The COVID-19 pandemic has had drastic effects on the healthcare world including staffing, medical mistrust, and patient care. This era also introduced a less recognizable clinical issue known as medical misinformation. This week we are talking with Wendy Welch, the Executive Director of the Southwest Virginia Graduate Medical Education Consortium. Wendy will discuss her new book, Masks, Misinformation, and Making Do: Appalachian Health-Care Workers and the COVID-19 Pandemic, and how healthcare leaders can address misinformation and mistrust in their communities.
“The time to combat misinformation is when it doesn't matter. The time to build alliances and trust is before you need them.”
In addition to directing the Graduate Medical Education Consortium of SWVA, Welch is the author of six books about Appalachia, including culture, healthcare, and education. She blogs at wendy-welch.com and is a passionate advocate for helping people understand Appalachia’s nuances and hidden depths.
If you are interested in learning more about Wendy's book Masks, Misinformation, & Making Do follow this link: Masks, Misinformation, and Making Do: Appalachian Health-Care Workers and the COVID-19 Pandemic · Ohio University Press / Swallow Press (ohioswallow.com)
Recruitment in rural healthcare has always been challenging, made even more difficult by the COVID-19 pandemic. But what happens when the focus is moved to developing and retaining the talent that is already in-house? This week we are talking with Kim Bourne, the Chief Executive Officer at Taylorville Memorial Hospital. Kim will discuss her transition into rural health and how she was able to decrease employee turnover by almost half within a year.
“The focus really has to be on retention and servant leadership.”
Kim Bourne has been in leadership positions with Memorial Health for over 30 years. Starting with clinical nutrition and food service roles, Kim has also had opportunities to lead in patient transport and entrance attendants, patient safety, and regulatory compliance prior to her current role as hospital Chief Executive Officer at Taylorville Memorial Hospital.
Kim has been trained as a Lean Six Sigma Green Belt and Black Belt within her organization. She recently completed a several-phase project to replace an aging hospital with a newly constructed facility. She is married with 3 adult children and one grandchild.
In rural communities keeping care local can be a challenge. Many rural hospitals have begun to contemplate integrating into larger health systems to address this longstanding battle. This week we are talking with Bernie Jore, the Chief Operating Officer for Corewell Health Pennock & Zeeland. Bernie will discuss the impact integration has had on his organization and how they could keep care local for the community.
“If you have a great team, there’s not a whole lot you can’t accomplish in rural healthcare. We can keep healthcare local. We just have to work at it.”
Bernie Jore is the Chief Operating Officer of Spectrum Health Pennock a critical access hospital in Southwest Michigan. Prior to coming to Pennock, he worked 28 years for Ascension Health in Saginaw Michigan serving in many different leadership roles. The positions he held there included, Vice President of Business Development and Joint Ventures, Chief Nursing Officer, Director of Nursing, Manager of Human Resources, and associate health and wellness, Manager of Nursing and nursing supervisor for off shifts.
Before health care, Bernie was in the Army where he served in the first Gulf War and was assigned to a Saudi Air Force hospital and then as an NCO in an infantry unit as an aid evac medic. Life with his family includes a wife of 25 years, a 15-year-old son, 14-year-old and 12-year-old daughters who believe they run the place but in truth, their house is ruled by a 12-pound tyrant of a dog.
Many rural hospitals are facing struggles when it comes to maintaining their independence and financial stability. How did this pharmacist-turned-administrator manage to become one of the top revenues generating critical access hospitals and maintain their independent status? Find out this week when we talk to Chris Laman, the Vice President of Strategy with Columbia Memorial Hospital. Chris will discuss the rural collaborative advantage and how his organization increased its total operating revenue.
“It's a real focus on strategic growth, and not just growing to grow but growing service lines, one that can generate revenue that has some profitability, but also that the community needs.”
Over the last 16 years at Columbia Memorial, a CAH in Oregon, Chris has served many roles. Starting as a staff pharmacist and working his way to VP of Strategy. Over this time, he has led several major projects including the construction of a new cancer center and leading the county vaccination program during COVID. Chris has just completed the NHRA Rural Hospital CEO Certification Program. He is a very passionate leader committed to meeting the unique needs of this rural community.