Bartlett HR assessment complete, moving forward

Posted: Wednesday, October 27, 2010

A review of the Human Resources department at Bartlett Regional Hospital, prompted by employee concerns with a "culture of fear" back in April, is complete and hospital administration believes it gives positive ways to move forward.

Chief Executive Officer Shawn Morrow said at Tuesday's board meeting that Sheila Coggins, a consultant with Quorum Health Resources, held a three-day best practices review with HR and employees.

"A full report will be available around mid-November," he said. "At the next meeting, we should be able to get a summary report."

Morrow said the exit interviews went well and "great information" was obtained.

"HR is excited to hear about how they can enhance our HR functions," he said.

When employees went to the city assembly in April, they cited a "culture of fear" of speaking out against administration for fear of retribution. The city hired the Foraker Group to conduct a study to see if this was a real issue at Bartlett. It found that for some, there is a culture of fear. It also found issues relating to culture with HR and recommended a review.

In other business, the board heard from Bill Henning, of QHR, about the Fiscal Year 2010 Tangible Benefits Report.

Studies were conducted throughout 2009 and 2010 looking at several areas including: Medical record review of psychiatry professional services; health information management and Chargemaster review; quality, satisfaction and performance improvement education program; emergency department assessment; Medicare cost report analysis; Qrate rate sensitivity analysis and price checker; and QHR related documentations.

Henning included figures where the hospital could either increase revenues or decrease costs by improving procedures. For example, by working with coding in Chargemaster and ensuring correct billing in the emergency room, watching for missed charges and nursing documentation deficiencies could save about $36,000.

The Qrate rate sensitivity analysis, which looked at strategic pricing, found that if the hospital set prices strategically rather than by flat rate it could gain $554,000.

Henning calculated that if the board completed all of the "management action plans" the hospital could gain almost $1 million in net revenues.

The board did not take action on any of those items, but merely listened to the draft report.

• Contact reporter Sarah Day at 523-2279 or at

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