FMDH - Frances Mahon Deaconess Hospital

MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
Frances Mahon
Deaconess Hospital
2011
Contents
Our Mission....................................................................... 2
Our Vision......................................................................... 2
Our Values......................................................................... 3
To Our Community.......................................................... 4
Dear Friends of FMDH.................................................. 6
Board of Trustees............................................................. 7
CAHs and Medicare......................................................... 8
Hospital Statistics.............................................................. 9
Patient Care Statistics....................................................... 9
FMDH Foundation........................................................ 10
Emergency Services........................................................ 12
FMDH Healthcare Providers ...................................... 14
Visiting Specialists........................................................... 17
Certified Registered Nurses........................................... 17
Patient Care Services...................................................... 18
Statement Of Operations.............................................. 20
Balance Sheet................................................................... 21
Production Credits.......................................................... 22
FMDH Telephone Directory........................................ 23
Our Vision:
Frances Mahon Deaconess Hospital will be the
best place to work, the best place to practice
medicine and the best place to receive care in
rural America.
Our Mission:
To advance the coordinated delivery of
health services, guided with respect for the
individual needs of our patients, thereby
improving the health of our regional
community.
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Our Values
Com m i t m e n t :
Our utmost commitment is to
continuously improve the quality of
services provided to our customers.
It is our intent to be accountable to
our customers through an organized
quality improvement effort.
Com p a s s i o n :
Our first responsibility is to our
patients. Our staff will show
compassion and be responsive to their
needs, regardless of race, creed or
ability to pay.
Inn o v a t i o n :
Competence:
Our employees are our greatest resource.
By our investment in their personal
and professional growth, our ability to
provide a healing environment for our
patients is enhanced.
Communication:
An essential ingredient to providing
quality patient care is communication
with patients, with family and with
healthcare team members. Our staff
will communicate in an open, honest
and respectful manner, seeking first to
understand before being understood
and focusing on the well-being of the
patients we serve.
Creativity and innovation will guide
our thinking. Flexibility will be the key
to our success in a rapidly changing
We believe in building relationships
environment, while remaining
with our community. We work together
responsive to our customers’ needs.
with schools, businesses and public
entities to improve the health of those
Ste w a r d s h i p :
we serve.
We will manage our resources
(technical, financial, human and
natural) to support our commitment to
We also believe in the
high quality patient care both now and
neighboring communities we
in the future.
serve. We partner with the
healthcare facilities located in
our service area and will work
together to pool our resources to
meet identified needs.
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To Our Community
As I write this message, the United States
Supreme Court has taken up the question
of the constitutionality of the Accountable
Care Act, or what is more often referred
to as the “healthcare reform act.” Before
your eyes start glazing over – my intent in
this message is not to discuss the pros and
cons of healthcare reform. However, the
contentiousness of the current political and
cultural environment of the United States
as it relates to how health care is delivered
– as depicted, in part, by this constitutional
debate – causes me concern. I believe it
should cause concern among all citizens of
northeast Montana. The debate over the
Accountable Care Act is just one aspect
of the change that is being promoted by
persons concerned with the sustainability
of the healthcare delivery system.
The
outcome of the greater change debate could
have significant impact on access to services
for all of us living in Glasgow and northeast
Montana.
Change is not always a bad thing. Particular
to health care delivery, the drive to
continually develop new technologies and
care techniques has significantly changed
how care is delivered – for the better in most
cases. Further, I would be the last person
to argue that the system, under its current
construct, is perfectly efficient from both
financial and clinical points of view. Change
is needed and the concern for the United
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States’ ability to sustain the existing delivery
model is a very real concern. However, the
wrong change or changes to the system can
have disastrous impacts on the availability of
services and the way of life for many parts of
the country.
One change that has been on the most recent
agendas of many governmental agencies,
healthcare stakeholders and individual
members of Congress is the idea of doing
away with the Critical Access Hospital (CAH)
program. Your eyes would certainly glaze
over if I went into too much detail on what the
CAH program is and how it works. Suffice
it to say that Frances Mahon Deaconess
Hospital is a Critical Access Hospital – as
are all but a handful of hospitals in Montana.
The program finds its origins in a Montana
demonstration project operating in the late
1980s and early 1990s. It was developed
because the Medicare Prospective Payment
model of reimbursement did not work in
rural communities. Due to the creation of
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the CAH model, many rural communities in
Montana, and throughout the country, have
been able to continue to carry on their missions
of service to the citizens of their service areas.
It works because it helps smooth out the peaks
and valleys of extreme volume variability
inherent in rural hospital operations, creating
a more stable environment for all of us.
have very little impact on such expenditures
from a macroeconomic perspective. However,
it would have significant microeconomic and
micro-cultural impacts on the communities
served by Critical Access Hospitals.
Why should you be concerned? If you do not
think that FMDH or other CAHs contribute
to the economic and cultural wellbeing
The arguments for
of their respective
changing or ridding
communities– there is
ourselves of the CAH
no need to be concerned.
Due to the creation
model
sound
fair
Whatever may happen,
of
the
CAH
in theory but, when
the communities will
examined in the context
adapt as is needed.
model, many rural
of operational reality, do
If, however, you do
communities
in
not withstand scrutiny.
believe that the scope
The argument is that as
of services available
Montana, continue
we try to curb the federal
and the numbers and
to
carry
on
their
government’s costs in
types of jobs provided
paying for the Medicare
by CAHs is important
missions of service
and Medicaid programs,
to the economic and
to
the
citizens
of
everyone
should
cultural health of the
“share” in the pain. To
community, you need
their service areas.
most people that is a
to make your voices
reasonable argument –
heard. Our collective
why should one sector
future should not be left
of the country be spared environmental and to politicians - or to hospital administrators.
economic pain when others have to suffer. Such determinations are most rightly made by
However, the contextual reality is that the the community all institutions serve.
CAH program is a miniscule part of the overall
government expenditures in the Medicare
and Medicaid program. We are talking 2%
to 4% of the hospital expenditures for the
entire country in any given year. Eliminating
or substantially changing the program would
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Dear Friends of FMDH,
“The best place to work, the best place to practice
medicine and the best place to receive care in rural
America.” Frances Mahon Deaconess Hospital is committed to this Vision Statement on every level throughout the organization.
The FMDH Board and Leadership Team continue
to look to the future in many ways. First and foremost
is how this organization can provide the best care and
services for you, the patient. Last year, we reported that
FMDH embarked on a Community Health Services Development Project. Part of this project was community
engagement, which included both a health care service
Pat Gunderson
President 2012
survey and meetings with community focus groups. We
Serving Second Term
listened to your concerns and suggestions. As a result,
2007-2015
we have committed to an evaluation of two potential additions to the services FMDH now provides, Hospice
Care and limited cardiology services. FMDH will explore the possibility of adding these new
services and others in the future, but their analysis will be based on community needs, the
ability of FMDH to support a new service and the financial implications for expansion of
services.
In addition to looking to the future, we are continually looking for ways we can improve as a Board. In our most recent self-evaluation, the Board recognized that we need to
make sure that we are doing our best in terms of community relations. We are committed to
making ourselves accessible to all members of the greater community that FMDH serves.
Please don’t hesitate to contact me or any Board member regarding your healthcare experiences and to inform us of any healthcare needs that you feel aren’t being met through FMDH.
The Board truly wants to ensure that we are serving our Community, those that need
healthcare services and those in support of loved ones who are ill. We are determined to do
our part in providing you with “the best place to receive care in rural America.”
Sincerely,
Pat Gunderson
President, Board of Trustees
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Board of Trustees
Deneen Fuhrman
Vice President
Serving Third Term
2005-2013
Jody Faul
Serving First Term
2010-2012
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Tim Newton
Secretary/Treasurer
Serving Second Term
2007-2012
Kerry Kingsley
Serving Second Term
2009-2014
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Kevin Miller
Serving First Term
2012-2014
Amy Capdeville
Dennis Idler
Serving Third Term
2005-2013
Muriel Burt
Serving First Term
2012-2014
Serving First Term
2011-2013
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Critical Access Hospitals and Medicare
Critical Access Hospitals are rural
hospitals that have been given a special
designation by Medicare. This designation
allows the hospital to receive cost-based
reimbursement from Medicare and Medicaid
rather than the traditional Medicare/Medicaid
Fee. The Medicare/Medicaid Fee is the total
amount that Medicare/Medicaid will allow a
hospital to be paid for a service, regardless of
what the hospital charges for the service.
The traditional Medicare/Medicaid Fee
Schedule was created based on the presumed
average cost to provide services amongst
all hospitals in the nation with only minor
adjustments to the fee based on location. Because
it is looking at the cost to provide the service
on a national level, and the majority of services
are provided at very large urban hospitals, the
cost that Medicare uses to set its fees reflects
the cost for large high-volume facilities to
provide services. Large urban hospitals that
have dramatically higher volumes than rural
facilities, such as FMDH, are able to provide
services at a lower cost per patient encounter
because their volumes are so much higher. The
principal at work in healthcare is the same as in
manufacturing. Most would agree that a large
car manufacturer that produces hundreds of
thousands
of cars per
year would
be able to
produce
a car at a
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significantly lower cost than a company trying
to manufacture one by hand and only producing
a couple dozen cars a year. Traditional
Medicare/Medicaid Fee Schedules would be
paying the local car manufacturer based on the
cost experience for the large car manufacturer.
Cost-based reimbursement moves a
hospital’s payment structure from the traditional
fee-based structure to one that pays a hospital
based on the costs that they actually incur to
provide services to Medicare and Medicaid
patients. At the end of each year, the hospital
provides Medicare/Medicaid with a detailed
accounting of the costs that the hospital
incurred to provide services to Medicare/
Medicaid patients through a document called
a Cost Report. The Cost Report is similar to
a personal Tax Return, in that it compares the
total payments that Medicare/Medicaid makes
throughout the year (based on estimates from
prior year cost reports) to the actual allowable
cost to provide the services as demonstrated in
the Cost Report. If the total allowable costs
is greater than the total of the payments made
by Medicare/Medicaid throughout the year,
then Medicare/Medicaid sends the hospital
an additional payment, if the total allowable
costs are less than the total payments, then
the hospital
has to send
back
the
difference.
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Patient Care Statistics
Number of Staffed Beds
Number of Bassinets
Inpatient Admissions
Total Patient Days
Average Patients/Day
Average Length of Stay(in days)
Emergency Patients
Surgeries
Deliveries
Total Patients Served
Laboratory Tests
Radiology Procedures
Meals Served
Pounds of Laundry Processed
2011
25
6
787
2,466
6.7
3.1
3,213
1,123
125
33,621
52,771
11,673
50,235
80,452
2010
25
6
794
2,499
6.8
3.1
3,358
1,179
125
34,276
53,781
12,635
47,754
79,635
Employment Statistics
FMDH is the largest employer in Valley County. As of June 30, 2011, FMDH
employed a total of 236 full and part time employees. The Full Time Equivalents
(Total worked hours divided by full time hours [2080 hours in one work year])
were 177.29.
According to a report prepared by the Montana Department of Labor and
Industry’s Research and Analysis Bureau, in 2010:
• FMDH employment in relation to total county employment was 64%
greater than expected when considering statewide employment patterns;
• FMDH accounted for 8.8% of Valley County’s non-farm employment
and 15% of Valley County’s total wages.
• For every Full Time Equivalent employed at FMDH, another .37 jobs
are created in Valley County. Based on 2010 FMDH employment this
represents 88 additional non-hospital jobs in the county.
• For every dollar of wages paid by FMDH, an additional $0.22 of wages
is produced in the county in non-hospital wages. This represents an
additional $2,709,362 in annual non-hospital county wages.
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About FMDH Foundation
Along with supporting our students, the
The FMDH Foundation is an independent, non- Foundation also gifted a Continuous Passive Moprofit charitable organization that was incor- tion machine to Physical Therapy, a T-4 NuStep
porated in 1982. It is governed by a dedicated bike for the Nashua Senior Citizens, CPR mateboard of directors while its day-to-day adminis- rials for FMDH, a birthing bed, and new infant
tration is managed by the Foundation Director. warmer for OB/GYN. A total of $61,160.73 was
The Foundation is an integral part of the Fran- gifted to students, FMDH, and the community.
ces Mahon Deaconess Hospital and the com- This year we raised $17, 229.00 during our annual Golf Tournament, and all
munity, helping to provide
proceeds went to the Mammogthe latest technology, mediO
u
r
m
i
s
s
i
o
n
:
raphy Fund. We are also able to
cal equipment, and training
to provide financial
give a little over $6,000 to our
for FMDH, better medical
support to Frances
ambulance services each year.
equipment for community orMahon Deaconess
ganizations, and scholarships
Hospital and other
As you can see, the Founmedically needed
to Valley County graduates
projects in our area to
dation has done great things in
studying in a medical field.
ensure that the medical
the last year, and continues to
services
help Valley County and our com
2011 proved to be a
provided in
munity. Needless to say, none of
great year. The Foundation
Valley County meet the
this would be possible without
gifted $20,000 in Scholarhighest quality
the support of you and so many
ships to the following stustandards.
others over the last 30 years.
dents pursuing a degree in a
Thank you for your commitment
medical field:
* Derek Baumgartner * Brianne Saxbury * and all your support. Join us in 2012 for another
great year!
LeAnn Capdeville * Leigha Hopkins
* Corey Smith * Sarah Waarvik * Derek Beadle *
Julie Nelson * Justine Stein * Alacia Cole * Chloe Gifts to the Foundation
Sukut * Janelle Johnson * Emily Braaten *Aaron There are several different ways you can give a
Hartsock * Nicole Nelson * Ashley Fossum
tax deductible donation to the Foundation such
as cash gifts including memorials and honorari-
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ums, stocks, bonds, real estate, annuities, and bequests. Cash gifts can be given as cash, checks,
credit cards, FMDH payroll deduction, and via
ACH directly from your bank account. All gifts
to the Foundation are managed by the Foundation Board, its Investment Committee, and account managers at RBC Wealth Management to
guarantee the highest rate of return. You can
determine how to support the Foundation’s mission by choosing from three different trusts or
endowments and one fund.
Trusts and Endowments
When you give to support FMDH Foundation
trusts or endowments, your gift is preserved in
perpetuity ensuring that it will thrive and continue to grow, impacting the lives of future generations. Your original gift is invested and only
the interest and dividends are used to support
the Foundation’s giving. These choices include:
Visit us online at
www.fmdh.org and click
on FMDH Foundation
The Tomography Fund was started in 2010
when the Foundation pledged to help the Frances Mahon Deaconess Hospital raise the funds
necessary to purchase a Hologic digital tomography machine. This new digital technology will
be vastly improved over analog technology (the
type of mammogram machine FMDH currently
has) as well as current digital machines because it
utilizes tomography, something that is currently
used with CT scans. This new technology will
allow the FMDH Radiologist to view breasts in
a 3-D image, thereby allowing improved identification of potentially cancerous areas.
When you give to the Foundation, your gift benefits you and your family while positively affecting our community. It’s a gift that never stops
giving!
General Endowment that allows the Foundation to purchase much-needed medical equipment for FMDH and other community organizations. (All unspecified donations are deposited
To learn more about the Foundation please coninto the General Endowment.)
tact:
Markle’s Ambulance Trust helps support the
ambulance services in Glasgow and throughout Mary Kate McIntyre - Foundation Director
621 3rd Street South
Valley County.
Glasgow, MT 59230
The Scholarship Trust ensures that funds are Office: (406) 228-3614
given to second-year college students studying in Fax: (406) 228-3535
a medical field who have graduated from a Valley County high school.
FMDH Foundation Board Members:
Ken Jansa,
President
Dan Frost,
Vice President
Tracey Waarvik, Treasurer
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Sam Knodel
Karla Zerbe
Kurt Voss
Della Gardner
Carrie Mesman
Millard “Butch” Tewell
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Improving Access to Emergency Services
The recent purchase of a jet aircraft has Northeast Montana STAT Air Ambulance Cooperative
flying high about their new and improved capabilities for transporting medical patients facing serious, life
threatening conditions. The aircraft was officially ready to fly its first ambulance flight on Febuary 17, 2012.
“This has been a long-time goal of the board to advance our service for the communities in Northeast
Montana. We are excited and look forward to serving the area and their medical needs,” said Clay Berger,
STAT Air Ambulance Director. The new
Pilatus PC-12 will serve as the primary aircraft
used for air ambulance, offering a five foot wide
cargo door and a turbine jet engine that will
generate speeds of approximately 322 mph.
One of the biggest advantages of the
aircraft is the reduced flight time needed to
get patients to their destinations. A trip from
Poplar Hospital to Billings that once took one
hour and fifteen minutes, will now take 45
minutes. A trip from Glasgow to Denver that
once took two hours and forty five minutes
will now take one hour and 45 minutes. The
PC-12 also allows for better accommodations
for bariatric patients. With the assistance of a
hydraulic arm, patients weighing as much as 650 pounds can be lifted effortlessly into the aircraft by staff.
The flight team consists of four full-time and one part-time pilot, five flight registered nurses and six flighttrained EMT’s with 24 hours a day scheduling and on-call services.
Quick access to specialized care not available in the rural area means better outcomes for patients.
“For a patient experiencing chest pain or who has suffered a heart attack, this service is invaluable. For
heart patients that need stents, the biggest advantage is the ability for us to get them to Billings as quickly as
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possible. We get them right into the heart cath lab where they can stent the patient in minutes and you
start to see blood flow. The goal is always to get the patient from here to there with as little tissue damage
as possible,” Berger said. “Once the emergency room team establishes that the patient needs to be flown
out, STAT Air offers us peace of mind because they worry about the travel logistics. We only have to make
one phone call and that enables us to focus all of our attention on the patient without trying to figure out
how we are going to get them there,” said Val Smith, Director of Nursing, NEMHS. “STAT Air is truly a
cooperative invaluable lifeline for the communities of northeast Montana. It ensures that patients can receive
care for what are often times life threatening circumstances when every second counts. Those crucial minutes
can mean everything for a patient’s outcome,” said Randall Holom, CEO for Frances Mahon Deaconess
Hospital.
The STAT Air Service started in 1984 at Frances Mahon Deaconess Hospital when they leased
pilots and used nurses from their facility to provide air medical transport. In 1986 they purchased a Cessna
twin engine 421 Aircraft and hired pilots and two full time nurses. In 2007, FMDH, Malta, and Northeast
Montana Health Services Wolf Point and Poplar campuses created Northeast Montana STAT Air Ambulance Cooperative. Last year, there were a total of 318 air ambulance flights.
The board consists of six members, both a CEO and a board member from each facility. They
are Peg Norgaard, CEO and Dallas O’Connor, Chairman of the Board for NEMHS, Ward Van Wichen,
CEO and Howard Hammond, a board member for Malta, and Randy Holom, CEO and Dennis Idler, a
board member for FMDH. The Northeast Montana STAT Air flights can be tracked on their new website
www.nemstatair.com.
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FMDH Healthcare Providers
Janet Armstrong, MD
Internal Medicine
Gordon Bell, MD
Family Medicine
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Jace Ball, PA-C
Emergency Medicine
Brett Dorwart, R Ph
Hospital Pharmacy
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Lisa Ball, CRNA
Anesthesia
Pain Management
Brian Bell, MD FACOG
Obstetrics/Gynecology
Gerry Fink, CRNA
Anesthesia
Pain Management
Jennifer Fowler, DO
Family Medicine
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FMDH Healthcare Providers
No Photo
Available
Arin Iman, DO
Family Practice
Angela Kemp, PharmD
Hospital Pharmacy
Anne Millard, MD
Family Practice
Obstetrics
Brenda Koessl, FNP
Nursing Services
Thomas Mirich III, MD
Orthopaedic Surgery
Robert Martin, MPT
Physical Therapy
Gina Reyling, PT
Physical Therapy
See page 17 for the list
of visiting specialists.
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FMDH Healthcare Providers
FMDH Healthcare Providers
Thomas Schultz, CRNA
Anesthesia
Pain Management Director
Sharlene Schmidt, MS
Audiologist
Kae Sukut, PA-C
Orthopaedic Surgery
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Walter Smith, DO
Radiology
Kari Wiens, FNP
Family Practice
A n n ua l
Thomas Stathos, R Ph
Retail Pharmacy
Anne Williams, MD FACS
General Surgery
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Visiting Specialists
Allergy/Immunology
Nephrology
Podiatry
Cardiology
Neurology
Pediatric Pulmonology
James M. Sweet, MD
Kendrick Trostel, MD*
Scott A. Sample, DO*
Brian Rah, MD*
Arturo Echeverri, MD
Larry Scharfe PA-C
Dermatology
Michelle L. Spenny, MD
Samuel Reck, MD*
Jared J. Lund, MD
Oncology/Hematology
Roger G. Santala, MD
William Purcell, MD*
Ortho Spine Surgery
Alan K. Dacre, MD
Ear, Nose & Throat
Brett R. Bennion, MD
Bruce D. Fisher, MD
Jeremy Lysinger, MD
Pulmonology
Catherine Stephens, MD
Rheumatology
Bruno Oliveira, MD*
Urology
Sarah Ryan, MD
* provider utilizes telemedicine
Certified Registered Nurses
Connie Brunelle, RN-BC
Certified Flight Registered Nurse
Pamela Lee, RN-BC
Certified Professional Utilization Review
Jeanine Nickels, BSN, RN
Certified Lactation Counselor
Deborah Guenther, BSN, RN-BC Joy Linn, RN-BC
Certified Nurse, Operating Room Certified Medical-Surgical Nurse
Vonnie Pattison, BSN, MSN, RN-BC
Certified Gerontological Nurse
Brandi Knierim, BSN, RN-BC
Jill Meiers, RN-BC
Certified Inpatient Obstetric Nurse Certified Nurse, Operating Room
Certified Wound Care Nurse
Leah Miller, RN
Certified Lactation Counselor
Brenda Koessl, BSN, RN, FNP
Certified Emergency Room Nurse
Certified Family Nurse Practitioner Lynn Miller, BSN RN-BC
Certified Informatics Nurse
Elaine Schuchard, RN-BC
Certified Emergency Room Nurse
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Amber See, BSN, RN-BC
Certified Obstetric Nurse
Certified Lactation Counselor
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Our
Services
At FMDH, we are dedicated to ensuring that Northeastern Montanans have access to as many medical services
as can be supported by our regional community. We are so committed to ensuring that we are able to address the
health needs of our regional community that we offer many services not often found in a Critical Access Hospital.
We even go so far as to subsidize some of our services, just to ensure that residents in our service area have access
to the care they need.
5th Avenue Pharmacy
The 5th Avenue Pharmacy is located within the
hospital facility and offers a full spectrum of prescription and over the counter medications as well
as gifts. One full time Pharmacist and three technicians staff the pharmacy five days a week.
Audiology
Provides hearing and hearing aid service along with
screening services to patients and many schools
throughout Northeast Montana.
body changes to be better detected.
• Nuclear Medicine offering full capabilities to
produce
tomographic radioactive
functional
images as well as
thallium cardiac
treadmill examinations.
• Mammography
images produced
by LoRad by Hologic and uses iCad Secondlook
for computer-aided detection (CAD).
• Ultrasound featuring two standard machines
and one 3D/4D machine.
Cardiac Rehabilitation
Services include a twelve week comprehensive outpatient program designed to help clients develop a healthier lifestyle. It is a multidisciplinary program made up
Diabetic Education
of specially trained staff, doctors, dietitians, pharmaFMDH has a Registered Nurse on staff that specializes
cists, physical and respiratory therapists, stress managin Diabetes Education.
ers and psychologists.
Deaconess Radiology
In addition to general radiology including C-Arm Fluoroscopy and X-ray, the department offers:
• Magnetic Resonance Imaging (MRI) using a
GE 1.5 Magnet unit.
• CT Scan produced by a 16 slice Siemens Somatom Sensation scanner that allows for subtle
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Glasgow Clinic
A fully staffed primary/urgent care clinic located within
the FMDH facility. The clinic is staffed by three Family
Practice Physicians, one Specialist in Internal Medicine
and a Family Nurse Practitioner and a Physician Assistant.
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Hi-Line General Surgery
Located within the Glasgow Clinic, Hi-Line General
Surgery offers a variety of surgical and diagnostic services.
Home Oxygen/Durable Medical Equipment
Offers all the supplies needed to provide care from
the comfort of home. Carrying a full complement of
breathing assistance devices including home and portable oxygen, nebulizers, C-pap and Bi-pap machines
as well as medical supplies such as walkers, wheelchairs
and hospital beds.
Inpatient Nursing Services
FMDH offers a full range of highly trained nursing
staff available to make patients as comfortable as possible. Their services are always
delivered with empathy and
complete regard for patient
confidentiality.
Therapeutic Drugs
Thyroid Studies
Bacteriology
Coagulation
Arterial Blood Gases
Transfusion Services
Milk River OB/GYN
Both Gynecological and Obstetrical services offered
with emphasis on applying the most up to date medical
care to each individual depending upon her particular
circumstances. From routine health maintenance issues
to complex, high-risk pregnancies, to advanced laparoscopic surgery.
Northeast Montana
STAT Air Ambulance
FMDH is a proud member
of this cooperative. It was
formed by FMDH with
the Phillips County Hospital and northeast Montana
Health Services to ensure
Labor, Delivery and
the residents of northeast
Recovery (LDR)
Montana have access to
The LDR suites are inclusive
Registered Nurses with adso all parts of the delivery provanced training in the care
cess can be done from that
and risks associated with
room. A childbirth preparation class is also available to inform and introduce transporting critically ill patients. It presently conducts
mothers to the facility and staff. FMDH has an Obste- approximately 300 flights per year with the majority of
trician/Gynecologist as well as Family Practice Physi- transports from Northeast Montana to Billings.
cians with training in Obstetrics on staff to care for
mothers who choose to have their children at FMDH. Nutrition Services
The FMDH staff of dietitians provide nutrition assessments and education to inpatients and outpatients
Laboratory Services
Lab professionals are available on-call to our physicians (by referral). Nutrition consultation is also provided to
24 hours a day 365 days a year. The department is a other facilities including nursing homes and the WIC
Clinical Laboratory that performs diagnostic laboratory program.
work on blood, urine and other body fluids. These tests
include work in:
Hematology
Chemistry
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Occupational Therapy
Offering a full service Occupational Therapy program
for patients receiving outpatient or inpatient care. Including services for infants and toddlers under 3 years
of age.
Orthopaedics & Sports Medicine
Located within the facility and offers a full-time Orthopaedic surgeon and a Certified Physician Assistant. The
department specializes in sports medicine, arthroscopic
surgery, total joint replacement and shoulder conditions.
Outpatient Infusion/Chemotherapy
Providing a one-on-one nursing service in the privacy
of individual rooms, Outpatient Infusion Therapy clinic offers the service delivery of various infusion medications including, but not limited to, chemotherapy.
The rooms are equipped and decorated to make receiving treatment as comfortable as possible.
Physical Therapy
Serving patients in both Glasgow and Malta, the department’s primary patient load consists of musculoskeletal injuries or orthopaedic injuries. However, they
also work with neurological disorders, provide instruction on work-place injury minimization and treat dysfunction throughout the whole body.
Respiratory Therapy
This department performs oximetry studies, pulmonary function studies (both pre and post), fits patients
with ventilators, and conducts referrals.
Surgical Services
The department of Surgical Services (DSS) provides
care to patients of all ages and acuity undergoing elective or emergency surgery. This department consists of
Outpatient Surgery, Anesthesia, Operating Room, Peri
Anesthesia Care Unit, Sterile Processing and Outpatient Procedure Lab.
Pain Management
Pain interventions, in the form of injections, to help
manage pain. FMDH has three CRNAs specializing in
anesthesia and pain management.
Statement Of Operations
Years ended June 30
Total Operating Revenues
Total Operating Expenses
Gain From Operations
Net Non-Operating Gains
Increase in Unrestricted Net Assets
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2011
$28,224,037
26,308,782
1,915,255
509,530
2,295,087
2010
$28,233,175
25,584,953
2,648,222
540,498
$3,188,720
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F M D H i s Q u ality Focused
The Joint Commission is an independent not-for-profit organization that has accredited hospitals for more than 50 years.
Today it accredits more than 15,000 health care organizations
and programs in the United States. Joint Commission accreditation and certification is recognized nationwide as a symbol
of quality that reflects an organization’s commitment to meeting certain performance standards. To earn and maintain The
Joint Commission’s Gold Seal of Approval™, an organization
must undergo an on-site survey by a Joint Commission survey
team at least every three years.
Joint Commission standards address the hospital’s performance in specific areas, and
specify requirements to ensure that patient care is provided in a safe manner and in
a secure environment. The
Joint Commission develops
its standards in consultation
with healthcare experts, proYears ended June 30
2011
2010
viders and researchers, as well Assets
as measurement experts, pur- Total Current Assets
$17,561,070 $18,032,604
chasers and consumers.
Plant, Property and Equipment
9,658,657
9,725,571
Balance Sheet
A Hospital Quality Alliance
Participant designates that a
hospital has agreed to submit
performance measures for
publication on the Centers for
Medicare and Medicaid (CMS)
website.
Information about the safety
and quality of accredited hospitals is available to the public at Quality Check®, www.
qualitycheck.org.
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4,276,952
4,672,586
1,778,713
6,842,765
0
1,604,203
$38,014,892
$35,340,569
$2,302,703
Long Term Liabilities
Total Liabilities
Net Assets
$2,882,593
0
3,388,722
34,626,170
0
3,009,486
32,331,083
Total Liabilities and Net Assets
38,014,892
$35,340,569
Long Term Investments
Note Receivable
Other Assets
Total Assets
Liabilities and Net Assets
Total Current Liabilities
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Production Credits
If you would like additional copies of the Frances Mahon Deaconess Hospital Annual Report, or for more
information, please contact:
Marketing Department
Frances Mahon Deaconess Hospital
621 3rd Street South, Glasgow, MT 59230
Phone: (406) 228-3643 Fax: (406) 228-3535
This report has been published as a service to the patients of
Frances Mahon Deaconess Hospital in accordance with reporting requirements
for 501(c)(3) Tax Exempt Organizations.
The cost to print and mail this report to you was less than $0.80
Randall Holom, Chief Executive Officer
Nickolas Dirkes, Director of Marketing
Megan Haddix, Projects Coordinator
Board and Health Care Provider Photographs Courtesy of
Image Photography
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Frances Mahon Deaconess Hospital
(406) 228-3500 or 1-800-322-3634
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MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH Frances
FMDH Mahon
FMDHDeaconess
 FMDH Hospital
FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
621 3rd Street South
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
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FMDH  MT
FMDH
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 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
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 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
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MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
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MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
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MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH
 FMDH  FMDH and
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
rthopaedics
MDHport
 FMDH  FMDHicine
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH
Of  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
221 5th Street South
3rd Street
South  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
 FMDH  621
FMDH
 FMDH
 MT
FMDH
 FMDH 
Glasgow,
59230
Glasgow,
MT
59230
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
FMDH
 FMDH  FMD
(406)
228-3400
(406)
228-3536
 FMDH 
FMDH
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH OB/GYN
 FMDH
of  FMD
Home
Oxygen
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH 
Durable
MDH  FMDH  FMDH  FMDH  FMDH
 FMDHMedical
 FMDHEquipment
 FMDH  FMDH  FMDH  FMDH  FMD
621
3rd
StreetSouth
Street
South
 FMDH  FMDH  FMDH  FMDH  FMDH  FMDH
FMDH  FMDH  FMDH 621
 3rd
FMDH
FMDH 
Glasgow, MT 59230
Glasgow, MT 59230
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
228-3618
228-3684
 FMDH  FMDH  FMDH  FMDH  FMDH(406)
 FMDH
 FMDH  FMDH  FMDH(406)
 FMDH
 FMDH 
MDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMDH  FMD
O
S
Glasgow
Clinic
s Med
FMDH
&
Milk River
FMDH