It was July 11th of last year that I first walked through the doors of Big Sandy Medical Center to start work as the interim CEO. After only a few hours on the job, I realized what a challenge it would be to keep this organization from going down the same path as so many other rural hospitals succumb to, that is, to be purchased and assimilated into a much larger hospital system.
Yet I soon learned that I was working with some of the best hospital staff in the state. Their dedication, amazing problem-solving skills, and compassionate love and care for the patients of BSMC gave me hope that somehow, we could beat the odds and thrive as an independent small rural hospital. And we’re moving in that direction.
Staffing is improving after months of staffing shortages caused by burnout and discouragement during the COVID epidemic. We’re employing more direct care staff and using less of the very expensive traveling staff. Our unique and inviting culture is attracting workers from not only Big Sandy, but Havre, Rocky Boy, Chinook, and Fort Benton. It’s been a real joy to watch our staff reawaken from the COVID fog and find renewed energy and purpose again.
We’ve started several facility improvement projects, which I can best describe as “hurry and wait projects”. Case in point; as I’m writing this note, we’re still waiting on rafters for our kitchen addition project. The rafters were ordered weeks ago, yet as we’ve all experienced, worker shortages and supply disruptions have delayed the shipment, so the project is at a standstill. Our other projects have experienced similar delays, but I’m still hopeful all our current projects will be completed by the end of this calendar year.
Financially, BSMC is on a solid ground and should end its fiscal year near the breakeven point, which is the best we can expect right now given our higher inflation-driven costs. Key strategic investments in staff wages and education should encourage continued improvement in employment of vital direct care professionals.
Probably the most challenging issue facing BSMC right now is recruiting a long-term permanent provider to come along side our current medical staff and share in the 24/7 coverage of the clinic and emergency room. Just like my experience of being graciously welcomed by a generous and kind community, I believe a new provider would have the same experience. We just need to get one to make the choice to come here.
So, looking back at this year, I can say we’ve made a lot of progress towards our goals of keeping healthcare local and becoming your trusted healthcare partner. As the leader of BSMC, I can say I’ve made a few mistakes along the way and witnessed some amazing miracles too. Each morning I thank God I get to work at BSMC another day where people are the heart of what we do.
