This time last year the Williamsburg Regional Hospital Board was facing serious financial woes, but according to financial reports discussed during the board’s September 29, meeting, the tide is changing, albeit slowly.
Though the hospital continues to operate in the red, CEO John Hales is optimistic of the future. “The trend in the last three months is an upward trend, as far as admissions, cash flow and shrinking losses,” Hales said. August figures show a rise in admissions of 76, a trend the hospital hasn’t experienced this year.
Another financial benefit will come upon approval by DHEC for licensing of 10 swing beds. Swing bed is a type of service that fills the gap when a patient who needs rehabilitative services, no longer qualifies under the acute care setting. An example would be a patient who has undergone knee replacement surgery. When that patient is discharged from the hospital, he or she may not be ready to return home but still require rehabilitation. Under swing bed service, the patient can be admitted to Williamsburg Regional Hospital and receive those services for a specific time period. “When that happens we’re intending the daily average census will be somewhere around seven patients per day and that contribution, as far as financials, should erase that deficient and turn the ship around,” said Hales.
Mitchell D. Monsour of Mercator Health Advisors agreed. “The people of Williamsburg County, as well as the hospital jobs can benefit from the swing bed service,” said Monsour, who was hired by the board under the advice of the Bank of America to access the hospital’s current financial situation. “And the sooner that survey takes place, the better off the hospital will be.”  He went on to reiterate Hales’ report of increases in admissions, cash flow and the implementation of hospitalists. He added that accounts receivable has risen to 81 days and that is the second highest on record but encouraged a watchful eye on accounts payable.
After his presentation, chairmen John Martin expressed a few concerns he had with the consultant. As a fiduciary responsibility of the board, Martin first requested Monsour be given time to respond to 21 tasks that fall under the scope of the assessment. Martin then asked Monsour to address the possibility he may have a conflict of interest with the hospital. Martin raised the question in response to being informed of a meeting Monsour had with a nearby medical facility but never disclosed the meeting to the board. Martin was concerned that a conflict of interest could exist if he is supplying services to them while under contract with WRH. Monsour apologized for the oversight, stating he has entered into a verbal engagement only and believes both entities could enter into an amicable relationship. Martin regarded Mon-sour’s actions as dubious and said that he should have divulged his intentions to the board.
In addition, a recurring issue that continues to hang over the hospital is the recruitment of physicians. As some local practitioners have abstained from accepting new patients due to age or other reasons, the gap remains to be filled. Hales said to mitigate that they employee hospitalists but recruiting physicians continues to be a struggle. One problem, according to Hales lies in a common complaint heard repeatedly during the interview process, which is the lack of an adequate school system.