Guadalupe County Hospital Surpassing Six Month SRHT Goals

Guadalupe County Hospital (GCH) is a 10-bed, not-for-profit, Sole Community Hospital (SCH), providing acute care, emergency medicine, imaging, pain management, laboratory and related outpatient ancillary services to the residents of Santa Rosa, New Mexico and surrounding communities. In 2011, GCH moved to a new location and built a 33K-square-foot facility that includes the Sunrise Medical Group and Santa Rosa public health office. Their motto is “providing compassionate and quality care to every patient every time.”

Matt Mendez and Lindsay Corcoran, consultants with Stroudwater Associates, worked with GCH in 2018 through the Small Rural Hospital Transition (SRHT) project on a Financial and Operational Assessment (FOA). Center staff spoke with Christina Campos, CEO, in November 2018 to discuss the implementation of the consultant recommendations in the first six months.

Q: Tell us about the implementation of this project and what kinds of things you found to be successful.

A: To optimize revenue cycle process, GCH used the LEAN rapid improvement event and completed a value stream analysis. They decreased days net accounts receivable from 56 to 43 by optimizing time from process to process and improved documentation on medical necessity. There are plans to address point of service collection next.

Implementation of consultant recommendations is impacting the growth of services. GCH partnered with Sunrise Medical Group to further grow pain management services and have doubled procedure days and hired another anesthesiologist. They are considering pulmonary rehab services, tele-cardiology and tele-prenatal to help address the shortage of specialists in New Mexico. They are also exploring the acquisition of a building onsite to house specialty services.

GCH has focused on increasing leadership ownership of the department budget development and management. Monthly financials are distributed to leaders. The next budget will occur in June and preliminary planning will start in March and April. In preparation, budget leadership training will be held in February.

GCH continues to investigate new payment models. Leaders attended the global budget academy and are discussing this further with the board.

HCAHPs scores continue to be very high. GCH received awards through Medicare QIO for HCAHPS, quality of care and reduction of readmission. They will receive a new Women’s Choice Award in January. Progress on measurable outcomes is going very well and will be reported on in May 2019.

Q: What are the ways this project has impacted your hospital culture?

A: Non-measurable impact includes:

  • More engagement for leaders around the financial running of their departments
  • More ownership of managers for some concepts (such as the business part); measuring or paying attention to something helps to improve; helps them to refocus
  • Continued focus to assess the present state and make decisions about future; consider all possibilities

Q: Lastly, how do you believe this project has helped you move forward in the newly emerging system of health care delivery and payment?

A: (GCH is) looking at reducing cost and value proposition. (We are) improving value by improving efficiencies and reduce cost and increase quality.

Tags

Related Articles

Louisiana State Office of Rural Health: Supporting RHPTP Participant Byrd Regional Hospital in their Journey to Value-Based Care

Effectively transitioning to a VBC payment system can be a challenge for many HCOs, therefore, State Offices of Rural Health (SORH) can be particularly vital partners in helping connect clinics and hospitals with additional tools, resources, and a valuable local perspective. Learn more about how one participating RHPTP HCO partnered with their SORH in 2024 to further their work toward a health system focused on value.
Rural Image

Coteau des Prairies Healthcare System: Engaging Patients and Staff on their Road to Value-Based Care

During their year-long engagement in RHPTP, Coteau des Prairie Health Care System (CDP Health Care) worked with RHPTP’s technical assistance (TA) consultants on financial and operational improvements, to develop a strategy and infrastructure to embed quality improvement into practice. Read more about CDP's top accomplishments and early outcomes made possible through their RHPTP participation.
Rural Landscape

Electra Memorial Hospital: Continuing to improve quality of care for their community

Electra Memorial Hospital, a 19-bed, publicly owned critical access hospital (CAH) located in Electra, TX, was one of three organizations selected to participate in the 2021-2022 Rural Health Provider Transition Project (RHPTP). Read more about their continuing progress and top accomplishments since taking part in the project.
Rural Image

Golden Valley Memorial Healthcare: Making Big Strides on Their Journey to Value-Based Care

Golden Valley Memorial Healthcare (GVMH), a 42-bed, not-for-profit, short-term care hospital located in Clinton, MO, was one of three organizations selected to participate in the 2020-2021 Rural Health Provider Transition Project. During the hospital’s year-long engagement in RHPTP, GVMH worked with RHPTP’s technical assistance (TA) consultants on finance and operations improvements, as well as developing a strategy and infrastructure to improve patient experience and engagement in preparation for participation in alternative payment and care delivery models. Below are some of GVMH’s top accomplishments and early outcomes made possible through their RHPTP participation.
rural road

Guadalupe County Hospital: Making Big Strides on Their Journey to Value-Based Care

Guadalupe County Hospital  (GCH) is a 10-bed, not-for-profit, Sole Community Hospital providing acute care, emergency medicine, imaging, pain management, laboratory, and related outpatient ancillary services to the residents of Santa Rosa, New Mexico, and the surrounding communities.
rural road