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THE • MOSES • H • CONE ® MEMORIAL* HOSPITAL October, 1988 Elect to Protect Medicare The lack of adequate funding of the Medicare Program has become a national crisis, and is beginning to have a very serious impact here at Moses Cone Hospital. It is affecting our financial performance today and forcing us to charge other patients more money to make up for this shortfall. The greatest fear is that, in the future, it will have a negative impact on patient care as well. During the late 70s and early 80s, Medicare was in trouble. Payments were growing at a skyrocketing rate and there was not enough money in the fund to pay for the costs being incurred. The Prospective Pricing System (PPS) was implemented to create incentives for hospitals to provide more efficient care. This system told hospitals in advance what they would receive for payment for a particular illness. Hospitals would then provide that care in an efficient manner so the payment would cover the cost. Hospitals met their end of the bargain, but the government has not met its obligation. Now the inadequate funding threatens hospital's ability to continue providing high-quality care for Medicare beneficiaries and all patients. The numbers confirm this fear: • In the past five years, $32 billion has beer, slashed from projected Medicare spending. • During these years, Medicare price increases have covered only one half of the increases in the cost of goods and services hospitals must buy. • Medicare accounts for about 9% of the federal outlays but constituted 36% of the cuts in the FY 1988 budget. To give an example of what this means for Moses Cone Hospital, when the Prospective Payment System was implemented in 1983, we received about 85 cents for every $1.00 in charges. On October 1, 1988, we will be receiving just 67 cents for each $1.00 in charges. The effects on other patients are even more devastating. In 1988, we raised rates 3.3% This increase was due solely to what Medicare was not paying. Had Medicare been paying its fair share, we would not have increased rates at all. We have just announced a rate increase for the coming year. Once again, a sizeable portion of this increase is due to Medicare's inadequate payment. REVIEW Moses Cone Hospital 1200 North Elm Street Greensboro, North Carolina 27401-1020 Address Correetion Requested Non Profit Org Bulk Rate U.S. Postage PAID Permit No 195 Greensboro. N.C. Melody Schell, Editor As a part of a nationwide campaign sponsored by the American Hospital Association, we will be initiating a number of activities aimed at focusing the attention of our Senators and Congressmen on this issue. These activities include: • Providing every patient and visitor with a brochure on Medicare and encouraging them to write these elected officials. • Explaining to businesses, who pay most health care costs through health insurance, the impact Medicare shortfalls are having on them through cost shifting. • We will bespeaking to civic clubs and senior citizen organizations about Medicare. • We wi 11 be tal ki ng with reporters and editorial writers to focus their attention on this problem. • We will be communicating with doctors to enlist their help. • We will be placing a special videotape with E. G. Marshall as narrator on the closed circuit patient education channel. It helps patients and their families understand the severity of the shortfall. Your help is needed as well. You can discuss this issue with your friends, neighbors and family. You can write our three elected federal officials. Basic information, along with their names and addresses, is available at any of the visitor/information desks. If you need more detailed information, beyond the brochure and information provided in this article, contact the Marketing Department at 379-4199. An Inside Look At Management Council Senior Management at Moses Cone Hospital is a group that affects us all, yet many employees have limited understanding of who they are, what they do or how to communicate with them. The official name of our senior management group is Management Council. They meet collectively every Wednesday morning at 10 to talk about the issues facing Moses Cone Hospital. The current Management Council consists of 18 members. It was recently expanded to include new representatives from Greensboro Hospital. These positions were added to reflect the growth of the Hospital in terms of added services and added employees. According to Mr. Dennis Barry, President of Moses Cone Hospital, "Management Council is nothing more or less than the collective senior management group who individually hold a great deal of responsibility for all areas of the Hospital from patient care to human resources or management systems. "The group is not a decision-making group as much as a communicating group," Mr. Barry continued. "When we meet at our weekly meetings, members bring ideas or problems, and we openly discuss solutions." Management Council establishes programs and provides direction and guidance for the future of Moses Cone Hospital. Some recent examples of their planning for the future include the conversion of Greensboro Hospital to a women's and infants' specialty hospital, the plans for a nursing home on the Hospital campus, and the pursuit of on-site day care for Moses Cone Hospital employees. Where do the ideas come from that are carrying Moses Cone Hospital into the future? Many suggestions come from this Management Council group or from our Board of Trustees or Medical Board. But suggestions also come from the employees. "There are many opportunities for employees to make suggestions for improvements in their work areas. Our management team is open to all ideas. It's hot who comes up with an idea that counts but how the idea works," Mr. Barry explained. Three formal avenues of communications have been developed between management and employees. The ESP program encourages employee suggestions in their work areas. Secondly, members of Management Council attend the Employee Council meetings on a monthly basis. And Mr. Barry and David McCombs, Executive Vice President, hold an Employee Roundtable every six weeks. The Roundtable is a time for employees to openly discuss their employment experience at Moses Cone Hospital with top management and explore ways of improving that experience. Management Council members come from a variety of backgrounds. Some bring specific skills and expertise in their areas of management, such as marketing, computers, or personnel. Other Management Council members come from a clinical background. "I started as a student pharmacist in a hospital. Paul Summerell began as an orderly, and both Gene Tranbarger and LaVonne Beach were staff nurses. All of our Patient Care Triad people have come from clinical experience areas either at this Hospital or at another," Mr. Barry said. "A good opportunity for promotion exists within Moses Cone Hospital. Jim Brexler, Martha Bagwell and LaVonne Beach are all recent examples of that. Moses Cone is experiencing growth which offers new opportunity for many people here," Mr. Barry concluded. Moses Cone Hospital page 1
Object Description
Title | Cone Hospital review [October, 1988] |
Date | 1988-10 |
Creator (group/organization) | Moses H. Cone Memorial Hospital |
Subject headings | Medicine -- North Carolina -- Greensboro -- History;Moses H. Cone Memorial Hospital (Greensboro, N.C.) |
Place | Greensboro (N.C.) |
Description | Newsletter for staff members and others associated with Moses H. Cone Memorial Hospital in Greensboro, North Carolina. |
Type | Text |
Original format | newsletters |
Original publisher | Greensboro, N.C. : Moses H. Cone Memorial Hospital |
Language | en |
Contributing institution | Cone Health Medical Library |
Contact Information |
Moses H. Cone Memorial Hospital 1200 North Elm Street Greensboro, NC 27401 336.832.7484 http://www.gahec.org/library/ |
Source collection | Cone 10079 Moses H. Cone Memorial Hospital Collection, 1908-2003 and undated |
Series/grouping | II: Moses H. Cone Memorial Hospital, 1908-1998 and undated. |
Sub-series/sub-grouping | II.16: Moses H Cone Hospital Review, 1988-1997 and Greensboro Hospital's Viewpoint, 1988-1989 (includes design notes for Review) |
Box | 16 |
Folder | Moses H. Cone Hospital Review, 1988 |
Finding aid link | https://www.gahec.org/uploads/Inventory-of-the-Moses-H-Cone-Memorial-Hospital-Collection-2018.pdf |
Rights statement | http://rightsstatements.org/vocab/InC/1.0/ |
Additional rights information | IN COPYRIGHT. This item is subject to copyright. Contact the contributing institution for permission to reuse. |
Object ID | Cone_10079.016.001.009 |
Digital publisher | The University of North Carolina at Greensboro, University Libraries, PO Box 26170, Greensboro NC 27402-6170, 336.334.5304 |
Sponsor | Cone Health Medical Library |
OCLC number | 957779114 |
Page/Item Description
Title | Page 001 |
Transcript | THE • MOSES • H • CONE ® MEMORIAL* HOSPITAL October, 1988 Elect to Protect Medicare The lack of adequate funding of the Medicare Program has become a national crisis, and is beginning to have a very serious impact here at Moses Cone Hospital. It is affecting our financial performance today and forcing us to charge other patients more money to make up for this shortfall. The greatest fear is that, in the future, it will have a negative impact on patient care as well. During the late 70s and early 80s, Medicare was in trouble. Payments were growing at a skyrocketing rate and there was not enough money in the fund to pay for the costs being incurred. The Prospective Pricing System (PPS) was implemented to create incentives for hospitals to provide more efficient care. This system told hospitals in advance what they would receive for payment for a particular illness. Hospitals would then provide that care in an efficient manner so the payment would cover the cost. Hospitals met their end of the bargain, but the government has not met its obligation. Now the inadequate funding threatens hospital's ability to continue providing high-quality care for Medicare beneficiaries and all patients. The numbers confirm this fear: • In the past five years, $32 billion has beer, slashed from projected Medicare spending. • During these years, Medicare price increases have covered only one half of the increases in the cost of goods and services hospitals must buy. • Medicare accounts for about 9% of the federal outlays but constituted 36% of the cuts in the FY 1988 budget. To give an example of what this means for Moses Cone Hospital, when the Prospective Payment System was implemented in 1983, we received about 85 cents for every $1.00 in charges. On October 1, 1988, we will be receiving just 67 cents for each $1.00 in charges. The effects on other patients are even more devastating. In 1988, we raised rates 3.3% This increase was due solely to what Medicare was not paying. Had Medicare been paying its fair share, we would not have increased rates at all. We have just announced a rate increase for the coming year. Once again, a sizeable portion of this increase is due to Medicare's inadequate payment. REVIEW Moses Cone Hospital 1200 North Elm Street Greensboro, North Carolina 27401-1020 Address Correetion Requested Non Profit Org Bulk Rate U.S. Postage PAID Permit No 195 Greensboro. N.C. Melody Schell, Editor As a part of a nationwide campaign sponsored by the American Hospital Association, we will be initiating a number of activities aimed at focusing the attention of our Senators and Congressmen on this issue. These activities include: • Providing every patient and visitor with a brochure on Medicare and encouraging them to write these elected officials. • Explaining to businesses, who pay most health care costs through health insurance, the impact Medicare shortfalls are having on them through cost shifting. • We will bespeaking to civic clubs and senior citizen organizations about Medicare. • We wi 11 be tal ki ng with reporters and editorial writers to focus their attention on this problem. • We will be communicating with doctors to enlist their help. • We will be placing a special videotape with E. G. Marshall as narrator on the closed circuit patient education channel. It helps patients and their families understand the severity of the shortfall. Your help is needed as well. You can discuss this issue with your friends, neighbors and family. You can write our three elected federal officials. Basic information, along with their names and addresses, is available at any of the visitor/information desks. If you need more detailed information, beyond the brochure and information provided in this article, contact the Marketing Department at 379-4199. An Inside Look At Management Council Senior Management at Moses Cone Hospital is a group that affects us all, yet many employees have limited understanding of who they are, what they do or how to communicate with them. The official name of our senior management group is Management Council. They meet collectively every Wednesday morning at 10 to talk about the issues facing Moses Cone Hospital. The current Management Council consists of 18 members. It was recently expanded to include new representatives from Greensboro Hospital. These positions were added to reflect the growth of the Hospital in terms of added services and added employees. According to Mr. Dennis Barry, President of Moses Cone Hospital, "Management Council is nothing more or less than the collective senior management group who individually hold a great deal of responsibility for all areas of the Hospital from patient care to human resources or management systems. "The group is not a decision-making group as much as a communicating group" Mr. Barry continued. "When we meet at our weekly meetings, members bring ideas or problems, and we openly discuss solutions." Management Council establishes programs and provides direction and guidance for the future of Moses Cone Hospital. Some recent examples of their planning for the future include the conversion of Greensboro Hospital to a women's and infants' specialty hospital, the plans for a nursing home on the Hospital campus, and the pursuit of on-site day care for Moses Cone Hospital employees. Where do the ideas come from that are carrying Moses Cone Hospital into the future? Many suggestions come from this Management Council group or from our Board of Trustees or Medical Board. But suggestions also come from the employees. "There are many opportunities for employees to make suggestions for improvements in their work areas. Our management team is open to all ideas. It's hot who comes up with an idea that counts but how the idea works" Mr. Barry explained. Three formal avenues of communications have been developed between management and employees. The ESP program encourages employee suggestions in their work areas. Secondly, members of Management Council attend the Employee Council meetings on a monthly basis. And Mr. Barry and David McCombs, Executive Vice President, hold an Employee Roundtable every six weeks. The Roundtable is a time for employees to openly discuss their employment experience at Moses Cone Hospital with top management and explore ways of improving that experience. Management Council members come from a variety of backgrounds. Some bring specific skills and expertise in their areas of management, such as marketing, computers, or personnel. Other Management Council members come from a clinical background. "I started as a student pharmacist in a hospital. Paul Summerell began as an orderly, and both Gene Tranbarger and LaVonne Beach were staff nurses. All of our Patient Care Triad people have come from clinical experience areas either at this Hospital or at another" Mr. Barry said. "A good opportunity for promotion exists within Moses Cone Hospital. Jim Brexler, Martha Bagwell and LaVonne Beach are all recent examples of that. Moses Cone is experiencing growth which offers new opportunity for many people here" Mr. Barry concluded. Moses Cone Hospital page 1 |