Earning our trust
Danville Register and Bee editorial
January 25, 2008
Ronald Reagan liked to repeat the Russian proverb, “Trust but verify,” to describe his position on relations with the Soviet Union. Reagan could even say it in Russian.
That old proverb certainly applies to Jerel Humphrey, the latest CEO of Danville Regional Medical Center. We want to trust that Humphrey will work to make the hospital better, but we need to keep a careful watch on what happens, not what’s said.
“In the past, we haven’t done things (openly), and there is a healthy amount of skepticism, so (it) will take time to build trust,” Humphrey said recently. “That is my overall theme, and that takes time.”
After 90 days on the job, Humphrey has taken one step his immediate predecessor never did: He moved to Danville and bought a house.
The fact that such a minor matter like the hospital’s CEO moving to Danville is one indication of how strained relations are between the community and Danville Regional Medical Center and its corporate parent, LifePoint Hospitals Inc.
While LifePoint had no role in the controversial sale of Danville Regional in July 2005, the Tennessee-based company bears responsibility for what has happened since then.
To win back community support, Humphrey will have to continue to work with the Healthcare Leadership Council, the group set up to provide communication between the hospital and the community. Its members have been appointed by the local governments in Danville, Pittsylvania County and Caswell County, N.C. - Danville Regional’s core market.
The hospital will have to avoid embarrassments like the preliminary denial of accreditation that dogged the last CEO. Danville Regional will have to win the hearts, minds and support of doctors, nurses and patients.
In his first 90 days, Humphrey has overseen a transition in the hospital’s food service and selected a local firm for the hospital’s copier contract. Humphrey said Danville Regional may offer all private rooms, the Heart Center of the Piedmont will continue to be affiliated with Duke University Medical Center and Danville Regional has hired a nurse recruiter.
“I challenge people to not say ‘LifePoint’ but to say ‘Danville Regional Medical Center,’” Humphrey said. “Think of this as the community’s hospital and not LifePoint. The issue I’m trying to put in front is that we are making decisions locally.”
It’s all right to trust Danville Regional’s new CEO, but the community has to closely watch what happens there. A strong local hospital is too important to leave to chance.
Monday, January 28, 2008
Monday, January 21, 2008
"Is DRMC closing its laboratory?"
(from danvillenewsandviews.com)
"DRMC is not closing its lab. It is a requisite for Joint Commission accreditation and state licensure that all hospitals maintain a laboratory for its patients.
To clarify, there are several separate components to the hospital’s laboratory program. DRMC currently operates a main laboratory that services in-patients, out-patients and reference testing for physician office collected specimens and employment related testing for businesses. The reference lab portion of the lab is the most competitive and has experienced declining volumes in recent years.
The ultimate goal is to maintain the in-house DRMC laboratory that is providing all of the needed services for the hospital’s in-patients, as well as out-patients. At the same time we want to assure the continued provision of reference laboratory services for physician offices in the most cost effective and efficient manner possible.
DRMC is currently going through a review process involving physicians and administrators. The hospital is constantly looking at all aspects of services it provides and will continue to do so. We are a quality health care provider first and foremost; however, we also have a fiscal responsibility to provide quality health care in the most cost effective manner for the patients who expect that. "
"DRMC is not closing its lab. It is a requisite for Joint Commission accreditation and state licensure that all hospitals maintain a laboratory for its patients.
To clarify, there are several separate components to the hospital’s laboratory program. DRMC currently operates a main laboratory that services in-patients, out-patients and reference testing for physician office collected specimens and employment related testing for businesses. The reference lab portion of the lab is the most competitive and has experienced declining volumes in recent years.
The ultimate goal is to maintain the in-house DRMC laboratory that is providing all of the needed services for the hospital’s in-patients, as well as out-patients. At the same time we want to assure the continued provision of reference laboratory services for physician offices in the most cost effective and efficient manner possible.
DRMC is currently going through a review process involving physicians and administrators. The hospital is constantly looking at all aspects of services it provides and will continue to do so. We are a quality health care provider first and foremost; however, we also have a fiscal responsibility to provide quality health care in the most cost effective manner for the patients who expect that. "
Sunday, January 20, 2008
"Board chairman says it's time to move past '05 sale"
Danville Register & Bee
Sunday, January 20, 2008
Good days are ahead for Danville Regional Medical Center, especially with the hiring of CEO Jerel Humphrey, according to the new chairman of the hospital’s Board of Trustees.
“I feel very satisfied that Jerel Humphrey is the right person to be CEO at this point,” said Dr. Frank Campbell, who presided as chairman for the first time Monday. “He has already brought his family here and bought a house.”
Campbell, who replaces chairwoman Betty Jo Foster, is ready to put the problems surrounding the sale of Danville Regional to LifePoint Hospitals Inc. in 2005 behind the board and hopes the community will do the same.
“An important point is that LifePoint realizes they made numerous mistakes in the early months, and they are working hard to correct them,” Campbell said. “The local people should not see any difference in the hospital, regardless of who owns it. That is the goal of the board.
“If we can ever get to the point where people’s memories forget 2005, we’ll be the same as before the sale.”
Campbell said that every member of the board right now believes in the hospital and knows Danville needs it.
The function of the board members has not changed since the hospital was sold, he said.
“We deal with the same issues,” Campbell said. “Although the financial decisions are made by the CEO, we have access to all the numbers. Nothing has changed but the ownership.”
He said that the problems the Emergency Department faces in lengthy wait times isn’t a situation unique to the Danville hospital.
“The emergency room waiting times are bad all over,” Campbell said. “The truth is that our emergency room is not as good as some, but it is better than most.
“We are near the top in Virginia to get them in, get them processed and get them where they want to be.”
For the future, Campbell said the board seeks to restore confidence in the hospital.
“What we need to do is restore the pride and confidence of the people in this community in the hospital - it’s their hospital,” he said. “We also have to restore the confidence the medical community has in the hospital, especially the doctors.
“The board will continue to respect the doctors, and we want them to feel good about the hospital where they practice.
“But we’ve got to be consistent,” Campbell said. “The LifePoint executives and executives in the hospital can’t promise something and (not do it.)”
He has a personal stake in the success of the hospital.
Campbell and his wife, Janet, have chosen to retire in Danville, so he said he is committed to making the hospital the best it is.
Campbell explained what the Board of Trustees does:
• Hospital has to have one to be approved by the Joint Commission.
• Board hears reports about doctors; since the trustees
are the only people who can credential physicians to work
in the hospital. It deals with discipline problems.
• Sees the financial documents the same way as before.
• Every function the board had in 2005 before the sale, it still has today.
Members of the Board of Trustees:
• Dr. Frank R. Campbell, Chair
• Rev. Charles Breindel
• Timothy W. Brotherton, Ph.D., M.D.
• Michael A. Caplan, M.D.
• George B. Daniel
• Jerel T. Humphrey
• Janet Laughlin, Ph.D.
• Thomas M. Oates, Jr., M.D.
• Mukesh B. Patel, M.D.
• Larry S. Patterson
• Richard A. Smith, M.D.
Sunday, January 20, 2008
Good days are ahead for Danville Regional Medical Center, especially with the hiring of CEO Jerel Humphrey, according to the new chairman of the hospital’s Board of Trustees.
“I feel very satisfied that Jerel Humphrey is the right person to be CEO at this point,” said Dr. Frank Campbell, who presided as chairman for the first time Monday. “He has already brought his family here and bought a house.”
Campbell, who replaces chairwoman Betty Jo Foster, is ready to put the problems surrounding the sale of Danville Regional to LifePoint Hospitals Inc. in 2005 behind the board and hopes the community will do the same.
“An important point is that LifePoint realizes they made numerous mistakes in the early months, and they are working hard to correct them,” Campbell said. “The local people should not see any difference in the hospital, regardless of who owns it. That is the goal of the board.
“If we can ever get to the point where people’s memories forget 2005, we’ll be the same as before the sale.”
Campbell said that every member of the board right now believes in the hospital and knows Danville needs it.
The function of the board members has not changed since the hospital was sold, he said.
“We deal with the same issues,” Campbell said. “Although the financial decisions are made by the CEO, we have access to all the numbers. Nothing has changed but the ownership.”
He said that the problems the Emergency Department faces in lengthy wait times isn’t a situation unique to the Danville hospital.
“The emergency room waiting times are bad all over,” Campbell said. “The truth is that our emergency room is not as good as some, but it is better than most.
“We are near the top in Virginia to get them in, get them processed and get them where they want to be.”
For the future, Campbell said the board seeks to restore confidence in the hospital.
“What we need to do is restore the pride and confidence of the people in this community in the hospital - it’s their hospital,” he said. “We also have to restore the confidence the medical community has in the hospital, especially the doctors.
“The board will continue to respect the doctors, and we want them to feel good about the hospital where they practice.
“But we’ve got to be consistent,” Campbell said. “The LifePoint executives and executives in the hospital can’t promise something and (not do it.)”
He has a personal stake in the success of the hospital.
Campbell and his wife, Janet, have chosen to retire in Danville, so he said he is committed to making the hospital the best it is.
Campbell explained what the Board of Trustees does:
• Hospital has to have one to be approved by the Joint Commission.
• Board hears reports about doctors; since the trustees
are the only people who can credential physicians to work
in the hospital. It deals with discipline problems.
• Sees the financial documents the same way as before.
• Every function the board had in 2005 before the sale, it still has today.
Members of the Board of Trustees:
• Dr. Frank R. Campbell, Chair
• Rev. Charles Breindel
• Timothy W. Brotherton, Ph.D., M.D.
• Michael A. Caplan, M.D.
• George B. Daniel
• Jerel T. Humphrey
• Janet Laughlin, Ph.D.
• Thomas M. Oates, Jr., M.D.
• Mukesh B. Patel, M.D.
• Larry S. Patterson
• Richard A. Smith, M.D.
"Hospital CEO: 'Trust me'"
Danville Register & Bee
Saturday, January 19, 2008
Sitting in his office with almost 90 days under his belt as CEO of the hospital, Jerel Humphrey said the theme for his leadership is building trust, even though he knows it will take time for the community to trust Danville Regional Medical Center again.
Humphrey said he hopes he has taken that first step by buying a home in Danville.
“Wherever I go to speak to any group, I tell them that I’ve bought a house, and they all clap,” Humphrey said with a laugh.
Former hospital CEO Art Doloresco never moved to Danville, which became a source of irritation to the community.
Humphrey cited the recent changes in the dietary contract as the perfect example of how he wants to build trust by the way he does business.
“We have had a contract with Aramark for 30 years for our dietary department, but we recently moved them to a contract with Danville Regional,” he said. “We offered a job to any employee who wanted and qualified for one. We made them ‘whole’ from Aramark to Danville Regional as far as tenure and salary.
“We went to the employees and explained to them that they would be fairly dealt with, and then that’s what we did. We kept them informed.
“It is a concrete example of how we will do business in the future.”
Humphrey cited another example of “walking the walk” and not just “talking the talk.”
“We signed a $600,000 copier contract with a local company rather than going national,” he said. “We can’t always go local, but we will try.
“I don’t know how to do it any other way but to be up front.”
Humphrey said what has gone on at Danville Regional has been “unprecedented” and cited a void of leadership, but said that the feedback he has gotten shows the hospital is making progress.
“Becky Logan has been hired as the new chief nursing officer, but she has only been here a little longer than I have,” Humphrey said. “Mark Anderson has just started as the chief financial officer, and we are close to bringing on a chief operating officer.
“So we are still putting our team together and putting the pieces together.”
He is optimistic about the condition of the hospital, however.
“There are good things going on,” Humphrey said. “With more than 1,000 employees, we are the third largest employer in the (area) behind Goodyear and Pittsylvania County Schools.
“Our salary and wages in 2006 were more than $60 million.”
Plus, he said, the family is enjoying Danville.
Humphrey and his wife have bought a home in Pinetag, and the couple’s youngest daughter Rachel is a junior in high school and will be attending Tunstall High School.
“We clearly understood that the administration needed to live here,” Humphrey said. “Rachel’s been a real pro about moving when she’s a junior in high school. She’s a very independent girl.”
The CEO said he has made three overall observations since he has been in Danville.
“The people in Danville are open and friendly,” Humphrey said, “there is a great future with all the economic development initiatives, and nobody knows how to merge.”
But, joking aside, Humphrey said changes are being made at the hospital that he hopes will change the community’s perception, although he readily admits that those changes will take time.
He challenged the community to change their communication a little also.
“I challenge people to not say ‘Lifepoint’ but to say ‘Danville Regional Medical Center,’” he said. “Think of this as the community’s hospital and not Lifepoint (the hospital’s owner). The issue I’m trying to put in front is that we are making decisions locally.”
He likened the hospital to a Charlie Brown metaphor in which Lucy promises to hold the football for Charlie to kick and then always pulls it out at the last minute.
“In the past, we haven’t done things (openly), and there is a healthy amount of skepticism, so (it) will take time to build trust,” Humphrey said. “That is my overall theme, and that takes time.”
Saturday, January 19, 2008
Sitting in his office with almost 90 days under his belt as CEO of the hospital, Jerel Humphrey said the theme for his leadership is building trust, even though he knows it will take time for the community to trust Danville Regional Medical Center again.
Humphrey said he hopes he has taken that first step by buying a home in Danville.
“Wherever I go to speak to any group, I tell them that I’ve bought a house, and they all clap,” Humphrey said with a laugh.
Former hospital CEO Art Doloresco never moved to Danville, which became a source of irritation to the community.
Humphrey cited the recent changes in the dietary contract as the perfect example of how he wants to build trust by the way he does business.
“We have had a contract with Aramark for 30 years for our dietary department, but we recently moved them to a contract with Danville Regional,” he said. “We offered a job to any employee who wanted and qualified for one. We made them ‘whole’ from Aramark to Danville Regional as far as tenure and salary.
“We went to the employees and explained to them that they would be fairly dealt with, and then that’s what we did. We kept them informed.
“It is a concrete example of how we will do business in the future.”
Humphrey cited another example of “walking the walk” and not just “talking the talk.”
“We signed a $600,000 copier contract with a local company rather than going national,” he said. “We can’t always go local, but we will try.
“I don’t know how to do it any other way but to be up front.”
Humphrey said what has gone on at Danville Regional has been “unprecedented” and cited a void of leadership, but said that the feedback he has gotten shows the hospital is making progress.
“Becky Logan has been hired as the new chief nursing officer, but she has only been here a little longer than I have,” Humphrey said. “Mark Anderson has just started as the chief financial officer, and we are close to bringing on a chief operating officer.
“So we are still putting our team together and putting the pieces together.”
He is optimistic about the condition of the hospital, however.
“There are good things going on,” Humphrey said. “With more than 1,000 employees, we are the third largest employer in the (area) behind Goodyear and Pittsylvania County Schools.
“Our salary and wages in 2006 were more than $60 million.”
Plus, he said, the family is enjoying Danville.
Humphrey and his wife have bought a home in Pinetag, and the couple’s youngest daughter Rachel is a junior in high school and will be attending Tunstall High School.
“We clearly understood that the administration needed to live here,” Humphrey said. “Rachel’s been a real pro about moving when she’s a junior in high school. She’s a very independent girl.”
The CEO said he has made three overall observations since he has been in Danville.
“The people in Danville are open and friendly,” Humphrey said, “there is a great future with all the economic development initiatives, and nobody knows how to merge.”
But, joking aside, Humphrey said changes are being made at the hospital that he hopes will change the community’s perception, although he readily admits that those changes will take time.
He challenged the community to change their communication a little also.
“I challenge people to not say ‘Lifepoint’ but to say ‘Danville Regional Medical Center,’” he said. “Think of this as the community’s hospital and not Lifepoint (the hospital’s owner). The issue I’m trying to put in front is that we are making decisions locally.”
He likened the hospital to a Charlie Brown metaphor in which Lucy promises to hold the football for Charlie to kick and then always pulls it out at the last minute.
“In the past, we haven’t done things (openly), and there is a healthy amount of skepticism, so (it) will take time to build trust,” Humphrey said. “That is my overall theme, and that takes time.”
"Emergency Department undergoes many changes"
Danville Register & Bee
Sunday, January 20, 2008
Danville Regional Medical Center is making changes to reduce the wait times at the Emergency Department with the arrival of the hospital’s new CEO.
Jerel Humphrey pointed to the Direct Admit program that Becky Logan, the new chief nursing officer, has put into place.
“For example, if a patient in a nursing home has a broken hip, that patient can bypass the ED and be admitted,” Humphrey explained.
“If there is a physician already in the loop who knows the patient needs hospitalization, then we can get the medical crisis in without going through the ED.
“It’s in place now, but it’s too early to tell the impact. It’s just been within the last two weeks.”
Humphrey said the hospital also is improving the organizational structure of the Emergency Department, such as revamping the charge nurse responsibilities, to making sure there is more leadership on each shift.
The administration had hoped that opening up a primary care facility, Urgent Care, across from the hospital would divert a good deal of the non-emergency patients from the Emergency Department, but that hasn’t happened yet, Humphrey said.
“Patients are (still) using the emergency room for primary care,” he said. “Urgent Care has helped a little, but not to the extent we had wanted, and we don’t know why. We are looking into
why people aren’t taking advantage of it.”
Humphrey admits that one problem in the Emergency Department is communicating with the patients about wait times, but said the hospital hasn’t yet figured out how to do that.
“Sometimes we fall short of a patient expectation,” he said, “however, each patient and/or family member concern is reviewed when brought to our attention.”
If a person has been sitting in the Emergency Department waiting for a while and becomes sicker, the change in symptoms should be reported to the triage nurse to be reassessed, Humphrey said.
The size of the Emergency Department also is being evaluated.
“We saw more than 46,000 patients in the ED last year,” Humphrey said. “We may be undersized, and as we move forward with strategic planning, we will have to take the ED into account.”
Contact Susan Elzey at selzey@registerbee.com or (434) 791-7991.
Emergency Department statistics:
• Number of patients seen in the emergency room in 2006 is 40,227 with an average length of stay at five hours and 12 minutes.
• In 2007, the emergency room saw 40,601 patients with the average length of stay four hours and 37 minutes.
(Length of stay is the average of all visits for the acute Emergency Department and Fast Track.)
• Urgent Care is open 40 hours per week. Currently, 80 patients per week are seen there.
Other changes throughout the hospital are in the works:
• “We are looking at making the hospital all private rooms,” Humphrey said. “We are opening up floors that have been vacated because of the new facilities. We are going to go to a more private room concept.”
He said the two new floors that have recently been opened up in the Landon Wyatt Tower are remaining busy.
• “We also have not shut down the open-heart program, and we haven’t closed the loop completely on how we are going to continue with Dr. Lee McCann leaving and with Duke,” he said. “The key thing is that our open-heart program continues with no disruption of clinical care.”
McCann, the medical director of the hospital’s Heart Center of the Piedmont, announced in August that he was leaving to accept a position in Utah.
“The key thing is that we are going to continue, and we will have details on how we will continue, and it will be with Duke,” he said.
• “We’ve also done a lot better job in recruiting nurses in the past three months than the 18 months before,” he said. “We have brought on a nurse recruiter from Moses-Cone in Greensboro, N.C., who graduated from our nursing program.
“She will start in a week or so. She will just focus on and tell nurses in other communities about us.”
• Although the hospital is not fully staffed, he said no hospital is ever fully staffed but constantly has an ebb and flow.
Sunday, January 20, 2008
Danville Regional Medical Center is making changes to reduce the wait times at the Emergency Department with the arrival of the hospital’s new CEO.
Jerel Humphrey pointed to the Direct Admit program that Becky Logan, the new chief nursing officer, has put into place.
“For example, if a patient in a nursing home has a broken hip, that patient can bypass the ED and be admitted,” Humphrey explained.
“If there is a physician already in the loop who knows the patient needs hospitalization, then we can get the medical crisis in without going through the ED.
“It’s in place now, but it’s too early to tell the impact. It’s just been within the last two weeks.”
Humphrey said the hospital also is improving the organizational structure of the Emergency Department, such as revamping the charge nurse responsibilities, to making sure there is more leadership on each shift.
The administration had hoped that opening up a primary care facility, Urgent Care, across from the hospital would divert a good deal of the non-emergency patients from the Emergency Department, but that hasn’t happened yet, Humphrey said.
“Patients are (still) using the emergency room for primary care,” he said. “Urgent Care has helped a little, but not to the extent we had wanted, and we don’t know why. We are looking into
why people aren’t taking advantage of it.”
Humphrey admits that one problem in the Emergency Department is communicating with the patients about wait times, but said the hospital hasn’t yet figured out how to do that.
“Sometimes we fall short of a patient expectation,” he said, “however, each patient and/or family member concern is reviewed when brought to our attention.”
If a person has been sitting in the Emergency Department waiting for a while and becomes sicker, the change in symptoms should be reported to the triage nurse to be reassessed, Humphrey said.
The size of the Emergency Department also is being evaluated.
“We saw more than 46,000 patients in the ED last year,” Humphrey said. “We may be undersized, and as we move forward with strategic planning, we will have to take the ED into account.”
Contact Susan Elzey at selzey@registerbee.com or (434) 791-7991.
Emergency Department statistics:
• Number of patients seen in the emergency room in 2006 is 40,227 with an average length of stay at five hours and 12 minutes.
• In 2007, the emergency room saw 40,601 patients with the average length of stay four hours and 37 minutes.
(Length of stay is the average of all visits for the acute Emergency Department and Fast Track.)
• Urgent Care is open 40 hours per week. Currently, 80 patients per week are seen there.
Other changes throughout the hospital are in the works:
• “We are looking at making the hospital all private rooms,” Humphrey said. “We are opening up floors that have been vacated because of the new facilities. We are going to go to a more private room concept.”
He said the two new floors that have recently been opened up in the Landon Wyatt Tower are remaining busy.
• “We also have not shut down the open-heart program, and we haven’t closed the loop completely on how we are going to continue with Dr. Lee McCann leaving and with Duke,” he said. “The key thing is that our open-heart program continues with no disruption of clinical care.”
McCann, the medical director of the hospital’s Heart Center of the Piedmont, announced in August that he was leaving to accept a position in Utah.
“The key thing is that we are going to continue, and we will have details on how we will continue, and it will be with Duke,” he said.
• “We’ve also done a lot better job in recruiting nurses in the past three months than the 18 months before,” he said. “We have brought on a nurse recruiter from Moses-Cone in Greensboro, N.C., who graduated from our nursing program.
“She will start in a week or so. She will just focus on and tell nurses in other communities about us.”
• Although the hospital is not fully staffed, he said no hospital is ever fully staffed but constantly has an ebb and flow.
Tuesday, January 15, 2008
"Panel: Hospital wait times still lag"
Danville Register & Bee
Monday, January 14, 2008
With a statement of its vision in place, the Healthcare Leadership Council met last week and began to tackle the thorny hospital issue of emergency room wait times at Danville Regional Medical Center.
“While statistics show there recently has been more than a 30 (percent) reduction in wait times, the council challenged the hospital that the wait time from the time a patient reaches the ED until he or she is in a bed still needs improvement,” Council Chairman Don Nodtvedt stated in a news release issued Friday. “The hospital agreed they will continue to address the process changes necessary to reduce the wait time. Additionally, there was agreement that communication with the emergency waiting room patients should be improved.”
The council, formed as part of an effort to improve communication between Danville Regional and the community, also viewed a presentation that reported satisfaction survey results in pools of patients, doctors and associates.
“The hospital is currently sharing these results within its organization, recognizing that while for the most part, they have been improving, there is more work to be done in all three survey pools,” Nodtvedt said.
He explained that three areas have been surveyed either in six- or 12-month intervals by an independent research group, allowing the council to see the trends and results.
The council divides each meeting into at least four topic areas, Nodtvedt said.
“We are developing the council’s vision, mission, and goals,” he said. “We have completed the vision and are working on the mission and goals. We must know what the future should look like, where we are going and how we know when we get there.”
Other topics include issues that have surfaced to council members in the past month that develop a pattern of concern.
“This month it was the emergency department,” he said. “We follow on the progress each subsequent month to ensure closure. Then each month the hospital reports to us on their progress - or lack thereof - in areas of our choice. This month it was satisfaction results of patients, doctors and associates, and the previous month it was the intensive care unit.”
Finally, he said, each council member may submit requests for agenda items.
Jess Judy, a division president for LifePoint Hospitals Inc., is a council member and hospital CEO Jerel Humphrey attends every council meeting, Nodtvedt said, noting that other members of the hospital attend the meetings depending on the agenda.
Nodtvedt said it is still too early to evaluate the progress of the council, but said he is pleased with Humphrey’s commitment.
“At the same time, recognizing that the council has no authority other than political influence, I would like to see faster progress,” Nodtvedt said. “This is the consensus of the council as well. We still need to finish our mission and specifically our goals to see if, in fact, we are making a difference.
“The issues are complex and large, so I do not expect this to be resolved quickly either. I do believe the hospital wants to make changes for the better; they just have to do it.
“Most are process changes, which do take time. Many issues started well before the sale, got worse, and now must be fixed - a tough nut - but I do believe Jerel is up to it.”
Nodtvedt said the changes must not be simply lip service, noting that the council is working hard to ensure that through such means as requesting independent survey results, which he said the hospital had initiated before the request.
The council is the successor to the Citizens Commission, a seven-member body that was appointed last year by Wayne Williams, then a doctor and the mayor of Danville, to address complaints about Danville Regional.
The next meeting of the council is scheduled for mid-February.
Fast facts
Number of patients seen in the Emergency Department for 2007: 40,600
Current wait time in Emergency Department : 4.25 hours
National Emergency Department wait time: 3.12 hours (according to Center for Disease Control and Prevention)
Source: Danville Regional Medical Center
Monday, January 14, 2008
With a statement of its vision in place, the Healthcare Leadership Council met last week and began to tackle the thorny hospital issue of emergency room wait times at Danville Regional Medical Center.
“While statistics show there recently has been more than a 30 (percent) reduction in wait times, the council challenged the hospital that the wait time from the time a patient reaches the ED until he or she is in a bed still needs improvement,” Council Chairman Don Nodtvedt stated in a news release issued Friday. “The hospital agreed they will continue to address the process changes necessary to reduce the wait time. Additionally, there was agreement that communication with the emergency waiting room patients should be improved.”
The council, formed as part of an effort to improve communication between Danville Regional and the community, also viewed a presentation that reported satisfaction survey results in pools of patients, doctors and associates.
“The hospital is currently sharing these results within its organization, recognizing that while for the most part, they have been improving, there is more work to be done in all three survey pools,” Nodtvedt said.
He explained that three areas have been surveyed either in six- or 12-month intervals by an independent research group, allowing the council to see the trends and results.
The council divides each meeting into at least four topic areas, Nodtvedt said.
“We are developing the council’s vision, mission, and goals,” he said. “We have completed the vision and are working on the mission and goals. We must know what the future should look like, where we are going and how we know when we get there.”
Other topics include issues that have surfaced to council members in the past month that develop a pattern of concern.
“This month it was the emergency department,” he said. “We follow on the progress each subsequent month to ensure closure. Then each month the hospital reports to us on their progress - or lack thereof - in areas of our choice. This month it was satisfaction results of patients, doctors and associates, and the previous month it was the intensive care unit.”
Finally, he said, each council member may submit requests for agenda items.
Jess Judy, a division president for LifePoint Hospitals Inc., is a council member and hospital CEO Jerel Humphrey attends every council meeting, Nodtvedt said, noting that other members of the hospital attend the meetings depending on the agenda.
Nodtvedt said it is still too early to evaluate the progress of the council, but said he is pleased with Humphrey’s commitment.
“At the same time, recognizing that the council has no authority other than political influence, I would like to see faster progress,” Nodtvedt said. “This is the consensus of the council as well. We still need to finish our mission and specifically our goals to see if, in fact, we are making a difference.
“The issues are complex and large, so I do not expect this to be resolved quickly either. I do believe the hospital wants to make changes for the better; they just have to do it.
“Most are process changes, which do take time. Many issues started well before the sale, got worse, and now must be fixed - a tough nut - but I do believe Jerel is up to it.”
Nodtvedt said the changes must not be simply lip service, noting that the council is working hard to ensure that through such means as requesting independent survey results, which he said the hospital had initiated before the request.
The council is the successor to the Citizens Commission, a seven-member body that was appointed last year by Wayne Williams, then a doctor and the mayor of Danville, to address complaints about Danville Regional.
The next meeting of the council is scheduled for mid-February.
Fast facts
Number of patients seen in the Emergency Department for 2007: 40,600
Current wait time in Emergency Department : 4.25 hours
National Emergency Department wait time: 3.12 hours (according to Center for Disease Control and Prevention)
Source: Danville Regional Medical Center
Monday, January 14, 2008
"Healthcare Leadership Council tackles emergency room"
Danville Register and Bee
Monday, January 14, 2008
The Healthcare Leadership Council met last week to discuss issues concerning the emergency room at Danville Regional Medical Center, according to a release by council chairman Don Nodtvedt.
The mission of the council is to provide communication between Danville Regional Medical Center and the community.
Nodtvedt reported that although statistics show a recent reduction of 30 percent in wait times at the emergency room, the council challenged the hospital that improvement is still needed.
The hospital agreed to address the changes necessary to reduce the wait time and that communication with emergency waiting room patients needs improvement.
Hospital representatives shared a presentation on the satisfaction survey results of patients, doctors and associates. Although the results have shown improvement, the hospital agreed there is more work to be done in all three survey pools.
The council commended the hospital on its honesty.
The next meeting is scheduled for mid-February.
Monday, January 14, 2008
The Healthcare Leadership Council met last week to discuss issues concerning the emergency room at Danville Regional Medical Center, according to a release by council chairman Don Nodtvedt.
The mission of the council is to provide communication between Danville Regional Medical Center and the community.
Nodtvedt reported that although statistics show a recent reduction of 30 percent in wait times at the emergency room, the council challenged the hospital that improvement is still needed.
The hospital agreed to address the changes necessary to reduce the wait time and that communication with emergency waiting room patients needs improvement.
Hospital representatives shared a presentation on the satisfaction survey results of patients, doctors and associates. Although the results have shown improvement, the hospital agreed there is more work to be done in all three survey pools.
The council commended the hospital on its honesty.
The next meeting is scheduled for mid-February.
Wednesday, January 9, 2008
HB1037
This one should be of particular interest to readers of this blog. Contact your legislators and give them your feedback on Danny Marshall's bill.
HB1037: Sale or conversion of nonprofit hospitals; public hearing.
§ 32.1-127.4. Certain hospital conversions.
A. The administrator or owner of any nonprofit hospital that is entering into a contract for sale of the hospital to a for-profit entity or planning to restructure to convert such nonprofit hospital to a for-profit hospital, at least six months prior to the execution of a contract for sale or the filing of the articles of incorporation as a for-profit corporation, shall hold a public hearing in the locality where the hospital is located and present the following: (i) any changes to be made in the staffing of the hospital and (ii) a business plan explaining how the sale or conversion will affect the community.
B. If, following the conversion of such nonprofit hospital, a private foundation is established in connection with the for-profit hospital, no previous member of the nonprofit hospital board of directors shall serve on such foundation's board of directors.
http://www.richmondsunlight.com/bill/2008/hb1037/fulltext/
HB1037: Sale or conversion of nonprofit hospitals; public hearing.
§ 32.1-127.4. Certain hospital conversions.
A. The administrator or owner of any nonprofit hospital that is entering into a contract for sale of the hospital to a for-profit entity or planning to restructure to convert such nonprofit hospital to a for-profit hospital, at least six months prior to the execution of a contract for sale or the filing of the articles of incorporation as a for-profit corporation, shall hold a public hearing in the locality where the hospital is located and present the following: (i) any changes to be made in the staffing of the hospital and (ii) a business plan explaining how the sale or conversion will affect the community.
B. If, following the conversion of such nonprofit hospital, a private foundation is established in connection with the for-profit hospital, no previous member of the nonprofit hospital board of directors shall serve on such foundation's board of directors.
http://www.richmondsunlight.com/bill/2008/hb1037/fulltext/
Tuesday, January 8, 2008
2008
Sorry that postings have been down over the past month or so...I've been looking for pertinent news to report and there's been a bit of a drought. Not much coming from the R&B, not much from the Healthcare Leadership Council, and only an ad campaign from DRMC that doesn't really address what the real community issues with LPNT are all about...
But, anyway...it's a new year and hopefully there will be some things to talk about. One interesting news item was this from WAKG:
"Danville delegate Danny Marshall doesn't want any more surprises when non-profit hospitals are sold. He's introducing a bill that would require public hearings before not-for-profit hospitals are sold to for-profit companies. That was not the case in 2005 when Lifepoint purchased Danville Regional Medical Center. Marshall says the public was not aware of the deal until Danville Regional had been sold. He says many people, like his mother-in-law, had a vested interest in the local facility. She worked at Dan River Mills for years and gave part of her payroll to support DRMC. Marshall says any public hearing on the sale of a hospital would have to be held before the local governing body. Another bill from Marshall would prevent members of a hospital's board of directors from serving on any subsequent foundation formed through proceeds realized through the sale of that hospital." (WAKG - Jan 8, 2008)
Hmmm....call me crazy, but it appears that many of us who have been posting on this board that this whole deal went down inappropriately might be on to something.
Anyway, the legislation is three years too late to help Danville, but hopefully Marshall's bill will draw attention to the issues and prevent them from happening again.
You can track Danny's legislation at http://www.richmondsunlight.com/legislator/dwmarshall/
Just as an aside...at one time it seemed as though the state attorney general had taken an interest in what was happening with the DRMC deal. Whatever happened with that?
But, anyway...it's a new year and hopefully there will be some things to talk about. One interesting news item was this from WAKG:
"Danville delegate Danny Marshall doesn't want any more surprises when non-profit hospitals are sold. He's introducing a bill that would require public hearings before not-for-profit hospitals are sold to for-profit companies. That was not the case in 2005 when Lifepoint purchased Danville Regional Medical Center. Marshall says the public was not aware of the deal until Danville Regional had been sold. He says many people, like his mother-in-law, had a vested interest in the local facility. She worked at Dan River Mills for years and gave part of her payroll to support DRMC. Marshall says any public hearing on the sale of a hospital would have to be held before the local governing body. Another bill from Marshall would prevent members of a hospital's board of directors from serving on any subsequent foundation formed through proceeds realized through the sale of that hospital." (WAKG - Jan 8, 2008)
Hmmm....call me crazy, but it appears that many of us who have been posting on this board that this whole deal went down inappropriately might be on to something.
Anyway, the legislation is three years too late to help Danville, but hopefully Marshall's bill will draw attention to the issues and prevent them from happening again.
You can track Danny's legislation at http://www.richmondsunlight.com/legislator/dwmarshall/
Just as an aside...at one time it seemed as though the state attorney general had taken an interest in what was happening with the DRMC deal. Whatever happened with that?
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