DOCSLIB.ORG

Ambulance Service 2020

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Ambulance Service 2020 Ambulance Service 2030: The Future of Paramedics Andy Newton Submitted to the University of Hertfordshire in partial fulfilment of the requirements of the degree of PhD November 2013 ________________________________________ Abstract ________________________________________ Some innovations are termed ‘disruptive’, a designation that is normally applied to technology; examples include computers, digital cameras, and mobile phones. The term can also be applied to groups of workers, particularly if they are able to offer specific technical capabilities within a market at lower cost, but broadly equal and effective to that offered by traditional products or services. Paramedics could be described in this way and are a newly professionalised group, with distinctive capabilities in terms of responding to the needs of not just the acutely ill and injured, but increasingly those patients with undifferentiated non-life- threatening conditions, which increasingly make up the bulk of 999 call demand. The key to their transition from an artisan, skilled worker to professional status is the acquisition of certain ‘hallmarks’. Perhaps the most important of these is the completion of more prolonged education that affords the opportunity to graduate with enhanced decision-making and other clinical skills in order to meet the needs of the full spectrum of patients in the pre-hospital setting. Paramedics were surveyed to determine how they rated their ‘traditional’ preparation and to establish what their attitudes were to a more educationally based approach. Paramedics themselves proved to be realistic regarding shortcomings in established training and education systems, while also being strongly motivated to learn more i within a higher education setting, particularly if this additional effort would result in being able to offer a wider range of care to their patients. During the study, major changes in the health care environment and the role of the Ambulance Service took place, leading to a requirement to undertake a second phase of research. This took the form of ‘Horizon Scanning’ in an attempt to detect ‘signals’, themes and trends in relation to newly emerging ‘competitors’ to the paramedic role. These included nursing, new practitioners and most critically, the rapidly emerging medical sub-speciality of pre-hospital care, staffed by medical personnel on a pattern found specifically in some European countries, sometimes termed the ‘Franco-German’ model/System (FGM/S). Hitherto, the model of provision in the UK had followed the ‘Anglo-American’ model/System (AAM/S), approach, with paramedics providing direct patient care in the field and medical staff largely involved in medical oversight, teaching, clinical governance and other higher level roles. As part of this research, the evidence base for change was examined and consideration given to the factors that might help clarify what the likely situation could be in 2030 in respect of ambulance services, pre-hospital care and paramedics. This future is uncertain, but factors have been identified that would militate in favour of one or other model prevailing, with close links established between educational preparation, system design, career structure and the continuance of the professionalisation process favouring paramedic progression. However, other factors, most specifically professional power, the absence of a clear ii evidence base and an apparent reluctance to clearly acknowledge this in some respects, lead to the conclusion that the future of pre-hospital care remains uncertain and contested, but also potentially amenable to a well-directed influencing strategy. iii ________________________________________ Acknowledgements ________________________________________ I would like to express my sincere gratitude to both my supervisors, Professor Barry Hunt and Professor Julia Williams, for their contribution and assistance in the work presented in this thesis. I wish also to express gratitude to each of the ambulance services and their staff that cooperated in making this study possible. I would also like to thank my wife and my children for their support and their encouragement and for allowing me to take much precious time out of our private lives. Thanks are also due to South East Coast Ambulance Service NHS Trust (SECAmb) and my colleagues who helped and encouraged me with the development of this study during a period of much dislocation within the Ambulance Service. Finally, and most importantly, Sally Williamson, who requires a special note of thanks for her immense patience and fortitude in ensuring the manuscript is arranged in the correct style for submission. iv ________________________________________ Table of Contents ________________________________________ Chapter I .................................................................................................................... 1 Introduction .............................................................................................................. 1 I.1/ Theme of this Thesis .......................................................................................... 1 I.2/ Background, Motivation and Rationale ............................................................ 4 I.3/ Research Question, Aims and Objectives ..................................................... 18 I.4/ Original Aspects and Approach to the Research .......................................... 22 I.5/ Summary ........................................................................................................... 23 Chapter II ................................................................................................................. 26 Strategic Foresight & Horizon Scanning .............................................................. 26 II.1/ Scenario planning ........................................................................................... 29 II.2/ Definitions ........................................................................................................ 32 II.3/ Health Technology Assessment and Methods ............................................. 34 II.4/ Horizon Scanning Techniques in Europe and the UK .................................. 40 II.5/ Summary .......................................................................................................... 44 Chapter III ................................................................................................................ 46 Overview of the Ambulance Service Workforce .................................................. 46 III.1/ Overview of the environment that the NHS Ambulance Service in England operates within ....................................................................................................... 51 III.2/ Summary ......................................................................................................... 60 Chapter IV ............................................................................................................... 62 Literature Review ................................................................................................... 62 v IV.1/ Search Strategies ........................................................................................... 62 IV.2/ Electronic Databases ..................................................................................... 64 IV.3/ Search Terms ................................................................................................. 65 IV.4/ Retrieval of Literature .................................................................................... 67 IV.5/ Management of Literature ............................................................................. 68 IV.6/ Summary ........................................................................................................ 69 Chapter V ................................................................................................................ 70 The origins and emergence of the paramedic profession .................................. 70 V.1/ Historical development of the Ambulance Service and the Paramedic Profession ............................................................................................................... 71 V.2/ The Early Years, Ancient to Medieval Periods ............................................. 74 V.3/ The Development of both the Ambulance and a Recognisable Pre-hospital Care System ........................................................................................................... 80 V.4/ The Rise of Humanitarianism: An Essential Ingredient in the Development of Ambulance Services .......................................................................................... 86 V.5/ Pre-hospital Care in an Age of Industrialisation and Industrialised Warfare ................................................................................................................................. 88 V.6/ The Evolution of a Civilian Ambulance Service; the Emerging Roles of Doctors, Ambulance Attendants and Feldshers in Pre-hospital Care ............... 92 V.7/ The 20th Century, the Development of Pre-hospital Care in War and Peace ............................................................................................................................... 101 V.8/ The Post-WWII Evolution of a Socialised Health Care System and the Provision of Ambulance Services....................................................................... 106 V.9/ The Origins of Paramedics .........................................................................
Load more

Recommended publications
  • Rescue Squad Cumulative Equipment Inventory General Purpose Rescue Squad Minimum Equipment Inventory
    KENTUCKY DIVISION OF EMERGENCY MANAGEMENT RESCUE SQUAD CUMULATIVE EQUIPMENT INVENTORY INSTRUCTIONS: 1. All Minimum Equipment Inventory forms shall be fully completed. Indicate on the blank line beside each equipment item description the actual number of items currently owned by a rescue squad. (i.e., if a rescue squad owns two (2) center punches, enter the number “2” on the blank line. Do not use a check mark to indicate ownership of the equipment item.) Account for all equipment owned by a rescue squad, including items not in working order or no longer serviceable. 2. When a rescue squad engages in more than one specialized rescue squad activity or general rescue squad activity, the equipment listed as New or Replacement Equipment or Replacement Only Equipment for rescue squads specializing in water rescue and recovery, water rescue and recovery utilizing divers, high angle rescue, cave rescue, or search for lost, trapped or missing persons, will not have to be duplicated to meet minimum equipment inventory requirements. Duplicate items listed under specialized rescue squad inventories should be marked with a “D” on the blank line. 3. Direct questions regarding the inventory process to the Kentucky Division of Emergency Management (KYEM) Area Office. GENERAL PURPOSE RESCUE SQUAD MINIMUM EQUIPMENT INVENTORY The minimum equipment for a rescue squad that has as a light duty rescue and extrication of persons from vehicles mission shall be: _____ Twelve (12) pairs of protective _____ One (1) mattock _____ One (1), fifty (50) foot section eyewear; _____ One (1) bow saw; of No. 10 electrical extension _____ Twelve (12) protective coats or _____ One (1) pair of bolt cutters cord, GFI equipped jumpsuits _____ One (1) sledge hammer _____ One (1), 100 foot section of _____ Twelve (12) rescue helmets _____ One (1) chain saw with No.
    [Show full text]
  • MINUTES of the Meeting of Health Scrutiny Committee Held at the Council Chamber, Brockington, 35 Hafod Road, Hereford on Thursday, 8Th December, 2005 at 10.00 A.M
    COUNTY OF HEREFORDSHIRE DISTRICT COUNCIL MINUTES of the meeting of Health Scrutiny Committee held at The Council Chamber, Brockington, 35 Hafod Road, Hereford on Thursday, 8th December, 2005 at 10.00 a.m. Present: Councillor W.J.S. Thomas (Chairman) Councillor T.M. James (Vice-Chairman) Councillors: Mrs. W.U. Attfield, G.W. Davis, P.E. Harling, Brig. P. Jones CBE, R. Mills, Ms. G.A. Powell and J.B. Williams In attendance: Councillors W.L.S. Bowen, M.R. Cunningham, P.J. Dauncey and Mrs. C.J. Davis 20. APOLOGIES FOR ABSENCE Apologies were received from Councillor G. Lucas. 21. NAMED SUBSTITUTES There were no named substitutes. 22. DECLARATIONS OF INTEREST Councillor W.L.S. Bowen declared an interest as a Non –Executive Member of the Hereford Hospitals NHS Trust Board. 23. MINUTES RESOLVED: That the Minutes of the meeting held on 22nd September, 2005 be confirmed as a correct record and signed by the Chairman. 24. SUGGESTIONS FROM MEMBERS OF THE PUBLIC ON ISSUES FOR FUTURE SCRUTINY No suggestions were made. 25. PRESENTATION BY HEREFORD AND WORCESTER NHS AMBULANCE TRUST Mr Russell B Hamilton, Chief Executive of the Hereford and Worcester NHS Ambulance Trust had been invited to advise the Committee on options being considered to manage the Trust’s financial situation. He was accompanied by Mrs Frances Martin, Director of Service Delivery and Operations. The invitation had been prompted in part by reports in the press that the Trust was proposing to close/relocate the four existing ambulance stations at Bromyard, Kington, Ledbury and Ross-on-Wye.
    [Show full text]
  • NHS Ambulance Services
    Report by the Comptroller and Auditor General NHS England NHS Ambulance Services HC 972 SESSION 2016-17 26 JANUARY 2017 Our vision is to help the nation spend wisely. Our public audit perspective helps Parliament hold government to account and improve public services. The National Audit Office scrutinises public spending for Parliament and is independent of government. The Comptroller and Auditor General (C&AG), Sir Amyas Morse KCB, is an Officer of the House of Commons and leads the NAO, which employs some 785 people. The C&AG certifies the accounts of all government departments and many other public sector bodies. He has statutory authority to examine and report to Parliament on whether departments and the bodies they fund have used their resources efficiently, effectively, and with economy. Our studies evaluate the value for money of public spending, nationally and locally. Our recommendations and reports on good practice help government improve public services, and our work led to audited savings of £1.21 billion in 2015. NHS England NHS Ambulance Services Report by the Comptroller and Auditor General Ordered by the House of Commons to be printed on 24 January 2017 This report has been prepared under Section 6 of the National Audit Act 1983 for presentation to the House of Commons in accordance with Section 9 of the Act Sir Amyas Morse KCB Comptroller and Auditor General National Audit Office 23 January 2017 HC 972 | £10.00 This report reviews the progress that the NHS ambulance services have made since our previous report and that of the Committee of Public Accounts.
    [Show full text]
  • National Fire Protection Association Technical Committee On
    National Fire Protection Association Technical Committee on Emergency Medical Services National Stakeholders Meeting on Mobile Integrated Healthcare and Community Paramedicine Report National Fire Protection Association 1 Batterymarch Park, Quincy, Massachusetts 02169-9101 Telephone (617) 770-3000 ∙ Fax (617) 770-0700 ∙ www.nfpa.org Report on the NFPA Technical Committee on Emergency Medical Services National Stakeholder Meeting on Mobile Integrated Healthcare and Community Paramedicine April 2 & 3, 2014 MGM Grand Hotel Las Vegas, NV Background The NFPA Technical Committee on Emergency Medical Services (EMS-AAA) convened a national emergency medical services (EMS) stakeholders meeting to discuss the subject of Mobile Integrated Healthcare/Community Paramedicine (MIH/CP). Previously, the EMS Technical Committee had reviewed a new project request for a MIH/CP document, though that request was later administratively withdrawn. The entire EMS Technical Committee worked to develop that new project request which was submitted individually by Dr. David Tan, representing the National Association of EMS Physicians (NAEMSP) in late 2011. Since submittal of the proposal by Dr. Tan there 1 have been many changes to the delivery of healthcare, including the delivery of EMS. These reforms compelled the EMS Technical Committee to organize a meeting for stakeholders to garner input from a broad group of healthcare professionals and to discuss the possibility for a new request on MIH/CP. The meeting afforded the opportunity to not only learn the opinions of prominent national EMS and healthcare professionals, but also to discuss how the NFPA could assist the community of actors involved in MIH/CP. History The concept of MIH/CP has existed for quite some time, but more prevalent in other countries around the world than in the U.S.
    [Show full text]
  • Workplace Culture at Southwestern Ambulance NHS Foundation Trust. an Independent Report Commissioned By
    Workplace Culture at Southwestern Ambulance NHS Foundation Trust. An Independent Report Commissioned by in partnership with October 2018 Professor Duncan Lewis Plymouth University Business School & Longbow Associates Ltd Executive Summary This is a study and not an enquiry and the researchers have no jurisdiction to suggest sanctions or actions, instead to report and advise on what they have found and to make any recommendations where appropriate. Any reports from staff shared with the research team are done so without any further investigation. This report is the outcome of a four-month study into workplace culture at South Western Ambulance Service NHS Foundation Trust (SWAST). A major feature of the study is the need to understand perceived organisation culture in relation to workplace behaviour in the Trust. The study deployed a mixed-methods approach of staff survey and over 120 hours of one- to-one telephone interviews generated through contacts from completed surveys (self- generated interview requests). The data gathered using these methods have been used to produce this report. It is important that readers recognise that this is a cross-sectional study – a snapshot in a moment in time from a sample of staff at SWAST. The staff who responded, as with any survey, self-select to take part. All staff were invited to take part and thus it was not a random sampling approach. The data has been used to produce an assessment of responses to questions/issues known to be associated with aspects of workplace culture that can lead to matters associated with bullying and harassment but, because of its cross- sectional nature, the data cannot be used to indicate cause and effect associations.
    [Show full text]
  • Listing of All EMS Agencies with Their Agency Codes
    Agency Name (D1.2) A.B. Shaw Fire Department (1099) A.E. Crandall Hook and Ladder Co., Inc. (0212) Ace Ambulance Service, LLC (Hunter Ambulance) (0884) Adams Fire Company, Inc. (3199) Addison Volunteer Fire Department Ambulance Corps (5015) Afton Emergency Squad (0811) Air Methods Corp. Rocky Mountain Holdings (LifeNet New York; Albany Med Flight; Stat Flight) (0767) Akron Fire Company, Inc. (1426) Akwesasne Mohawk Ambulance (4498) Alabama Fire Department (1899) Alamo Ambulance Service, Inc. (1311) Albany County Sheriff's Department Advanced Life Support (0184) Albany County Sheriff's Office EMS Unit (6229) Albany Department of Fire & Emergency Services, City of (0142) Albany-Schenectady-Greene Co. Ag. Societies, Inc. (Altamont Fair Ambulance) (0139) Albertson Fire Department (2998) Albion Fire Department Emergency Squad (3619) Alden EMS Department (1437) Alert Engine, Hook, Ladder & Hose Co., No. 1, Inc. (0253) Alexander Fire Department, Inc. (1818) Alexandria Bay Volunteer Fire Department (2212) Allegany Fire District, Town of (0775) Allegany Indian Reservation Vol. Fire Department (Seneca Nation Rescue) (0433) Allegany Rescue and EMS, Inc. (0982) Almond Volunteer Fire Department (0225) Alplaus Fire Department (4693) ALS Services, Inc. (7199) Altamont Rescue Squad, Inc. (0117) Altmar Fire Department (3799) Alton Fire Company of Alton, New York, Inc. (5813) Altona Volunteer Fire Department Rescue Squad (0930) Amagansett Fire Department Ambulance (8139) Amber Ambulance Inc. (3313) Amber Fire Department, Inc.(1083) Ambulance Committee of the Moriches, Inc. (East Moriches Community Ambulance) (5158) Ambulance Service of Fulton County, Inc. (1712) AmCare Ambulance Service, Inc. (3217) Amenia Rescue Squad (1320) Amity Rescue Squad, Inc. (0213) Amityville Fire Department (5137) Amsterdam Fire Department (0554) Andes Fire Department, Inc.
    [Show full text]
  • Table of Contents
    1 Table Of Contents Chief’s Message………………………………………... 3 Department Overview………………………………….. 4 Vision and Promise…………………………………….. 7 Emergency Management Division…………………….. 11 EMS Division………………………………………….. 34 Fire Division…………………………………………… 56 Recruitment, Retention, & Marketing …………………. 82 Station Information……………………………………..104 2 I am pleased to present the 2007 Annual Report for Bedford County Department of Fire & Rescue. This report will provide you with insight into the operations and functions and demonstrate that we strive to meet the needs and expectations of the people we protect. It’s ever important that we respond quickly, competently, and compassionately. As you review the pages of this annual report I trust that you will be impressed with the depth and degree of the fire, rescue, and emergency services available to the people of Bedford County at the lowest attainable cost. As is illustrated in our Bedford County Community Promise, we are committed to providing quality services to the Bedford County community. I am proud of the accomplishments of all fire and rescue providers within Bedford County and you should be also. The members of these agencies not only provide outstanding emergency service but contribute to the welfare of the community in numerous ways as you will see in this report. The pure gift of service in hours by our most dedicated and professional fire and rescue volunteers is phenomenal. The vast array of service areas that are provided are the nuts and bolts of the system; training, recruitment, retention, fire investigations and administration all come together as a cohesive program to build up and support the community safety net that is expected by our citizens.
    [Show full text]
  • Introduction by Rod Barnes
    17 Foreword from Wyn Dignan Introduction by Rod Barnes Chair of North West Ambulance Service Chief Executive Yorkshire Ambulance Service Chair of Northern Ambulance Alliance Chief Executive Northern Ambulance Alliance Programme Board As the first Chair for the Northern Ambulance I’m delighted to be contributing to the first annual Alliance, it is a pleasure for me to be able to take the report of the Northern Ambulance Alliance. I believe time to applaud the efforts of North East Ambulance it is a real testament of our commitment to ongoing Service, North West Ambulance Service and improvement and best practice that we, as three Yorkshire Ambulance Service, as they complete independent organisations, have been able to join their first year, working in partnership, for the benefit together to share our skills and expertise for the of patients across the North of England. greater good of us all. In recognising the current pressures that are evident in the health From the outset, our ambition has been to do better and to be better sector, it has shown a real innovative and determined spirit within and having the Alliance has presented us with a real possibility to our three Trusts that they have formed the Alliance, giving them the apply that thinking to the delivery of a patient-centred, efficient and opportunity to work together to address these challenges in the forward-looking service. most productive way. Our colleagues have undertaken to work together in each functional By taking the initiative with this tri-party approach, they are able to area to share best practice and to identify opportunities for making share best practice and make the most of the combined expertise of improvements in our ways of working.
    [Show full text]
  • Vebraalto.Com
    22, Battersby Junction Battersby Ingleby Greenhow, North Yorkshire, TS9 6LS Price Guide £275,000 3 1 2 E 22, Battersby Junction Battersby Ingleby Greenhow, North Yorkshire TS9 6LS Price Guide £275,000 Location and opens up to the kitchen. The kitchen has a range of Northallerton 20.7 miles, Yarm 14.6 miles, Middlesbrough floor and wall mounted units, glass display cases, fitted 12.4 miles, Darlington 26.2 miles (distances are fridge and freezer, built-in double oven, four ring electric approximate). Excellent road links to the A19, A66 and A1 halogen hob, Belfast-style sink with granite draining unit, providing access to Teesside, Newcastle, Durham, York, part tiled walls and windows enjoying views towards the Harrogate and Leeds. Direct train services from Cleveland Hills and Wainstones. Opens up to a rear hallway, Northallerton and Darlington to London Kings Cross, with door to the utility room, floor-to-ceiling cupboards Manchester and Edinburgh. International Airports: Durham and door leading outside. Tees Valley, Newcastle and Leeds Bradford. Utility Room 7'4" x 6'6" (2.23 x 1.99) Amenities With storage cupboards, low-level w.c, plumbing for a Battersby Junction is a small hamlet close to the village of washing machine, fitted sink, tiled splash areas, oil fired Ingleby Greenhow, much sought-after by keen walkers, central heating boiler and frosted window to the rear. horse riders and those seeking a typical North Yorkshire village. Ingleby Greenhow has its own country pub, The First Floor Landing Dudley Arms, a primary school, village hall, cricket club and With loft access and doors to all first floor rooms.
    [Show full text]
  • Edition 15, 29 July 2005 Welcome to the ASA News Diary Online. in This
    Edition 15, 29 July 2005 Useful links Welcome to the ASA News Diary online. Department of Health In this issue: Reconfiguration of Ambulance Services in England Healthcare Commission Star ratings published ASA debrief event on 7/7 announced Announcement on the reconfiguration of Ambulance Services in England The Department of Health issued the document, Commissioning a Patient-led NHS yesterday. Its focus is on creating changes in the way services are commissioned by front-line staff to reflect patient choices. Healthcare Commission publishes star ratings for To ensure improvements in commissioning, progress the work ambulance services with Local Authorities on the White Paper, Choosing Health, and ensure savings in overhead costs, NHS organisations will be The Healthcare Commission required to change and develop. The expected result is to see published the annual star improvements in health and in services. ratings of performance for NHS Trusts in England on The programme will involve the reconfiguration of PCTs and Wednesday. The results for SHAs which will be done alongside the reform to the ambulance ambulance services show services detailed in the Department of Health’s Taking that 13 services have Healthcare to the Patient. achieved the highest rating of three stars, an increase of The timetable for the reconfiguration including for the three Trusts on the previous ambulance services is detailed on page 10 of the document year. Six ambulance from the DH website. Additionally, Paragraphs 36/37 of the services have been awarded document refers to Taking Healthcare to the Patient and the two stars, however 12 out of reduction of at least 50% of Ambulance Trusts which will also the 31 services have have the opportunity to move towards Foundation status.
    [Show full text]
  • CEMS Paramedic Ambulance CFD Rescue Squad Conclusions
    CEMS Paramedic Ambulance CFD Rescue Squad Annual cost with topped out medics: Annual cost with topped out firefighters: $664,082 $1,370,349 Personnel per ambulance: 2 Firefighters per rescue squad: 4 Top out paramedic pay: $60,254 Firefighter top out pay: $63,683 Vehicle Cost 2020: $276,930 Vehicle Cost 2020: $676,943 Dual response with CFD: YES Dual response with CEMS: YES Statistics for 2012 (the last year rescue squads transported) Total ambulances: 15 Total rescue squads: 4 Total patient transports: 63,444 Total patient transports: 649 Average annual transports per unit: 4,229 Average annual transport per unit: 162 Average transports per unit per day: 11.5 Average transports per unit per day: 0.4 Paitents transported by ambulance in 2012 1% 99% CEMS transports Rescue transports Conclusions: While they provide important technical rescue capabilities such as collapse, water, and rope rescue, CFD Rescue Squads are not an efficient means of providing ambulance transport to the hospital. Although the annual cost of each CFD Rescue Squad is double the cost of CEMS ambulance, all 4 rescue squads combined transported only 1% of the patient volume during 2012, the last year that Rescue Squads provided patient transport services. Heavy and Technical Rescue Units across the United States Heavy Rescue or Technical Rescue Units are often elite units where members are specially trained in many disciplines such as rope rescue, scuba, swift water rescue, advanced auto extrication, and collapse rescue. Many are assigned to respond to every working fire and technical rescue incident. There are slight variations on this model, as illustrated by some examples below.
    [Show full text]
  • Hospice of St. Mary's
    Hospice of St. Mary’s Caring for Our Community JUNE 2018 A Letter from the Hospice Director Your Generosity Makes the Difference Thirty five years ago, the Medicare Hospice Benefit was created to ensure patients have access to compassionate, quality care at the end of life. This benefit has enabled Hospice of St. Mary’s to provide this much-needed care here in our local community. The benefit covers the care patients receive at home, or in a facility. What it does not cover, however, are the 24/7 services provided in a facility beyond the medical coverage. So while a home patient would not be responsible for any substantial expenses, if any, a facility patient is responsible for room-and-board fees. Some people have long-term care insurance that can help, but for the vast majority, this comes right from the pocket. Hospice of St. Mary’s is a bit atypical compared to other hospices in that we provide a sliding scale, based on need, for our community. This means that for those patients who cannot afford the full load of the room-and-board expenses at Hospice House, we are able to offer a reduced rate – and, in some instances, no fees at all – by covering the expense as “charity care.” The need is greater than you might imagine. In 2017 alone, we were able to offer $250,000 in free or reduced room and board, and $82,000 for those patients who had no insurance coverage at all – a total of $332,000. Kathy Franzen How can we do this? Frankly, it is through the generosity of you, our community Interim Hospice Director members, who make donations to support hospice.
    [Show full text]