t - McCurtain Memorial Hospital

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K
tain Memorial Hos~
Idabel, Oklahoma
Landscapes and Portraits In Health
A VISION FOR THE FUTURE
By Brit Messer
We are embarking on a
jowney at McCwtain Memorial
Hospital that is at the same time
exciting and fiightening. It is
exciting because our journey is
taking us to new heights; it is at
the same lime fiightening
because we are leaving the
familiar.
This issue of Landscapes and
Portraits is designed to inform
our
constituents
about
the
change that we hope to see over
the next few year.; and why the
change is necessatY for our
swvival and growth.
McCurtain
Memorial
Hospital has stuck to the same
way of doing things for the last
35 years. Often we have used
the same technology and same
methodology ignoring the
changes in both areas. We have
also ignored the changes in our
demographics and society at
large. In many cases we have
become obsolete.
MOSl of all we have, over the
years, forgotten the importance
of our customers. Recognizing
this, our new mission statement
affmns that we exist, "to assure
the availability ofhealthcare that
is safe, reliable, affordable, and
as gOCK! as possible FOR OUR
PATIENTS." Our culture has
changed al the most basic level
in the organization.
We now
recognize that the patient is our
main focus.
lbis issue explains what we
are doing to grow into the 21"
cenrury. We examine areas of
technology,
building
and
building infiastructure as well as
cultural changes throughout the
organization. We look at the
changes in technology in an
article about our electronic
medical record and going
completely digitll in our
imaging depanment. We are
now able to send quality images
anywhere in the world in a
maner of seconds.
We look at cultural changes
in an article entitled, "Looking
on the Inside', and measure our
strides in producing quality care
in an anicle entitled, ''Quality
and Satisfaction and You'. We
also have several anicles in this
issue regarding our master
constrnction plan and the new
product lines that will be
developed along with the master
building program.
Why do we feel our story is
important? Although change
from the starus quo is always
scary, we feel we are doing the
right things to make sure a
quality hospitll will be here for
your
children
and
grandchildren.
We have come to believe
that just because we live in a
remote, rural area with a
subculture of drugs, violence
and poverty we will not throw
our anns up in disgust and say
change is not worth the effon.
We will not use this distoned
logic to settle for second-rate
health care systems and ignore
the problems we have as a
society.
The hospital will
become part of the solution to
our social ills by implementing
our strategic plan and growing
into the 21\11 centwy. We will
no longer remain obsolete.
Brit Messer. MBA. MHA. MSPH
Chief Executive Officer
McCurtain Memorial Hospital
OUALITY AND SATISFACTION AND YOU
As you sort through your
mail, you come across an
envelope
with
McCurtain
Memorial Hospital as the rctum
address. You find a letter from
Bristol Messer, Chief Executive
Officer, asking you to complete
the enclosed satisfaction survey
telling us about the care you
received recently at the hospitll.
Upon closer inspection, you see
the name "Press-Ganey", and
you ask yourself, "Who is
Press-Ganey?"
Drs. Press and Ganey,
professors at the University of
Notre Dame, developed the
company of Press-Ganey. It is
the leading company in the
satisfaction surveying market,
and has contracts with over
7,000 health care facilities
across the nation, including
McCurtain Memorial Hospital
Patient
satisfaction
is
increasingly a component in
detennining
organizational
effectiveness. We can no longer
fool ourselves that it is just our
technical skills that our patients
value.
There is a growing
importance
of
meeting
individual patient needs as part
of a positive patient experience.
Studies indicate patients feel
LAPAROSCOPY:
listening; answering questions,
and showing empathy and
compassion give organizations
the extra edge leading to bener
outcomes. Patients basically
want to feel welcome; to have
someone listen; to be made to
ft.ocl important; and to be given
answers and CJlplanations they
can understand.
Some of the top priority
issues nationwide for patient
satisfaction focus on effective
communication and empathy
such as:
• Response to concems or
complaints
• Stlff addressed emotional
""""
• Involved
you
in
your
treatment
• Ability to answer your
questions, and keep you
infonned
• Prompt response to cal1 bunon
At McCurtain Memorial
Hospital we strive to create a
culture of quality with a focus
on patient satisfaction.
We
anempt to respond to specific
concerns, suggestions
and
complaints
by
blending
improvement into our every day
work lives. Our goal is for our
patients to want 10 mark "Very
Good" on the Press-Ganey
Survey.
If we are ever to realize our
vision of becoming a quality
regional health care facility of
choice, we must respond to the
needs of our customers, both
internal and external. We must
use feedback from Press-Ganey
patient satisfaction surveys for
perfonnance
improvement,
reward and recognition as well
as risk management. PressGaney provides benchmarking
data so we can see how we
compare to hospitals oflike size
across the nation, and to every
hospitll in our region. PressGaney also gives us a
"windshield" view of how we
perfonn on a weekly basis.
The graph below shows our
steady upward trend over a
sixteen-month period from the
patient's pcr.>pective. Patient
comments give life to the
satisfaction data, and provide us
with better understanding.
The hospital board and
management of McCwtain
are
Memorial
Hospital
commined to quality. They
have made strategic decisions to
invest
into
the
hospitll
infrastructure,
technology,
satisfaction tools, like PressGaney, and into a hospital-wide
to
create
an
program
organizational culture ofquality.
McCurtain Memorial Hoepilal
Petierrt5atisfaetionTrends II1ll<OYir>g
Pr86S-Ganoty 5alistaetion Survey
-_._~--~---.
w w w w w w w w
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SURG[RY AT8 AM, DINNER AT HOM[ WITH TH[ FAMILY BY6 PM.
Smaller reduced risk of acquiring
our Gynecological and General blood transfusion.
Surgery
procedures
are incision. which reduces pain infections.
Laparoscopy is direct
visualization of the abdominal
and pelvic cavity. It is a surgery
that uses a thin, lighted rube put
through a cut (incision) in the
belly to look at the abdominal
and female pelvic organs. The
laparoscope is an instrument
somewhat like a miniature
telescope with a fiber optic light
system, which brings light into
the alx\omen. It is about as big
afOlUld as a fountain pen and
twice as long.
Terry Manin R.N. CNOR.
the Perioperative Director of
McCurtain Memorial Hospital's
Surgical Services Department
has over the past several years
developed and implemented a
state of the art Japaroscopy
Operating Room. Terry brings
over thirty years of experience
to
McCurtain's
Surgery
Department. Terry has held
educational and managerial
positions at the Parkland
Medical Center, Beth IsraelDeaconess Medical Center and
the Mayo Clinic. All of our
Gynecologists and General
Surgeon have been perfonning
laparoscopic surgery for the past
fifteen years. In fact, most of
perfooned
through
a
1""""""",.
Laparoscopy is done to
check for and possibly remove
abnonnal growths (such as
tumors). Check for and treat
conditions
such
as
endometriosis,
ectopic
pregnancy,
or
pelvic
inflammatOlY disease (PID) and
infettility. Most of our patients
with a presentation of ectopic
pregnancy (a pregnancy within
the fal10pian tube) are treated by
laparoscopy. Surgical treatment
ofan ectopic pregnancy with the
laparoscope in most cases
preserves the fallopian tube
instead of removing the tube.
Other procedures perfonned
with laparoscopy are tubal
ligations. hernia repairs, bowel
surgery and to remove organs
such
as
the
appendix,
gallbladder, uterus, tumors and
"'"
TItere are a nwnber of
advantages to the patient with
laparoscopic surgery versus an
open procedure. These include,
reduced blood loss, which
reduces the chance of needing a
Workillg for a Healthier COllllllllllity
Inside this issue:
A General Surgical Suite at McCurtain Memorial Hospital
and shonens recovery time.
less pain, leading to less pain
medication needed.
Shorter
procedure time with the
majority of our patients being
discharged home the same day
as surgery. Reduced exposure of
internal organs to possible
external contaminants thereby
To
obtain
more
information
regarding
laparoscopy, search the web site
"Laparoscopy.Com". To find
out more infonnation about
McCurtain Memorial Hospital's
laparoscopic services visit our
website at www.MMHok.com
or to tlke a tour please call 2083270.
The Implementation of Our Strategic Plan
2
Renovation and Remodeling Project
2
The Purpose of the New Addition
2
Duestion of the Day
3
The Time of Your Life
3
Technology for the 21st Century
3
Why do we need the 1/2 cent Sales Tax
3
Looking on the Inside
4
Proposed Phasing for Remodeling Project
.4
Corporate Citizen
4
Employee News
4
Allied Health Meeting
4
---t---
Page 2
Landscapes and Portraits In Health
THE IMPLEMENTATION OF OUR STRATEGIC PLAN
Life is full of unknowns
out there but we have all
learned that a little planning
can go a long way in
overcoming the pitfalls. So it
is also true in business.
McCurtain
Memorial
Hospital has laid out its
directions for the future. The
Management
Board
(McCurtain
Memorial
Medical Management, Inc.)
and the Authority Board
(McCurtain County Hospital
Authority) working together
have laid out a course for
growth that addresses many
of the healthcare needs of the
residents in the county and
surrounding service area and
also assures the success and
perpetuation
of
quality
healthcare for citizens of
McCurtain County.
“The Authority Board is
working
with
the
Management
Board
to
implement our strategic plan.
With everyone working
toward the same objective,
we are making significant
progress,” said Brit Messer,
CEO of McCurtain Memorial
Hospital.
The long-term
objective is to transform
McCurtain
Memorial
Hospital into a regional
referral center, capable of
providing
many
more
services
than
currently
provided.
“The more
services we can provide here,
the less people will have to
travel for healthcare,” said
Messer. Messer envisions
cardiology,
orthopedics,
urology, as well as other
services such as rehabilitation
in the near future. However,
in order to be competitive he
feels the hospital must be
updated
including
remodeling and replacement
of infrastructure.
The
building and all its systems
are 30 years old he said.
At a regular meeting of
the
McCurtain
County
Hospital Authority Board on
April 29, 2008, the board
voted unanimously to petition
the County Commissioners
for a special election to ask
the voters to extend the 1/2
cent sales tax, according to
Don Shaw, Chairman. The
current tax was approved by
the voters for a five year
period which expires on June
30, 2009 and can be used
only for the purchase of
capital
equipment,
remodeling or construction.
The funds supplied by the
taxpayers since July of 2004
have been used to purchase
$1,550,096 worth of capital
equipment with $2.4 million
allocated to construction for a
total of $3,950,096. During
this same period, the
Management Board spent
$2,356,087
on
capital
equipment and $1,105,222 on
construction for a total of
$3,461,309.
These funds
came
from
hospital
operations.
Both
organizations together have
spent $7,411,405 on capital
equipment and construction
since July 1, 2004, the start
of the 1/2 cent sales tax.
The Authority Board
members are Don Shaw,
Chairman; Pat Baggs, Vice-
Chairman; Dudley Parsons,
Secretary/Treasurer; James J.
Campbell, Jr.; and Jolene
Cunningham.
The
Management Board members
are
Billie
Tomlinson,
President; Thomas Salyer,
Vice-President;
Desmond
Brown; Jared Johnson; Irvin
Jones, Secretary; Michael
West and David White.
The Master Construction
Plan calls for remodeling and
upgrading the entire facility
for a cost of approximately
twenty million dollars. The
plan calls for this to be done
over the next 2 ½ years in
phases that will allow the
hospital
to
continue
providing services while
construction occurs.
“A modern facility will
allow us to be competitive
with our product lines. For
instance, not everyone wants
to deliver a baby in a 30year-old OB unit. Things
have changed and we must
change with the time or
become
obsolete,”
said
Messer.
Orthopedics, Cardiology
and Urology are three new
product lines called for in the
strategic plan. The timing of
the implementation of those
service lines will depend on
the
completion
of
construction and remodeling.
In order to expedite the
Master Construction Plan, the
Management Board has
decided
to
seek
debt
financing for this purpose.
“We have retained the
services of Lancaster Pollard
to advise us on financing
options for our Master
Construction Plan,” said
Billie
Tomlinson,
Chairperson of McCurtain
Memorial
Medical
Management, Inc. which
operates the hospital on a
day-to-day basis.
Lancaster Pollard is an
investment
banking,
mortgage
banking
and
financial advisory firm. The
firm has offices in Atlanta,
Austin, Columbus, Denver
and Kansas City.
“Debt financing would
allow us to control the timing
of
various
construction
phases better and would
allow more money for capital
equipment purchases,” said
Tomlinson.
“It will also
allow more funds to be
devoted to the development
of our new product lines,”
she said. However, she said
there is still a need for the
extension of the 1/2 cent
sales tax for the purchase of
capital equipment. Some of
the capital equipment items
which will be needed to
develop the new product
lines will cost as much as
$3.5 million. A Magnetic
Resonance Imaging Machine
(MRI) will be needed for
orthopedic services and will
cost around $3.5 million.
“I am pleased with the
way the Authority is working
with the Management Board
on
accomplishing
our
strategic
plan,”
said
Tomlinson.
A RENOVATION AND REMODELING PROJECT THAT ESSENTIALLY PROVIDES A NEW HOSPITAL FOR McCURTAIN COUNTY
McCurtain
Memorial
Hospital, seeks to borrow
$19,630,000 by issuing tax
exempt bonds which will be
insured by the United States
Department of Housing and
Urban Development (HUD).
It is expected the HUD
mortgage will close in the
near future.
The HUD
insured
financing
is
forecasted
to
carry
a
borrowing rate of 6.25
percent consisting of interest
of 5.75 percent and the
mortgage insurance premium
of .50 percent and be payable
over 25 years. The proceeds
of this financing will be used
to renovate and expand the
McCurtain
Memorial
Hospital and pay costs
associated with the financing.
The hospital alone will
be
responsible
for
repayment of this debt.
The project will focus on
a physical rehabilitation
center, inpatient rooms, a
women’s center, surgery
suites including orthopedics,
ICU, Pharmacy, Laboratory
and other miscellaneous
areas.
The following is a
breakdown of costs by
general category:
Physical Rehabilitation
Center Renovations $1.83 million will be utilized
to complete the relocation of
the
physical
therapy
department from the adjacent
Medical Office Building into
the hospital. The renovations
will complete McCurtain
Memorial Hospital’s Phase I
construction and renovation,
which
includes
the
construction of a $3.5 million
three-story addition to the
North end of the building.
This phase provides a state of
the art physical rehabilitation
center including speech,
cardiac,
respiratory
and
occupational therapy.
Remodeling
of
Inpatient Rooms - $3.62
million will be utilized to
remodel all medical and
surgical inpatient rooms. In
order to minimize disruption
of operations, McCurtain
Memorial Hospital plans to
remodel the rooms in ten to
twelve
unit
clusters.
Cardiology services will be
part of this phase.
Women’s Center - $3.37
million
is
earmarked
for
renovation of McCurtain
Memorial Hospital’s women
health services, including
obstetrics and the creation of
a women’s health center
which will focus entirely on
women’s health issues for
women of all ages.
Surgery Suites - $3.23
million to fund a substantial
renovation of McCurtain
Memorial Hospital’s surgery
department including the
development of an orthopedic
surgery and rehabilitation
center.
Intensive Care Unit,
Pharmacy, Laboratory,
and Miscellaneous $2.15 million will be spent
on various updates and
expansions
to
these
departments.
In order to
limit any disruption to
existing services, individual
projects will unfold as
additions and renovations
make available new or
unused space.
McCurtain
Memorial
Hospital,
which
was
constructed in 1974, has not
been remodeled since it was
built. The Hospital also has
many physical deficiencies,
including the heating and
cooling systems.
Many
patient
areas
are
not
compliant with new code
restrictions; patient access
areas
are
not
ADA
compliant; and space is too
limited to effectively provide
acute care services both in
the inpatient and outpatient
setting. The renovation and
expansion will provide the
Hospital the ability to remedy
the
current
physical
deficiencies.
It will also
allow inpatient and outpatient
health care services to be
performed more efficiently,
and will be more attractive to
patients, physicians, and
visitors allowing the hospital
to be more competitive.
McCurtain
Memorial
Hospital aspires to assure the
availability of health care that
is safe, reliable, affordable
and as good as it can be when
it is needed by the people of
McCurtain County.
This
aspiration
cuts
across
economic,
political,
ideological, race, age, and
gender demographics. Our
project
guarantees
this
aspiration
for
today,
tomorrow,
and
for
generations to come.
THE PURPOSE OF THE NEW ADDITION
The two-story structure
to the north of the existing
facility was officially turned
over to the hospital to occupy
on December 30, 2008. The
building of this structure was
called for in our Strategic
Plan for two very important
reasons.
The first objective was to
move our existing Physical
Therapy into the hospital (it
is now located in the medical
office building adjacent to
the hospital.) The hospital
does not currently have an
inpatient Physical Therapy
function on a routine basis
and the board felt this
represented
a
quality
deficiency. They felt our
patients should have access
to PT for ambulation,
exercise, and other reasons.
The question was, “where do
we put it?”
The second objective
was to create more space
devoted to inpatient and
outpatient care. Over the
years, the hospital has
utilized patient rooms for
office space. When a person
was hired, they were often
given a patient room to be
used as their office. In fact
the entire Home Health
Department
was
accommodated
in
this
fashion, utilizing several
patient rooms.
This approach might
have been workable if our
census and services would
have continued to decline.
But we now find that during
busy times we do not have
enough patient rooms to meet
our needs.
Although the
hospital is licensed for 111
beds we have only about 40
that are usable. Many rooms
are also not used because of
lack of heating and air
conditioning due to systems
that are 30 years old and no
longer working .
The board decided that
the solution to both issues,
the lack of an inpatient
Physical
Rehabilitation
Department and lack of
usable patient rooms could
best be resolved by building a
new structure.
The new two story
structure allows us to build a
state-of-the-art
physical
rehabilitation center in the
existing hospital building and
to increase our usable beds
from about 40 to 84.
Space that was formerly
occupied
by
laundry,
housekeeping and materials
management will now be
used for our new physical
rehabilitation center while
they will be relocated to the
first floor of the new
structure.
The
new
rehabilitation center will be
one of the finest located in
Oklahoma and will include
occupation,
respiratory,
speech, and cardiac rehab as
well as physical therapy. It
will
also
provide
a
therapeutic pool to aid in
providing
water-assisted
exercises for stroke, cardiac
and post surgical patients.
Further, the board felt that by
providing this service at
McCurtain
Memorial,
patients would be spared the
burden of driving to distant
places for rehabilitation.
The second floor of the
new structure will allow for
the relocation of several
functions that have been
housed in patient rooms for
years and free up valuable
space to provide more
inpatient
and
outpatient
space.
Why do we need more
space you ask? In addition to
needing more rooms during
our busy seasons we will be
The new North Tower at McCurtain Memorial Hospital.
The first phase of our Master Construction Plan
starting several new services
following our remodeling.
First is the creation of a
Women's Health Center that
will focus entirely on
women's health issues for
women of all ages. Secondly
we will create an Orthopedic
Surgery and Rehabilitation
Center which will occupy
rooms on the second floor
and in our rehabilitation
center. In addition we will be
providing Cardiology and
Urology Services also on the
second floor.
Our inpatient physical
therapy services will also
allow us to offer skilled
nursing care for patients who
qualify.
This program is
commonly known as a
“swing bed” program. The
Hospital already qualifies and
is approved for this service.
The remodeling and
renovation is also designed to
provide more privacy for the
patients and the nurse and
will enhance waiting areas
for visitors and family
members. In addition, the
hospital infrastructure will be
replaced with modern and
more efficient air, heat, and
water systems. This will also
decrease our cost of energy.
Hopefully, you now
understand why the new
North
Tower
was
constructed.
Without this
space, it would be impossible
to provide new and expanded
services. Also, the North
Tower had to be constructed
first to allow for staging of
the
remodeling
and
renovation to follow. The
difficulty is that the hospital
must remain operational
while the remodeling occurs.
Landscapes and Portraits In Health
Page 3
Question of the Day – Religion or Politics?
One
of
the
most
contentious areas of science
and American politics is the
controversy
surrounding
human stem-cell research;
particularly embryonic stem
cell research.
Limits
on
stem-cell
research, which prevented
federal funding and were
imposed by congress and
former President George W.
Bush for ethical and religious
reasons, have had a chilling
effect on both academic and
corporate research involving
such cells. Proponents of
stem-cell
research
say
restrictions have delayed
development of promising
new treatments while critics
contend that harvesting stem
cells from embryos destroys
human life.
This month, the Food and
Drug Administration cleared
the way for the first-ever
human trail of a medical
treatment
derived
from
embryonic stem cells. “This
is the dawn of a new era in
medical therapeutics,” said
Thomas
B.
Okarma,
President of Geron Corp., a
California
biotechnology
company who got the green
light from the FDA to
conduct a study of its stemcell treatment for spinal cord
injuries in up to 10 patients.
“The hope that stem-cell
therapy will repair and
regenerate diseased organs
and tissue goes beyond what
pills and scalpels can ever
do,” said Mr. Okarma.
The question of the day is
this: Should the Obama
administration lift all
restrictions on stem-cell
research and start funding
medical research?
McCurtain
Memorial
Hospital would like your
opinion.
E-Mail your
response
to
[email protected], write us
at 1301 E. Lincoln Road,
Idabel, OK 74745 or call
508-208-3100 after 5 pm and
leave a message.
Your
response may be chosen for
publication in the next issue
of Landscapes and Portraits
in Health.
stroke may not be in the position
to help themselves. They may
either deny the symptoms of a
stroke or may not be physically
or mentally able to get help.
That is why it is up to you, to
learn the symptoms of a stroke
and get help fast.
Learn to recognize the signs of
a potential stroke. According to
the
American
Stroke
Association (a division of the
American Heart Association)
symptoms of a stroke may
include:
ƒSudden numbness or
weakness of the face, arm,
or leg, especially on one
side of the body
ƒSudden confusion, trouble
speaking or understanding
ƒSudden trouble seeing in
one or both eyes
ƒSudden trouble walking,
dizziness, loss of balance
or coordination
ƒSudden, severe headache
with no known cause
Any of the above symptoms
may be temporary and last only
a few minutes. This may be due
to a ‘mini-stroke’ called a
transient ischemic attack (TIA).
TIAs are extremely important
indicators of an impending
stroke. Don’t ignore them. If
symptoms appear, call 911 to
get
medical
attention
immediately.
A stroke is another one of
those
‘lifestyle’
diseases
meaning that certain lifestyle
habits tend to increase the risk of
having a stroke. There are some
risk factors beyond your control
like age, sex, and heredity.
However, some risk factors you
can control or treat are:
ƒHigh blood pressure ƒTobacco
use ƒ Diabetes Mellitus ƒ
Carotid or other artery disease ƒ
Atrial fibrillation or other heart
disease ƒ A history of TIAs
(Mini-strokes) ƒ A high red
blood cell count ƒ Sickle cell
anemia ƒ High blood cholesterol
ƒ Physical inactivity ƒ
Overweight and obesity ƒ
Excessive alcohol intake ƒ
Some illegal drugs
THE TIME OF YOUR LIFE….. RECOGNIZING A STROKE
You are about twice as
likely to have a stroke in
McCurtain County as in the
average county in the state. This
is no doubt connected to the fact
that our incidence of heart
disease is so high compared to
the state according to the
Oklahoma State Department of
Health, Mortality Statistics,
(2007).
A stroke occurs when the
arterial blood flow leading to or
in the brain becomes blocked or
ruptures. Blood carries oxygen
and nutrients to the neurons
(nerve cells) in the brain, so
when the blood flow stops the
cells begin to die. In fact, for a
person having a stroke, every
minute without treatment costs
the victim 1.9 million bran cells.
As each second passes, more of
their brain atrophies, according
to the American Stroke
Association. Stroke is the third
leading cause of death in the
United States with over 900,000
strokes a year resulting in
150,000 deaths according to the
American Heart Association.
For the survivors, life can
be forever changed. Problems
with movement can turn once
simple tasks such as feeding and
dressing themselves into major
challenges.
Problems with
speech and memory can force
formerly productive workers
into early retirement. When
brain cells injured by a stroke
can’t work, the part of the body
they control can’t work either.
Injured and dead brain cells
can’t heal or replace themselves.
However, there are some
exciting possibilities in Stem
Cell research on the horizon that
may give hope to stroke victims.
Today, however, recovery from
a severe stroke usually takes
months or years of medical
treatment, rehabilitation therapy
and most of all a determined
effort by the survivor.
There are two main types
of stroke. One is caused by
blood clots or other particles
(ischemic strokes), and the other
by bleeding from a burst blood
vessel (hemorrhagic stroke).
Ischemic strokes are the most
common. The good news is that
the early medical care at the first
symptom of a stroke can greatly
help the outcome. We see many
stroke victims in our emergency
department and our doctors have
many techniques at their
disposal, including surgery,
aspirin, blood thinners and clotbusting drugs that can stop some
strokes in progress. The earlier
the diagnosis the greater the
options. But someone having a
McCurtain Memorial Hospital
recognizes that strokes are a
serious problem for our
constituents and stands ready
anytime to provide any
assistance possible. The biggest
priority is treating the disease as
soon as possible. That’s why
we ask everyone to recognize
the symptoms of a stroke and
call 911 immediately.
TECHNOLOGY FOR THE 21ST CENTURY
McCurtain Memorial Hospital
is striving to be a technologically
advanced hospital. Over the course
of the last 12 months we have
introduced new technologies that
are commonly found only in the
largest health care systems.
We began by implementing a
PACS in our radiology department.
PACS, which stands for picture
archiving and communication
systems, is a method of medical
imaging dedicated to the capture,
storage, retrieval and distribution of
medical grade images. These
images can be standard x-rays,
ultrasounds, CT’s, or MRI’s. Just
recently, McCurtain Memorial
announced the introduction of
digital mammography to its already
established list of digital images.
This essentially digitizes the images
and stores them on powerful
computer servers for quick access
and archival.
There are three major reasons
for a hospital to use PACS in their
Radiology department. The first
reason is the cost. Using a digital
system would mean that x-ray films
no longer need to be printed and
reviewed by the physicians. This
savings is something that can be
passed along to everyone involved.
The second reason is the portability.
This portability insures safe storage
of the data. In the event of a
disaster, all the files in a PACS
server are backed up and stored in a
safe location so it is more difficult to
lose the information. Film jackets
cannot be replaced or recreated, but
electronic data can. The third
reason is the most impressive and
most common reason for choosing
such a system; the speed of the
system. Image capture and review
can be accomplished in a fraction of
the time with computerized
assistance. This method also
reduces the need for “retakes” due
to over or under exposure. Retakes
not only increase time but also can
increase risk to the patient. The
system can lighten or darken the
exposure and even change settings
instantly to sharpen images.
The best way to explain this
would be by example. Imagine
you are taken to our Emergency
Room for chest pains. Historically,
our ER physicians order a chest xray.
You are taken to the
Radiology department and your
images are taken. This part has not
changed.
Prior to the
implementation of the PACS, your
films would have to be run through
a developer and printed to films.
Then the films would be carried to
the Radiologist to be interpreted.
Finally, the films would be carried
to the ER physician for further
review to determine the proper
course of action. This whole
procedure could take up to 10
minutes. If your chest pain is
related to a heart attack, 10 minutes
is a long time. With our PACS,
your x-ray is taken on a digital
cassette and loaded into a cassette
reader, or CR, for archival. As soon
as these cassettes are read, the
images can be viewed by the
Radiologist AND the ER physician
simultaneously at workstations
designated for x-rays with monitors
which rival the detail and clarity of
the old films. This entire process
takes only about 60 seconds before
the ER physician can see the
images. That is one-tenth the time.
In some cases it can be the
difference between life and death.
Another
advancement
McCurtain Memorial Hospital has
implemented is the Electronic
Medical Record, or EMR. An
EMR is just what it says; an
electronic record of the medical
chart. This is a chart utilized by the
medical staff as a method of
capturing all relevant health
information and storing it in one
central location. Just like PACS,
there are benefits to a hospital
having an EMR. Again, cost is one
benefit. With a full electronic
medical record, there is no need to
have a paper chart or folder holding
all the medical information. Safety
is another important benefit. It is
stored on servers, like the PACS, so
it is also backed-up and archived
safely off-site, just like the PACS.
Paper charts are difficult to replace
but electronic data can be
recovered. Portability is perhaps the
most fascinating aspect of an EMR.
Let’s look again at the example
of your visit to the ER. At the same
time that your ER physician is
reviewing the chest x-ray, the
cardiologist on call is notified. The
cardiologist can log into McCurtain
Memorial’s secured system from
anywhere in the world with an
internet connection and pull up the
same chest x-ray. It can be done at
the same time the ER physician is
looking at it. From here the
cardiologist can also review any
other tests ordered, any results
already reported and even look over
any of your past medical history
without having to wait for results to
be faxed to them. This portability
improves patient care and gets the
necessary information out quickly
to everyone and anyone who has a
stake in your well-being.
This system does not stop at just
the ER. Imagine next, you are then
admitted to McCurtain Memorial’s
inpatient floor. Your primary care
physician is able to check out your
visit to the ER and then your stay
on the floor. Your doctor is able to
monitor your progress at any time
throughout the day or night simply
by logging into the EMR system.
This enables real-time access to lab
tests as the results come in or access
to any nurse documented changes
to your condition. This is one more
step to improve quality of care
while staying at McCurtain
Memorial Hospital.
The advancements do not stop
there. Currently, we are working
on another exciting aspect of the
EMR. This stage is called CPOE,
or Computerized Physician Order
Entry. CPOE is a system where the
physicians
themselves
will
enter
orders directly
into
your
chart. This is
different from
standard
order entry, as
it
will
eliminate
paper orders.
Currently,
physicians
Paul Trotta, RT ( R ) (CT), Radiology/ CT Technologist
write orders
in the medical
department would be notified
chart on a piece of paper. This instantly of the request or change.
paper is then reviewed by the The doctor would also get a
nursing staff and the orders are confirmation stating the orders were
distributed to the appropriate successful;
eliminating
any
department. Utilizing CPOE will guesswork as to when or if the
not only eliminate the paper, but it nursing staff received the message.
will greatly reduce the potential of
All these exciting new
errors generated by handwriting or technologies
at
McCurtain
transcription. This is one of the Memorial Hospital are focused on
leading causes of patient care errors improving the quality of care
in hospitals.
delivered at McCurtain Memorial
This can best be described by Hospital. Each system is designed
going back to your admission from to save time, protect you and your
the ER. The next day, your information, and reduce the
primary care physician can look at chances of error, not to mention the
your chart online with the EMR. reduction in cost. McCurtain
He or she can at that point, Memorial Hospital is committed to
regardless of their location, make bringing you the most up to date
changes to your diet, changes to and current technologies designed
your medications, and order any to improve your safety and quality.
other lab or radiology exams.
These orders would not need to be
called in or faxed to the floor. The
orders would be input by the
physician and each corresponding
extended sales tax.
Taxpayers will not be
responsible for the $20 million
borrowed
by
McCurtain
Memorial
Medical
Management, Inc., the operator
of the hospital on a day to day
basis. Even in the unlikely event
of a default, the taxpayors are
not responsible.
The ½ cent sales tax revenue
will not be used for any day-today expenses like salaries.
Contrary to the beliefs of some,
the taxpayers do not pay
anything toward salaries at the
hospital. The only thing the
taxpayers hav ever paid for is
the purchase of some equipment
over the last five years from
proceeds from the ½ cent sales
tax.
Here are some of the facts
about the sales tax proposistion:
WHY DO WE NEED THE ½ CENT SALES TAX?
The primary need of the ½
cent sales tax is for the purchase
of needed capital equipment.
These purchases will not only
replace worn out, obsolete
equipment but will assist in
providing
new
capital
equipment for new services
which will be offered at the
hospital. Modern equipment
and technology is needed for our
continual survival and for the
delivery of quality care.
We are fortunate at
McCurtain Memorial Hospital
to have been able to operate
profitably over the last five
years. Most rural hospitals like
ours can not make that
statement. In fact, many are
closing or cutting back on
services. However, in order to
assure that our hospital
continues to be profitable, we
must spend some money
improving our operations.
The three major components
of a hospital include facilities,
equipment
and
qualified
personnel. All three of these are
necessary for the successful
(profitable) operation of any
hospital. The ½ cent sales tax
focuses on the equipment.
The building (facilities)
component is being addressed
by the Board through their
pursuit of $20 million in debt
financing to essentially provide
the community with a new
healthcare facility.
The
qualified personnel piece is
being provided by the hospital
through their extended emphasis
of quality care and customer
satisfaction (see related article)
and physician recruitment.
The equipment is the piece
for which your help is needed.
The hospital will be starting
three new services following the
remodeling and renovation.
They will need equipment for
orthopedics, for cardiology and
for urology.
Although the hospital has
been profitable, it does not have
the wherewithal to tackle the
remodeling ($20 million) and
purchase equipment also. New
and replacement equipment will
run into the millions over the
seven year period of the
The Tax Will:
ƒBe only a temporary
extension of an existing
tax. The tax would be
extended from July 1,
2009 and last for only 7
years.
ƒBe used by the hospital to
pay for equipment and/or
capital
improvements
only.
ƒBe countywide. This will
include all tourists, too. It
is estimated that 30% of
this tax will be paid for by
purchases made by nonresidents.
ƒBe fully accounted for by
the McCurtain County
Hospital Authority; a five
member board appointed
by
the
County
Commissioners.
The Tax Will NOT:
ƒBe used to pay for
employee salaries.
ƒIncrease during the seven
years.
ƒBe used for any hospital
operating expenses.
ƒBe spent for any other
purpose except what is
authorized by the
proposition.
One Tuesday, March 3rd, you
will have the opportunity to vote
on the continuation of the ½ cent
sales tax that will benefit the
hospital, our patients, and the
community. Please Vote Yes.
Page Four
landscapes and Portraits In Health
LOOKING ON THE INSIDE
Organizations grow and
change just as most people do.
Without growth and change,
organizations become stagnant
and
eventually die out.
McCurtain Memorial Hospital is
out to prevent that from
happening to your hospital, a
necessary and vitally imponant
part of your community
heallhcare.
perspective of how our
customers see us. Our goal,
particularly during this growth
and construction period, is to
Not only are we updating
the physical facilities and
expanding service lines in the
near future, we are giving our
hospital an "internal" makeover.
We are continually looking for
ways to improve how we
provide service to you, our
customer.
Sometimes Ihis
requires stepping out of the box
f.,r enough to look on the inside
and perhaps gain a beneT
continue
providing
Control puts it, "Meaningful
quality experiences are not just
adequate service. They are
created through a deliberate
commitment to moving beyond
what'scxpected."
With this in mind, we are
striving to create an atmosphere
and culture that is caring and
pleasant to our customers, guests
and employees alike. Culture
rncctings in every department,
9!!!ili!Y
medical care to our patients.
We are committed to
providing our customers with
the best experience they can
possibly have in a healthcare
sctting. As Deanna Campbell,
our own Director of Quality
mal1llgemenl classes offered to
employees, quality control
programs, employee wellness
programs, a walking track open
to the public and even this
newsletter as a communication
1001 are all ways we endeavor to
accomplish this.
In addition, we realize the
importance of listening to our
customers. Through the use of
Press-GaTlCy swveys and patient
advocacy we make every
attempt to address your
concerns. We understand Ihe
value of constructive criticism
and our intention is to learn and
grow from it. We encourage
you to help us to help you and
look forward to setVing you and
your families.
PROPOSED PHASING FOR REMODELING PROJECT
Dne of the difficult issues associated with remodeling ahospital is that it still must be operational while the remodeling is occurring. The schematic drawings below show how the phasing will occur in five different stages.
--i!!!'
-=
\ ;l
The 1st floor remodeling will consist entirely of Phase I. This will
consist of the completion of our rehabilitation center which includes
physical therapy, spmhtherapy, cardiac rehabilitation, respiratDry.
speech, and occupational therapy.
The rehabilitation center will also provide aquatic therapy for
orthopedic, post surgical and reconstructive patients.
Due to the increase in laboratory volume, it is necessary to
remodel and expand the laboratory to handle additional volume and
new procedures. The lab is also located on the first floor (see
above).
The second story remodeling includes four different phases because the entire
floor will be remodeled while being in use at the same time.
Phase Iincludes a 2 story addition atop an existing structure which will become
part of the expanded surgical department allowing us to perform orthopedic
surgery. Phase 1will also indude remodeling the patient rooms on the right wing.
Phase 2 will include remodeling of the existing surgery suites and the 2nd floor
center wing patient rooms. Phase 3 will consist of the development and relocation
of a new pharmacy which is currently located on the 3rd floor.
Finally, Phase 5 calls for the remodeling of patient rooms on the second floor. left
wing.
The third floor remodeling will include the completion of the two story
new construction which will house a 5 unit lCU department (Phase 1.
Green).
Phase 2 will include the third floor center wing patient rooms (which
will be done at the same time as the 2nd floor center wing). Phase 4 is
designed for a new DB/Women's department Bnd Phase 5 includes the
remodeling of the third floor left wing which crsates new lDRP rooms or
'birthing suites' which allows the mother to stay in one place during her
enlirestay
WE BELIEVE THAT IN AODITION TO OUR MANOATE TO PROVIOE THE BEST CARE POSSIBLE TO THE CITIZENS OF MCCURTAIN COUNTY. WE ALSO HAVE AROLE TO PLAY AS ACORPORATE CITIZEN
I'lease conSI(ler the tollowmg:
· This tax is not an expense, but an investment in healthcare.
· The money will assist the hospital to grow and provide additional services like onhopedics, cardiology, urology and physical rehabilitation right here in McCunain County.
· A strong hospital will attract future economic devclopmcnt and growth in the county.
· By investing in McCunain County's health care system we will have a healthier population, more productive people and improved quality of life.
· Investing in our hospital will assure that it will continue to be a strong economic force in our community with a payroll of over $8 million annually.
· Investing in our hospital is investing in jobs with over 250 employees currently on the payroll.
· Investing in our hospital is investing in future job growth. Perhaps for your children or grandchildren.
· These benefits far outweigh the cost of 50 cents for each $100.00 of taxable purchases.
EMPLOYEE NEWS
DID YOU KNOW?
In January, Brenda Parton, CDO and Pam Johnson, CNO
attended the Certified Healthy Business Awards
Recognition Luncheon at the Governor's Pavilion in
Oklahoma City where the hospital received the
-Certificate of Merit Award- in the second highest
award category. After further review, the Oklahoma
Health Department's Turning Point Council has
determined that McCurtain Memorial Hospital was
initially not given credit for all its healthy business
initiatives and actually should have received the highest
honor of -Excellence Award" during the awards luncheon.
Larry Olmstead, Director of the Oklahoma Turning Point
Initiative apologized for the error and congratulated
McCurtain Memorial for being honored in the highest
category among only 4 other businesses statewide. A
plaque recognizing McCurtain Memorial's Excellence
Award will soon arrive.
Please Support Your community
on March 3rd and Vote YES For
The Sales Tax Renewal.
Landscapas and Purtraits in Haalth
Published for the employees and friBnds
McCurtain Memorial Hospital
Brit MessBr, CEO
lesliB McGovern. Design Bnd Layou
Editorial Board
PEOPLE AND PLACES
o
Barbara Battiesl. Bright Beginnings. attended a workshop
entitled 'ParenlS as Teachers ~ Issues in Working with Teen
ParentS' February 2nd & 3,.l in Tulsa.
o Parents Suppon Group Meeting was held February l3'h
at 3 pm at the Kidz Konage
o Nonh Tower Open House was held on February 13th
NEW HIRES
..
...
Jackie Morgan. Registration
Jill Ebahotubbi. LPN, Home Heallh
ANNIVERSARIES
.:.
.:.
.:.
Margie (Business Services) and Hud Pratt. 22 years on February Sth
Dana (CID) and Christine Stowell. 13 years on February 14[1,
Rose (Home Health) and Harold Strange. February 14[1,
•
Blood Drive with OBI at MeCunain Memorial Hospital
on March 3«1 from noon to 6 pm.
Wellness Testing for McCunain Memorial HospiWI
cmployccs will be held in March.
CURRENT EVENTS
•
PLANNING FOR THE FUTURE
A recent meeting of officials from Southeastern Oklahoma State
University and McCunain Memorial Hospital to discuss a joint venture to
provide a clinical training program for laboratory technicians.
Lcft to Right: Marsha Grecn. RN. MS. Consultant with Somhcastcm Oklahoma Statc
University (SOSU); Dr. Doug McMillan. Vicc President for Educational Omreach and
Project Development at SOSU; Jane Harding. Idabel Sitc Coordinator for Eastcrn
Oklahoma State College (EOSC); Dr. Karen Harrison. Vice President for Academic
Affairs for EOSC; Drit Messer. CEO of McCurtain Memorial Hospital; Druce King.
Academic Advisor at SOSU. McCurtain County Campus; Dave Davis. Laboratory
Manager at McCunain Memorial Hospital: and Dr. Cathy Stewan Lightsey. Instructor at
SOSU. McCunain County Campus.
1
Wanda Adams
Kena Allen
Martha Anderson
Frank Drobil
Pam Johnson
Paula Knox
Julie Matthews
Jahni Taplsy
Ray Whitmore
Tom Williston
Published by McCurtain Memorial Hospital.
Idabel. 0
All Rights Reserved
Copyright ZOOS
Contact Infonnation:
Phone 580-208-3100
Fa" 580-208-3199
E-mail: adm@mmhoho
Website: MMHohom