be completed, but said the goal is to market the property by the end of 2002.

What type of housing it will contain is unknown. Gruen said Belvedere hasn't decided whether the building will be converted to condominiums or apartments.

The next several months will be spent conceiving designs and plans for the 93,000-square-foot building, Gruen said.

Despite an economic slowdown, Gruen said Belvedere is 'firmly committed' to the project. Downtown backers long have identified the need for area housing, and Belvedere thinks the market will be there. The building is less than a 10-minute walk from downtown.

'People are looking for ways they can enhance their quality of life and getting out of their car, to be able to walk where they want to go, is a tremendous asset, and certainly will favor this building as downtown housing,' Gruen said.

To see more of The Gazette, or to subscribe to the newspaper, go to http://www.gazette.com

среда, 3 октября 2012 г.

PORTERCARE LOSES INVESTMENT RATING STANDARD AND POOR'S CITES ONGOING LOSSES IN DOWNGRADING RATING TO A DOUBLE-B MINUS.(Business) - Rocky Mountain News (Denver, CO)

Byline: Michele Conklin News Staff Writer

PorterCare Adventist Health System, owner of three hospitals in the metro area, has lost its investment grade rating due to its involvement in financially struggling Centura Health.

Centura, the state's largest hospital system, is a joint management company formed in 1995 between PorterCare and the Sisters of Charity Health Services, now part of Catholic Health Initiatives. Centura manages PorterCare's Porter, Littleton and Avista hospitals.

After losing $8.2 million in the fiscal year ended June 30, Centura has lost $18 million in the first eight months of the current year. In addition, one-time losses from managed-care contracts, uncollectible accounts and a loan guarantee to Precedent Health Center could overshadow that amount, according to a report issued Monday by Standard & Poor's.

``It's going to be a pretty bad year,'' said Martin Arrick, a director in the New York office of Standard & Poor's. ``They have all this stuff happening at one time and they're going to take a huge hit this year. How much damage to the balance sheet is short term vs. long term is not clear. What is clear is they're having a lot of losses.''

The rating agency downgraded PorterCare from a triple-B rating to a double-B minus, a non-investment grade rating. It also has the organization on Credit Watch with negative implications, which means it could further lower the rating in coming months.

Catholic Health Initiatives, a national organization that is far less dependent on the Centura joint venture, has maintained its double-A rating.

Centura officials admit the organization is struggling but say efforts are under way to turn the situation around. Centura executives expect to have a plan in place by next month. They are looking at everything that will increase revenues and reduce costs, said Chief Executive Joe Swedish.

``A lot is just basic blocking and tackling,'' Swedish said. ``We cannot point to one issue over another. It's a combination of issues. All of them together created an operational performance that needs to be corrected and it will be corrected.''

Some of the steps that may be taken, according to a financial disclosure made to bondholders on April 28, include:

* Reducing the number of managed-care contracts that put Centura at financial risk when demand for hospital services increases.

* Staff reductions at Penrose-St. Francis Hospitals in Colorado Springs and St. Mary-Corwin Medical Center in Pueblo. Several hundred positions have been eliminated, primarily through attrition, Swedish said. No patient care positions were eliminated.

* Restructuring or closing the Centura Senior Life Center in Denver within six months. Closing the facility, which includes long-term care and nursing home units, is a remote option, Swedish said. It is more likely that the services will be restructured.

Centura's chief competitor, Columbia / HealthOne, anticipates much better news. That system, which owns five metro-area hospitals, expects to report a profit for 1998 after reporting a $46 million loss the year before.

вторник, 2 октября 2012 г.

HOSPITAL DIVERTS JOBS FOR NURSING ST. ANTHONY'S CUTS 25 AND TRANSFERS OTHERS TO ADDRESS CARE SHORTAGE.(Business) - Rocky Mountain News (Denver, CO)

Byline: Michael Perrault News Staff Writer

St. Anthony Central Hospital is cutting administrative and support jobs and shifting other positions to funnel more money to bedside nurses and other patient-care jobs.

But the 500-bed Denver hospital, founded in 1892 to care for Colorado's gold rush settlers, has job openings for some 85 nurses, 52 technical specialists and 19 patient-support jobs - the most difficult positions to fill for hospitals across the metro area.

``We're still hiring,'' said hospital spokeswoman Bev Lilly, who declined to say how many non-patient-care jobs are being trimmed.

Like other hospitals in the Centura Health system, St. Anthony Central's costs for salaries and benefits have spiraled, in part because of high-cost temporary staffing resulting from the Denver area's chronic nursing shortage.

``Looking to the future and to stay proactive in the current health-care climate, we have made moderate reductions in staff,'' Lilly said.

``Because of the size of our (Centura Health's) health-care system, we have successfully transferred many of those staff members to other positions or other facilities, so this has resulted in affecting less than 25 staff members at St. Anthony Hospital.''

Centura, Colorado's largest health-care system with 10 hospitals and numerous senior and home-care hospices along the Front Range, saw its salary and benefits expenses jump more than 13 percent in fiscal 2001, with temporary staffing costs for nurses taking a significant toll.

In addition to 85 nurse vacancies at St. Anthony Central, Centura needs 100 nurses at Porter Adventist Hospital, 38 at St. Anthony North in Westminster, 34 at Littleton Adventist, and 126 at Penrose-St. Francis in Colorado Springs, according to job postings listed Friday on Centura's Web site.

Centura's St. Anthony hospitals also were hit with a 73 percent increase in charity care for the poor and uninsured during fiscal 2001 compared with a year earlier. System wide, Centura's hospitals tallied $113 million in unreimbursed care during the fiscal year, said Joseph Swedish, president and chief executive officer of Centura Health.

This year, Centura expects its pharmaceutical costs to increase an average of 16 percent and supply costs to increase about 5 percent, despite ``aggressive cost-control measures,'' Centura officials said.

In fiscal 2001, Centura posted nearly $1.1 billion in revenue, earning $141 million in net income and solidifying a financial turnaround from several years ago. But Centura remains aggressive about controlling operating costs, even as it invests $190 million to expand Littleton, Avista, St. Anthony North and St. Thomas More hospitals and to build a new hospital in Douglas County.

``We are facing sizable challenges in the future that will require a fiscally stable organization,'' Swedish said.

Executives from Colorado's hospitals, educators and government officials have come together in recent months to seek solutions to the growing nursing shortage. Initiatives such as the Colorado Center for Nursing Excellence aim to address a shortage for registered nurses that could reach 35,000 in Colorado by 2006, according to the Colorado Department of Labor.

Resolving the shortage will take more than merely pumping dollars into recruiting, said Robert Espinosa, a spokesman for the Service Employees Union in Colorado, which represents several thousand health-care workers.

``It's as much a retention issue,'' Espinosa said.

понедельник, 1 октября 2012 г.

Colorado's Largest Hospital System Balks on Discounting Services to Uninsured. - The Denver Post (Denver, CO)

Byline: Marsha Austin

Dec. 16--Colorado's largest hospital system has backed out of a plan to discount services to the uninsured, patient advocates said Monday.

Last spring, Centura Health told two nonprofits that it would offer uninsured patients the same discounts health plans get, which would result in potentially thousands of dollars in savings for individuals.

But after months of negotiations with Los Angeles-based civil rights group Consejo de Latinos Unidos and the Colorado Consumer Health Initiative, Centura has decided not to commit to the price breaks.

'We recognize the problem, but we want to address it in a thoughtful way,' said Pam Nicholson, Centura vice president of advocacy.

Giving the uninsured discounts may violate several federal laws, including one that bars hospitals from using financial incentives to draw customers and another that prohibits them from charging different prices for the same care, Centura's attorney Chris Ordelheide said.

K.B. Forbes, Consejo's executive director, called the hospital's decision 'blatantly wrong for the No. 1 hospital chain in Colorado, one that calls itself faith-based, to say, 'We are going to continue our discriminatory practices of price gouging,' ' Forbes said.

All Centura had to do to alleviate legal concerns was follow in the footsteps of hospital giant Tenet Healthcare Corp. and say its pact with the uninsured would be enacted pending government approval, Colorado Consumer Health Initiative advocate Lorez Meinhold said.

Patient advocates simply want Centura to commit to charging uninsured patients 'a fair and reasonable rate,' she said.

Centura is considering changes to its bill-collecting practices, including eliminating tactics like putting liens on patients' homes and suing patients who are unemployed or unable to pay.

Centura also is developing a plan to provide financial assistance to patients with income of no more than 400 percent of the poverty line, or about $73,600 for a family of four. At this level, more than 80 percent of the uninsured would qualify, Nicholson said.

Hospitals, including Centura, typically charge uninsured patients who don't qualify for charity care full price for treatment, which can be up to five times the rate hospitals are reimbursed for insured patients, a Denver Post investigation of court records found in January.

Forbes says Centura's proposed policy changes don't go far enough toward easing the financial burden of the uninsured.

Centura approached Forbes in February, after he teamed up with the Colorado Consumer Health Initiative to run a series of radio advertisements, recruiting patients who had been harassed by hospital bill collectors and those who thought they had been overcharged.

'They said, 'We are going to correct this,' ' he said.

Forbes is running a national campaign to eradicate aggressive collection practices and negotiate what he says are fairer prices for uninsured patients.

Around the time Forbes began working with Centura, Consejo secured an agreement with Santa Barbara, Calif.-based Tenet, in which the 101-hospital chain agreed to discount uninsured patients' bills and to not place liens on homes or to sue patients for unpaid bills.

Tenet has since implemented the new bill-collection practices and is waiting for federal approval of its price discounts, Tenet spokesman Steve Campanini said.

Forbes gave Centura executives a copy of the Tenet compact, and they developed a similar policy that incorporated the faith-based values of the joint Catholic-Adventist venture.

Forbes and Meinhold reviewed the document in June, and in October, the groups were planning the announcement of the new policy. But then the hospital system abruptly pulled back, he said.

To see more of The Denver Post, or to subscribe to the newspaper, go to http://www.denverpost.com

(c) 2003, The Denver Post. Distributed by Knight Ridder/Tribune Business News.

воскресенье, 30 сентября 2012 г.

HOSPICE PROGRAM FOR CHILDREN.(Spotlight on Health & Fitness) - Rocky Mountain News (Denver, CO)

Byline: Jenny Deam News Staff Writer

While there is probably nothing to lift a family's burden when a child is dying, a new hospice program may help to ease the load.

Children's Hospital Home Care, in connection with Centura Porter Hospice, has launched a new program designed for terminally ill children and their families.

It is called The Butterfly Program, borrowing from the symbolism of transition. In this case it is the transition into the final stages of life.

When a child is gravely ill, experts say, the family most often simply wants him or her to be comfortable and in familiar surroundings. That means home. But because of the child's condition as well as the emotional stress on all involved, families need help.

That's where The Butterfly Program comes in, said Dee Mueller, a spokeswoman for Centura Home Care and Hospice. Included in the hospice program are pediatric nursing services, therapy - both physical and emotional - and respite care for parents and siblings of the ill child. That can include anything from sitting at the child's bedside so parents can get some sleep to running errands and playing with other children in the family, who often feel neglected.

The program also provides bereavement counseling for the family after the child dies.

суббота, 29 сентября 2012 г.

MOM'S MENTAL HEALTH KEY IN MURDER CASE WOMAN ACCUSED OF KILLING HER TWO CHILDREN HAD BEEN TREATED FOR POSTPARTUM DEPRESSION.(Local) - Rocky Mountain News (Denver, CO)

Byline: Kevin Vaughan Rocky Mountain News Staff Writer

JEFFERSON COUNTY -- A mother accused of killing her two children goes to court Monday, beginning a legal proceeding that experts said will hinge on her mental health.

Bethe Feltman remained under police guard Friday at Centura Health Porter Hospital in Denver, where she is undergoing a psychological evaluation. She has been charged with two counts of first-degree murder in the April 9 slayings of Ben, 3, and Moriah, 3 months.

``Unlike most cases, where some hedging of the bets is appropriate, I would say there's a 100-percent, take-it-to-the-bank guarantee that the sole defense at any trial will be mental status,'' said Denver attorney Scott Robinson.

Robinson said his belief is rooted in what he knows about the case.

According to court documents, Bethe Feltman had struggled with postpartum depression since the Moriah's birth New Year's Day.

Her husband, Wade, had come home April 9 to find both children dead and Bethe incoherent in the couple's Jefferson County home.

Coroner's investigators concluded that both children were given drugs, and that Ben was strangled and Moriah suffocated.

Bethe Feltman had spent time in the hospital in the week before the children were killed and was scheduled to see a doctor again the next day, according to court documents.

She is scheduled to appear in court at 1:30 p.m. Monday. There, her mental competency is expected to be raised. A judge will be asked to determine whether she is able to understand the proceedings and assist her lawyer, Craig Truman, in her defense.

Truman declined to discuss the details of the case.

If the court determines Feltman is not competent, the proceedings would be on hold until her competency is restored.

A separate issue would be her sanity when the killings occurred. If she were to plead not guilty by reason of insanity, she would likely undergo an extensive psychiatric evaluation.

``If she's ruled sane, the chances are great the defense will ask for a second opinion - 100 percent,'' Robinson said. ``But if she's ruled insane, it's not inconceivable that the district attorney . . . might accept that.''

In that case, Feltman would be sent to the state mental hospital until she could demonstrate she wasn't a threat.

пятница, 28 сентября 2012 г.

HEALTH AND FITNESS BRIEFS.(Lifestyles/Spotlight) - Rocky Mountain News (Denver, CO)

Byline: Compiled by Debra Melani

Magazine ranks Denver 6th fittest city in U.S.

Denver ranked as the nation's sixth fittest city in Men's Fitness magazine's ``America's Fattest Cities'' report, escaping the dreaded ``fattest'' list.

That designation - fattest city in America - went to Houston, followed by Detroit, Philadelphia, New Orleans and Columbus, Ohio, in that order.

Bumping Denver down to sixth place on the ``fittest city'' list were San Diego at No. 1, followed by a tie for the No. 2 spot with Honolulu and San Francisco. Seattle made the fourth spot, followed by Minneapolis at No. 5.

Men's Fitness found some key factors, such as the amount of open space and parks, commute time, availability of junk food and the quality of air and water, made a difference in a city's fitness level.

Health care systems join forces to help needy

Metro-area community programs in need of wheelchairs, beds and other medical supplies soon will have some headed their way, thanks to a medical partnership announced recently by Centura Health, Exempla Healthcare and HealthONE.

The three major health care systems each expect to donate about $100,000 worth of surplus items a year through the initiative called ``Hospital Attic.'' Providers' Resource Clearinghouse, a local nonprofit, will provide transportation, storage and distribution of donated goods and will act as a central referring point. Colorado nonprofits with 501(c)(3) status can contact the clearinghouse at (303) 296-8580.

Carbon monoxide poisoning increases in winter

What seems like the flu might be a deadlier poison making people sick this time of year, according to the American College of Emergency Physicians.

Carbon-monoxide poisonings increase during the winter months, when houses are sealed tightly and heaters, stoves and furnaces are continually in use. The gas is invisible and odorless and can kill quickly.

Symptoms of poisoning can mimic the flu, including headache, fatigue, nausea, dizziness, confusion and irritability. Continued exposure can lead to vomiting, weakness, miscarriage, brain damage, heart attack, breathing problems and death.

The ACEP offered the following precautions:

* Have fuel-burning appliances professionally checked annually.

* Choose appliances that vent fumes outside.

* Make sure appliances are properly installed, following proper venting directions.

* Never use a gas oven to heat your home.

четверг, 27 сентября 2012 г.

A TURN FOR THE BETTER SYMPOSIUM AIMS TO HELP WOMEN TAKE CHARGE OF CHANGE.(Spotlight on Health & Fitness) - Rocky Mountain News (Denver, CO)

Byline: Leslie A. Young Rocky Mountain News Staff Writer

Change is one of life's few certainties.

At 31, Tracey Brummett of Denver knows that all too well.

For months she's been organizing Embracing Transitions: A Women's Health Symposium. During that time she's become the woman for whom she designed the conference.

In short, she and her husband have just hit a wall in their plans to have children.

``Intellectually, I thought I was prepared, but emotionally, I found it hit me really hard,'' she says.

Throughout the turmoil, Brummett has worked to maintain control. One thing that's helped is an emotional-fitness test designed by Susan Heitler, a Denver clinical psychologist.

Heitler will be the keynote speaker at the health symposium, to be held March 14 on the Auraria campus. The conference focuses on inevitable health crossroads women face and their options.

The conference goal is ``to raise women's consciousness about change and the fact that they have choices and they can help affect the changes in their lives,'' Brummett says. ``It doesn't just have to happen to them.''

Empowering women to face change represents a shift in psychotherapy, Heitler says.

``Initially, the field of psychotherapy looked at people who were emotionally injured and how to help them heal,'' she says. ``Emotional fitness looks at how people can prevent injuries.''

Heitler's test has 10 questions. A high score reflects a resilience that's like money in the bank for the challenges around the bend, she says. The woman probably possesses useful tools: a positive attitude toward herself; an openness not only to her own feelings but to the feelings of others; a talent for saying what's on her mind in a tactful way; an ability to take care of herself physically.

If your score indicates you're emotionally weak, that means you're susceptible to emotional injuries that ``show up as depression, anxiety disorders, excessive anger, angry outbursts or irritability,'' Heitler says.

The test isn't highly scientific, she says. ``It's more like a quick little checklist to get a very quick overview of where you stand emotionally at this point in your life.''

Brummett took the test during the symposium's initial planning phase, then again after her crisis.

``My score is lower right now,'' she says. ``I'm in a more emotionally brittle state.''

This self-understanding isn't trivial, Heitler says, because emotions are like traffic signals: ``Emotional fitness involves the abiliy to accurit from emn street ce up in orhere. Soment is happening here.' ''

Heitler sashe also us the ``RTD system'': R means gs, T is to think abtably, humhree level, she says. Recognizing feelings can be difficult. For some, it's easy to ignore them, but ``there's enormous power in being able to put a label on something.''

And if you don't think through your feelings, ``you're at risk for letting feelings go straight from your gut to your mouth,'' Heitler says.

The ``doing'' applies to yourself, she emphasizes. It's easy to decide what someone else should do, she says, but taking responsibility for your actions is empowering.

In sorting through her crisis, Brummett doesn't need traffic signals to tell her she's in pain, but she says the emotional-fitness test has helped her understand how she handles problems, and most important, it's helped her identify her support systems.

INFOBOX

IF YOU GO:

Embracing Transitions: A Women's Health Symposium, 11 a.m. to 5:30 p.m. March 14, University of Colorado at Denver, North Building. The conference is sponsored by Bea Romer's Colorado Women's Health Campaign, American WholeHealth, Colorado Parent and Centura Health. Cost: $35, with proceeds donated to the Colorado Women's Health Campaign. On-site parking: $2. Registration: 320-1000.

Questions from the Emotional Fitness Test:

* I feel irritated at home, at work or on the road: (1) pretty much every day, (2) from once to a few times a week, (3) rarely

* I find that I smile warmly, talk openly and express affection to people close to me: (1) less than once a week, (2) several times a week, (3) pretty much every day.

* I think negative thoughts about myself (thoughts like, ``That was dumb!''): (1) often, (2) sometimes, (3) rarely.

- By Susan Heitler, Ph.D.

CAPTION(S):

Color photo

среда, 26 сентября 2012 г.

HEALTH WORKERS FACE SMALLPOX DECISION; 1ST SHOTS ON FRIDAY.(NATION/WORLD) - The Capital Times

Byline: Associated Press

Across the country, doctors, nurses and public health officials are making some hard choices about whether to get the smallpox shot for the good of the country.

In the coming weeks, health care workers will be deciding whether to volunteer to be vaccinated so they can be ready to respond to a smallpox bioterrorist attack. The first shots will be given Friday in Connecticut, the first state ready with the vaccine.

Nebraska, Vermont and Los Angeles County also had received vaccine shipments by Wednesday but were waiting at least until next week to begin vaccinating.

Worries about the vaccine's fierce side effects and the threat that it may even sicken people near those vaccinated have prompted a number of nurses to refuse.

As an emergency room nurse in Milwaukee, Lisa Hass-Peters knows she is a prime candidate for a smallpox response team.

But her husband, Jeff, has had two liver transplants, leaving his immune system weakened. That means the smallpox vaccine - made from a live virus related to smallpox - could make him sick. He could be infected from the scab on her arm caused by the vaccine.

'I didn't hesitate to decline,' said Hass-Peters, who works at Milwaukee's Froedtert Memorial Lutheran Hospital. 'If I truly was exposed, I guess I would be weighing my options again. But I don't feel a threat at this particular moment.'

In a recent survey, 63 percent of 2,600 nurses responding said they would get the smallpox shot, 13 percent said they wouldn't and 24 percent were undecided, according to the National Network for Immunization Information, a coalition of several health trade groups.

Ultimately, the government plans to vaccinate nearly 500,000 health workers. But even some major hospitals are refusing the vaccine, including Colorado's largest chain, Centura Health with 10 hospitals; and Grady Memorial Hospital in Atlanta, home of the Centers for Disease Control and Prevention, which is shipping vaccine to the states.

The risk of a smallpox attack is unknown, and the chance that any given person will be exposed is small, an advisory panel for the Institute of Medicine said recently.

But the risks of the vaccine are well-known. Some people may have sore arms and fever or feel sick enough to miss work. As many as 40 people out of every million vaccinated for the first time will face life-threatening reactions, and one or two will die.

The vaccine is not recommended for people with skin problems, such as eczema, or those with weak immune systems, such as HIV, transplant or cancer patients.

вторник, 25 сентября 2012 г.

Memorial Health Systems in Colorado Springs looking at ways to expand market share - Colorado Springs Business Journal

Memorial Health Systems has an opportunity to expand its marketshare through expanding to other parts of Colorado -- even toKansas.

The hospital system is beginning to reinvent itself as a regionalcenter, and is building the infrastructure to compete, said MikeScialdone, CFO for the system at Memorial's monthly update to thecity council.

After spending the last two years recouping form a devastatingfinancial hit in 2008, Memorial is ready to begin spending oninfrastructure and reorganization, he said.

'We've lost a great number of outpatient visits for imaging andradiology,' he said. 'Insurance companies are sending more people tothe freestanding centers, and not the hospital. We're reorganizingthe department -- to be more competitive and more efficient.'

That's just one way the hospital plans to compete in a complexhealth care environment. It needs to stop thinking of itself as a'hospital,' only, said CEO Larry McEvoy.

'We need to move away from thinking of ourselves as a bricks-and-mortar building and move toward thinking of ourselves as a networkof physicians who are providing regional care.'

Currently, 87 percent of Memorial's patients come from itsprimary area -- El Paso County. There's an opportunity to expand tothe secondary and tertiary markets, which include counties on theeastern plains, western slope and even into Kansas.

The way to do that is to provide those communities with expertisethey don't already have, he said.

'Then, when they have a deep-water issue -- like heart surgery orcancer -- they'll come to us,' he said. 'We don't want to do this ina predatory way, but we do want to be good neighbors.'

The move to focus regionally makes sense locally, McEvoy said.

'If we grow our business regionally, then it brings resourceshome to take care of people here,' he said. 'It's what hospitals aredoing now.'

It's a switch from past thinking about the health care industry,he said. Hospitals used to only think about the local market.

'But we don't want to grow by hurting Penrose (St. Francis HealthServices),' he said. 'We view them as a partner. But we do want togrow, and this is the way to do it.'

It's also an opportunity Penrose doesn't have. It's part ofCentura Health, which already has hospitals in Canon City andPueblo.

'They don't have as much room to expand as we do,' Scialdonesaid. 'It's another reason this makes sense.'

Scialdone and McEvoy made their pitch to council as they alsogave them number from 2010 and April 2011. Those numbers showdeclining inpatient volumes and fewer outpatient visits.

In 2010, the hospital saw an 8 percent decrease in admissions forinpatient admissions, and a 6.6 decrease in outpatient visits. Thebright areas of the financial picture: emergency room visits were up4.2 percent and the net income margin grew to 5.8 percent, showing ahealthy hospital environment.

'Our days of cash on hand and our overall net income increased,'Scialdone said. 'That was due to the health of our investments in2010. The markets were strong, so we did well.'

Net revenues were down for the year, from the anticipated $574million to $536 million, he said.

The monthly snapshot for April 2011 was a little brighter.Admissions were down 9.4 percent from what the hospital budgeted and8.8 percent for the same month in 2010.

Outpatient visits for April were up 1.1 percent from budget and4.2 percent from April 2010.

Overall, net patient revenue for the month was $180 million, downfrom the $198 million budgeted by 8.7 percent, but up from the sametime last year by 1.9 percent. April 2010 saw net patient revenuesof $177.5 million.

'These numbers show we can't put off changes,' Scialdone said.'We have to invest now, and we have to invest in the right places.That's what we're doing in 2011 to prepare for the future.'

If the hospital hopes to expand to other markets outside ColoradoSprings, it will have to be free of city control. As a municipallyowned system, city law prohibits expansion beyond El Paso County.

понедельник, 24 сентября 2012 г.

Health workers weigh vaccine - The Columbian (Vancouver, WA)

The needle that delivers smallpox vaccine is only about 3 incheslong, with two tiny prongs at one end. But for legions of healthcare workers nationwide, it symbolizes a complex personal choice.

These doctors, nurses and public health officials must decidewhether to volunteer for the vaccine some as early as Friday sothey could treat patients in a bioterrorist smallpox attack. But thevaccine itself can cause fierce side effects and even sicken othersclose to those vaccinated.

As an emergency-room nurse in Milwaukee, Lisa Hass-Peters knowsshe is a prime candidate for a smallpox response team.

But her husband, Jeff, has had two liver transplants, leaving hisimmune system weakened. That means the smallpox vaccine made from alive virus related to smallpox could make him sick. He could beinfected from the scab on her arm caused by the vaccine.

'I didn't hesitate to decline,' said Hass-Peters, who works atMilwaukee's Froedtert Memorial Lutheran Hospital. 'If I truly wasexposed, I guess I would be weighing my options again. But I don'tfeel a threat at this particular moment.'

The government plans to vaccinate nearly 500,000 health workers.So far, only Connecticut said it was ready to begin vaccinations onFriday, the day a law protecting those giving the shots fromlawsuits takes effect. Los Angeles County, Vermont and Nebraska arethe only other locations that had received the vaccine shipmentsWednesday.

Strictly voluntary, the vaccine is aimed at creating smallpoxresponse teams for treating patients in an attack. But some healthcare workers and hospitals are refusing because of the risks fromthe vaccine itself.

Though in the minority, major hospitals refusing to vaccinatetheir workers range from Colorado's largest chain, Centura Healthwith 10 hospitals, to Grady Memorial Hospital in Atlanta, home ofthe Centers for Disease Control and Prevention, which is shippingvaccine to the states.

The risk of a smallpox attack is unknown, and the chance that anygiven person will be exposed is small, an advisory panel for theInstitute of Medicine said recently in urging the government to goslower with the vaccinations.

But the risks of the vaccine are well-known. Some people may havesore arms and fever or feel sick enough to miss work. As many as 40people out of every million vaccinated for the first time will facelife-threatening reactions, and one or two will die.

The vaccine is not recommended for people with skin problems,such as eczema, or those with weak immune systems, such as HIV,transplant or cancer patients. The government says even people withfamily members in those categories should be screened out.

Health care unions have criticized the Bush administration,accusing it of cutting corners on screening and training. They alsoworry that people who have side effects or miss work may not befully compensated; the government says it is working on a plan.

ON THE WEB

Vaccine facts:

воскресенье, 23 сентября 2012 г.

Even people with insurance having trouble paying for health care. - Knight Ridder/Tribune Business News

By Jean P. Fisher, The News & Observer, Raleigh, N.C. Knight Ridder/Tribune Business News

Jul. 11--Eighty percent off sounds like a great deal. But if the starting price is high enough, even 20 percent can be too much to part with. Alfred Smith of Zebulon doesn't have much choice.

Smith, 57, suffers from kidney failure. He's on the transplant list at Duke University Health System, and he hopes to have his worn-out organs replaced with a healthy donated kidney as soon as one becomes available.

Because he is disabled, Smith qualifies for Medicare, which will pay for 80 percent of the $100,000 operation. It's never clear exactly how much the patient will owe because of the complexities of medical billing and coverage, but Smith figures he should be prepared to be responsible for as much as $20,000.

It's an amount that Smith says he isn't even close to being able to pay. He was forced to quit his job as a wastewater treatment operator at a Knightdale manufacturing plant three years ago when he began dialysis treatments.

The surgery would take place regardless, but Smith is trying pull together at least some of the money by asking for donations. He's got some time to work on it. Smith said he likely will have to wait at least two more years before a kidney becomes available from an anonymous donor. The transplant would come sooner if a living donor volunteers to give him a kidney.

'There is no way I can do this on my own,' said Smith, who gets by on monthly disability benefits of just over $1,300. 'I'm living paycheck to paycheck.'

Smith's case is an extreme one.

But paying medical bills is a struggle for millions of Americans -- including people who have health coverage through Medicare or private insurance. And it's probably going to get worse as health-care costs soar and budget-conscious employers shift more of the financial responsibility to workers.

About 20 million U.S. families had problems paying medical bills in 2003, according to a national survey of 25,400 families recently released by the Center for Studying Health System Change. More than two-thirds of families that said they struggled had health insurance.

The center didn't indicate the survey's margin of sampling error. Nor did the survey define what it means to have difficulty paying medical bills.

But families reported situations such as being contacted by collection agencies, postponing a major household purchase such as a car or borrowing money to pay health-care bills. Consumers also said they had to forgo doctor's visits or leave prescriptions unfilled because they had no money to pay or feared racking up additional medical bills.

A similar survey of 4,052 people released in March by the Commonwealth Fund found that 71 million working-age adults had trouble paying medical bills. This survey also did not define 'trouble,' and it did not report its margin of sampling error.

But it found that 44 percent of people who said they struggled used all or most of their savings to pay medical bills, and 20 percent incurred large credit-card debt or had to take a loan against their home to cover health expenses. Just over a fourth of people who had problems paying said they had been unable to pay for basic necessities such as food, heat or rent because of medical bills.

Smith says he already spends a good chunk of his income on medical care. About $300 a month goes to pay for medicine alone. Smith takes pills for high blood pressure and diabetes, a disease that contributes to his kidney problems.

The Raleigh dialysis clinic that treats him accepts Medicare's reimbursement as payment in full, so Smith doesn't face out-of-pocket expenses for the four-hour treatments he must have three times a week. Dialysis flushes waste materials from his bloodstream -- normally the kidneys' job.

Smith recently learned he might qualify for a discount program Duke established in January for people with limited incomes. Based on Smith's annual income, the Duke program could waive its right to collect any of the cost of the transplant from him. Smith plans to show the health system proof of his income by submitting a copy of his disability check stub and other financial documents to see whether he qualifies.

But Smith still fears he won't be able to pay for anti-rejection medicine after his surgery. He hopes people will be willing to donate money to help him pay for the $300-a-month drugs, which he will have to take for the rest of his life. Smith has siblings in Zebulon but said they aren't in a position to help financially.

So Smith set up an account at a Centura bank branch to receive donations, an idea he got after checking out a few organizations for kidney patients. Then he prepared fliers explaining his plight, requesting that donations be mailed directly to the bank. So far, his church has donated $100.

'I've worked in sales, so I'm not shy about asking people for money,' said Smith, who sold cars for a time after leaving his wastewater treatment job. Ultimately, he said it became clear that working was too hard on his health.

Medical inflation and a trend toward higher out-of-pocket costs for consumers are making it harder for all patients to keep up with medical bills. Costs for physician and hospital care, medical technology and medicines have been rising by 10 percent or more for at least the past four years and show few signs of slowing.

Medicare members such as Smith are particularly exposed because there is no cap on what they can be asked to pay out of pocket, unlike most private insurance plans. The lack of a limit on out-of-pocket costs is considered by health insurance experts to be one of the most serious flaws in the federal insurance program.

Employers, who pay for most private health insurance, have been sharing the pain by increasing deductibles, co-payments and other out-of-pocket costs.

'For many people, maybe those increases do not take a big bite, but if you need a lot of health care, it adds up fast,' said Peter Cunningham, a senior health researcher at the Center for Studying Health System Change and co-author of the medical debt study.

According to the survey, about 23 percent of families with out-of-pocket expenses of between $801 and $2,000 said they had trouble paying those bills. And when such costs were more than $2,000 a year, nearly 35 percent of people said they had difficulty paying.

Most industry watchers expect out-of-pocket costs to continue rising. Employers still see passing costs on to workers as the best way to trim soaring increases in health insurance costs, said Steve Graybill, a senior health-care consultant in the Charlotte offices of Mercer Human Resources Consulting.

People who buy their own health insurance are gravitating to higher-deductible plans to save on premiums. That means more money out of consumers' pockets before coverage kicks in.

'What's happening here is that everything is pushing more responsibility to the consumer,' Graybill said. 'It's a hard message.'

PAYMENT TIPS

KNOW YOUR COVERAGE: Review the summary of benefits that describes exactly what is covered by private health insurance. This can be a good starting point to determine eligible care and out-of-pocket expenses. Many health plans also make summaries of benefits available on their Internet sites.

ASK ABOUT HELP: Most hospitals and doctor's offices have professionals on staff to route patients with limited income into programs that may pay for their health care, see whether they qualify for charity care or get them a discounted price. To qualify for such programs, patients usually must submit proof of their income, including copies of check stubs and tax documents. Getting signed up before treatment can reduce a qualified patient's risk of racking up debt.

CHECK FOR ERRORS: Patients can ask for itemized medical bills. After expensive or complex medical care, check billing statements for double billing or charges for care that was not delivered.

SET UP AND USE AN INSTALLMENT PLAN: Most health-care providers say they allow patients to pay large balances over time. Usually, if patients make a reasonable effort to pay, providers will not send them to collections. Failing to pay medical bills can result in a blemish on your credit report.

USE OTHER PROGRAMS: If your company offers flexible spending accounts, you can use one to reduce taxes by setting aside pretax income for many health-care expenses. If you can afford supplemental insurance to cover out-of-pocket medical expenses, think about buying it, especially if you expect to need care.

To see more of The News & Observer, or to subscribe to the newspaper, go to http://www.newsobserver.com.

HEALTH CARE.(foodservice market)(Brief Article)(Statistical Data Included) - Restaurants & Institutions

Flexibility and entrepreneurial thinking are musts for self-operated health-care foodservice operators.

In addition to the economic vagaries with which all of foodservice wrestles, self-operated health-care foodservice operators have been contending with HMO-imposed revenue constraints. The segment's entrepreneurial responses have been numerous, ranging from expansion of room service, point-of-service carts and food-court dining arrangements to establishing shared-service agreements among facilities and converting to centralized food preparation.

Rather than cut services to meet the reduced budgets, many who work within health-care foodservice instead opt to develop new business strategies. Shared-service agreements with sister facilities, offering room service and upgrading menus to boost participation are among the changes operators are making.

Properly managed, the massive production capabilities of a central kitchen cook up plenty of opportunities. At Continuum Health Partners in New York, a consortium of 10 medical facilities, a central kitchen prepares the 12,000 meals served daily.

Extra capacity allows Continuum Director of Foodservice Barry Schlossberg to provide foodservice to hospitals outside the Continuum umbrella. The latest to sign on is Manhattan's North General Hospital. Continuum gains management income and leadership opportunities for managers; North General says it has realized a 15% drop in foodservice costs while its patients get broader menu choices. 'Delivering meals in bulk is what we do best,' says Schlossberg.

Many foodservice operators find that properly organized room-service operations can reduce costs, food waste and inventor, while pleasing staff and patients. Via Christi Health System, a 2,400-bed system in Wichita, Kan., is integrating room-service operations with its oncology and pediatrics departments and already has seen patient-satisfaction scores rise. Covenant Hospital in Saginaw, Mich., and St. Anthony Hospital-Centura Health in Denver have completed the transition to room service.

Improving food quality and variety top the must-do lists for many operators. At Bergen Regional Medical Center, a 1,172-bed facility in Paramus, N.J., Executive Chef Anthony Mongiello and his team survey patients and medical staff and conduct regular resident council meetings to gather menu feedback. Findings are incorporated into a main four-week-cycle menu that includes such favorites as crab cakes, tuna fajita wraps, honey-mustard chicken and pasta primavera.

'We're taking a unit-by-unit approach,' says Barry Kriesberg, Bergen's vice president of facilities and support services. 'The psychiatric ward alone has five different menus. A year ago [before the hospital became self-operated], all patients [selected from] the same menu.

Behind-the-scenes efficiencies keep costs down. Trayline assembly times were cut by 40 minutes per meal period after time studies identified key people to work critical points. Ensuring all food was in place before starting assembly eliminated missing components that used to cause line stoppages.

Bergen's menus are used by eight nursing-home facilities, operated by the same parent company, iCare Management in Englewood, Col.

CAPSULE: HEALTH CARE

* 2001 segment sales [1]: $12.437 billion

* Nominal growth ('00-'01) [1]: 0.7%

* Share of total foodservice market [1]: 3%

* Share of noncommercial market [1]: 13%

* Business trends: Centralized food production; stronger retail focus; room service; carryout; online purchasing.

* Key issues: Hospital mergers; multidepartment management; labor shortages; budget cutbacks; growing long-term-care population.

суббота, 22 сентября 2012 г.

Christus crawling toward profitability.(Christus Health)(Brief Article)(Statistical Data Included) - Modern Healthcare

Christus Health hasn't climbed all the way out of its financial hole, but at least the 33-hospital Irving, Texas-based system has stopped digging.

After losing $146.1 million on operations in fiscal 1999, which ended June 30 of that year, Christus slowed its operating losses to $65.4 million in fiscal 2000, or enough to show a total profit

of $74 million when investment income is included.

In 2001, the company expects its operations to be in the black, with an estimated operating profit of $10.8 million, with total profits expected to be $66.2 million.

``We have been on a very diligent and focused course,'' said Thomas Royer, M.D., Christus Health's president and chief executive officer. ``At no time have we gone into what I consider a crisis mode.''

Like Philadelphia-based University of Pennsylvania Health System and Englewood, Colo.-based Centura Health, Christus used a combination of selling or closing money-losing businesses and improving central-office procedures to effect the turnaround.

The task was all the more difficult because Christus Health is a combination of Sisters of Charity Healthcare System, Houston, and Incarnate Word Health System, San Antonio, that began combined operations Feb. 1, 1999.

Christus sold its interest in Memorial/Sisters of Charity Health Network, an HMO joint venture with Memorial Hermann Healthcare System, Houston, to Louisville, Ky.-based Humana. Christus also shut down a physician contracting network, the Northern Louisiana Physician Hospital Organization.

As a system, Christus worked on supply issues. Christus reviewed its vendor contracts to ensure that the system was taking full advantage of them and worked to set lower inventory levels to save on purchasing costs.

Employees in the billing department were retrained and new workers were hired to make the system's bills more accurate as part of an effort to speed average payment time, Royer said.

Christus also is looking to hire its first ``director of the revenue cycle'' to work with each of the 14 regional systems that make up Christus Health on payment issues, Royer said.

Each of the regions also reviewed all of its businesses and many trimmed services such as home health and psychiatric care or outsourced functions such as food and laundry services, Royer said.

Mostly through attrition, Christus also has trimmed its workforce by about 1,000 full-time equivalents to about 24,000 FTEs systemwide. About 800 FTEs were trimmed in two of the system's most troubled markets, the San Antonio area

and northern Louisiana, Royer said.

Royer said he considers almost all of these moves as one form of growth or another, along the lines of what economists call ``creative destruction,'' in which new, better ideas force out the old ways of doing business.

``In some instances, (growth) means new and more. In some instances, it means less, `garage-saling' some things that we don't think we need to be doing anymore,'' Royer said. ``That is not an easy thing to do,'' but careful planning and good communications with customers and partners smoothed out the process, he added.

The changes have impressed Standard & Poor's, a New York-based credit-rating agency. Christus Health has stabilized and has retained its investment grade, or A, bond rating, said Martin Arrick, a healthcare analyst for Standard & Poor's.

пятница, 21 сентября 2012 г.

Health-care workers find jobs with no trouble at all - The Gazette (Colorado Springs, CO)

Local retail sales are down, manufacturing is slow and the high-tech sector has laid off some 600 people this year, but you can landa job tomorrow - if you're a qualified nurse or medical technician.

Penrose-St. Francis Health Services has about 250 job openingslisted on the company's Web site, www.centura.org, everything fromcouriers to nurses and lab technicians. Memorial Hospital's Web site,www.memorialhospital.com, lists about 110 openings.

Fort Carson recently advertised a pharmacist position with astarting salary of $60,000 a year, and four nursing homes are waving$2,000 signing bonuses for any nurse who will hire on.

'There are a lot of positions and not enough qualified people,'says Lynn Hunter, who helps finds health-care jobs for clients of thePikes Peak Workforce Center. 'We have a lot of job seekers who gotlaid off in other industries now looking to train into the health-care field.'

Where the jobs are

Laurie Kennedy, human resources director for Penrose-St. Francis,can't remember when there weren't at least 100 openings at hercompany's hospitals and other clinical facilities.

Almost 800 of Penrose-St. Francis' 2,900 employees are registerednurses (RNs). Most units are staffed around the clock and the demandfor nurses follows the hospital's fluctuating patient count, or'census.'

The nursing shortage is critical, and Kennedy has one full-timerecruiter working to find qualified candidates. The average salaryfor nurses at Penrose is $22 an hour, which is comparable to nurses'salaries at Memorial.

Part of the problem is demographic - women, who once flocked tonursing as their main entree to the medical profession, are findingbetter-paying jobs elsewhere. Kennedy says the nursing shortage willonly get worse as RNs now in their 50s and 60s leave the professionover the next decade.

'Every hospital has the same problem - there are fewer candidatesfor the jobs,' she said. 'And then Colorado Springs has its ownproblem with housing costs. It's getting expensive to live here.'

Memorial Hospital is also constantly recruiting nurses, but hasjust as many openings for medical technicians. There are now about 40tech openings on the hospital's staff of 3,400. Medical techniciansperform a variety of jobs, from assisting surgeons to running MRIs.

Memorial's Human Resources Director Gordon Riegel saystechnological advances in medical treatment are changing asfrequently as the hospital's patient census. New jobs in vasculartechnology, radiography and sonography (ultrasound) are being createdall the time as new procedures, machines and protocols are invented.

Memorial is offering $12 to $20 an hour for surgical technologistsand radiographers. The top dollar for sonographers at Memorial is $28an hour.

Riegel says the health-care industry faces the demographicchallenge of aging baby boomers retiring and requiring increasedmedical attention.

'The shortage is only beginning and it's going to get worse,' hesaid. 'We are anticipating greater shortages in radiation therapists,sonographers and surgical techs.'

Competing with hospitals for job candidates are numerous nursinghomes, doctors' offices, specialty clinics and temporary-medical-staffing agencies in town.

Traveling Nurses of Colorado Springs, for example, provides bothlocal hospital systems with nurses on a temporary basis.

Traveling Nurses, founded in the Springs by Jon and CarrollSmallegan 25 years ago, actually spun off a second company, Per DiemMedical Staffing Inc., last month. Per Diem allows nurses to pick andchoose shifts on a day-to-day basis; Traveling Nurses places them in13-week contracts across the country.

Colorado Springs Health Partners PC, the area's largest doctors'group, employs almost 500 people in 11 area clinics. CSHP presentlyhas openings for nine doctors and 21 support staff, such as medicalassistants and receptionists.

Although doctors used to hire nurses for their office practices,they now rely on medical assistants to draw blood, take bloodpressure and give injections, said CSHP Human Resources Manager LindaSommervold.

Training and certification

Health-care occupations usually require training - one to fouryears for nursing or technical certificates, less time to be anurse's aid or medical assistant.

Those with training can walk into a job. Those without trainingcan get it locally.

The Beth-El College of Nursing and Health Sciences at theUniversity of Colorado at Colorado Springs offers four-year degreesin a variety of health fields, including nursing, emergency healthservices and radiology.

Pikes Peak Community College has a Health Occupations Departmentoffering programs in nursing, pharmacy, medical assisting andemergency medical work. The RN program takes two years, the licensedpractical nurse (LPN) track takes three semesters and the certifiednurse assistant (CNA) takes just over seven weeks.

Pharmacy techs, who assist pharmacists in filling prescriptions,stocking and billing, can be certified in three semesters. Acertificate in medical office technology takes one year.

A basic emergency medical technician (EMT) certificate at PikesPeak Community College takes one semester, but there are more jobopenings for EMT-paramedics, which require three semesters oftraining.

All the college's health-care classes are held at the RampartRange campus, located almost directly across Interstate 25 from theAir Force Academy football stadium. Classes cost $60 a credit hour.

Memorial Hospital runs its own radiology school. The two-yearprogram begins every June and tuition runs $3,000. Private schoolssuch as IntelliTec Medical Institute and Blair College offer programsin medical assisting and lab work as well as certificates in medicaltranscription and coding.

Federal funds are available for laid-off workers in need ofretraining, said Hunter of the Pikes Peak Workforce Center.

четверг, 20 сентября 2012 г.

Health Digest - The Pantagraph Bloomington, IL

ANNOUNCEMENTS

Komen grants

BLOOMINGTON - The McLean County Affiliate of Susan G. Komen forthe Cure, among 100 Komen affiliates nationwide dedicated to puttingan end to breast cancer, has announced the availability of grantsfor the coming year. Applications are due by Dec. 1 and areavailable at www.komenmcleanco.org.

Komen McLean County events, such as the recent Dance for theCure, allows the organization to fund activities such as cancersurvivor nutrition programs, screening for women who areunderinsured, a professional to help guide women newly diagnosedwith breast cancer, and community education workshops. More than$62,000 in community grants were awarded in 2008.

Medicare Part D

LACON - Central Illinois Agency on Aging has scheduled sessionswhere individuals may get the latest information on Medicare Part Dplans for 2009.

Among the sessions will be 1 to 3:30 p.m. Thursday at Nan's inLacon, 10 a.m. to noon Nov. 13 at Minonk Library, 11 a.m. to 1 p.m.Nov. 20 at Metamora Library, 1 to 3:30 p.m. Nov. 20 at Nan's inLacon, and 1 to 3:30 p.m. Dec. 18 at Nan's in Lacon. For moreinformation, call (309) 674-2071.

Foundation grant

BLOOMINGTON - Children's Home + Aid Children's Foundation hasreceived a $10,000 grant from Ronald McDonald House Charities ofCentral Illinois to equip a new classroom for preschool children.

The grant will allow Children's Foundation's Scott Early LearningCenter to respond to the increasing need for quality early childhoodcare and education services in McLean County by opening anadditional preschool classroom for about 20 children. Lisa Pieper,Children's Foundation regional vice president, credited the McDonaldHouse Charities and Bob and Julie Dobski, local McDonald Restaurantowners, for their support of the project.

State Farm Classic

BLOOMINGTON - The LPGA State Farm Classic set an event record forcharitable contributions. Because of money raised at the recent 2008tournament, $377,600 will be distributed to 11 schools andorganizations, many of which are health-related.

The amount was $32,000 more than was raised last year and bringsto nearly $3 million the amount of money raised at the classic since1980.

APPOINTMENTS

St. Mary's CEO

STREATOR - Joanne Fenton, a registered nurse and health careexecutive with experience in hospital management, has been namedpresident and chief executive officer of St. Mary's Hospital inStreator. Fenton, 55, replaces Richard Carlson, who had been interimCEO.

Fenton joins the Hospital Sisters of St. Francis after 10 yearswith Banner Health, most recently as interim CEO at Banner LassenMedical Center in Susanville, Calif. Before that, she served atNorth Colorado Medical Center in Greeley, Colo.; Tucson HeartHospital in Tucson, Ariz.; and Centura-St. Anthony Hospitals inDenver. She has a bachelor's degree in nursing from the Universityof Florida in Gainesville and a master's degree in businessadministration from the University of Phoenix in Denver.

Health Alliance

URBANA - Health Alliance Medical Plans - which has more than310,000 members in Iowa and Illinois, including in McLean County -has named Dr. Robert C. Parker as chief medical officer. In January,the existing chief medical officer, Dr. Robert Scully, will stepdown but will remain with Health Alliance part-time.

Parker is returning to Champaign-Urbana, where he was chiefexecutive officer of Carle Clinic Association and president ofHealth Alliance from 1995 to 1999. Parker has been CEO of MountSinai Medical Group and chief medical officer of Sinai HealthSystem, Chicago.

'We're very happy to have Dr. Parker returning to HealthAlliance,' said Health Alliance CEO Jeff Ingrum.

AWARDS

Poulter recertified

BLOOMINGTON - The plastic surgery operative suite of Dr. JeffreyPoulter has been recertified by the American Association forAccreditation of Ambulatory Surgical Facilities following a recentinspection. Poulter has achieved accreditation during each three-year cycle since opening The Center for Cosmetic and Laser Surgeryin 1998.

Poulter, a board-certified plastic surgeon, has cared for morethan 15,000 patients in his 16 years of practice in Bloomington.

Accredited facilities must comply with all local, state andfederal regulations; adhere to OSHA standards and the Americans withDisabilities Act; use advanced instruments and monitoring devices;have surgeries performed only by qualified surgeons with hospitalprivileges; and provide for safe anesthesia by certifiedanesthesiologists.

Fundraisers

EAST PEORIA - The Central Illinois Chapter of the Association ofFund Raising Professionals has announced its 2008 Philanthropy DayAward Winners.

Among them are Dave and Karen Magers of Bloomington, co-winnersof the Lewis J. Burger Outstanding Volunteer Fund Raisers; and theIllinois State and Illinois Wesleyan universities Habitat forHumanity Campus Chapter, winners of the Outstanding Youth inPhilanthropy for Ages 18 to 23.

Winners will be honored with an awards program and luncheon onNov. 12 at the Embassy Suites, East Peoria. More information is atwww.afpcentralillinois.org.

Nurses honored

PEORIA - The Saint Francis Medical Center College of Nursinghonored four alumni during a recent homecoming celebration. Thealumni were nominated by their peers for outstanding contributionsto the profession of nursing and for being outstanding nurses.

The winners were Deborah Scudder Richardson of Metamora, class of1972, the Ruby Cealey Distinguished Alumni Award; Norma SpanglerKelly of Morton, class of 1959, Outstanding Alumni Excellence inLeadership; Wendy Mann Woith of Normal, class of 1976, OutstandingAlumni Excellence in Education; and Arlene Sparling Onken of Morton,class of 1954, the Alumni Heart of the Class.

Submit Health Digest items to Paul Swiech atpswiech@pantagraph.com.

Puebloans craft health plan for working poor: Using a Michigan plan as its model, Pueblo business and medical leaders suggest three-way cost sharing to cover employees. - The Pueblo Chieftain (Pueblo, Colorado)

Byline: James Amos

Jan. 29--It would be the Holy Grail of health-care coverage -- a health benefits plan for the working poor that they can actually afford -- and Pueblo officials said they think they can bring it here. The plan is based on a successful Michigan program in which employees, business owners and the community each pay one-third of the cost for coverage for each employee. The cost has been less than $50 a year for employees, and the entire community chooses which services are covered and to what extent. The community's share was paid with federal funds that come to area hospitals when they provide uncompensated care. Philanthropic foundations also contributed to start the program.

The program could easily be used here in Pueblo, and there are thousands of working adults with no health-care coverage who need it, according to Len Gregory of St. Mary-Corwin Medical Center. Both St. Mary-Corwin and Parkview medical centers support creating a similar plan in Pueblo, Gregory said, with backing from the Greater Pueblo Chamber of Commerce, United Way of Pueblo County, Pueblo Medical Society and several other local groups. Pueblo has at least 13,000 working residents who have no health insurance, Gregory said. The Michigan plan, first started in Muskegon, Mich., in 1994, is designed to provide coverage to those who work in businesses that can't afford to provide health insurance, typically companies with 25 or fewer workers. Pueblo business and medical leaders started talking about the plan last year after being approached by members of a statewide task force of Centura Health, St. Mary-Corwin's parent company. The task force had heard about the success of the Michigan program and, hoping to start a pilot program here in Colorado, was told that Pueblo would be a good candidate. Muskegon, like Pueblo, is an industrial city of about 100,000 people that suffered when the steel and auto-making industries collapsed in the 1980s, Gregory said. The two cities each are home to a high number of uninsured working residents with a desire to do something about it. Muskegon officials put the program together with the help of the W. K. Kellogg Foundation and chose a board-game style format for choosing which benefits the program would provide with its limited funds. The exercise, available under the 'try a demo' function at http://healthmedia.umich.edu/cgi-bin/WebObjects/chat.woa/wa/login, shows people how they must budget their health-care resources when choosing plan benefits. The benefits selected in the Michigan program were chosen by everyone who participated and do not vary by person.

Cindy Lau of the Pueblo Step-Up agency has been conducting the benefits exercise with groups of employees at Pueblo businesses in order to help decide what Pueblo's plan would look like. Participants in the exercise use a fixed number of stickers to chose which levels of coverage will be in the plan. Workers can get more stickers, and therefore more coverage, if they agree to several health-maintenance and improvements programs, like taking classes to quit smoking or better manage chronic diseases. Lau said she has made the presentation and conducted benefits-choice exercise to a small number of Pueblo businesses and their workers. The reaction from initial business owners and their employees has been overwhelmingly positive, she said.

'They all wanted to sign up today.' Pueblo's plan isn't finished and won't be for about a year, according to Lau and Gregory. The Pueblo group trying to start the plan must make sure there aren't legal problems, work out the benefits package with workers and the community and set up contractual agreements with health-care providers. Gregory said the group has met with a number of Pueblo doctors, and nearly all of them said they'd be interested in participating. The Michigan plan pays doctors and other health-care providers the amount they would get from Medicare plus 10 percent, so providers don't have to discount their services more than that. The Michigan plan also uses case managers to spot usage and efficiency problems, such as workers using the emergency room for common colds. They then talk with workers to steer them to the correct type of care. The plans doesn't cover families, since the children of many of the people who qualify for the plan already qualify for government programs. It also steers workers to other health and wellness programs that can help them. Rod Slyhoff, president of the Greater Pueblo Chamber of Commerce, said the business community has liked what it has seen of the plan so far. 'We're excited about it,' he said. 'The chamber's number one legislative priority has been trying to get a handle on the cost of health care in Pueblo County. And while we've not had a lot of luck on that, this is an opportunity to at least put a Band-Aid on that and help some folks.' He said employers stand to benefit from the plan by having healthier workers, and workers who are not worried about large medical costs taking away their finances and even their homes. 'People with financial problems aren't good employees,' he said. 'Their minds are on other things.'

The Michigan program can provide a decent basic level of coverage, with other benefits, because it costs much less than private health-care insurance. The Michigan program is run by a community nonprofit agency and has low overhead. Gregory said the community share of premiums for the Pueblo plan could come from grants, federal matching funds for the hospitals and even the hospitals. Leaders at both Pueblo hospitals have said they think Pueblo needs the plan and have pledged to help, he said. The Michigan program is not the same as health insurance, a fact everyone involved has taken great pains to emphasize.

'This is not an insurance product,' Gregory said. 'And this is not competition for insurance products. We don't want to threaten the insurance industry.' Chris Adams, a consultant helping the Pueblo group bring the plan to fruition, said Michigan's experience has shown that the plan doesn't keep people from buying regular health insurance.

Instead, because most poor workers has never had private insurance before, the plan actually trains them to use and pay for it, Adams said. Later, when they move on to better-paying work, they are accustomed to buying health insurance and using it wisely. The Pueblo plan would not provide benefits outside of Pueblo or Pueblo County, depending on how it is configured, Gregory said. But the Pueblo pilot plan could become an example for the entire state, its backers said. 'The whole reason that this will work is that there is this whole community behind it,' Lau said. 'People have really been excited by the idea.' For more information, or to schedule a presentation of the plan and its benefits-decision exercise, call 560-5886. ------ HEALTH COVERAGE CHOICES EXCERCISE Inspired by a health care plan for the working poor in Michigan, Pueblo business and medical leaders are working to craft a low-cost health benefits plan for working people who cannot afford private health insurance. Participating employers and their workers will decide what benefits the system will offer, using the circle graph below and a certain number of 'dots' to determine how much of each service to buy in the coverage plan. Rings farther inside the circle provide more services, but cost more. A working demonstration of the Michigan program's exercise is available at: http://healthmedia.umich.edu/cgi-bin/WebObjects/chat.woa/wa/login

Copyright (c) 2007, The Pueblo Chieftain, Colo.

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