Worcester Business Journal

wbjournal.com | May 29, 2023 | Worcester Business Journal 7 said in the Oct. 12 meeting. Rivera was critical at the time of the center's issues with staff. She was not avail- able to be interviewed for this article. Patients at FHCW are oen refugees, people dealing with addiction issues, homelessness, chronic con- ditions like HIV, and other co-occurring illnesses. Patients with a wide variety of cultural and linguistic barriers use FHCW's services. Susan Sleigh, chief op- erating officer at FHCW, said people who speak more than 60 different languages come to the center seeking healthcare services. "e complexity of needs coming through the door never ceases to amaze me," Dr. Robert Zavoski, FHCW chief clinical officer, said in an interview with WBJ. Federally qualified health centers, like Family Health Center of Worcester, exist to provide care for under- served populations. At FHCW, health care is provided regardless of a patient's ability to pay. How that works in practice is through a combination of federal grants, Massachusetts Department of Public Health dollars, and revenue from billing insurance, in- cluding government insurance like MassHealth, which is the Massachusetts version of Medicaid. A priority at FHCW is getting more patients insured, said Sleigh, which is why booths near the entrance of the center are set up to assist patients who are eligible to enroll for affordable care insurance, essential to the revenue at FHCW, which is made up of 60% billing for services and 40% in grant funding, Brady said at the Oct. 12 meeting. New billing rates, which became effective in January, have meant FHCW can charge more to insurance, increasing its revenue for services provided, Brady said. "We were always doing the right thing," in providing care, said Zavoski, "and now we are being paid for it," he said. e improvement of insurance billing, from 58% to 85%, is one of the primary achievements listed in the post-120 day report. e others are a cost-of-living increase for all staff, the hiring of 10 providers and onboarding of an additional 38 staff members, and the hiring of a new financial team allowing for the mainte- nance of a 30-day cash-on-hand reserve, according to the report. Challenges remain, however, particularly as related to the closing of the center's locations beyond its hub at 26 Queen St. in Worcester. Left behind in Southbridge, Webster FHCW has no plans to reopen the closed South- (Above) Dr. Robert Zavoski said staffing healthcare practitioners is an issue at all levels across the system. (Below) Family Health Center's Worcester hospital location at 26 Queen St. bridge or Webster services, Brady said, as leadership focuses efforts on strengthening the main facility's operations. Shuttle services from those locations to Worcester are provided to bridge the gap, Brady said. "We have wanted to be in Southbridge for a very long time, and we still want to be in Southbridge," Brady said. Residents of the town, though, may be less eager to welcome FHCW back. e town feels abandoned by the center, said David Adams, vice chair of the Southbridge Town Council. e "Better Together" report lists a statistic that 87% of staff are optimistic about the future of FHCW, but that kind of optimism is not what Adams said residents in Southbridge are feeling. "ey've lost trust. We really don't want them back in our town at all," he said. e frequency of the FHCW shuttles is an issue for people in Southbridge looking to get to Worcester, Adams said, citing complaints received by email from users of that service. Patients who use are oen le with no option but to spend the day in Worcester, he said. "We're slowly recovering on our own," Adams said. From the FHCW leadership team's perspective, too, there are still areas for improvement. "We have seen our infrastructure fall behind," said Brady. Modernizing that infrastructure and updating the center's emergency medical records system are two top priorities. e third, listed in the report, is recruiting and retaining staff, a challenge at FHCW and across the healthcare system, an issue predating the coronavirus pandemic. "Recruitment = revenue," the report says, asserting its move to pay current and future employees higher, market-rate wages, will make it competitive in recruit- ing new staff and in turn enable a revenue-generating model, rather than a dollar-hemorrhaging one. "We have a long history of saying, 'Yes,'" said Sleigh. "e goal has been meeting the most critical needs of the highest need patients." e goal now is continuing to meet those care needs while moving forward. "We're not going anywhere," said Zavoski. Mass. residents on MassHealth % of national % of state population Year Enrollees population on Medicaid 2015 1,559,300 23.8% 20.4% 2017 1,564,500 23.6% 20.6% 2019 1,468,400 22.1% 19.8% 2021 1,564,500 23.2% 21.1% Source: Kaiser Family Foundation W

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