Arkansas Hospitals, Summer 2024

Summer 2024

BUILDING COMMUNITY 2024 STATISTICS ISSUE

W E

B E L I E V E

in taking care of the legal, so you can take care of the patients.

We've been serving the legal needs of the Arkansas healthcare industry for more than 120 years.

• Medical Malpractice Defense • Healthcare Transactions & Employment Agreements • Government Relations & Administrative Proceedings • Licensing, Privileging & Peer Review • Labor & Employment Concerns • HIPAA Privacy & Security • Stark I and II & Anti-Kickback Statutes • Medicare/Medicaid & Insurance Reimbursement • Telehealth & Remote Healthcare • Long-Term Care & Skilled-Nursing Defense • Defense of Claims Against Pharmacies & Pharmacists Your Arkansas Healthcare Law Team

ARKANSAS HOSPITALS | SUMMER 2024 1

No matter how many beds you oversee, we make sure you sleep well in your own.

2 SUMMER 2024 | ARKANSAS HOSPITALS

Rest assured with medical professional liability insurance coverage from LAMMICO. 800.452.2120 lammico.com/AH

COMMUNITY INVOLVEMENT FEATURES

12 Community Involvement: Ideas from Arkansas Hospitals 13 Serving Those in Need, Where They Need It 16 Serving Patients in Their Communities 19 Community Benefit Programs Keep Communities Healthy 46 Emergency Preparedness as Community Outreach 49 Creating New Ways to Engage Our Communities 51 Meeting Specific Community Needs 53 Providing Safe Haven Baby Box 54 Working for Healthier Communities 56 Enhancing Health Care Access in Arkansas 58 Walking Toward Wellness 62 The Impact of Giving

SPECIAL SECTION

23 The AHA Guide to Hospital Statistics

IN EVERY ISSUE

5 President’s Message 7 Editor’s Letter 8 Hospital Newsmakers 10 Event Calendar 10 Hospital Newsmakers 41 Leadership Profile: Michael Wood 60 Coach’s Playbook 64 Hospitals by the Numbers

Summer 2024

ARKANSAS

HOSPITALS Arkansas Hospitals is published by The Arkansas Hospital Association

419 Natural Resources Drive | Little Rock, AR 72205 To advertise, please contact Brooke Wallace magazine@arkhospitals.org Ashley Warren, Editor in Chief Nancy Robertson, Senior Editor & Contributing Writer Katie Hassell, Graphic Designer Roland R. Gladden, Advertising Traffic Manager

BOARD OF DIRECTORS

Larry Shackelford, Fayetteville / Chairman Greg Crain, Little Rock / Chairman-Elect Michelle Krause, Little Rock / Treasurer Ron Peterson, Mountain Home / Past-Chairman Ryan Gehrig, Rogers / At-Large Chris Barber, Jonesboro David Deaton, Clinton Phil Gilmore, Crossett Michael Givens, Jonesboro James Magee, Piggott Guy Patteson, Jonesboro Gary Paxson, Batesville Eric Pianalto, Rogers Douglas Ross, Hot Springs Neta Sue Stamps, Berryville Brian Thomas, Pine Bluff

EXECUTIVE TEAM

Robert “Bo” Ryall / President and CEO Jodiane Tritt / Executive Vice President Tina Creel / President of AHA Services, Inc. Pam Brown / Vice President of Quality and Patient Safety Lyndsey Dumas / Vice President of Education Debbie Love / CFO

DISTRIBUTION: Arkansas Hospitals is distributed quarterly to hospital executives, managers and trustees throughout the United States; to physicians, state legislators, the congressional delegation, and other friends of the hospitals of Arkansas. Arkansas Hospitals is produced quarterly by Central Arkansas Media. Periodicals postage paid at Little Rock, AR and additional mailing offices. The contents of Arkansas Hospitals are copyrighted, and material contained herein may not be copied or reproduced in any manner without the written permission of the Arkansas Hospital Association.

Articles in Arkansas Hospitals should not be considered specific advice, as individual circumstances vary. Products and services advertised in the magazine are not necessarily endorsed by the Arkansas Hospital Association. To advertise, email magazine@arkhospitals.org.

ARKANSAS HOSPITALS | SUMMER 2024 3

Host Your Next Event in Style at the

Capitol District Event Center

Conveniently located in downtown Little Rock, our newly renovated event space offers free parking, seating for up to 100 attendees, a state-of-the-art A/V system, virtual conferencing options, and a fully equipped catering kitchen.

Let us help you plan your next conference, meeting, or community event – contact us to reserve your spot!

Visit afmc.org/events for more information.

JOIN OUR CLINICAL FACULTY! New York Institute of Technology College of Osteopathic Medicine at Arkansas State University is actively recruiting physicians to join our Department of Clinical Medicine and Osteopathic Manipulative Medicine in Jonesboro.

We offer: • • • • • •

Opportunities to practice in a hospital, ambulatory setting or our on-campus clinic Loan repayment options Competitive salary Employer-funded retirement with employee contribution Significant PTO and flexible schedule to provide ideal work/life balance Fulfillment of investing in future physicians to help address significant needs in our state and region For more information, contact the Department of Clinical Medicine at 870-680-8829 or clinicalmedicineJB@nyit.edu

Visit us online at nyit.edu/Arkansas 4 SUMMER 2024 | ARKANSAS HOSPITALS

A Sense of Community

O

ver the years, local hospitals have evolved in their community outreach efforts, extending care and expertise far beyond the boundaries of the hospital campus. Our hospitals not only provide care to patients but also serve the state's communities in countless capacities outside the hospital walls: sponsoring community events, hosting health fairs, providing free screening opportunities, and overseeing a myriad of programs developed to meet their neighbors' specific health needs.

Hospital workers volunteer their services at fun runs, cancer awareness events, in community gardens, and at shelters for the homeless. They serve as educators for new moms and for expecting parents. They collect food for the disadvantaged and set up pantries to alleviate food insecurity.

Our hospitals have always been hubs for their communities. Their care for those who are ill not only heals patients but also their families. They are often the community’s largest employer, thus they are economic drivers as well as trusted places of healing.

But more and more, our hospitals are reaching outward to design and support programs created to build healthier families and healthier communities. Neighbors see their nearby hospital as a foundation of community life, health, and wellness.

Hospital employees thrive on this work, and their fellow citizens appreciate their dedication.

Whereas our hospitals support their communities, we at the AHA, in turn, support Arkansas’s hospitals in every way we can. We sponsor educational gatherings like our summer leadership conference and annual meeting, bringing health care experts to Arkansas to share their knowledge. We provide a robust educational program that combines inperson and web-based sessions, making it possible for hospital staff to meet training requirements and keep abreast of cutting-edge health care trends.

We provide on-site, customized assessment in the field of hospital quality, and we offer a variety of solutions to support hospitals as they make continuous improvements in patient safety.

Our communications team works with every AHA department to create specialized informational, educational, and trustworthy resources our hospitals have come to depend upon.

PRESIDENT’S MESSAGE

And our analytics and financial policy team supports member hospitals by providing access to timely and accurate data and statistics, producing statistical briefs and reports to assist our hospitals, as well as conducting the Arkansas Hospital Association Compensation and Benefits Survey, maintaining the Hospital Consumer Assist online resource, and managing the AHA Analytics website.

We always look forward to the summer edition of Arkansas Hospitals magazine, where the analytics team presents its annual Hospital Statistics supplement. It’s so useful to our hospitals – and to AHA staff – as we all work to explain and promote public policy in the health care field.

We appreciate Donald McCormick’s work on this year’s supplement. Don designed this edition of Hospital Statistics as a resource that hospitals and community leaders can use to guide their conversations with lawmakers, regulators, and other stakeholders, as we seek to protect the financial viability of hospitals and endeavor to enhance access to care for all Arkansans. We believe you’ll find this year’s edition will give individuals and groups a valuable resource that helps explain the status of health care programming throughout the state while providing data that illustrate the importance of preserving hospitals as a precious health and economic resource vital to our state and its communities.

Bo Ryall

President and CEO Arkansas Hospital Association

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EDITOR’S LETTER

Ripple Effects S

ummertime trips to the lake are a big part of my life, but the visits have new meaning when looking through the eyes of my children. Splash right in and enjoy the cool water on a hot, hot day. Try to catch a dragonfly as it glides over the water. Drop a rock into a pool, and watch the ripples spread.

In the world of health care, we often talk about “ripple effects.”

Every hospital affects its community in a multitude of ways, rippling from inside the hospital, outward to the community, and beyond.

There are community health “ripples” that start within the hospital walls, as patients and families receive nurturing care, and then move outside the hospital, as wellness programs engage the people living in the communities we serve and help them look at personal health through new eyes.

There are economic “ripples”: A hospital pays its workers, who spend their wages in the community.

Groceries are purchased, mortgages are paid, car payments are delivered – then the grocery stores, car dealerships, and banks and lending institutions in turn invest back into their communities.

And, of course, hospitals make their own purchases, expanding the ripple effect. Capital spending on new construction, the purchase of new equipment and supplies, stocking of the hospital’s kitchen and pharmacy and gift shop – the ripples keep expanding outward.

At the Arkansas Hospital Association, we see these ripples from another perspective. We not only see the cultural and economic impacts hospitals have on their communities, we see the collective positive impact hospitals have on the overall health of Arkansans. And, as an association, we advocate for the hospitals of Arkansas, seeking to increase their viability and extend their impact even further.

This edition of Arkansas Hospitals takes a look at a number of innovative community outreach programs hospitals are creating across the state. Hospitals large and small are meeting the needs of various segments of the population, one patient and family at a time.

Our hope is that your own hospital can take these inventive solutions and adapt them to your unique community’s needs.

In this edition, we also present The AHA Guide to Hospital Statistics, our annual look at the data side of hospitals’ impact on their communities and on our state. When you combine Hospital Statistics with our newly released 2024 Economic Impact Report, you get a remarkable view of how foundational hospitals are to Arkansas’s health, well-being, economic viability, and cultural growth.

As summertime outdoor temperatures heat up and you, yourself, consider jumping into a pool or lake to cool life’s stresses, think about the ripples in the water. Let them remind you that your work, every day, has positive effects that ripple outward and have impacts greater than you may ever see or know.

Ashley Warren Editor in Chief

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2024 Summer Calendar JULY

July 10

Provision of Care in a Safe Environment: Update on Patient Rights and Suicide Prevention Webinar

July 11

Arkansas Hospital Auxiliary Association (AHAA) meeting AHA Headquarters

July 16

340B Quarterly Meeting Virtual Event

August 14-16

What Physicians Want Hosted by Jackson Physician Search AHASI Webinar

2024 Mid-South CAH & Rural Hospital Conference The Peabody Memphis, TN

July 17

August 21

July 17

AHA Healthcare Cybersecurity Alliance Virtual Event

July 18

Quality Forum Shared Governance: Empowering the Front Lines Virtual event

AUGUST

August 1-2

AHA Board Retreat Location TBD

AHA Healthcare Cybersecurity Alliance Virtual Event

August 22

Quality Forum Virtual Event

SEPTEMBER

September 12

Arkansas Hospital Auxiliary Association (AHAA) meeting AHA Headquarters

September 13

AHA Board Meeting Virtual Event

September 18

AHA Healthcare Cybersecurity Alliance Virtual event

September 19

2024 Arkansas Hospital Association Workers’ Comp Self-Insured Trust (AHAWCSIT) Annual Education Conference AHA Classroom

September 19 Quality Forum Virtual Event

September 20

Arkansas Association for Healthcare Engineering (AAHE) Fall Conference Location TBD

Register for AHA Events Online!

Employees of AHA member hospitals can now log in to www.arkhospitals.org and register for events online.

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Scan this code for our event page

Save the Date!

Arkansas Hospital Association

2024 Annual Meeting OCTOBER 30-31 Little Rock Marriott

LEADERSHIP WORKSHOP

HOT TOPICS:

Patrick Houlahan, Founder and CEO of

• Health Equity Belongs to Everybody

Former United States Marine Corps “Top Gun” Fighter Pilot

• When Good Isn’t Good Enough:

(4.5 Continuing Education Hours Applied for) Strategic Leadership Consultants, LLC,Association Arkansas Hospital

2024 Annual Meeting

October 30-31 Learn how to apply TOPGUN Little Rock Marriott • 3 Statehouse PlazaPatrick pilot tools and techniques Houlahan when leading your own highperformance teams.

• Consumer Behavior in a World of Memes, GIFs, and Trends • It’s All in the Delivery

KEYNOTE ADDRESS

(Communication Training)

Mike Massimino, Professor of Mechanical Engineering, Columbia University; Senior Advisor for Space Programs at the Intrepid Sea, Air & Space Museum; Former NASA Astronaut

How to remember that we are making the world a better place through our work.

How Unconscious Bias Harms Patients…Despite Our Good Intentions

• Leading Like Taylor Swift

Mike Massimino

Approval is pending for continuing education credits for ACHE, Legal, Nursing, Quality, and Risk Management.

Brochure and Registration Coming Soon!

ARKANSAS HOSPITALS | SUMMER 2024 9

HOSPITAL NEWSMAKERS Mercy NWA recently sponsored the inaugural Wellness Festival at Crystal Bridges and The Momentary, joining community partners in celebrating the connection between art, nature, and well-being. The engagement featured insightful dialogues, including Dr. Sonal Bhakta's conversation with Olivia Walton and filmmaker Tonya Lewis Lee. Senior leaders and local physicians participated in a thought-provoking discussion on AI's role in advancing whole health. And if that wasn't enough, musical artist Jewel provided comments and a performance that attendees found moving. We look forward to continuing our commitment to community well-being.

Senior leaders and area physicians participated in Mercy NWA's inaugural Wellness Festival.

From left, Kerry Bommarito, Vice President of Enterprise Data Science; Sonal Bhakta, Chief Medical Officer, Mercy NW Arkansas Communities; Joe Kelly, Executive Vice President and Business Development Officer; Dr. John Mohart, President, Community Operations; Dr. Megan Busch, Mercy Family Medicine Physician; Byron Yount, Chief Data and AI Officer.

Fulton County Hospital is now operating under its new name, Baxter Health Fulton County Hospital. Full integration of the hospital into the Baxter Health system will take place in January of next year.

CHI St. Vincent Hot Springs, together with Hot Springs National Park, is hosting “Hike to Health,” a new seasonal wellness opportunity for the public. The free program will allow the public to learn more about Hot Springs and its national parks, while exercising and engaging with CHI St. Vincent health professionals. The first event was held this spring, and other events are scheduled through the fall.

Robert Rupp, MHA, is the new CEO of Forrest City Medical Center. He has served hospitals in Texas, Oklahoma, Louisiana, and Arkansas, including Harris Hospital, Helena Regional Medical Center, and the Medical Center of South Arkansas.

A roll-out of the hospital's new name included t-shirts for staff members reading "Baxter Health Fulton County Hospital."

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St. Bernards Medical Center recently celebrated a ribbon cutting for its new $7 million surgery department expansion, opening three new surgical suites and shell space for a fourth.

Jefferson Regional has opened its new rehabilitation and behavioral health specialty hospital in White Hall. The 87,000 square foot facility houses 76 beds and is unique in the state in this combination of patient services.

Casey Willis, MBA, RHIT, CPPS, is the new CEO for Saint Mary’s Regional Health System. She previously served as Chief Operating Officer at National Park Medical Center and Associate Administrator at North Alabama Medical Center. She earned her master’s degree in business administration from Martin Methodist College and her undergraduate degree in management and human relations from Trevecca Nazarene University.

Specialists at Arkansas Children’s Research Institute and the University of Arkansas for Medical Sciences will use a $3.2 million award from the National Institutes of Health to lay the foundation for a new treatment that could transform quality of life for children with lymphatic malformations. This research is supported by the National Heart, Lung and Blood Institute of the National Institutes of Health.

The Washington Regional Environmental Services Department received special recognition during Patient Experience Week. Pictured below, the EVS team members clean and disinfect approximately 750,000 square feet each day to ensure that the hospital is ready for patients, visitors, and staff.

Arkansas Children's Hospital’s (ACH) nationally ranked Cancer and Blood Disorders program has earned full accreditation from the Foundation for the Accreditation of Cellular Therapy (FACT) for performing bone marrow transplants and cellular therapy. The full accreditation recognizes the hospital's dedication to providing high-quality care and adhering to rigorous standards. By meeting the stringent requirements set forth by FACT, ACH has demonstrated its ability to deliver comprehensive and cutting-edge treatment options to pediatric patients.

Rustin Morse, MD, MMM, has been named Senior Vice President and Chief Administrator of Arkansas Children’s Northwest. He most recently served as Chief Medical Officer of Nationwide Children’s Hospital in Columbus, Ohio.

Baptist Health, in support of the University of Arkansas for Medical Sciences' (UAMS) Milk Bank, has opened a milk depot at its medical center in Fort Smith. The Fort Smith Baptist Health Milk Depot is a designated space for individuals to donate milk, which will be sent to the UAMS Milk Bank for screening, pasteurization, and nutritional analysis. After processing, milk will be sent, according to need, to hospitals throughout Arkansas.

Washington Regional EVS Team

AHA Awards Call for Nominations: The AHA is now accepting nominations for the 2024 AHA Awards, which will honor outstanding and innovative CEOs, trustees, community advocates, nurses, physicians, and bright, young executives! The Arkansas Hospital Association’s 2024 Annual Meeting Awards Luncheon – on Thursday, October 31, at the Little Rock Marriott – will feature presentations of the A. Allen Weintraub Memorial Award; Distinguished Service Award; C. E. Melville Young Administrator of the Year Award, recognized by the ACHE of Arkansas (formerly Arkansas Health Executives Forum); and the Diamond Awards, cosponsored by the Arkansas Society for Healthcare Marketing and Public Relations. In addition, the American College of Healthcare Executives (ACHE) Regent’s Awards will be presented during the Awards Luncheon this year. To learn more and Scan this QR Code to get the to submit nominations, you may scan the QR Award Nomination Form code at right.

ARKANSAS HOSPITALS | SUMMER 2024 11

COMMUNITY INVOLVEMENT:

Ideas from Arkansas Hospitals

I

n Arkansas and across the U.S., patients and communities rely on the wide range of critical health care services that only hospitals and health systems can provide, including 24/7 emergency and other higher-acuity care.

Hospitals also work with their community partners to develop and deploy tailored programs that advance health and wellness in every part of the state.

Arkansas’s hospitals and health care workers continually stand strong for their communities, and they play a vital role in our society to keep communities healthy.

We hope you will enjoy reading about the many community-oriented projects Arkansas hospitals have created, and perhaps you will be able to adopt or adapt some of these ideas for use in your own community setting.

The Arkansas Hospital Association sincerely thanks all of the hospitals across the state who are sharing their community outreach ideas in these pages.

If you have Community Outreach projects your hospital would like to share, please contact Ashley Warren, awarren@arkhospitals.org.

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RESOURCES FOR TELLING YOUR HOSPITAL STORY

If you would like help in developing presentations that tell your hospital story, please visit aha.org/tellingthehospitalstory, where you’ll find a toolkit from the American Hospital Association that includes case studies, presentation slides, social media ideas, photos and logos you can adapt to your needs, and more.

Scan this QR Code to get the resources.

COMMUNITY INVOLVEMENT

Baptist Health

Community Outreach’s Mission Serves Those in Need, Where They Need It

By Matt Dishongh

A

rkansans face many barriers to health care for a wide variety of reasons. These include, among others, ready access to care, income challenges, transportation challenges, and access to wellness education.

Baptist Health's statewide Community Outreach team is passionate about helping people remove these barriers in pursuit of living their most healthy lives. Baptist Health exists to provide quality patient-centered services, promote and protect the voluntary not-for-profit health care system, provide quality health education, and respond to the changing health needs of the residents of Arkansas with Christian compassion and personal concern.

The Community Outreach team delivers on this mission outside the hospital walls in a wide variety of ways. Targeted outreach groups include people who are underserved, underinsured, under-resourced, or groups with focused needs, such as low-income expectant and new parents, seniors who are not receiving the care they need, and the growing unsheltered population.

This outreach team meets these underserved populations where they are, identifies resources and services particular to their needs, and either delivers those services or directs them to others who can help.

The team's goal is to serve more Arkansans, improve the health of Arkansas communities, partner with other community organizations, and expand Baptist Health’s healing ministry.

The team originates programs for children and youth, builds community coalitions, provides community education, sponsors support groups, offers community wellness centers, and is a source for free health screenings and health fairs, school initiatives, partnerships, and in-kind donations with which Community Outreach has been involved over many years.

“Baptist Health’s mission is to care for all individuals in the community who need our assistance,” says Teresa Conner, System Director of Community Outreach. “Whether they need our programs only one time or many times, [caring for those who need help] is important to our team.”

COMMUNITY WELLNESS CENTERS

Among its many duties, the Community Outreach team offers non-emergent health care services through its community wellness centers and mobile

Community education dietitian Samantha Stadter teaches participants about healthy eating in this cooking class for adults.

ARKANSAS HOSPITALS | SUMMER 2024 13

health unit. These efforts have proven lifesaving to many who were unaware they had a serious condition before being seen by caregivers.

In the past year, Baptist Health opened its newest wellness locations at the Immanuel Baptist Church City Center in Little Rock, the North Little Rock Police Department, and State Police headquarters; they reopened three others at East End Community Center, West Central Community Center, and the Jim Dailey Fitness Center to meet the specific needs of people living in these neighborhoods.

Typically organized in partnership with churches or community centers, the wellness centers offer services, including a wide variety of health screenings, care coordination, community referrals, diabetes and hypertension education, diabetes risk assessments, general health education, adult flu and COVID-19 shots, school-age immunizations, oxygen level measurements, prenatal education classes, and weight management education.

Each wellness center targets the needs of the population it serves, often including senior resources and immunization initiatives, and in some cases aiding the unsheltered (homeless), who receive warm clothing during the winter months.

The wellness centers also offer annual back-to-school immunization programs, through which students can keep their immunizations up to date and receive a backpack full of school supplies, hygiene products, and snacks. The free shots provided to kids who need them improve the overall health of children in the community and aid families with primary and secondary immunization requirements, decreasing exposure to communicable diseases and increasing compliance with school vaccination mandates.

Baptist Health’s Community Outreach team also has a long-time partnership with Keith Jackson’s P.A.R.K. (Positive Atmosphere Reaches Kids) program in Little Rock, through which we provide healthy meals for kids involved in the program as well as health education and cooking classes.

Additional outreach includes a variety of cooking and nutrition classes offered in various locations by our registered dietitians. These cooking classes help central Arkansas residents learn to make easy and delicious meals at home that won’t break the bank (or work against health goals) and are designed to help participants learn about healthy food choices.

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IMPROVING PRENATAL WELLNESS

Of the 18 Baptist Health community wellness centers, two are devoted specifically to prenatal wellness. Their services are a part of Baptist Health’s commitment to making a positive impact on Arkansas's maternal and infant mortality rates.

Many pregnant women seek care through a Baptist Health pregnancy wellness center when they have nowhere else to turn and are desperate to find resources to help with their pregnancy and/or caring for a newborn. Often, these moms are uninsured and have no doctor when they arrive at the wellness centers, but help is available to them immediately.

Baptist Health’s pregnancy wellness center in Little Rock and Heaven’s Loft in North Little Rock provide free education on healthy pregnancy, preparing for childbirth, the stages of labor, recovery and postpartum care, newborn care, developmental milestones, and childhood nutrition.

Additionally, the centers offer free pregnancy testing, health screenings for mothers, newborn assessments, breastfeeding assessments, car seat installation, a variety of educational classes including CPR, and Medicaid referral letters.

These prenatal wellness centers offer incentive programs that reward low-income expectant mothers and parents of young children when they receive prenatal care, well-baby care, have their babies immunized, and attend the center’s programs.

By meeting the program’s requirements, participants receive coupons with which they can shop in the baby store for clothing, diapers, wipes, toiletries, and equipment such as pack-and-plays.

The Baptist Health mobile clinic brings health care to people right in the neighborhoods where they live.

COMMUNITY INVOLVEMENT

TOURING WITH THE MOBILE HEALTH UNIT

Dietician Samantha Stadter teaches kids about healthy eating, too.

“Our prenatal wellness centers are about more than access to care,” says Conner. “Education – and providing that education in a warm and welcoming environment – plays a vital role in mothers getting the prenatal care and education they need on the front end. Our goal is to make sure all moms are equipped with the knowledge and resources they need during and after delivery. We have seen our patient visits increase from [an average of] 250 annually to more than 628 visits in 2023,” she says. “The one-onone attention we offer improves outcomes for our new and expectant mothers and their babies.”

Working in conjunction with Community Outreach, Baptist Health’s new ARHOME (Arkansas Health and Opportunity for Me) program, which launched in late 2023, focuses on women with high-risk pregnancies, new mothers, and babies.

The Baptist Health ARHOME program aims to impact and improve maternal and infant mortality, especially in areas with the highest number of high-risk pregnancies.

Eventually, the goal is to extend care into the homes of pregnant women who are at high risk for complications, so that they can develop trusting care relationships. Continued check-ins will allow the team to track data on the health of the parents and children for the baby's first two years.

This is a key project in improving access to maternal and prenatal care, and Baptist Health is on a mission in the coming years to make a sizable impact on the state’s health ranking for maternal care by reaching thousands of women who need these services in Arkansas.

Community Outreach acquired a new Mobile Health Unit in February 2020 – and the timing could not have been more perfect as medical staff prepared to deliver 8,000+ COVID-19 shots in locations across Arkansas. The Mobile Health Unit was on a nearly non-stop tour to far-reaching parts of Arkansas for an entire year, offering access to vaccines for people in underserved areas.

In addition to its critical service of delivering vaccinations during the pandemic, the Mobile Health Unit is frequently used to visit health fairs and other community events where unit staff provide free health care services, such as childhood immunizations, health screenings, and prevention education.

FOOD RX PROGRAM ASSISTS WITH FOOD INSECURITY

According to the U.S. Department of Agriculture, Arkansas has the country’s highest level of food insecurity, which is defined as not having reliable access to a sufficient quantity of food. Food insecurity has been identified as a determinant of poorer health outcomes, a factor in the increase in chronic conditions, and an element of added health care costs.

While food insecurity is typically associated with lower income populations, it can affect households with a range of economic conditions due to other factors such as older age, disability, and other social conditions.

On any given day, there are a significant number of patients receiving care in Baptist Health hospitals and clinics who are in need of food and return home to face the realities of food insecurity when they are discharged. Though these patients leave Baptist Health armed with instructions and medication as part of their recovery, they may not be certain where their next meal will come from.

Coordinated by the Community Outreach team, the Food Rx program seeks to relieve food insecurity by hosting a food pantry at the system’s Barrow Road Center near the Baptist Health Medical Center-Little Rock campus.

The food pantry serves patients as well as employees in need, and in 2023 alone, more than 3,400 bags of food were distributed.

Matt Dishongh serves as Publications Editor in the Marketing and Communications Department for Baptist Health.

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UAMS

Serving Patients in Their Communities

By Kate Franks

W

hen many Arkansans think of the University of Arkansas for Medical Sciences (UAMS), the image that comes to mind is of a clinic near their home, a community event, or a mobile health unit serving their hometown rather than the hospital and clinics in the heart of Little Rock.

“We created UAMS Health in October 2019, and since then UAMS has grown to become a health system that extends our clinical programs beyond the physical walls in Little Rock to patients across Arkansas,” says Michelle Krause, MD, MPH, Senior Vice Chancellor for UAMS Health and Chief Executive Officer for UAMS Medical Center.

“We have had regional program sites across Arkansas for decades, but the UAMS Health clinical umbrella allows us to dramatically increase patient care across the state.

“The COVID pandemic highlighted the need for our support in rural communities, and as soon as vaccines became available, we sent teams out to offer support to small towns across Arkansas.

The relationships we formed through these efforts established a foundation for more outreach programs, ranging from breast cancer screenings, prenatal classes and diabetes education to culinary medicine events and the creation of the Institute for Community Health Innovation earlier this year. We look forward to partnering with the Institute’s community-based research efforts to deploy community-driven programs that will improve both quality of life and life expectancy in medically underserved regions of Arkansas.”

UAMS MAMMOVAN AND MOBILE HEALTH

The Mammovan is one of the oldest examples of UAMS’s community outreach, traveling around the state since early 2010. More than 17,000 Arkansas women have been screened at these mobile mammography units in the past 14 years. The three-room, handicap-accessible unit is outfitted with advanced 3D digital mammography equipment and staffed by certified mammography technologists.

“Many of the women we serve are uninsured or underinsured, and most of them don’t have easy access to mammography services,” says Gwendolyn Bryant-Smith, MD, director of the Breast Center at the UAMS Winthrop P. Rockefeller Cancer Institute and Chief of Breast Imaging.

“A Mammovan visit to their community is often their only opportunity to have this important screening for breast cancer.

Many women now know about the Mammovan and watch for us to come to their community for annual screenings.”

(From left) Graduates of the April 2024 UAMS Community Health Worker Training and Apprenticeship Program Abby Solis-Linares, Ursula Galvez, Lizbeth Hoyle, Angela DiDomenico and Manuel Mercado.

Graduates not pictured are Guada Campos and Jasmine Miller.

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COMMUNITY INVOLVEMENT

UAMS Health currently has four mobile health units that offer group and individual prenatal care to improve maternal health outcomes in areas of the state designated as rural health deserts. CenteringPregnancy®, used by UAMS Health to deliver group prenatal care, includes group learning and sharing along with regular checkups with a health care provider. Topics covered in the 10 group sessions include nutrition during pregnancy, mental health, infant safety, newborn care, and breastfeeding.

“Our mobile health clinics give us the ability to meet the patient where they are – literally,” says Kelly Conroy, Senior Director for Community Programs in the UAMS Institute for Community Health Innovation. “The ability to deliver prenatal care in some of the most rural and medically underserved areas of Arkansas helps improve the health outcomes of pregnant women, babies, and families by bringing care and support to where it is most needed.”

COMMUNITY HEALTH WORKER TRAINING

Almost 90 participants from 21 counties have enrolled in the UAMS Institute for Community Health Innovation’s statewide Community Health Worker Training and Apprenticeship Program, which provides 80 hours of core training to new and experienced community health workers to give them tools to better support local communities.

The UAMS Institute for Community Health Innovation’s mobile health units travel anywhere in the state, wherever care is needed most. Free services include blood pressure, cholesterol, and diabetes screenings, colorectal cancer screening kits, COVID-19 and flu vaccinations, health insurance enrollment, referrals to prenatal care, and connection to ongoing medical care.

Seven new Community Health Workers graduated from the institute’s one-year training program in April. They each completed an additional 80 hours of supplemental training, 2,000 hours of on-the-job training, and demonstrated skills in 21 core competencies, such as providing culturally appropriate health education, connecting individuals to resources, and expanding health literacy.

During the pandemic, the institute trained and deployed more than 150 Community Health Workers to 40 counties across Arkansas, and more than 350 Community Health Workers statewide are affiliated with the institution. UAMS was also instrumental in advocating for "Community Health Worker" to become an officially recognized state title, which Arkansas added in July 2023.

“Here at UAMS-East in HelenaWest Helena, we are fortunate to

have a Community Health Worker and Nurse Educator who help recruit pediatric patients to our clinic,” says Area Director Stephanie Loveless, MPH. “They play an incredibly important role in the care team, working closely with patients to ensure they get the support and resources they need as followup to clinic visits. They advocate for patients and help them navigate private and government insurance options, therapy resources, nutrition, and fitness coaching, and provide health education for diabetes, heart health, and other complicated conditions.”

PARTNERSHIP WITH EASTERSEALS

A partnership with Easterseals Arkansas is another example of how UAMS serves the community beyond the walls of traditional clinics. Clinical staff from the UAMS Health Neighborhood

ARKANSAS HOSPITALS | SUMMER 2024 17

Clinic on Rahling Road in West Little Rock travel to the nearby Easterseals Arkansas Adult Center for Training and Wellness (CTW) to see adults with childhood developmental and physical disabilities in a familiar environment.

Parents and guardians are encouraged to participate in appointments in person or by telemedicine.

“Our CTW families are so thankful for such amazing medical care here on our campus,” says Director Shelley Moore.

“Our partnership with UAMS has been a game-changer for many of our adults.

Randi Brown, a nurse at UAMS, worked with us to build a clinic here at our center, and her knowledge and experience help our adults feel at ease throughout their visits. The providers have been amazing and so willing to work with our staff. In addition to better physical access, Randi has improved communication and built trust with our patients. She takes her time with them and comes up with creative ways to do any needed blood draws.”

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The student-run 12th Street Health and Wellness Center serves a different patient population in Central Arkansas. Opened in December 2012, this facility provides free health and wellness services, health and dental screenings, education, and disease and medication management to the neighboring community.

“Whether it’s a UAMS community clinic, a Wal-Mart parking lot, a church gym, or a school classroom, our UAMS team is reaching out to care for patients any way we can to help them live longer, happier, and healthier lives,” Krause says. “Our mission is to improve the health, health care and well-being of all Arkansans. Sometimes that means going to them, which we are happy to do.”

Kate Franks serves as Director of Clinical Communications for the University of Arkansas for Medical Sciences.

COMMUNITY INVOLVEMENT

St. Bernards Healthcare

Community Benefit Programs Keep Communities Healthy

By Mitchell Nail

K

athy Murray of Paragould felt drained in early 2023.

Her energy vanished, and she struggled to complete daily tasks.

“I just could not function,” Kathy recalls, believing previous colon and shoulder issues could be possible health culprits.

“You kind of think, ‘Well, maybe I’m just not getting over that yet.’”

Kathy’s niece, Mackenzie, an employee of St. Bernards Healthcare, encouraged her aunt to attend a free healthscreening event her organization had planned for February.

The screenings, part of free community wellness events that St. Bernards conducts each month, had a heart focus to correspond with American Heart Month. There, Kathy received carotid artery and calcium score screenings, as well as a slew of free blood panels and other important health measurements.

Kathy’s calcium score detected abnormally high levels of plaque, and she immediately scheduled an appointment with a cardiologist. She needed a coronary angiogram, which found four nearly complete blockages. Kathy underwent successful bypass surgery in April 2023 before entering a cardiac rehabilitation program at St. Bernards.

Today, Kathy has regained much of her energy, and she is able to enjoy life with her children and seven grandchildren.

“Sometimes we don’t think about our own health,” Kathy says, “and I honestly don’t believe I would be here now if I had not gone to that screening.”

Through her story, Kathy shares a similar experience with millions of people. These individuals have improved their health and quality of life, even saved their own lives, by taking part in local Community Benefit programs hosted across Arkansas and throughout the United States.

COMMUNITY BENEFITS AT ST. BERNARDS HEALTHCARE

St. Bernards Healthcare has a service area of 23 counties in northeast Arkansas and southeast Missouri. This service area incorporates more than 620,000 persons, and the health care system’s headquarters in Craighead County places it squarely within the most populous county in the region.

St. Bernards Heart Day, 2024.

ARKANSAS HOSPITALS | SUMMER 2024 19

On average, St. Bernards’ Community Benefit program serves nearly 300,000 people each year. Three-fourths of the benefit reaches disadvantaged community members, and the program itself goes well beyond unpaid costs and charity care. Its highlights include regular free health screenings and education, as well as system donations and robust volunteerism.

For example, the aforementioned wellness screenings provide a $150 value to each attendee plus additional health emphases depending upon the time of year. This year, St. Bernards has already hosted events that focus on heart, colorectal, dermatological, and children’s health. It plans to target the health of seniors, men, women, and other populations later this year.

St. Bernards Value Based/Population Health Director Josh Jenkins helps lead the system’s Community Benefit efforts. He describes the program as an organized extension of the good work that St. Bernards team members already do.

“The purpose of community benefit is to improve the health of the communities we serve,” Jenkins says. “We improve access and promote medical knowledge, keeping our community members healthy and living independently.”

Jenkins says that St. Bernards focuses its resources to have the largest impacts.

“The more community benefit we provide, the fewer hospitalizations we have, and the more preventive care we promote,” he adds.

Using a dedicated team, St. Bernards has gradually evolved its Community Benefit program to find new ways of providing

St. Bernards Mobile Mammography Unit.

20 SUMMER 2024 | ARKANSAS HOSPITALS

care. This model reaches community members where they are, keeping them out of the hospital and preventing readmissions should they need hospital care.

Jenkins describes the creativity needed to create a healthy program. He says partnerships within St. Bernards and within the community play pivotal roles.

“Because we’re constantly identifying our highest risk populations,” he says, “we often ask, ‘How can we bring in other organizations to have larger impacts?’”

CONGREGATIONAL WELLNESS

One of St. Bernards’ newest and strongest partnerships involves local churches. The health care system’s Congregational Wellness program collaborates with area congregations to improve a community’s overall health. Regardless of hospital affiliation or church denomination, St. Bernards helps church members navigate challenging health care environments. The system believes that spiritual, physical, mental, and emotional health work together for overall wellness. In response, its program targets health awareness and education as well as disease prevention.

Jenkins says the Congregational Wellness team approaches each of its church partners with the premise of keeping congregations and community members healthy.

“Local churches have deep roots throughout the community, and these partnerships help us identify and address disparities through a shared vision of healing,” he says.

St. Bernards sports medicine athletic trainers and physical therapists at Jonesboro High School.

COMMUNITY INVOLVEMENT

IMPROVING MATERNAL AND NEWBORN OUTCOMES

St. Bernards has led a concerted effort to combat challenging maternal and newborn outcomes. Eight years ago, it opened a dedicated prenatal and postpartum clinic, designed to serve all pregnant women regardless of their insurance status or ability to pay.

These services, provided at St. Bernards Pregnancy Clinic in Jonesboro, began in a shared four-story medical building.

Demand grew quickly, however, and the parking situation for pregnant moms often proved tricky. In 2021, the clinic moved to a forward-facing facility, helping its clients better access maternal services. Two years later, it began providing care in Walnut Ridge, and it plans to expand its reach to Osceola and Marion later this year.

Dana Lands, St. Bernards Nursing Director for Women’s and Children’s Services, says nearly half of the babies delivered at St. Bernards Medical Center connect to the hospital through the Pregnancy Clinic.

“This clinic truly is the mission of St. Bernards, ‘to provide Christ-like healing to the community,’” Lands says. “We have changed the perception of where our situation is to where we’re going.”

Even more, St. Bernards received approval from the Arkansas Life360 HOME Program earlier this year. This program provides home-based care support to women with high-risk pregnancies during gestation and up to two years postpartum. St. Bernards will serve as the first Life360 HOME program in Arkansas, continuing the organization’s efforts to improve birth outcomes.

HELPING WITH FOOD AND HOUSING INSECURITY

At St. Bernards Medical Center, its Transitions of Care department recently began identifying patients who experience food or housing insecurity. Rather than discharging these individuals with unmet needs, the department established an Angel Backpack program that includes essential items and food. It also provides tents for patients without housing who have no other means of shelter.

St. Bernards employees have generously donated to the backpack program, and employees with food insecurity even benefit from the additional help.

MORE OUTREACH PROGRAMMING

• Mammograms: St. Bernards has a dedicated mobile mammography unit that travels to outlying areas. This Class A vehicle logs thousands of miles each year, offering the latest mammography technology for women who have trouble accessing St. Bernards’ Imaging Center in Jonesboro. Through generous donations, uninsured and underinsured women receive needed imaging services, including their yearly breast cancer screenings.

• Internal Medicine Residency Clinic: St. Bernards’ Internal Medicine Residency Program trains 24 internal medicine resident physicians each year. These physicians and their physician preceptors operate a dedicated clinic that accepts any patient, with or without insurance. Doing so gives community members a place to go for primary care services, regardless of their ability to pay, while also giving resident physicians practical, real-world experience.

• Student Pre-Participation Evaluations: Each spring, St. Bernards provides free physical evaluations to area students entering the 7th through 12th grades. The evaluations include free EKG testing for students in the 9th grade and above.

• Certified Athletic Trainers: St. Bernards provides certified athletic trainers to area schools in two counties, helping offset costs that schools incur in keeping their student-athletes healthy.

• Education Classes: St. Bernards offers education on diabetes, nutrition, exercise, heart health, cancer, mental wellness, birthing, breastfeeding, stroke awareness and much more. In addition, it certifies individuals to perform CPR and use AEDs while training high school students to babysit children in an official capacity.

• Support Groups: St. Bernards regularly hosts free and confidential support groups for persons experiencing grief, cancer diagnoses, behavioral and mental challenges, and more.

This list, a small glimpse of the system’s total outreach programs, highlights the impacts of concerted community benefit efforts. Collectively, when these programs succeed, they provide better, preventive care models over traditional, intervening medicine. In addition, they drive down health care costs that burden communities at large. Addressing a community’s needs proactively and adequately helps the community thrive. Its healthier members live longer and have a better quality of life.

Jenkins says it best. “The more we serve our community, the better it is for everyone.”

Mitchell Nail serves as Media Relations Manager for St. Bernards Healthcare.

ARKANSAS HOSPITALS | SUMMER 2024 21

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HOSPITAL STATISTICS

2024

ARKANSAS HOSPITALS | SUMMER 2024 23

ARKANSAS HOSPITAL ASSOCIATION 2024 HOSPITAL STATISTICS 25 Maternal Health in Arkansas, by the Numbers 26 Arkansas Hospitals 2024, by the Numbers 27 Arkansas Hospital Association Member Organizations by Type, 2024 28 AHA Members by City, Type, Size, and Services 30 Statewide Hospital Financial and Utilization Indicators, 2018-2022 31 Arkansas Hospitals Receiving Local Tax Support, 2024 32 Key Financial Indicators: Arkansas and Surrounding States, 2022 33 Comparative Financial Indicators: U.S. Community Hospitals 34 Hospital Access by County 35 AHA-Member Organizations by Congressional District 36 AHA Members by Control and System Affiliation 38 Inpatient and Emergency Department Discharges by Payer, 2022 Uninsured Inpatient Admissions and Costs, 2011-2022

39 Hospital Uncompensated Care Costs, 2018-2022 Top 20 Inpatient DRGs, 2022

40 Arkansas Hospitals Locator Map, 2024

Hospital Statistics uses the latest data available, and this year includes utilization and financial data reflecting the first-year post-public health emergency declaration for the COVID-19 pandemic. When comparing 2022-2023 data to previous years, it is important to remember that hospitals experienced massive disruptions in 2020-21. Reductions in revenue due to deferred and delayed care, expenditures related to pandemic preparedness and response, supply chain issues, staffing shortages, and several major surges associated with COVID-19 during previous years can bias trends seen in the current year’s data. Additionally, federal and state COVID-19 relief funding that provided some much-needed assistance is no longer available to hospitals, and repayment requirements (if applicable) will continue over the next few years. Financial and utilization measures included are reported based on hospital fiscal year, and not all 2022 data reflect the same 12-month period for each hospital. This year’s edition of Hospital Statistics reflects a full year’s view of hospital operations post-public health emergency declaration for the COVID-19 pandemic, and year-over-year changes in measures should be interpreted with caution.

24 SUMMER 2024 | ARKANSAS HOSPITALS

MATERNAL HEALTH IN ARKANSAS,

BY THE NUMBERS In 2023, 35,161 births were recorded in Arkansas. Arkansas ranks highest in the nation in maternal mortality, with 43.5 maternal deaths per 100,000 births. Currently, expectant mothers in Arkansas are served by 35 hospitals licensed to provide labor and delivery services.

BIRTHING HOSPITALS BY HOSPITAL REGION HOSPITAL REGION

2019

2024

NO. OF BIRTHING HOSPITALS

RATE OF BIRTHS PER HOSPITAL

NO. OF BIRTHING HOSPITALS

RATE OF BIRTHS PER HOSPITAL

ARKANSAS VALLEY

4

1,115

5

827

METRO

7

1,323

6

1,467

NORTH CENTRAL

3

1,024

4

751

NORTHEAST

6

886

5

998 1,354 483

NORTHWEST

6

1,267

6

SOUTHEAST

4

556

4

836 1,004

SOUTHWEST

6

749

5

TOTAL

36

1,012

35

ARKANSAS BIRTHS BY COUNTY OF RESIDENCE, WITH HOSPITAL LOCATIONS 2019 2023

WORKFORCE CHALLENGES

In 2024, 49 of Arkansas’s 75 counties do not have a hospital that provides residents with birthing services.

On average, expectant mothers will travel 17.2 minutes to their nearest birthing hospital, but in some of the state’s most rural areas, the travel time to a birthing hospital can reach 65 minutes. Hospitals’ ability to provide birthing services is dependent upon the availability of highly qualified staffing resources. Arkansas is among the states where OB/GYN services are becoming more limited, due to a shortage of physicians licensed to provide OB/GYN services. Currently, 353 physicians* are licensed to provide OB/GYN services in Arkansas, and there are 48 licensed nurse midwives who are able to provide a continuum of care services for pregnant and postpartum women. In 2024, 42 Arkansas counties have no licensed OB/GYN services available to their residents. *Physicians are not required to report their specialty, or if their specialty changes, to the Arkansas State Medical Board.

Source: Arkansas Department of Health, March of Dimes – Maternity Care Report: Arkansas, Arkansas State Medical Board, Arkansas State Board of Nursing, CDC – National Center for Health Statistics

ARKANSAS HOSPITALS | SUMMER 2024 25

ARKANSAS HOSPITALS 2024

BY THE NUMBERS of all types are located in cities, towns, and communities 117 Hospitals throughout Arkansas. and other health care organizations are members of the Arkansas 105 Hospitals Hospital Association

47 Community hospitals have fewer than 100 acute care beds. are designated by the federal government as critical access 27 Hospitals hospitals, having no more than 25 acute care beds. are served by a single hospital. Twenty of those counties are 40 Counties served by a single critical access hospital. contributed by hospitals toward Arkansas’s economy, through the $18.05 Isimpacts of well-paid, consistent employment, purchases of goods and

BILLION services, and construction and capital spending.

Arkansas workers are employed by hospitals or other health care 12% Of organizations Arkansas counties and cities believe their hospitals to be important

27 enough that people in those areas have voted to provide local tax support for the hospital.

counties – more than 25% of all counties in the state – do not 20 Arkansas have a local community hospital.

Of AHA member organizations are charitable, not-for-profit organizations,

63% while 25% are operated by private, for-profit companies, and 12% are public

hospitals owned and operated by a city, county, state, or federal government.

35 Hospitals offer labor and delivery services for birthing mothers in Arkansas.

Arkansans sought inpatient or outpatient care from the state’s hospitals 17,971 each day in 2022, on average, for illnesses, injuries, and other conditions that require medical attention. were delivered in Arkansas hospitals in 2023.

35,161 Newborns Nearly 40% of those births were covered by Medicaid.

Figures from 2022 are the most current available

26 SUMMER 2024 | ARKANSAS HOSPITALS

ARKANSAS HOSPITAL ASSOCIATION MEMBER ORGANIZATIONS BY TYPE, 2024 General Med-Surg Hospitals (43) Critical Access Hospitals (27) Arkansas Methodist Medical Center Baptist Health-Fort Smith Baptist Health-Van Buren Baptist Health Medical Center-Conway Baptist Health Medical Center -Drew County Baptist Health Medical Center -Hot Spring County Baptist Health Medical Center -Little Rock Baptist Health Medical Center -North Little Rock Baptist Health Medical Center-Stuttgart Baptist Memorial Hospital - Crittenden Baxter Health Chambers Memorial Hospital CHI St. Vincent - Hot Springs CHI St. Vincent - Infirmary CHI St. Vincent - North Conway Regional Health System Forrest City Medical Center Great River Medical Center Jefferson Regional Johnson Regional Medical Center Levi Hospital Magnolia Regional Medical Center Mena Regional Health System Mercy Hospital Fort Smith Mercy Hospital Northwest Arkansas National Park Medical Center NEA Baptist Memorial Hospital North Arkansas Regional Medical Center Northwest Health Physicians' Specialty Hospital Northwest Medical Center - Bentonville Northwest Medical Center - Springdale Ouachita County Medical Center Saint Mary's Regional Medical Center Saline Memorial Hospital Siloam Springs Regional Hospital South Arkansas Regional Hospital St. Bernards Medical Center UAMS Medical Center Unity Health - Jacksonville Unity Health - Newport Unity Health - Searcy Washington Regional Medical System White River Health System

Ashley County Medical Center Baptist Health Medical Center - Arkadelphia Baptist Health Medical Center - Heber Springs Baxter Health Fulton County Hospital Bradley County Medical Center CHI St. Vincent - Morrilton Chicot Memorial Medical Center CrossRidge Community Hospital Dallas County Medical Center Dardanelle Regional Medical Center Delta Health System DeWitt Hospital and Nursing Home Howard Memorial Hospital Izard Regional Hospital Lawrence Memorial Hospital Little River Medical Center McGehee Hospital Mercy Hospital Berryville Mercy Hospital Booneville Mercy Hospital Ozark Mercy Hospital Paris Mercy Hospital Waldron Ozark Health Medical Center Ozarks Community Hospital Piggott Health System Sevier County Medical Center Stone County Medical Center

Rural Emergency Hospitals (4)

Eureka Springs Hospital Progressive Health – Helena South Mississippi County Regional Medical Center St. Bernards Medical Center – Five Rivers

Inpatient Rehab Hospital (6)

Baptist Health Rehabilitation Institute CHI St. Vincent Hot Springs Rehabilitation Hospital CHI St. Vincent Sherwood Rehabilitation Hospital Conway Regional Rehabilitation Hospital Encompass Health Rehabilitation Hospital Mercy Rehabilitation Hospital Fort Smith

Inpatient Psych Hospitals (11)

Arkansas State Hospital Conway Behavioral Health Methodist Behavioral Hospital Perimeter Behavioral Hospital of West Memphis Pinnacle Pointe Behavioral Healthcare System Rivendell Behavioral Health Services Riverview Behavioral Health Springwoods Behavioral Health Hospital The BridgeWay Valley Behavioral Health System Vantage Point of NWA

Veterans Affairs Hospitals (2) Central Arkansas Veterans Healthcare System Veterans Health Care System of the Ozarks

Long Term Care Hospitals (4)

Advanced Care Hospital of White County Arkansas Continued Care Hospital of Jonesboro Baptist Health Extended Care Hospital Cornerstone Specialty Hospitals - Little Rock

Special Focus (3)

Arkansas Children's Hospital Arkansas Children's Northwest Willow Creek Women's Hospital

Out-of-State, Border City Hospitals (2)

CHRISTUS St. Michael Health System Regional One Health

Non-Hospital Facilities (3) 19th Medical Group Arkansas Hospice CARTI

ARKANSAS HOSPITALS | SUMMER 2024 27

AHA MEMBERS BY CITY, TYPE, SIZE, AND SERVICES CITY

HOSPITAL

TYPE OF HOSPITAL

LICENSED BEDS

TRAUMA SYSTEM

SELECTED SPECIALTY SERVICE LINES

ARKADELPHIA

BAPTIST HEALTH MEDICAL CENTER-ARKADELPHIA

MEDICAL-SURGICAL

25

LEVEL IV

OB/SB/HH

ASHDOWN

LITTLE RIVER MEDICAL CENTER

MEDICAL-SURGICAL

25

BARLING

VALLEY BEHAVIORAL HEALTH SYSTEM

PSYCHIATRIC

114

BATESVILLE

WHITE RIVER HEALTH

MEDICAL-SURGICAL

224

BENTON

RIVENDELL BEHAVIORAL HEALTH SERVICES

PSYCHIATRIC

70

BENTON

SALINE MEMORIAL HOSPITAL

MEDICAL-SURGICAL

177

LEVEL III

OB/PSYCH/REHAB

BENTONVILLE

NORTHWEST MEDICAL CENTER – BENTONVILLE

MEDICAL-SURGICAL

128

LEVEL IV

OB/HH/PALL

BERRYVILLE

MERCY HOSPITAL BERRYVILLE

MEDICAL-SURGICAL

25

BLYTHEVILLE

GREAT RIVER MEDICAL CENTER

MEDICAL-SURGICAL

99

LEVEL IV

OB

BOONEVILLE

MERCY HOSPITAL BOONEVILLE

MEDICAL-SURGICAL

25

LEVEL IV

SB/HH/PALL

CALICO ROCK

IZARD REGIONAL HOSPITAL

MEDICAL-SURGICAL

25

CAMDEN

OUACHITA COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

98

LEVEL IV

OB/SB/SNF/REHAB/HH

CLARKSVILLE

JOHNSON REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

90

LEVEL IV

OB/PSYCH/REHAB/HH

CLINTON

OZARK HEALTH MEDICAL CENTER

MEDICAL-SURGICAL

25

LEVEL IV

SB/SNF/HH

CONWAY

BAPTIST HEALTH MEDICAL CENTER-CONWAY

MEDICAL-SURGICAL

120

LEVEL III

OB/REHAB

CONWAY

CONWAY BEHAVIORAL HEALTH

PSYCHIATRIC

80

CONWAY

CONWAY REGIONAL HEALTH SYSTEM

MEDICAL-SURGICAL

180

CONWAY

CONWAY REGIONAL REHABILITATION HOSPITAL

REHABILITATION

26

CROSSETT

ASHLEY COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

25

LEVEL IV

SB/REHAB

DANVILLE

CHAMBERS MEMORIAL HOSPITAL

MEDICAL-SURGICAL

42

LEVEL IV

PSYCH/SB/HH

DARDANELLE

DARDANELLE REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

25

LEVEL IV

SB/PSYCH

DE QUEEN

SEVIER COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

15

DEWITT

DEWITT HOSPITAL & NURSING HOME

MEDICAL-SURGICAL

25

DUMAS

DELTA MEMORIAL HOSPITAL

MEDICAL-SURGICAL

25

EL DORADO

SOUTH ARKANSAS REGIONAL HOSPITAL

MEDICAL-SURGICAL

166

EUREKA SPRINGS

EUREKA SPRINGS HOSPITAL

MEDICAL-SURGICAL

FAYETTEVILLE

ENCOMPASS HEALTH REHABILITATION HOSPITAL, A PARTNER OF WASHINGTON REGIONAL

REHABILITATION

80

FAYETTEVILLE

NORTHWEST HEALTH PHYSICIANS’ SPECIALTY HOSPITAL

MEDICAL-SURGICAL

20

FAYETTEVILLE

SPRINGWOODS BEHAVIORAL HEALTH HOSPITAL

PSYCHIATRIC

80

PSYCH

FAYETTEVILLE

VANTAGE POINT OF NWA

PSYCHIATRIC

114

PSYCH

FAYETTEVILLE

VETERANS HEALTH CARE SYSTEM OF THE OZARKS

VETERANS AFFAIRS

73

FAYETTEVILLE

WASHINGTON REGIONAL MEDICAL SYSTEM

MEDICAL-SURGICAL

425

LEVEL II

OB/HH/PALL

FORDYCE

DALLAS COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

25

LEVEL IV

SB

FORREST CITY

FORREST CITY MEDICAL CENTER

MEDICAL-SURGICAL

118

FORT SMITH

BAPTIST HEALTH-FORT SMITH

MEDICAL-SURGICAL

492

FORT SMITH

MERCY HOSPITAL FORT SMITH

MEDICAL-SURGICAL

336

FORT SMITH

MERCY REHABILITATION HOSPITAL FORT SMITH

REHABILITATION

50

GRAVETTE

OZARKS COMMUNITY HOSPITAL

MEDICAL-SURGICAL

25

HARRISON

NORTH ARKANSAS REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

174

HEBER SPRINGS

BAPTIST HEALTH MEDICAL CENTER-HEBER SPRINGS

MEDICAL-SURGICAL

25

HELENA

PROGRESSIVE HEALTH - HELENA

MEDICAL-SURGICAL

HOT SPRINGS

CHI ST. VINCENT HOT SPRINGS

MEDICAL-SURGICAL

282

HOT SPRINGS

CHI ST. VINCENT HOT SPRINGS REHABILITATION HOSPITAL

REHABILITATION

48

REHAB

HOT SPRINGS

LEVI HOSPITAL

MEDICAL-SURGICAL

50

PSYCH/REHAB

HOT SPRINGS

NATIONAL PARK MEDICAL CENTER

MEDICAL-SURGICAL

163

OB/PSYCH/REHAB

JACKSONVILLE

19TH MEDICAL GROUP

INFIRMARY

JACKSONVILLE

UNITY HEALTH – JACKSONVILLE

MEDICAL-SURGICAL

29

PSYCH

JOHNSON

WILLOW CREEK WOMEN’S HOSPITAL

MED-SURG (OB/GYN)

64

OB

JONESBORO

ARKANSAS CONTINUED CARE HOSPITAL OF JONESBORO

LONG TERM CARE

59

JONESBORO

NEA BAPTIST MEMORIAL HOSPITAL

MEDICAL-SURGICAL

228

LEVEL III

OB/REHAB/PALL

JONESBORO

ST. BERNARDS MEDICAL CENTER

MEDICAL-SURGICAL

381

LEVEL III

OB/PSYCH/HH/PALL

LAKE VILLAGE

CHICOT MEMORIAL MEDICAL CENTER

MEDICAL-SURGICAL

25

LEVEL IV

SB/HH

LITTLE ROCK

ARKANSAS CHILDREN’S HOSPITAL

MED-SURG (PED)

336

LEVEL I

REHAB/PALL

LITTLE ROCK

ARKANSAS STATE HOSPITAL

PSYCHIATRIC

222

28 SUMMER 2024 | ARKANSAS HOSPITALS

SB/ICF/HH PSYCH LEVEL III

OB/PSYCH/SNF/REHAB/PALL PSYCH

SB/HH/PALL

SB/HH

PSYCH LEVEL III

OB/PSYCH/REHAB/HH/PALL REHAB

SB/ICF OB/SB/HH LEVEL III

OB/REHAB HH REHAB

PSYCH

OB/PSYCH/SB/HH PSYCH/HH LEVEL III

REHAB/HH REHAB SB

LEVEL III

OB/PSYCH/HH SB/HH HH

LEVEL II

OB/PSYCH/REHAB/HH

PSYCH

AHA MEMBERS BY CITY, TYPE, SIZE, AND SERVICES LICENSED BEDS

TRAUMA SYSTEM

SELECTED SPECIALTY SERVICE LINES

CITY

HOSPITAL

TYPE OF HOSPITAL

LITTLE ROCK

BAPTIST HEALTH EXTENDED CARE HOSPITAL

LONG TERM CARE

36

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-LITTLE ROCK

MEDICAL-SURGICAL

827

LITTLE ROCK

BAPTIST HEALTH REHABILITATION INSTITUTE

REHABILITATION

120

LITTLE ROCK

CARTI

OP CANCER CENTER

LITTLE ROCK

CENTRAL ARKANSAS VETERANS HEALTHCARE SYSTEM

VETERANS AFFAIRS

505

LITTLE ROCK

CHI ST. VINCENT INFIRMARY

MEDICAL-SURGICAL

615

LITTLE ROCK

CORNERSTONE SPECIALITY HOSPITALS LITTLE ROCK

LONG TERM CARE

40

LITTLE ROCK

PINNACLE POINTE BEHAVIORAL HEALTHCARE SYSTEM

PSYCHIATRIC

127

LITTLE ROCK

UAMS MEDICAL CENTER

MEDICAL-SURGICAL

559

LEVEL I

OB/PALL

MAGNOLIA

MAGNOLIA REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

49

LEVEL IV

HH

MALVERN

BAPTIST HEALTH MEDICAL CENTER-HOT SPRING COUNTY

MEDICAL-SURGICAL

72

LEVEL IV

PSYCH/SB/HH

MAUMELLE

METHODIST BEHAVIORAL HOSPITAL

PSYCHIATRIC

60

MCGEHEE

MCGEHEE HOSPITAL

MEDICAL-SURGICAL

25

MEMPHIS, TN

REGIONAL ONE HEALTH

MEDICAL-SURGICAL

620

LEVEL I

MENA

MENA REGIONAL HEALTH SYSTEM

MEDICAL-SURGICAL

65

LEVEL IV

MONTICELLO

BAPTIST HEALTH MEDICAL CENTER-DREW COUNTY

MEDICAL-SURGICAL

65

MORRILTON

CHI ST. VINCENT MORRILTON

MEDICAL-SURGICAL

25

LEVEL IV

SB/HH

MOUNTAIN HOME

BAXTER HEALTH

MEDICAL-SURGICAL

268

LEVEL III

OB/PSYCH/REHAB/HH

MOUNTAIN VIEW

STONE COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

25

SB

NASHVILLE

HOWARD MEMORIAL HOSPITAL

MEDICAL-SURGICAL

20

SB/HH

NEWPORT

UNITY HEALTH - NEWPORT

MEDICAL-SURGICAL

25

OB/PSYCH

NORTH LITTLE ROCK, HOT SPRINGS, RUSSELLVILLE

ARKANSAS HOSPICE

INPATIENT HOSPICE

24

PALL

NORTH LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-NORTH LITTLE ROCK

MEDICAL-SURGICAL

225

NORTH LITTLE ROCK

THE BRIDGEWAY

PSYCHIATRIC

127

OSCEOLA

SMC REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

OZARK

MERCY HOSPITAL OZARK

MEDICAL-SURGICAL

25

LEVEL IV

SB/HH/PALL

PARAGOULD

ARKANSAS METHODIST MEDICAL CENTER

MEDICAL-SURGICAL

129

LEVEL IV

OB/SB/REHAB/HH

PARIS

MERCY HOSPITAL PARIS

MEDICAL-SURGICAL

13

LEVEL IV

SB/HH/PALL

PIGGOTT

PIGGOTT HEALTH SYSTEM

MEDICAL-SURGICAL

25

PINE BLUFF

JEFFERSON REGIONAL

MEDICAL-SURGICAL

300

LEVEL III

POCAHONTAS

ST. BERNARDS FIVE RIVERS

MEDICAL-SURGICAL

ROGERS

MERCY HOSPITAL NORTHWEST ARKANSAS

MEDICAL-SURGICAL

275

LEVEL III

ROGERS

MERCY REHABILITATION SERVICES - NORTHWEST ARKANSAS

REHABILITATION

36

RUSSELLVILLE

SAINT MARY’S REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

170

LEVEL III

OB/PSYCH/REHAB

SALEM

BAXTER HEALTH FULTON COUNTY HOSPITAL

MEDICAL-SURGICAL

25

LEVEL IV

SB

SEARCY

ADVANCED CARE HOSPITAL OF WHITE COUNTY

LONG TERM CARE

20

SEARCY

UNITY HEALTH - SEARCY

MEDICAL-SURGICAL

438

LEVEL III

OB/PSYCH/REHAB/HH/PALL

SHERWOOD

CHI ST. VINCENT NORTH

MEDICAL-SURGICAL

69

LEVEL IV

HH/PALL

SHERWOOD

CHI ST. VINCENT SHERWOOD REHABILITATION HOSPITAL

REHABILITATION

80

SILOAM SPRINGS

SILOAM SPRINGS REGIONAL HOSPITAL

MEDICAL-SURGICAL

73

LEVEL IV

SPRINGDALE

ARKANSAS CHILDREN’S NORTHWEST

MED-SURG (PED)

25

LEVEL IV

SPRINGDALE

NORTHWEST MEDICAL CENTER - SPRINGDALE

MEDICAL-SURGICAL

222

LEVEL IV

PSYCH/SB/REHAB/HH

STUTTGART

BAPTIST HEALTH MEDICAL CENTER-STUTTGART

MEDICAL-SURGICAL

49

LEVEL IV

OB/SB/PALL

TEXARKANA

RIVERVIEW BEHAVIORAL HEALTH

PSYCHIATRIC

62

TEXARKANA, TX

CHRISTUS ST. MICHAEL HEALTH SYSTEM

MEDICAL-SURGICAL

354

LEVEL III

VAN BUREN

BAPTIST HEALTH-VAN BUREN

MEDICAL-SURGICAL

103

LEVEL IV

WALDRON

MERCY HOSPITAL WALDRON

MEDICAL-SURGICAL

24

LEVEL IV

WALNUT RIDGE

LAWRENCE MEMORIAL HOSPITAL

MEDICAL-SURGICAL

25

SB/PALL

WARREN

BRADLEY COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

33

PSYCH/SB/HH

WEST MEMPHIS

BAPTIST MEMORIAL HOSPITAL-CRITTENDEN

MEDICAL-SURGICAL

11

WEST MEMPHIS

PERIMETER BEHAVIORAL HOSPITAL OF W. MEMPHIS

PSYCHIATRIC

49

PSYCH

WYNNE

CROSSRIDGE COMMUNITY HOSPITAL

MEDICAL-SURGICAL

25

SB/HH

PALL LEVEL II

OB/PSYCH/HH/PALL PALL PSYCH/REHAB/HH/PALL/LTC

LEVEL II

PSYCH/HH/PALL PSYCH

PSYCH SB OB/PSYCH/REHAB OB/PSYCH/SB/REHAB/HH

LEVEL III

OB/REHAB/PALL PSYCH

SB/HH OB/PSYCH/REHAB/HH HH REHAB/HH REHAB

PALL

REHAB OB/SB/PALL

PSYCH

SB/HH/PALL

OB=Obstetrics, Psych=Psychatric, SB=Swing Beds, ICF=Intermediate Care Facility, SNF=Skilled Nursing Facility, Rehab=Rehabilitation, HH=Home Health, Hosp=Hospice Sources: Arkansas Department of Health; Self-reported information provided to the Arkansas Hospital Association

ARKANSAS HOSPITALS | SUMMER 2024 29

STATEWIDE HOSPITAL FINANCIAL AND UTILIZATION INDICATORS, 2018 - 2022 INDICATOR

2018

2019

2020

2021

2022

BEDS AVAILABLE

9,517

9,145

9,518

9,590

9,546

ADMISSIONS

358,222

364,291

342,864

347,411

351,584

PATIENT DAYS

1,828,470

1,826,976

1,791,995

1,935,306

1,933,644

AVERAGE LENGTH OF STAY

5.1

5.0

5.2

5.6

5.5

NON-EMERGENCY OP VISITS

4,925,120

4,914,195

4,377,227

4,817,914

4,761,464

OUTPATIENT VISITS

6,434,568

6,470,401

5,729,718

6,228,647

6,207,820

76.5%

75.9%

76.4%

77.4%

76.7%

4,148,600

4,276,157

4,215,730

4,381,777

4,453,594

52.6%

54.7%

51.6%

55.3%

55.5%

NON-EMERGENCY AS A % OF TOTAL OP VISITS ADJUSTED PATIENT DAYS OCCUPANCY RATE INPATIENT SURGERIES

94,924

92,357

83,032

79,866

81,140

OUTPATIENT SURGERIES

215,656

226,136

194,138

207,801

223,646

TOTAL SURGERIES

310,580

318,493

277,170

287,667

304,786

OUTPATIENT AS % OF TOTAL SURGERIES

69.4%

71.0%

70.0%

72.24%

73.38%

TOTAL FULL-TIME EQUIVALENT EMPLOYEES

50,358

50,173

49,502

49,027

40,976

4.43

4.28

4.29

4.08

3.36

GROSS REVENUE, INPATIENT

$13,777,391,679

$14,814,502,613

$14,965,703,755

$17,185,062,486

$16,766,340,537

GROSS REVENUE, OUTPATIENT

$15,450,146,464

$17,025,641,576

$16,733,703,930

$18,570,833,303

$19,010,965,594

GROSS PATIENT REVENUE

$29,227,538,143

$31,840,144,189

$31,699,407,685

$35,755,895,789

$35,777,306,131

BAD DEBTS

$502,016,281

$509,174,368

$503,958,456

$512,576,407

$468,830,369

CHARITY

$358,871,422

$442,315,671

$499,580,152

$574,072,837

$466,432,386

MEDICARE, MEDICAID, & OTHER PAYER WRITEOFFS

$20,647,010,804

$22,702,507,161

$22,706,699,474

$25,738,880,672

$25,758,657,460

TOTAL DEDUCTIONS

$21,507,898,507

$23,653,997,200

$23,710,238,082

$26,825,529,916

$26,693,920,215

NET PATIENT REVENUE

7,719,639,636

$8,186,146,989

$7,989,169,603

$8,930,365,873

$9,083,385,916

OTHER OPERATING REVENUE

$395,516,849

$433,117,737

$760,697,334

$919,369,130

$1,143,477,147

FULL-TIME EQUIVALENT EMPLOYEES PER ADJUSTED OCCUPIED BED

NONOPERATING REVENUE

$44,821,792

$145,788,360

$164,859,866

$246,467,868

($5,690,890)

TOTAL NET REVENUE

$8,159,978,277

$8,765,053,086

$8,914,726,803

$10,096,202,871

$10,221,172,173

PAYROLL EXPENSE

$2,989,469,225

$3,040,326,208

$3,122,035,492

$3,542,564,965

3,844,177,083

TOTAL EXPENSE

$7,797,448,234

$8,049,927,966

$8,206,104,259

$9,161,715,585

$10,093,617,469

PATIENT REVENUE MARGIN

-1.01%

1.66%

-2.72%

-2.59%

-11.12%

TOTAL MARGIN

4.44%

8.16%

7.95%

9.26%

1.25%

CHARGE PER ADJUSTED INPATIENT DAY

$7,045.16

$7,445.97

$7,519.32

$8,160.14

$8,033.36

PAYMENT PER ADJUSTED INPATIENT DAY

$1,860.78

$1,914.37

$1,895.09

$2,038.07

$2,039.56

EXPENSE PER ADJUSTED INPATIENT DAY

$1,879.54

$1,882.51

$1,946.54

$2,090.87

$2,266.40

PAYROLL PER ADJUSTED INPATIENT DAY

$720.60

$710.99

$740.57

$808.48

$863.16

PAYROLL AS % OF TOTAL EXPENSE

38.3%

37.8%

38.0%

38.7%

38.1%

BAD DEBT AND CHARITY AS % OF TOTAL CHARGE

2.9%

3.0%

3.2%

3.0%

2.6%

TOTAL DEDUCTIONS AS % OF TOTAL CHARGE

73.6%

74.3%

74.8%

75.0%

74.6%

OUTPATIENT REVENUE AS % TOTAL PATIENT REVENUE

52.9%

53.5%

52.8%

51.9%

53.1%

ADMISSIONS PER BED

37.6

39.8

36.0

36.2

36.8

PATIENT DAYS PER 1,000 POPULATION

606.7

605.4

591.2

639.6

634.8

ADMISSIONS PER 1,000 POPULATION

118.9

120.7

113.1

114.8

115.4

POPULATION (000'S)

3,014

3,018

3,031

3,026

3,046

Source: American Hospital Association, Hospital Statistics 2022

30 SUMMER 2024 | ARKANSAS HOSPITALS

ARKANSAS HOSPITALS RECEIVING LOCAL TAX SUPPORT, 2024 YEAR APPROVED

ANNUAL AMOUNT ESTIMATE

0.25%

2016

$649,000

YES

0.25%

2015

$670,000

BAPTIST HEALTH MEDICAL CENTER-HOT SPRING COUNTY

YES

0.5%

2009

$1,600,000

BAPTIST HEALTH MEDICAL CENTER-STUTTGART

YES

1.00%

2014

$2,300,000

BAXTER HEALTH FULTON COUNTY HOSPITAL

YES

0.50%

2007

$310,000

BRADLEY COUNTY MEDICAL CENTER

YES

1.00%

YES

.4 MILL

2009

$1,200,000

CHI ST. VINCENT MORRILTON

YES

0.25%

YES

.25 MILL

2008

$1,000,000

CHICOT MEMORIAL MEDICAL CENTER

YES

1.00%

YES

.5 MILL

2003

$1,100,000

CROSSRIDGE COMMUNITY HOSPITAL

YES

1.00%

2000

$2,500,000

DALLAS COUNTY MEDICAL CENTER

YES

1.00%

2005

$840,000

DELTA HEALTH SYSTEM

YES

1.25%

2019

$840,000

DEWITT HOSPITAL & NURSING HOME

YES

1.50%

2003

$850,000

GREAT RIVER MEDICAL CENTER

YES

0.50%

INDICATOR

TAX

RATE

ASHLEY COUNTY MEDICAL CENTER

YES

BAPTIST HEALTH MEDICAL CENTER-DREW COUNTY

JOHNSON REGIONAL MEDICAL CENTER

MILLAGE

YES

RATE

.5 MILL

YES

1 MILL

2015/1952

$2,439,800

YES

.3 MILL

1977

$65,000

2014

$1,900,000

LAWRENCE MEMORIAL HOSPITAL

YES

1.0%

LITTLE RIVER MEDICAL CENTER

YES

0.50%

MAGNOLIA REGIONAL MEDICAL CENTER (A)

YES

1.125%

2007

$2,600,000

MAGNOLIA REGIONAL MEDICAL CENTER (B)

YES

0.25%

2004

$540,000

MCGEHEE HOSPITAL

YES

1.00%

1999

$600,000

MERCY HOSPITAL BOONEVILLE

YES

1.00%

2003

$360,000

MERCY HOSPITAL OZARK

YES

1.00%

2001

$350,000

MERCY HOSPITAL PARIS

YES

1.00%

NA

NA

OUACHITA COUNTY MEDICAL CENTER

YES

0.5%

2024

NA

1951

$150,000

2010

$360,000

2015/1952

$829,300

2007

$800,000

$834,000

YES

OZARK HEALTH MEDICAL CENTER PIGGOTT COMMUNITY HOSPITAL

YES

1.00%

SMC REGIONAL MEDICAL CENTER

YES

0.50%

ST. BERNARDS FIVE RIVERS

YES

1.00%

YES

.6 MILL

1 MILL

NA=Information not available Source: Self-reported information provided to the Arkansas Hospital Association

ARKANSAS HOSPITALS | SUMMER 2024 31

32 SUMMER 2024 | ARKANSAS HOSPITALS $9,083,385,916 $10,093,617,469

As a result, actual payments to hospitals were:

At the same time, hospitals spent this much providing patient care services…

1.25%

$127,554,704

That resulted in total funds available to reinvest in new equipment, update facilities, expand programs and repay debt equaling:

For a return on investment totaling:

-$5,690,890

1.30%

$133,245,594

Hospitals also collected other types of revenue from sources including contributions, tax appropriations, and investments.

Those amounted to:

As a result, the "operating margin" rose to:

Which raised total operating income to:

$1,143,477,147

0.64%

$125,474,162

-$122,531,023

1.26%

$248,005,185

$1,999,157,169

-9.92%

-11.12%

Yielding a "patient service" margin of:

In addition, hospitals also received revenues from normal, day-today operations from services other than health care provided to patients, such as COVID relief dollars, space rental, cafeteria and gift shop sales, and operating gains:

($237.59)

($1,751,151,984)

($226.84)

($1,010,231,553)

7,370,394

$19,399,636,678

$17,648,484,694

$52,655,269,909

$70,303,754,603

Louisiana

In other words, hospitals made (or lost) this much on each of the equivalent days of care they provided to inpatients and outpatients:

So the revenue excess (loss) was:

4,453,594

$26,693,920,215

But patients and payer groups didn't pay the full amount of billed charges for various reasons. Government programs like Medicare and Medicaid, workers' comp programs, and others never pay the full hospital bill. Managed care plans and other insurers typically pay discounted amounts only, and individual patients often can't afford to pay some or any of the out-of-pocket costs related to their hospital bills. For those reasons, hospitals had to forfeit this much of their billed charges:

…to patients needing care for this many adjusted patient days while being served.

$35,777,306,131

Hospitals charged this amount for the inpatient and outpatient care they provided in 2022:

Arkansas

-1.77%

($163,609,280)

$137,290,166

-3.31%

($300,899,446)

$661,918,958

-11.43%

($146.10)

($962,818,404)

6,590,289

$9,387,867,313

$8,425,048,909

$29,638,554,376

$38,063,603,285

Mississippi

1.85%

$537,577,625

$21,805,968

1.78%

$515,771,657

$2,000,313,405

-5.49%

($142.79)

($1,484,541,748)

10,396,864

$28,519,881,907

$27,035,340,159

$71,093,509,255

$98,128,849,414

Missouri

2.11%

$273,949,257

-$196,272,495

3.56%

$470,221,752

$802,177,650

-2.68%

($62.06)

($331,955,898)

5,348,703

$12,723,449,187

$12,391,493,289

$47,347,481,348

$59,738,974,637

Oklahoma

-1.63%

($412,503,766)

$19,979,341

-1.71%

($432,483,107)

$2,467,859,172

-12.72%

($292.21)

($2,900,342,279)

9,925,418

$25,710,059,305

$22,809,717,026

$79,804,803,898

$102,614,520,924

Tennessee

United States

11.05%

$11,531,213,169

$333,734,684

10.77%

$11,197,478,485

$8,788,167,132

2.53%

$79.43

$2,409,311,353

30,334,335

$92,809,526,734

$95,218,838,087

$381,415,598,693

3.42%

$45,876,102,739

($9,086,876,241.00)

4.07%

$54,962,978,980

$112,090,488,748

-4.62%

($133.53)

($57,127,509,768)

427,815,753

$1,294,241,010,789

$1,237,113,501,021

$3,724,292,894,890

$476,634,436,780 $4,961,406,395,911

Texas

KEY FINANCIAL INDICATORS: ARKANSAS AND SURROUNDING STATES, 2022

Source: American Hospital Association, Hospital Statistics 2022

COMPARATIVE FINANCIAL INDICATORS: U.S. COMMUNITY HOSPITALS AVERAGE CHARGE PER HOSPITAL STAY ($)

AVERAGE PAYMENT PER HOSPITAL STAY ($)

AVERAGE OPERATING COST PER HOSPITAL STAY ($)

MARGIN ON PATIENT CARE SERVICES

1.

DISTRICT OF COLUMBIA

116,788

DISTRICT OF COLUMBIA

32,159

DISTRICT OF COLUMBIA

33,331

IDAHO

18.95%

2.

COLORADO

110,854

IDAHO

28,126

NEW YORK

27,533

UTAH

17.53%

3.

CALIFORNIA

109,446

UTAH

24,641

MAINE

27,519

ALASKA

6.13%

4.

NEVADA

94,666

CALIFORNIA

24,508

CALIFORNIA

25,940

ARIZONA

3.61%

5.

NEW JERSEY

92,121

NEW YORK

24,334

WASHINGTON

24,690

KENTUCKY

3.15%

6.

TEXAS

91,526

MAINE

23,795

MINNESOTA

24,241

TEXAS

2.53%

7.

ARIZONA

88,401

WASHINGTON

23,562

HAWAII

23,593

VIRGINIA

2.44%

8.

PENNSYLVANIA

88,332

COLORADO

23,419

MASSACHUSETTS

23,574

NEW MEXICO

1.93%

9.

FLORIDA

86,170

ALASKA

23,096

NORTH DAKOTA

23,220

COLORADO

1.91%

10.

NEW YORK

85,513

MINNESOTA

22,705

OREGON

22,981

NEVADA

0.77%

11.

ALASKA

83,013

HAWAII

21,590

COLORADO

22,972

FLORIDA

0.70%

12.

WSC REGION

81,735

DELAWARE

21,468

IDAHO

22,797

SOUTH CAROLINA

0.42%

13.

WASHINGTON

79,699

NORTH DAKOTA

21,449

DELAWARE

22,410

INDIANA

-0.43%

14.

UTAH

77,571

OREGON

20,834

MARYLAND

22,044

WSC REGION

-0.51%

15.

U.S.

76,863

NEBRASKA

20,564

VERMONT

21,921

ALABAMA

-2.01%

16.

IDAHO

76,510

MARYLAND

20,562

ALASKA

21,680

WISCONSIN

-2.21%

17.

INDIANA

72,969

MONTANA

19,886

NEBRASKA

21,318

WYOMING

-2.51%

18.

OKLAHOMA

71,497

NEW JERSEY

19,473

CONNECTICUT

20,918

MONTANA

-2.63%

19.

MINNESOTA

70,349

INDIANA

19,443

NEW HAMPSHIRE

20,497

OKLAHOMA

-2.68%

20.

KANSAS

69,585

NEW HAMPSHIRE

19,330

MONTANA

20,409

NORTH CAROLINA

-3.28%

21.

KENTUCKY

68,031

U.S.

19,166

UTAH

20,322

NEW JERSEY

-3.50%

22.

VIRGINIA

67,374

VERMONT

19,154

NEW JERSEY

20,154

DISTRICT OF COLUMBIA

-3.64%

23.

GEORGIA

67,366

MASSACHUSETTS

19,022

U.S.

20,051

NEBRASKA

-3.67%

24.

ILLINOIS

67,207

CONNECTICUT

18,816

PENNSYLVANIA

19,661

GEORGIA

-3.92%

25.

TENNESSEE

65,989

PENNSYLVANIA

18,768

INDIANA

19,527

DELAWARE

-4.39%

26.

OHIO

64,949

WISCONSIN

18,419

SOUTH DAKOTA

19,296

U.S.

-4.62%

27.

HAWAII

64,766

OHIO

18,382

OHIO

19,259

PENNSYLVANIA

-4.76%

28.

CONNECTICUT

64,032

TEXAS

18,284

WISCONSIN

18,826

OHIO

-4.77%

29.

NORTH DAKOTA

63,701

ARIZONA

18,240

ILLINOIS

18,779

WASHINGTON

-4.79%

30.

NEW HAMPSHIRE

62,699

SOUTH DAKOTA

18,147

WYOMING

18,527

MISSOURI

-5.49%

31.

SOUTH CAROLINA

62,697

WYOMING

18,073

MICHIGAN

18,138

IOWA

-5.62%

32.

MAINE

62,396

VIRGINIA

17,799

MISSOURI

17,839

KANSAS

-5.84%

33.

NEW MEXICO

61,788

ILLINOIS

17,386

TEXAS

17,822

CALIFORNIA

-5.84%

34.

MISSOURI

61,377

KENTUCKY

17,254

KANSAS

17,635

WEST VIRGINIA

-5.87%

35.

ALABAMA

61,005

WSC REGION

17,091

RHODE ISLAND

17,582

NEW HAMPSHIRE

-6.04%

36.

MASSACHUSETTS

60,727

MICHIGAN

16,921

ARIZONA

17,581

SOUTH DAKOTA

-6.33%

37.

NEBRASKA

60,670

MISSOURI

16,910

GEORGIA

17,365

MINNESOTA

-6.76%

38.

LOUISIANA

60,114

NEW MEXICO

16,815

VIRGINIA

17,364

MICHIGAN

-7.19%

39.

NORTH CAROLINA

58,926

GEORGIA

16,710

WSC REGION

17,178

MARYLAND

-7.21%

40.

MISSISSIPPI

58,253

KANSAS

16,661

WEST VIRGINIA

17,169

ILLINOIS

-8.01%

41.

DELAWARE

58,183

NORTH CAROLINA

16,525

NORTH CAROLINA

17,068

NORTH DAKOTA

-8.26%

42.

WISCONSIN

56,972

WEST VIRGINIA

16,216

KENTUCKY

16,710

HAWAII

-9.28%

43.

MICHIGAN

56,913

NEVADA

16,009

LOUISIANA

16,588

LOUISIANA

-9.92%

44.

SOUTH DAKOTA

56,818

FLORIDA

15,810

TENNESSEE

16,534

OREGON

-10.31%

45.

OREGON

55,235

RHODE ISLAND

15,730

NEW MEXICO

16,491

ARKANSAS

-11.12%

46.

WEST VIRGINIA

53,766

IOWA

15,603

IOWA

16,480

CONNECTICUT

-11.17%

47.

RHODE ISLAND

49,635

LOUISIANA

15,091

NEVADA

15,885

MISSISSIPPI

-11.43%

48.

ARKANSAS

47,688

OKLAHOMA

14,830

FLORIDA

15,699

RHODE ISLAND

-11.78%

49.

WYOMING

47,224

TENNESSEE

14,668

OKLAHOMA

15,228

TENNESSEE

-12.72%

50.

IOWA

46,988

SOUTH CAROLINA

14,364

MISSISSIPPI

14,367

NEW YORK

-13.14%

51.

VERMONT

45,783

MISSISSIPPI

12,894

SOUTH CAROLINA

14,304

VERMONT

-14.44%

52.

MONTANA

44,141

ALABAMA

12,753

ARKANSAS

13,454

MAINE

-15.65%

53.

MARYLAND

29,752

ARKANSAS

12,107

ALABAMA

13,009

MASSACHUSETTS

-23.93%

Source: American Hospital Association, Hospital Statistics 2022

ARKANSAS HOSPITALS | SUMMER 2024 33

HOSPITAL ACCESS BY COUNTY NO ACUTE CARE COMMUNITY HOSPITAL (20)

COUNTY

SINGLE CRITICAL ACCESS HOSPITAL (20)

SINGLE NON-CAH COMMUNITY HOSPITAL (20)

MULTIPLE COMMUNITY HOSPITALS (15)

COUNTY

ARKANSAS

GARLAND

ASHLEY

GRANT

BAXTER

GREENE

BENTON

HEMPSTEAD

BOONE

HOT SPRING

BRADLEY

HOWARD

CALHOUN

INDEPENDENCE

CARROLL

IZARD

CHICOT

JACKSON

CLARK

JEFFERSON

CLAY

JOHNSON

CLEBURNE

LAFAYETTE

CLEVELAND

LAWRENCE

COLUMBIA

LEE

CONWAY

LINCOLN

CRAIGHEAD

LITTLE RIVER

CRAWFORD

LOGAN

CRITTENDEN

LONOKE

CROSS

MADISON

DALLAS

MARION

DESHA

MILLER

DREW

MISSISSIPPI

FAULKNER

MONROE

FRANKLIN

MONTGOMERY

FULTON

NEVADA NEWTON OUACHITA

Benton

Carroll

Washington

Boone

Fulton

Baxter

Marion

Newton

Searcy

Randolph Sharp

Izard

Madison

PERRY

Clay

PHILLIPS

Greene

PIKE

Lawrence

Stone

Craighead

Mississippi

Independence Crawford Franklin

Van Buren

Johnson

Jackson

Cleburne

Poinsett

Conway

Logan

Faulkner Yell

Woodruff

Perry

Scott Pulaski Polk

Montgomery

Garland

Howard

Little River

Lonoke

Prairie

Saline

Grant

Jefferson

Pike

Hempstead

Clark

Nevada

Dallas

Cleveland

PULASKI RANDOLPH SALINE

Desha

Union

Ashley

SEARCY SEVIER SHARP

Bradley Miller LafayetteColumbia

SCOTT SEBASTIAN

Lincoln

Drew

Ouachita Calhoun

PRAIRIE

Lee Monroe

Arkansas

Crittenden

St. Francis

Phillips Hot Spring

Sevier

Cross

White

POLK POPE

Pope Sebastian

POINSETT

Chicot

ST. FRANCIS STONE UNION VAN BUREN WASHINGTON WHITE WOODRUFF YELL

34 SUMMER 2024 | ARKANSAS HOSPITALS

NO ACUTE CARE COMMUNITY HOSPITAL (20)

SINGLE CRITICAL ACCESS HOSPITAL (20)

SINGLE NON-CAH COMMUNITY HOSPITAL (20)

MULTIPLE COMMUNITY HOSPITALS (15)

AHA-MEMBER ORGANIZATIONS

BY CONGRESSIONAL DISTRICT 1st Congressional District

Arkansas Continued Care Hospital of Jonesboro Arkansas Methodist Medical Center Baptist Health Medical Center-Stuttgart Baptist Memorial Hospital-Crittenden Baxter Health Baxter Health Fulton County Hospital Chicot Memorial Medical Center CrossRidge Community Hospital Delta Memorial Hospital DeWitt Hospital & Nursing Home Forrest City Medical Center Great River Medical Center Izard Regional Hospital Lawrence Memorial Health Foundation, Inc. McGehee Hospital NEA Baptist Memorial Hospital North Arkansas Regional Medical Center Perimeter Behavioral Hospital of West Memphis Piggott Community Hospital Progressive Health - Helena SMC Regional Medical Center St. Bernards Five Rivers St. Bernards Medical Center Stone County Medical Center Unity Health - Newport White River Health System

Total = 26

2nd Congressional District

19th Medical Group Advanced Care Hospital of White County Arkansas Children's Hospital Arkansas Hospice Arkansas State Hospital Baptist Health Extended Care Hospital Baptist Health Medical Center-Conway Baptist Health Medical Center-Heber Springs Baptist Health Medical Center-Little Rock Baptist Health Medical Center-North Little Rock Baptist Health Rehabilitation Institute CARTI Central Arkansas Veterans Healthcare System CHI St. Vincent Infirmary CHI St. Vincent Morrilton CHI St. Vincent North CHI St. Vincent Sherwood Rehabilitation Hospital, a Partner of Encompass Health Conway Behavioral Health Conway Regional Health System Conway Regional Rehabilitation Hospital Cornerstone Specialty Hospitals Little Rock Methodist Behavioral Hospital Ozark Health Medical Center Pinnacle Pointe Behavioral Healthcare System Rivendell Behavioral Health Services Saline Memorial Hospital The BridgeWay UAMS Medical Center Unity Health - Jacksonville Unity Health - Searcy

Total = 30

3rd Congressional District

Arkansas Children’s Northwest Baptist Health-Fort Smith Baptist Health-Van Buren Encompass Health Rehabilitation Hospital, a Partner of Washington Regional Eureka Springs Hospital Mercy Hospital Berryville Mercy Hospital Fort Smith Mercy Hospital Northwest Arkansas Mercy Rehabilitation Hospital Fort Smith Northwest Health Physicians’ Specialty Hospital Northwest Medical Center Bentonville Northwest Medical Center Springdale Ozarks Community Hospital Siloam Springs Regional Hospital Springwoods Behavioral Health Hospital Valley Behavioral Health System Vantage Point of NWA Veterans Health Care System of the Ozarks Washington Regional Medical System Willow Creek Women’s Hospital

Total = 20

Additional AHA Member Hospitals Include:

CHRISTUS St. Michael Health System, Texarkana, TX Regional One Health, Memphis, TN

4th Congressional District

Ashley County Medical Center Baptist Health Medical Center-Arkadelphia Baptist Health Medical Center-Drew County Baptist Health Medical Center-Hot Spring County Bradley County Medical Center Chambers Memorial Hospital CHI St. Vincent Hot Springs CHI St. Vincent Hot Springs Rehab Hospital, a Partner of Encompass Health Dallas County Medical Center Dardanelle Regional Medical Center Howard Memorial Hospital Jefferson Regional Johnson Regional Medical Center Levi Hospital Little River Medical Center, Inc. Magnolia Regional Medical Center Mena Regional Health System Mercy Hospital Booneville Mercy Hospital Ozark Mercy Hospital Paris Mercy Hospital Waldron National Park Medical Center Ouachita County Medical Center Riverview Behavioral Health Saint Mary's Regional Medical Center Sevier County Medical Center South Arkansas Regional Hospital

Total = 27

ARKANSAS HOSPITALS | SUMMER 2024 35

AHA MEMBERS BY CONTROL AND SYSTEM AFFILIATION TYPE OF CONTROL

DESIGNATION

NONPROFIT

CORPORATE

19TH MEDICAL GROUP

MULTIHOSPITAL GOV'T

CONTROLLING ORGANIZATION

SYSTEM

SYSTEM HOME

U.S. DEPARTMENT OF DEFENSE

√

ADVANCED CARE HOSPITAL OF WHITE COUNTY

LTCH

√

Y

UNITY HEALTH

SEARCY

ARKANSAS CHILDREN'S HOSPITAL

CHILDREN'S

√

Y

ARKANSAS CHILDREN'S

LITTLE ROCK

ARKANSAS CHILDREN'S NORTHWEST

CHILDREN'S

√

Y

ARKANSAS CHILDREN'S

LITTLE ROCK

ARKANSAS CONTINUED CARE HOSPITAL OF JONESBORO LTCH

LOCAL BOARD

√

ARKANSAS HOSPICE

INPATIENT HOSPICE

√

LOCAL BOARD

ARKANSAS METHODIST MEDICAL CENTER

RURAL/RRC

√

LOCAL BOARD

ARKANSAS STATE HOSPITAL

IP PSYCH

ASHLEY COUNTY MEDICAL CENTER

CAH

√

BAPTIST HEALTH EXTENDED CARE HOSPITAL

LTCH

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-ARKADELPHIA

CAH

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-CONWAY

URBAN

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-DREW COUNTY

RURAL/SCH

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-HEBER SPRINGS

CAH

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-HOT SPRING COUNTY RURAL/MDH

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-LITTLE ROCK

URBAN

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-N. LITTLE ROCK

URBAN

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-STUTTGART

RURAL/MDH

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH REHABILITATION INSTITUTE

IRF

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH-FORT SMITH

URBAN

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH-VAN BUREN

URBAN

√

Y

BAPTIST HEALTH

LITTLE ROCK

BAPTIST MEMORIAL HOSPITAL-CRITTENDEN

URBAN

√

Y

BAPTIST MEMORIAL HEALTHCARE CORP.

MEMPHIS, TN

BAXTER HEALTH

RURAL/SCH/RRC

√

BAXTER HEALTH FULTON COUNTY HOSPITAL

CAH

BRADLEY COUNTY MEDICAL CENTER

CAH

CARTI

STATE

√

LOCAL BOARD

LOCAL BOARD COUNTY

√

LOCAL BOARD

√ √

CENTRAL ARKANSAS VETERANS HEALTHCARE SYSTEM

URBAN/IP PSYCH/LTCH/ IRF/HOSP

CHAMBERS MEMORIAL HOSPITAL

RURAL/SCH

√

CHI ST. VINCENT HOT SPRINGS

URBAN/RRC

√

√

CHI ST. VINCENT HOT SPRINGS REHABILITATION HOSPITAL IRF

N. LITTLE ROCK

Y

LOCAL BOARD

LITTLE ROCK

U.S. DEPARTMENT OF VETERANS AFFAIRS

LITTLE ROCK/NLR

LOCAL BOARD √

Y

COMMONSPIRIT HEALTH

CHICAGO, IL

Y

ENCOMPASS HEALTH

BIRMINGHAM, AL

CHI ST. VINCENT INFIRMARY

URBAN

√

Y

COMMONSPIRIT HEALTH

CHICAGO, IL

CHI ST. VINCENT MORRILTON

CAH

√

Y

COMMONSPIRIT HEALTH

CHICAGO, IL

CHI ST. VINCENT NORTH

URBAN

√

Y

COMMONSPIRIT HEALTH

CHICAGO, IL

CHI ST. VINCENT SHERWOOD REHABILITATION HOSPITAL

IRF

Y

ENCOMPASS HEALTH

BIRMINGHAM, AL

CHICOT MEMORIAL MEDICAL CENTER

CAH

√

CHRISTUS ST. MICHAEL HEALTH SYSTEM

URBAN (TX)

√

CONWAY BEHAVIORAL HEALTH

IP PSYCH

CONWAY REGIONAL HEALTH SYSTEM

URBAN

CONWAY REGIONAL REHABILITATION HOSPITAL

IRF

CORNERSTONE SPECIALITY HOSPITALS LITTLE ROCK

LTCH

CROSSRIDGE COMMUNITY HOSPITAL

CAH

DALLAS COUNTY MEDICAL CENTER

CAH

DARDANELLE REGIONAL MEDICAL CENTER

CAH

√

DELTA MEMORIAL HOSPITAL

CAH

√

LOCAL BOARD

DEWITT HOSPITAL & NURSING HOME

CAH

√

LOCAL BOARD

ENCOMPASS HEALTH REHABILITATION HOSPITAL, A PARTNER OF WASHINGTON REGIONAL

IRF

EUREKA SPRINGS HOSPITAL

REH

√

Y

CHRISTUS HEALTH

IRVING, TX

Y

ACADIA HEALTHCARE

FRANKLIN, TN

Y

CONWAY REGIONAL HEALTH SYSTEM

CONWAY

√

Y

CONWAY REGIONAL HEALTH SYSTEM

CONWAY

√

Y

SCIONHEALTH

LOUISVILLE, KY

Y

ST. BERNARDS HEALTH SYSTEM

JONESBORO

√ √

√

COUNTY

√ Y

√

Y √

FORREST CITY MEDICAL CENTER

RURAL/SCH

GREAT RIVER MEDICAL CENTER

RURAL/SCH/RRC

HOWARD MEMORIAL HOSPITAL

CAH

√

IZARD REGIONAL HOSPITAL

CAH

√

36 SUMMER 2024 | ARKANSAS HOSPITALS

LOCAL BOARD

√

Y √

CONWAY REGIONAL HEALTH SYSTEM

CONWAY

ENCOMPASS HEALTH

BIRMINGHAM, AL

EUREKA SPRINGS HOSPITAL COMMISSION

EUREKA SPRINGS, AR

QUORUM HEALTH

FRANKLIN, TN

COUNTY LOCAL BOARD LOCAL BOARD

TYPE OF CONTROL

DESIGNATION

NONPROFIT

CORPORATE

MULTIHOSPITAL GOV'T

CONTROLLING ORGANIZATION

SYSTEM HOME

SYSTEM

JEFFERSON REGIONAL

URBAN/SCH

√

JOHNSON REGIONAL MEDICAL CENTER

RURAL/MDH

√

LAWRENCE MEMORIAL HOSPITAL

CAH

√

LEVI HOSPITAL

URBAN

√

LOCAL BOARD

LITTLE RIVER MEDICAL CENTER

CAH

√

LOCAL BOARD

MAGNOLIA REGIONAL MEDICAL CENTER

RURAL/SCH

√

LOCAL BOARD

MCGEHEE HOSPITAL

CAH

√

MENA REGIONAL HEALTH SYSTEM

RURAL/SCH

MERCY HOSPITAL BERRYVILLE

CAH

√

Y

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL BOONEVILLE

CAH

√

Y

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL FORT SMITH

URBAN

√

Y

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL NORTHWEST ARKANSAS

URBAN

√

Y

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL OZARK

CAH

√

Y

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL PARIS

CAH

√

Y

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL WALDRON

CAH

√

Y

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY REHABILITATION HOSPITAL FORT SMITH

IRF

√

Y

LIFEPOINT

BRENTWOOD, TN

MERCY REHABILITATION SERVICES - NORTHWEST AR

IRF

√

LIFEPOINT

BRENTWOOD, TN

METHODIST BEHAVIORAL HOSPITAL

IP PSYCH

Y

METHODIST FAMILY HEALTH

LITTLE ROCK

NATIONAL PARK MEDICAL CENTER

URBAN/RRC

Y

LIFEPOINT

BRENTWOOD, TN

NEA BAPTIST MEMORIAL HOSPITAL

RRC

√

Y

BAPTIST MEMORIAL HEALTHCARE CORP.

MEMPHIS, TN

NORTH ARKANSAS REGIONAL MEDICAL CENTER

RURAL/SCH/RRC

√

NORTHWEST HEALTH PHYSICIANS' SPECIALTY HOSPITAL

URBAN

√

Y

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

NORTHWEST MEDICAL CENTER - BENTONVILLE

URBAN

√

Y

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

NORTHWEST MEDICAL CENTER - SPRINGDALE

URBAN

√

Y

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

OUACHITA COUNTY MEDICAL CENTER

RURAL/SCH

√

LOCAL BOARD

OZARK HEALTH MEDICAL CENTER

CAH

√

LOCAL BOARD

OZARKS COMMUNITY HOSPITAL

CAH

√

PERIMETER BEHAVIORAL HOSPITAL OF WEST MEMPHIS

IP PSYCH

PIGGOTT HEALTH SYSTEM

CAH

PINNACLE POINTE BEHAVIORAL HEALTHCARE SYSTEM

IP PSYCH

√

Y

UNIVERSAL HEALTH SERVICES

KING OF PRUSSIA, PA

PROGRESSIVE HEALTH - HELENA

REH

√

Y

PROGRESSIVE HEALTH

OXFORD, MS

REGIONAL ONE HEALTH

URBAN (TN)

Y

REGIONAL ONE HEALTH

MEMPHIS, TN

RIVENDELL BEHAVIORAL HEALTH SERVICES

IP PSYCH

√

Y

UNIVERSAL HEALTH SERVICES

KING OF PRUSSIA, PA

RIVERVIEW BEHAVIORAL HEALTH

IP PSYCH

√

Y

ACADIA HEALTHCARE

FRANKLIN, TN

SAINT MARY'S REGIONAL MEDICAL CENTER

RURAL/RRC

√

Y

LIFEPOINT

BRENTWOOD, TN

SALINE MEMORIAL HOSPITAL

URBAN

√

Y

LIFEPOINT

BRENTWOOD, TN

SEVIER COUNTY MEDICAL CENTER

RURAL

SILOAM SPRINGS REGIONAL HOSPITAL

URBAN

SMC REGIONAL MEDICAL CENTER

REH

SOUTH ARKANSAS REGIONAL HOSPITAL

RURAL/SCH

SPRINGWOODS BEHAVIORAL HEALTH HOSPITAL

IP PSYCH

ST. BERNARDS FIVE RIVERS

REH

LOCAL BOARD LOCAL BOARD Y

ST. BERNARDS HEALTH SYSTEM

JONESBORO

LOCAL BOARD CITY

√

√ √

LOCAL BOARD

LOCAL BOARD Y

√

COUNTY

√ Y

√

JACKSON, TN

CITY

√

√

WOODRIDGE BEHAVIORAL CARE

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

COUNTY

√

LOCAL BOARD

√ √ √

Y

UNIVERSAL HEALTH SERVICES

KING OF PRUSSIA, PA

Y

ST. BERNARDS HEALTH SYSTEM

JONESBORO JONESBORO

ST. BERNARDS MEDICAL CENTER

URBAN/RRC

√

Y

ST. BERNARDS HEALTH SYSTEM

STONE COUNTY MEDICAL CENTER

CAH

√

Y

WHITE RIVER HEALTH SYSTEM

BATESVILLE

THE BRIDGEWAY

IP PSYCH

Y

UNIVERSAL HEALTH SERVICES

KING OF PRUSSIA, PA

UAMS MEDICAL CENTER

URBAN

UNITY HEALTH - SEARCY

RURAL/SCH/RRC

√

Y

UNITY HEALTH

SEARCY

UNITY HEALTH - JACKSONVILLE

URBAN

√

Y

UNITY HEALTH

SEARCY

UNITY HEALTH - NEWPORT

CAH

√

Y

UNITY HEALTH

SEARCY

VALLEY BEHAVIORAL HEALTH SYSTEM

IP PSYCH

√

Y

ACADIA HEALTHCARE

FRANKLIN, TN

VANTAGE POINT OF NWA

IP PSYCH

√

Y

ACADIA HEALTHCARE

FRANKLIN, TN

√

STATE

√

U.S. DEPARTMENT OF VETERANS AFFAIRS

√

VETERANS HEALTH CARE SYSTEM OF THE OZARKS WASHINGTON REGIONAL MEDICAL SYSTEM

RURAL

√

WHITE RIVER HEALTH

RURAL/SCH/RRC

√

WILLOW CREEK WOMEN'S HOSPITAL

URBAN

LOCAL BOARD √

Y

WHITE RIVER HEALTH SYSTEM

BATESVILLE

Y

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

CAH=Critical Access Hospital; MDH=Medicare Dependent Hospital; RRC=Rural Referral Center; SCH=Sole Community Hospital; IRF=Inpatient Rehabilitation Facility; LTCH=Long-term Care Hospital; IP=Inpatient Source: Self-reported information provided to the Arkansas Hospital Association

ARKANSAS HOSPITALS | SUMMER 2024 37

INPATIENT AND EMERGENCY DEPARTMENT DISCHARGES BY PAYER, 2022 ED

36%

30%

19%

2% 4% 9%

HMO/COMM.INS MEDICAID MEDICARE OTHER GOV. PROGRAMS

INPATIENT

30%

0%

22%

20%

39%

40%

60%

OTHER UNKNOWN

2% 4% 3%

80%

SELF PAY/NO CHARGE

100% Arkansas Department of Health, Hospital Discharge Program, 2022

ADMISSIONS

UNINSURED INPATIENT ADMISSIONS AND COSTS, 2011-2022 30,000

$220

22,500

$165

15,000

$110

7,500

$55

0

2011

2012

2013

2014

2015

SELF-PAY/NO CHARGE PATIENTS ADMITTED 38 SUMMER 2024 | ARKANSAS HOSPITALS

2016

2017

2018

2019

2020

2021

EST. TOTAL UNCOVERED COSTS ($MILLIONS)

2022

0

Arkansas Department of Health, Hospital Discharge Program, 2022

HOSPITAL UNCOMPENSATED CARE COSTS, 2018-2022 YEAR

GROSS REVENUES (BILLED CHARGES)

NET REVENUES (AMOUNT COLLECTED)

OTHER OPERATING REVENUE

GROSS+ OTHER REVENUE

TOTAL OPERATING COSTS

COST-TO-CHARGE RATIO

2018

$29,227,538,143

$7,719,639,636

$395,516,849

$29,623,054,992

$7,797,448,234

24.6%

2019

$31,840,144,189

$8,186,146,989

$433,117,737

$32,273,261,926

$8,049,927,966

23.4%

2020

$31,699,407,685

$7,989,169,603

$760,697,334

$32,460,105,019

$8,206,104,259

23.7%

2021

$35,755,895,789

$8,930,365,873

$919,369,130

$36,675,264,919

$9,161,715,585

23.58%

2022

$35,777,306,131

$9,083,385,916

$1,143,477,147

$36,920,783,278

$10,093,617,469

26.07%

CHANGE

22.4%

17.7%

189.1%

24.6%

29.4%

5.9%

YEAR

TOTAL UNCOLLECTED AMOUNTS DUE

BAD DEBT

CHARITY CARE

UNCOMPENSATED CARE CHARGES

UNCOMPENSATED CARE COSTS

UNCOMPENSATED CARE % OF TOTAL COSTS

2018

$21,507,898,507

$502,016,281

$358,871,422

$860,887,703

$212,015,528

2.7%

2019

$23,653,997,200

$509,174,368

$442,315,671

$951,490,039

$222,318,771

2.8%

2020

$23,710,238,082

$503,958,456

$499,580,152

$1,003,538,608

$238,120,014

2.9%

2021

$26,825,529,916

$512,576,407

$574,072,837

$1,086,649,244

$256,264,830.53

2.80%

2022

$26,693,920,215

$468,830,369

$466,432,386

$935,262,755

$243,811,319.81

2.42%

CHANGE

24.1%

-6.6%

30.0%

8.6%

15% Source: American Hospital Association, Hospital Statistics 2022

TOP 20 INPATIENT DRGs, 2022 # DISCHARGES

TOTAL CHARGES

MEAN CHARGES PER DISCHARGE

MEAN STAY PER DISCHARGE

MEAN DAILY RATE

885 - PSYCHOSES

33,158

681,816,501.38

20,562.65

1,962

17,971

118,191,989.21

10.48

795 - NORMAL NEWBORN

6,576.82

1.52

4,327

807 - VAGINAL DELIVERY WITHOUT STERILIZATION OR D&C W/O CC/MCC

16,138

272,365,090.12

16,877.25

1.75

9,644

871 - SEPTICEMIA W/O MV 96+ HOURS W MCC

15,632

846,529,029.38

54,153.60

8,637

9,717

83,571,241.23

6.27

794 - NEONATE W OTHER SIGNIFICANT PROBLEMS

8,600.52

4,237

291 - HEART FAILURE & SHOCK W MCC

9,060

301,545,908.54

2.03

33,283.21

6,963

177 - RESPIRATORY INFECTIONS & INFLAMMATIONS W MCC

8,471

384,006,699.65

4.78

45,331.92

7,696

788 - CESAREAN SECTION W/O STERILIZATION W/O CC/MCC

5,907

144,841,005.80

5.89

24,520.23

9,616

189 - PULMONARY EDEMA & RESPIRATORY FAILURE

5,897

209,161,799.92

2.55

35,469.19

7,209

193 - SIMPLE PNEUMONIA & PLEURISY W MCC

5,311

200,424,676.19

4.92

37,737.65

4.74

7,962

897 - ALCOHOL/DRUG ABUSE/DEPENDENCE W/O REHABILITATION THERAPY W/O MCC

4,946

83,675,934.90

16,917.90

5.74

2,947

392 - ESOPHAGITIS, GASTROENT & MISC DIGEST DISORDERS W/O MCC

3.02

7,239

DIAGNOSIS-RELATED GROUP

3,994

87,317,566.02

21,862.18

872 - SEPTICEMIA W/O MV 96+ HOURS W/O MCC

3,780

106,723,487.92

28,233.73

6,612

3,633

142,135,303.76

4.27

057 - DEGENERATIVE NERVOUS SYSTEM DISORDERS W/O MCC

39,123.40

3,014

806 - VAGINAL DELIVERY WITHOUT STERILIZATION OR D&C W CC

3,266

55,284,713.59

12.98

16,927.35

8,177

621 - O.R. PROCEDURES FOR OBESITY W/O CC/MCC

3,263

171,199,869.13

2.07

52,467.01

44,844

641 - NUTRITIONAL & MISC METABOLIC DISORDERS W/O MCC

3,175

59,427,235.29

1.17

18,717.24

5,689

3,168

75,591,055.15

3.29

683 - RENAL FAILURE W CC

23,860.81

3.66

6,519

682 - RENAL FAILURE W MCC

3,133

5.60

7,069

690 - KIDNEY & URINARY TRACT INFECTIONS W/O MCC

3,123

3.57

5,681

124,018,514.10 63,334,930.28

39,584.59 20,280.16

Source: Arkansas Department of Health, Hospital Discharge Program, 2022

ARKANSAS HOSPITALS | SUMMER 2024 39

Arkansas Hospitals, 2024

MILLER

UNION

BRADLEY

ASHLEY

Crossett Ashley County Medical Center

CHICOT

Lake Village Chicot Memorial Medical Center

© 2024, AFMC, INC. ALL RIGHTS RESERVED.

KEY

Rogers Mountain Home Pocahontas Paragould Eureka Springs Mercy Hospital Northwest Arkansas Baxter Regional St. Bernards Five Rivers Arkansas Methodist Eureka Springs Berryville Bentonville Medical Center Medical Center Medical Center Hospital Mercy Hospital–Berryville Northwest Medical Piggott CARROLL Salem RANDOLPH BOONE MARION Center–Bentonville BAXTER Piggott Community Hospital BENTON CLAY Fulton County Harrison Siloam Springs FULTON Hospital North Arkansas Springdale IZARD Blytheville Siloam Springs Regional Medical Center • Arkansas Children’s Northwest Calico Rock Walnut Ridge Great River Regional Hospital GREENE • Northwest Medical Center–Springdale Izard Regional SHARP Lawrence Medical Center WASHINGTON Gravette Mountain View Johnson NEWTON SEARCY Hospital Memorial Hospital MADISON Fayetteville (3) Ozarks Stone County LAWRENCE Northwest Medical Center– Batesville • Washington Regional Medical Center CRAIGHEAD Community Medical Center MISSISSIPPI Willow Creek Women’s Hospital STONE White River • Northwest Health Physicians’ Jonesboro (2) Hospital Heber Springs Osceola Clarksville VAN Medical Center Specialty Hospital • St. Bernards of Gravette Baptist Health Medical South Mississippi County Russellville BUREN Johnson Regional • Veterans Health Care System Newport POINSETT Medical Center Center–Heber Springs INDEPENDENCE Regional Medical Center Saint Mary’s Medical Center of the Ozarks • NEA Baptist FRANKLIN Unity Health – Clinton JOHNSON Regional JACKSON CRAWFORD Memorial Hospital Van Buren Newport Ozark Health Medical Center CLEBURNE Ozark Baptist Health Medical Searcy Medical Center CROSS Mercy Hospital− WHITE CONWAY Center–Van Buren POPE Unity Health– White Paris Conway (2) CRITTENDEN Ozark Wynne Mercy SEBASTIAN • Conway Regional Medical Center County Medical Center LOGAN Fort Smith (2) CrossRidge West Memphis Hospital− Dardanelle • Baptist Health – Conway • Baptist Health Medical WOODRUFF ST. FRANCIS Community Morrilton Baptist Memorial Paris Dardanelle Booneville Center–Fort Smith Jacksonville Hospital Acute care SCOTT Hospital Regional PERRY CHI St. Vincent FAULKNER LONOKE YELL Mercy • Mercy Hospital− Unity Health – Jacksonville Forrest City hospitals Medical Center Morrilton PRAIRIE Sherwood Hospital Fort Smith Forrest City LEE Danville Bryant PULASKI CHI St. Vincent North Booneville Medical Center Critical access Chambers Memorial Hospital Encore Medical Center Waldron Helena SALINE North Little Rock (2) MONROE MONTGOMERY GARLAND hospitals Mercy Hospital− Progressive Health • Arkansas Surgical Hospital Hot Springs (3) Stuttgart PHILLIPS Waldron Benton of Helena Rural emergency • Baptist Health – • CHI St. Vincent–Hot Springs Baptist Health POLK Saline Mena North Little Rock hospitals • Levi Hospital Medical Center−Stuttgart Little Rock (6) Memorial Mena Regional • National Park Medical Center • Arkansas Children’s Hospital HOT SPRING Hospital DeWitt JEFFERSON Health System ARKANSAS Malvern GRANT • Arkansas Heart Hospital DeWitt CLARK PIKE Pine Bluff Baptist Health – • Baptist Health – Little Rock Hospital and DeQueen HOWARD Jefferson Regional Arkadelphia Hot Spring County SEVIER Nursing • CHI St. Vincent Infirmary Sevier County Medical Center Baptist Health – Home DALLAS Medical Center Nashville • Central Arkansas Veterans Healthcare Arkadelphia Dumas CLEVELAND LINCOLN Howard System – John L. McClellan Veterans Hospital Delta Memorial Memorial Hospital DESHA Fordyce • UAMS Medical Center Hospital HEMPSTEAD Monticello NEVADA LITTLE Dallas County RIVER McGehee Baptist Camden Medical Center Hope McGehee Health Medical Wadley Regional Ouachita County Warren CALHOUN Hospital Center - Drew Medical Center Medical Center Bradley County DREW OUACHITA County at Hope Medical Center Ashdown Little River Memorial Hospital

Magnolia El Dorado Magnolia South Regional COLUMBIA Arkansas Regional Hospital

LAFAYETTE Medical Center

40 SUMMER 2024 | ARKANSAS HOSPITALS

LEADER PROFILE

INNOVATING FOR IMPROVEMENT

By Nancy Robertson

M

ichael Wood is one of a small group of hospital CEOs who was born in the hospital where he now serves. “Coming home to Mena and working at Mena Regional Health System is a full-circle moment for me,” he says.

Wood earned his Doctor of Physical Therapy degree at the University of Central Arkansas after completing his undergraduate work at the Conway college. His wife, Jennifer, is a pediatric DPT, and suggested after their graduation that they start their careers in Florida.

“One of my mentors at UCA was a professor who taught us the business side of running a practice,” Wood says. “He connected us with professional colleagues in Florida who owned and ran physical therapy clinics in the Gainesville and Ocala area, and so we made the move.”

Wood recalls their location in Florida as breathtaking. “We lived in the part of Florida that is horse country, with rolling hills and deep, crystal clear springs. You could see right down to the bottom of the springs and see the water bubbling up through the sand.”

After five years in the Sunshine State, Wood says he was becoming more and more dissatisfied with the way health care is delivered in the U.S. “In clinics and on a regional basis, we were trying new things and making a wonderful difference in our patients’ lives, but we weren’t able to make that same difference in the health care delivery system,” he says. “I wanted to find a way to help fix health care from the inside.”

The Woods moved back to Mena, where Michael began working as the hospital’s Director of Outpatient

ARKANSAS HOSPITALS | SUMMER 2024 41

Therapy Services. Soon thereafter, his role expanded to include leadership of inpatient rehab, as well. “Therapy is a small piece of the bigger health care puzzle,” he says, “but instinctively I knew we needed clinically minded people to work from the inside to effect change in the larger web of U.S. health care delivery.”

A FERTILE ENVIRONMENT

Mena Regional Health System operates a locally controlled hospital serving a rural population. Wood considers these aspects of the facility a plus. He also appreciates that the hospital’s small-town location allows caregivers to get to know patients and their families.

“When you know the families you’re working with, it allows more leeway to understand and meet their particular needs,” he says.

Wood joined Mena Regional’s executive team in 2019, working closely with then-CEO Jay Quebedeaux, whom he considers to be a mentor. “We were constantly trying out new ideas to help improve the delivery of health care at our hospital,” he says. “Our particular hospital’s independence allows us to innovate … to try new things and make changes quickly.”

When Quebedeaux accepted a new role at Baptist Health Medical Center-Hot Spring County, Wood continued to serve on the executive team under the new CEO, Robert Rupp.

Upon Rupp’s departure, Wood was named interim CEO for the Mena System. He accepted the position of the system’s CEO in January of this year.

“In addition to my relationship with Jay, I have been blessed with a great mentor in Scott Peak, CEO of Chambers Memorial, whom I have known personally for most of my life,” Wood says. “The Arkansas health care community has been incredibly supportive and giving of both time and knowledge any time I have reached out to any of my fellow hospital CEOs.”

42 SUMMER 2024 | ARKANSAS HOSPITALS

Michael and Jennifer Wood with their daughters Lexi, Ellie, and Ava.

CONTINUOUS INNOVATION

The nationwide staffing shortage is one of the health care delivery challenges Wood sees as most pressing. As such, it was one of his first focuses in the quest to improve patient care from within the hospital itself.

“We began to determine how we could improve the staffing situation right at home,” he says. “Our first priority was to make certain every one of our staff members are working at what we call ‘the top of their licenses.’ That means that, for instance, RNs are spending most of their time assessing patients and providing interventions while care extenders such as patient care technicians are helping patients with activities of daily living. Because the nation’s staffing challenges affect even small, rural hospitals, we are diligent about helping our staff make the best use of their expertise and experience.”

During the pandemic, Mena Regional found it necessary to fill staff needs with traveling nurses, as did many hospitals in the U.S. “One of our most recent accomplishments is reducing our number of travelers from 21 to seven,” Wood says, “which results in significant cost savings. Our teams are coming up with more creative ways in utilizing existing staff, and working to the top of their licenses is a part of this.”

He sees his role as “getting the right people in the right seat on the right bus,” making certain that staff expertise is utilized to its fullest extent. “One of my main focuses and

LEADERSHIP Q/A WITH

MICHAEL WOOD What’s on your music playlist?

My wife and three young daughters control much of the music in our house, so right now we listen to a lot of Taylor Swift, the “Sing 2” soundtrack, and all things Kidz Bop. But my song of choice on repeat right now is probably “Good Day” by Forrest Frank.

Who is someone you greatly admire, and why?

I admire my wife for being selfless in her pursuit of our family and for raising three strong, independent, and beautiful girls. I could not do what I do without her.

What would you be doing if you weren’t in health care?

I joke all the time that I would be living in a van down by the river, but honestly, I can’t imagine a world where I wasn’t involved in health care to one degree or another.

What do you like to do in your down time?

I like spending time with my family hiking, camping, riding bikes, and swimming.

What is the most valuable lesson COVID taught you?

Relationships matter, and we are stronger together. COVID isolation was a huge detriment to our youth, our elderly, and everyone in between. We are still seeing those negative effects today.

jobs as CEO is to ensure we continuously look for ways to improve communication,” Wood says. “We are constantly listening to our staff, patients, and community members, working together to deliver the best possible health care.”

Another change underway at the hospital is bringing more service lines in-house, rather than having third-party contractors fill care needs. “This allows us, again, to work more personally with our patients and build the trusting relationships that are so important in health care.”

The innovations are making a fiscal difference in hospital operations. Wood says that the facility’s operating margin is currently 10% better than last year at this time.

But perhaps the biggest change is Mena Regional's planned switch to operation as a Critical Access Hospital, changing from its current status as a Prospective Payment System hospital. “The Centers for Medicare and Medicaid Services (CMS), as well as other government and commercial payers, are trying to move more patient care to outpatient, rather than inpatient, services. Our decision to change our hospital designation allows us to continue to operate 25 acute care inpatient beds while maintaining 10 beds each for rehab and geriatric psych patients. This change of designation is our solution for working within the system to best fit our community’s needs.”

COMMUNITY OUTREACH

Mena Regional, like so many Arkansas hospitals, has created a variety of community outreach programs suited specifically to regional needs.

One of Wood’s favorite programs is the Teddy Bear Clinic, offered each year to area first graders. “When a first-grade class visits the hospital, it becomes the keeper of a teddy bear that is ‘sick’ and needs care in the hospital setting. The children follow their teddy bear through the emergency room to X-ray, to rehab and physical therapy.

They even visit our labor and delivery group while on their teddy bear hospital tour. Time has proven that this helps our community’s kids

ARKANSAS HOSPITALS | SUMMER 2024 43

Above, left and right: First-graders attend the Teddy Bear Clinic, where their bear is x-rayed and treated with the best of care. Below, area sixth graders come to the hospital to learn about future careers in health care service.

44 SUMMER 2024 | ARKANSAS HOSPITALS

learn that their local hospital is not a scary place but is a place where they know what to expect and where they’ll be more comfortable should they or a family member need care here.”

Another program aimed at schoolaged children is designed to promote health care career choices. “We bring our sixth graders to the hospital to introduce them to the myriad careers involved in the health care field. We try every way we can to encourage our youth to consider future careers in our field. Whether they tend toward engineering, caregiving, diagnosis and treatment, nutrition, or housekeeping, we show them that there is a place for them in our hospital. It will take time, but these activities can help resolve staffing shortages – across all health care venues – over the coming years.

For high school juniors and seniors who are seriously considering health care careers, Mena Regional hosts phlebotomy, CNA, and pharmacy tech students certification courses at the local schools for those students who are interested in pursuing college

degrees in the LPN, RN, and medical technology fields. “We also have a growing partnership with the University of Arkansas at Rich Mountain to strategically grow the local health care workforce of the future,” Wood says.

Whether innovating to utilize every hospital staff member’s expertise to the highest degree or helping to build the health care workforce of the future,

Michael Wood is dedicated to creating the best hospital care delivery environment possible, working from the inside out. His full-circle return to Mena has brought innovation and creativity to this western Arkansas hospital, and it is bringing with it the most personalized care possible for patients and their families in its sevencounty service area.

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Michael Wood and area sixth-graders discuss the breadth of career opportunities available in health care.

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ARKANSAS HOSPITALS | SUMMER 2024 45

Regular drills help responders keep their skills sharp. Here, setting up a mobile hospital is practiced.

Emergency Preparedness as Community Outreach

By Lyndsey Dumas

O

ne community outreach effort every hospital in Arkansas supports is preparation for community safety in a time of crisis. Whether a public health emergency like COVID-19, a toxic chemical spill, an explosion, an accident involving multiple vehicles or a vehicle of mass transit, or a weather-related incident, Arkansas’s emergency preparedness coalitions work in the background to assure that disaster response can occur at a moment’s notice.

Arkansas is divided into seven regions, each represented by its own Healthcare Emergency Preparedness Coalition: Metropolitan, Arkansas Valley, North Central, Northeast, Northwest, Southeast, and Southwest.

The seven Healthcare Coalitions (HCCs) serve facilities in all 75 Arkansas counties under the authority of the Arkansas Department of Health (ADH) and the Healthcare Preparedness Program (HPP), a grant program of the Administration for Strategic Preparedness and Response (ASPR), which is a division of the U.S. Department of Health & Human Services (HHS).

“These coalitions and partnerships coordinate efforts to prepare health care delivery systems for disasters and emergencies,” says Stephen Brown, NREMT, HPP Manager in the Arkansas Department of Health’s Office of

46 SUMMER 2024 | ARKANSAS HOSPITALS

Preparedness and Emergency Response Systems. “They establish methods for efficient patient movement, maintain situational awareness, and promote resource-sharing among various health care entities.”

ARKANSAS’S HPP PROGRAM

The HPP program in Arkansas is guided by a leadership team that includes a Program Manager, Grant Coordinator, Medical Director, two co-leads from each coalition, Coalition Secretary, Coalition Readiness Response Coordinators (RRCs), coalition clinical advisors, and coalition members.

Each region has its own leadership team, made up of two regional leaders, one secretary, at least one clinical advisor, and one RRC. These leaders meet twice a year, once in the fall and once in the spring, to provide updates on what has taken place in each region, share best practices and lessons learned during emergency response, and to plan for the HPP grant’s next budget year.

“HPP funding supports training and exercises that equip HCC members to manage real emergencies,” Brown explains. “Each HCC must consist of four core member

organizations: acute care hospitals, public health agencies, emergency medical services, and emergency management agencies. Additional health care and private organizations are encouraged and invited to join their regional coalitions.”

HEALTHCARE COALITIONS

The regional HCCs are collaborative networks of health care organizations and their respective public and private sector response partners. The HCCs serve as multi-agency coordinating groups to assist with preparedness, response, recovery, and mitigation activities related to health care organization disaster operations.

Each HCC plans, organizes, equips, trains, exercises, and evaluates emergency response for a variety of disaster scenarios and possibilities. If your community has hosted a mock disaster preparedness drill, you may have seen some of this planning, exercising, and evaluation activity in person.

During disaster response, the regional coalition leaders, RRCs, and coalition members provide multi-agency coordination in helping health care organizations face an unfolding crisis.

This coordination may include either a response role as part of a multi-agency coordination group assisting with incident management (area command or unified command), or an active role in guiding decisions regarding support to individual health care organizations.

“Our work is vital,” says Emily Johnson, Arkansas Valley HCC Co-Leader and Mercy Clinic Manager at Mercy Hospital Fort Smith. “We assist our member facilities by supplying support when they need it. For example, if they are short on essential PPE (masks, gloves, gowns, etc.) we have supplies that we can provide. If we don’t have what they need, we assist by reaching out to our contacts to help find the resources they need.”

The leadership of each coalition strives to communicate the importance of emergency preparedness, Johnson says. “We send updates about upcoming issues facing our state/region, hold drills and meetings, and assist coalition members with fund request processes so they can purchase equipment that will make their facility more prepared and stronger [in disaster readiness].”

For example, the North Central region recently purchased a multi-use communications/morgue trailer. The trailer can be used for emergency communications, as it is equipped with a dispatch console. This allows on-site dispatching of law enforcement, fire, EMS, and Survival Flight ground and air units, as well as the ability to be used as a secure communications command center.

If needed as a mobile morgue, the trailer has significant cooling equipment. When not being used as a mobile morgue, the cooling equipment allows the trailer to double as a mobile clinic or vaccination distribution site, a cooling chamber for patients suffering from heat exhaustion, or a transportation and storage unit for vaccines and PPE.

WHAT IS THE HEALTHCARE PREPAREDNESS PROGRAM?

ASPR’s HPP provides leadership and funding through cooperative agreements to states, territories, and eligible major metropolitan areas to increase the ability of HPP funding recipients to plan for and respond to large-scale emergencies and disasters.

The HPP is the primary source of federal funding for health care system preparedness and response and, in collaboration with state and local health departments, prepares health care delivery systems to save lives through the development of health care coalitions (HCCs).

HCCs bring together individual health care and response organizations in a defined geographic area, such as acute care hospitals, emergency medical service (EMS) providers, emergency management agencies, and public health agencies, to prepare health care delivery systems to respond to emergencies and disasters. HCCs collaborate to ensure each member has what it needs to respond to emergencies and other events, including medical equipment and supplies, real-time information, communication systems, and educated and trained health care personnel in the event of an emergency.

Mobile hospitals can be set up and equipped anywhere they are needed across the state during times of emergency.

ARKANSAS HOSPITALS | SUMMER 2024 47

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Members of the HCC are representatives from hospitals, emergency management professionals, public health workers, advanced higher education (university and college experts), skilled long-term care facilities, law enforcement, fire departments, EMS, coroners, funeral directors, and other identified partners as designated by the 18 CMS provider types.

They work together to prepare each facility and region for efficient response to emergency situations.

“Many times, members do not see or understand the RRC function until they require services,” says Andrew Hradesky, RRC for the North Central region. He explains that strong relationships form the foundation for each region’s preparedness activities. When a disaster strikes, coalition members contact their regional co-leaders, who then immediately contact their RRCs. This is when the constant planning, communication-building, and drilling pay off.

Successful disaster response coordination doesn’t happen on its own.

The secret lies in constant training and preparation. Hradesky says his mantra is “’Exercise, Exercise, and Exercise!’ This includes communication, communication, and more communication, and then some training. Lead by example and lead by showing. This includes continuous relationship building, on-site visits, plan reviews, encouraging LEPC attendance within the county, and attendance at any annual EP forums across the state.”

Though most people take it for granted that health care facilities and others will respond quickly and efficiently in the face of a disaster, they may not realize the extensive training, preparation, and coordination that happens in the background, allowing emergency response to occur seamlessly.

Safeguarding the local community in the event of a disaster is always on the minds of hospital professionals in Arkansas. Emergency preparedness is a quiet, but mighty, example of community outreach that is in place in every hospital every single day.

Lyndsey Dumas serves as the Vice President of Education for the Arkansas Hospital Association.

48 SUMMER 2024 | ARKANSAS HOSPITALS

COMMUNITY INVOLVEMENT

Saline Health System

Creating New Ways to Engage Our Communities

By DeAnn Thomas

S

aline Health System engages with Benton and the surrounding communities with a creative combination of outreach programs each year. “One of the main goals of our outreach events is to demonstrate our level of care and commitment to this community,” says Char Boulch, Chief Nursing Officer. “We aren’t just fulfilling obligations; we truly want to make a difference in improving the overall quality of life here in Saline County and the surrounding areas. Interacting with people at events helps deepen our relationships with them so that they feel more confident in the care that we provide.”

BEAUTIFUL BEGINNINGS BABY FAIR

One of the most beloved new offerings is the Beautiful Beginnings Baby Fair held each spring. It’s an opportunity to bring parents, parents-to-be, and families together in

one place to learn about labor and delivery services from local obstetricians, and infant and newborn care from area pediatricians. Giving young parents the opportunity to meet and talk with the physicians who will be helping with their labor and delivery – and, later, caring for their children – is a popular aspect of the fair.

Beautiful Beginnings is really like a huge baby shower, and it offers an environment where it’s safe to ask questions of the experts, learn about area vendors who can offer products helpful to new parents, and celebrate the joy families bring to the community. Besides the classes that are offered, there’s a wealth of vendors and educational groups that cater to expectant families. And, of course, there are fun activities for kids and adults alike.

A food truck provides snacks and drinks, and kids’ activities include such things as a Build-a-Bear workshop (complete with adding the new bear’s “heart”) and a bubble house.

Adults enjoy the Baby Boot Camp Challenge, where new parents and parents-to-be can practice nurse-guided skills like diapering, safe sleep habits, and safe care habits. The Boot Camp allows parents to quell their fears and ask oneon-one questions of the nurses who help with the session.

And everyone enjoys the Maternity-to-Toddler Fashion Show, where community residents serve as the models and walk the runway.

“Our community has a lot to offer for growing families,” says Brynn Doddridge, Director of Women & Infant Services.

“We’re excited to get to highlight all the different resources that are available.”

BOSOM BUDDIES BASH

Another popular outreach event is the annual Bosom Buddies Bash, held in the fall. This weekday event – to be held Tuesday, October 22 this year – celebrates the friendships of women and encourages friends to come together to receive their yearly mammograms and learn more about breast health – all while getting a little pampering on the side.

Kids and parents-to-be were invited to Build-A-Bear, adding a special, loving heart inside.

ARKANSAS HOSPITALS | SUMMER 2024 49

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The Bash connects people with services and vendors while providing a very relational and encouraging atmosphere.

Pampering services include hair styling, hand massage, lip treatments, and light refreshments. Those attending and receiving their mammograms go home with a gift bag filled with goodies.

This event is co-sponsored by Saline Health and the American Cancer Society.

“It’s really important to us to promote breast cancer awareness and help educate this community about the screenings, diagnostic tests and treatments that are available,” says Lisa Hyde, Diagnostic Imaging Director. “Bosom Buddies Bash is the perfect outlet for doing that with the extra bonuses of getting to honor breast cancer survivors and providing pampering for all the attendees.”

COMMUNITY INVOLVEMENT

Health and Human Services (HHS) as part of a financial assistance award 2202ARMISH with 100 percent funding by ACL/HHS. The contents are those of the author and do not necessarily represent the official views of, nor an endorsement, by ACL/HHS, or the U.S. Government

A R C H I T E C T S

E N G I N E E R S

In addition to these popular events, Saline Health also sponsors informational booths and services at many Bentonarea outdoor events. The annual Amplify Concert gives the hospital a chance to provide a first aid booth and cooling tent, where people can pick up hand-held fans or just sit and rest for a bit.

Third Thursday street festivals run AprilSeptember in Benton each year, and Saline Health sponsors booths where attendees can pick up information on a wide variety of health topics. AED demonstrations, CPR course info, packets of information on safe boating, hiking, and swimming, and stroke outreach resources are just some of the community education materials provided at the festivals.

Saline Health is dedicated to caring for the people of our communities, and we enjoy providing fun, educational events and learning opportunities for our fellow citizens. Most of all, we enjoy fostering the positive relationships that are formed when community members build strong, trusting relationships with their local hospital system. It’s a privilege to serve.

DeAnn Thomas serves as the Marketing and Communications Coordinator for the Saline Health System.

50 SUMMER 2024 | ARKANSAS HOSPITALS

COMMUNITY INVOLVEMENT

Washington Regional

Meeting Specific Community Needs

By Brooke Morgan

S

ince its beginnings as a county hospital in 1950, Washington Regional Medical System has grown into the largest health care system in Northwest Arkansas with a 425-bed medical center, five Centers of Excellence and 45 clinic locations. Washington Regional’s mission is to improve the health of people in the communities it serves through high quality, compassionate care and wellness education. “As a locally governed, nonprofit health care system, community outreach is a large part of that mission,” Washington Regional President and CEO Larry Shackelford says.

To help meet the needs of the community, Washington Regional has developed outreach programs and partnerships designed to meet specific needs, including post-hospital care for unhoused patients, support for isolated seniors, and resources for those with cancer.

RECUPERATIVE CARE FOR THE UNHOUSED

Northwest Arkansas, like other regions, has seen an increase in the number of people experiencing homelessness. Doctors often face a difficult choice for patients who are unhoused. Many may need continued care after leaving the hospital but lack a safe place to go. The result is patients either choose to leave without getting the continued care they need or face extended stays in the hospital. “It would not be uncommon to see patients in our hospital for 20, 30, or 40 days that could have been discharged four days into their stay if they had a safe place to go,” Shackelford explains. “Our hospitalists saw a need for a place for those patients to receive care after being discharged.”

Members of Washington Regional’s hospital medicine group, including Drs. Michael Bolding, Jonna Dyer, Trey Becton, Jon McCowan, and Dustin Temple, partnered with New Beginnings, a nonprofit organization that works with chronically unsheltered people, to create A Place to Heal. The program provides respite care for patients who need post-

A Place to Heal provides respite care for unhoused patients who need post-hospitalization services after being discharged.

hospitalization services after discharge, such as physical therapy, wound care, or IV antibiotics. Hospitalists from Washington Regional regularly check on patients. The program is the first of its kind in the state.

“A lot of times, those experiencing homelessness will leave the hospital against medical advice for social reasons,” Dr. Michael Bolding says. “With this program, you could say, ‘I advise against you leaving, but if you do decide to do that, here's a place for you to go.’ Just knowing that I can discharge a patient from the hospital and know that I or one of my colleagues are personally going to go check on them at A Place to Heal provides peace of mind.”

ARKANSAS HOSPITALS | SUMMER 2024 51

FOUNDATION SUPPORTS SENIORS AND CANCER PATIENTS

The Washington Regional Medical Foundation’s two outreach programs – Senior Support in Action and the J.B. Hunt Transport Services Cancer Support Home – also serve community members in need. Senior Support in Action connects socially isolated seniors in Benton and Washington counties to their community through volunteer support. Volunteers can provide friendly visits, transportation for appointments or errands, chore assistance, and deliveries including food, household items, and hygiene products from the Senior Support in Action Pantry. Last year, Senior Support in Action served 68 clients, provided 1,058 nonmedical services, 152 trips to essential errands and appointments, 228 deliveries, and logged 11,616 miles while serving clients.

In 2023, Senior Support in Action introduced the Bridging & Belonging initiative. This grant-funded initiative gives Senior Support in Action clients and volunteers an opportunity to spend time together in the community while fostering a sense of belonging.

Last year alone, 113 clients, volunteers, and guests participated in Bridging & Belonging activities. More information about Senior Support in Action can be found at wregional.com/ssia.

The J.B. Hunt Transport Services Cancer Support Home provides hope and comfort to those on a cancer journey. Located in a serene 4.4-acre setting near the Washington Regional Medical Center campus and many cancer treatment facilities, the 9,000-square-foot Cancer Support Home offers eight overnight guestroom suites and home-like amenities, a salon-style boutique with private dressing rooms, and a consultation room. In addition to those services, the Cancer Support Home provides breast health navigation services and early detection screenings. All services are offered at no cost, and clients do not have to be a Washington Regional patient to receive services.

“We cannot make cancer and all its burdens go away,” says Nancy Cozart, Washington Regional Medical Foundation executive director. “However, the programs and services at the Cancer Support Home are designed to eliminate barriers to care and provide support for an individual’s emotional, social, and financial well-being while walking on a cancer journey.”

Last year, the Cancer Support Home provided 1,420 nights of lodging, 1,285 boutique items including wigs and mastectomy supplies, and health education, information, and referrals for 2,356 clients. According to the National Cancer Institute, social support programs such as those provided at the Cancer Support Home can improve a patient’s quality of life and chances for survival. To learn more about the Cancer Support Home, visit wregional.com/csh.

As a community health system, the work Washington Regional does outside its hospital, clinics and other facilities is an important part of caring for others. “Our values include treating others as we would want to be treated,” Shackelford says. “By finding ways to meet the needs of our neighbors, these outreach programs help us live out those values while achieving our mission.”

52 SUMMER 2024 | ARKANSAS HOSPITALS

COMMUNITY INVOLVEMENT

Baxter Health

Safe Haven Baby Box, New Food Pantry

Parents who feel they must give up their newborns for any reason can do so safely and anonymously at the Safe Haven Baby Box at Baxter Health.

The J.B. Hunt Transport Services Cancer Support Home provides hope and comfort to those on a cancer journey with services offered at no charge.

Left: Senior Support in Action brings senior citizens and volunteers together. Here, a Bridging and Belonging event brings isolated seniors out into the community to enjoy interactions at the zoo.

Brooke Morgan serves as Director of Content Marketing for the Washington Regional Medical System.

B

axter Health is the second hospital in Arkansas to join with Safe Haven Baby Boxes to provide a safe drop-off location for the babies of struggling mothers who can no longer provide for their newborn child.

The drop-box, which is located on the east side of Baxter Health’s hospital campus in Mountain Home, is connected to one of the hospital’s break rooms, ensuring that it will be monitored 24/7.

The Safe Haven Baby Box provides a discreet and anonymous way for mothers to leave their babies safely. The box is equipped with an alarm system that immediately notifies the hospital staff when a baby is left in the box. The hospital staff then rushes to the box to retrieve and care for the baby.

The new drop-box was created through the joint efforts of Safe Haven Baby Boxes, Baxter Health, members of the Mountain Home Chamber of Commerce 2022 Leadership Program, Baxter Health Foundation, Informed Choices Women’s Center, The Knights of Columbus, and St. Peter the Fisherman Catholic Church.

The partnership aims to provide a safe and secure environment for mothers to legally leave their babies if they are not able to take care of them.

The installation of the Safe Haven Baby Box at Baxter Health is a testament to the hospital and their partners’ dedication to serving the community. It also shows the prioritization of the welfare of the mothers and the babies in their care.

NEW FOOD PANTRY

Baxter Health recently started a hospital food pantry as part of our Health Equity team. Employees donate food and money to stock a food pantry for underprivileged patients being discharged with a need for food in the home.

In addition, the hospital provides a food and hunger resource guide that serves as a reference for people needing access to local food pantries. The guide lists pantry locations, hours of service, and any stipulations required to receive food services.

ARKANSAS HOSPITALS | SUMMER 2024 53

White River Health

Working for Healthier Communities

By Sheila Mace

C

ommunity hospitals are an integral part of the cities and towns across Arkansas. Since 1976, White River Health’s (WRH) mission has been to improve the health of residents in the communities it is privileged to serve.

Hospitals impact health in the delivery of quality health care and community involvement. For example, sports physicals, the Children's Health Carnival, Camp WRMC, health fairs, the Health First Women's Health Expo, and cancer screening events are ways the hospital serves and connects with the community.

COMMUNITY ENGAGEMENT DIVISION ESTABLISHED

In 2019, WRH embarked on a journey to create healthier communities outside the delivery of medical care using an intentional, relational, and strategic approach. The Community Engagement Division consolidated community outreach efforts and focused on projects that improve access to care, promote physical activity and wellness, foster community partnerships, and provide employees with opportunities for service. WRH partners with local schools, colleges and universities, social services, and the business community to achieve our mission of creating healthier communities through education and outreach.

The Community Engagement Division also includes WRH Marketing, Foundation, and Volunteer Services.

These departments are a natural fit to create a collaborative team to coordinate activities across WRH’s service area.

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White River Health's Cave City Scrub Club.

BECOMING A TRUSTED RESOURCE

The COVID pandemic required a shift in strategy. The group teamed with WRH Marketing to proactively manage information using social media and become a trusted, local source of information.

The Marketing and Community Engagement team coordinated leaders, physician champions, residents, and other staff to voice public service announcements, record videos on managing mental health, explain treatments, and coordinate vaccination clinics. The community engagement team became a trusted partner with community organizations and a hub for coordinating employee community service.

WORKING WITH CHILDREN

The emphasis on community engagement in education is intentional. Helping children learn the

benefits of good nutrition and physical activity leads to healthier families and healthier communities. By reaching out to students, these programs reach parents, grandparents, and extended family members. WRH understands that teaching healthy behaviors creates a foundation and students need tools to implement what they are learning.

The WRH annual 5K is a family friendly event benefiting area school food pantries. Schools are on the front lines of addressing food insecurity in the local communities. The event has raised more than $60,000 to address food insecurity while encouraging physical activity.

An important part of community engagement in the schools is fostering an interest in health care careers.

Projects such as the Scrub Club expose students to careers in health care and connect the dots of good nutrition and physical activity to good health. Health care professionals from the Internal Medicine Residency program, nursing, and ancillary services create hands-on activities for students. The program also

COMMUNITY INVOLVEMENT

provides opportunities for service and to connect with the community outside a clinical setting. The experience is rewarding for students and staff and builds trust between health care workers and young patients.

IMPROVING ACCESS TO CARE

Improving access to care is an important part of the community engagement strategy. Traditional medical clinics may be in locations or have hours of operation that are inconvenient for patients and their families. Access to care can reduce use of the Emergency Department for non-emergency care and encourage earlier intervention in chronic disease management.

In the Batesville School District, WRH partners with the district to offer schoolbased clinics at each campus using telemedicine. Nurses are equipped with the technology and training to facilitate telemedicine visits with a WRH APRN. Parents can participate in the visit in person or remotely. This care is available to district personnel as well.

WORKING WITH COLLEGES

WRH has long been a partner in postsecondary education. Continuing this tradition, WRH partners closely with post-secondary education to develop new clinical degrees to close the gap where there is a shortage of health care workers and support students with clinical rotations, scholarships, and employment opportunities.

At Lyon College, WRH provides practical patient care experience to pre-professional students through our Health Coach Program. In the program, students learn about health care operations from WRH leaders.

Students benefit from one-on-one

White River Health's Health Camp, 2023.

interaction with patients as they learn about chronic disease management and how economic, cultural, and social experiences can impact health and wellbeing in vulnerable populations. WRH is a partner in the development of a Bachelor of Science in Nursing degree at Lyon and looks forward to employing the nurses graduating from the program.

ENGAGING THE BUSINESS COMMUNITY

WRH Community Engagement in the business community focuses on relationships with fellow employers to address workforce needs in the community. Outreach efforts include basic first aid, CPR, and Narcan training for employers. Setting up flu shot clinics, mammography screenings, and wellness visits are services that improve health, reduce absenteeism for illness, and improve productivity.

Partnering with the business community is a way for leaders from across the community to come together and develop programs to move communities forward.

COMMUNITY DEVELOPMENT

The WRH team is active in local, regional, and state community development initiatives, partnering with communities and organizations on grants, short- and long-term development projects, and community strategic planning.

It is an honor to serve on the Batesville Area Chamber of Commerce, Spring River Chamber of Commerce, Hometown Health Coalition, Arkansas Behavioral Health Integrated Network, and others. The Community Engagement division allows WRH to be a partner with organizations doing extraordinary work for residents in the communities the hospital is privileged to serve. The results are clear: Healthier communities are created through intentional, relational, strategic community engagement.

Sheila Mace serves as the Marketing Department's Public Relations & Foundation Development Coordinator for White River Health.

ARKANSAS HOSPITALS | SUMMER 2024 55

Mercy Hospitals Arkansas

Enhancing Health Care Access in Arkansas

By Mardi Taylor and Nate Kuester

T

he mission of Mercy’s healing ministry extends far beyond the walls of its hospitals. With a commitment to serving communities, Mercy addresses the unique health needs of the people it cares for.

Comprehensive outreach programs across Mercy communities in Northwest Arkansas and Fort Smith and critical access hospitals in Berryville, Booneville, Ozark, Paris, and Waldron exemplify this dedication.

Father Paul Fetsko, Vice President of Mission for Mercy Arkansas Communities, says care provided through Mercy extends beyond basic health care.

“It’s about taking care of all of a person’s needs, including their most basic needs,” he says. “Mercy’s mission includes providing compassionate care and exceptional service, and our outreach projects are designed to do just that.”

COMMUNITY HEALTH WORKER (CHW) PROGRAM: A BEACON OF HOPE

Mercy Hospital Northwest Arkansas employs five CHWs: two in the emergency department, two in clinics and one serving Berryville exclusively.

Fort Smith is home to four CHWs: one covering all critical care hospitals/clinics, one in the emergency department, one in the clinic, and one who splits time between the emergency department and Riverview Hope Campus, a homeless shelter that features a Mercy primary care clinic. The CHW program fosters relationships with community partners to provide essential services such as food assistance, transportation, and financial support.

In the past year, CHWs in Northwest Arkansas alone assisted 3,171 patients, connecting them with critical health care services and support. “We help patients understand that they can visit primary care or urgent care for nonemergency issues, which is often more cost effective,” Huston says.

FORT SMITH COMMUNITY HEALTH COUNCIL

The Fort Smith Community Health Council, a collaboration among Mercy Fort Smith, community members, and other local nonprofits, aims “to provide and continually advance the health and well-being of individuals and communities by addressing the social, economic and environmental determinants of health equity,” (from the Council’s mission statement).

Established in 2016 through the Robert Woods Johnson Foundation, the council advises and supports health care needs for Sebastian County residents.

The council collaborates with Mercy Fort Smith and other health care organizations on Community Health Improvement Plan (CHIP) assessments every few years.

Key areas of focus have included foster care, access to care, nutrition, mental health, obesity, and smoking/vaping.

A cornerstone of Mercy’s outreach efforts is the Community Health Worker (CHW) program. Corina Huston, director of community health and access, says, “Mercy’s CHWs are true advocates, bridging the gap between patients and health care providers. They empower patients to navigate our health care system, understand their needs, and access necessary resources.”

Mercy Hope Campus sponsors an outreach flu clinic for its homeless shelter patients.

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METHODIST BEHAVIORAL HOSPITAL

The council also promotes health care initiatives in the River Valley, including local health fairs, prescription drug takeback events, and more. Mercy often hosts these events, and co-workers frequently serve as volunteers.

VESTIDO ROJO: CELEBRATING HISPANIC WOMEN’S HEALTH

One of Mercy’s standout community events is the Vestido Rojo, a day dedicated to promoting health awareness among Hispanic women.

This event, in collaboration with the American Heart Association, provides vital health information, screenings, and resources to a population that faces significant barriers to health care access.

“Vestido Rojo is about celebrating and empowering Hispanic women by giving them the tools and knowledge they need to take control of their health,” Huston explains. “We offer free health screenings, educational workshops and a supportive community atmosphere.”

Seven hundred Hispanic women participated in the most recent event, with Mercy providing 236 health screenings, including lipid, HbA1c, blood pressure, and atherosclerotic cardiovascular disease (ASCVD) risk scores. Additionally, 28 Mercy staff members volunteered their time to assist with screenings, exemplifying Mercy’s strong commitment to community health.

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Conway Regional

WALKING TOWARD WELLNESS: Wellness Walk and Talk

By Lauren Norris

Dr. Kuna Okong speaks to a group about minority health before they set off together on their Wellness Walk and Talk session.

T

he Conway Regional Wellness Walk and Talk program represents an ongoing effort to engage the community in accessible health and wellness activities. Held at the scenic Tucker Creek trail adjacent to the Conway Regional Health and Fitness Center, this initiative combines health education with physical activity in a community setting.

During each session, participants gather to receive valuable health tips from experts on topics such as heart health or stress management, before embarking on a walk along the trail or indoor walking track. This approach not only promotes physical activity but also fosters community interaction and education in a relaxed environment.

Recent walks include a minority health walk with Kuna Okong, MD, a mental health walk with Thad Hardin, MD, and a breast cancer awareness walk with Kala Slaton, MD. The Wellness Walk and Talk program is designed to be inclusive, catering to individuals of all ages and fitness levels. The act of walking itself is a simple, yet effective, way to improve overall health, offering benefits such as weight management, reduced risk of chronic diseases, and enhanced mental wellbeing. The American Heart Association and the Centers for Disease Control and Prevention endorse 10,000 steps per day to ward off disease and stay fit.

Each walk serves as a practical demonstration of easy steps individuals can take towards a healthier lifestyle, emphasizing the importance of regular physical activity. The program also serves as a unique opportunity for participants to discuss personal health goals and challenges with professionals, making wellness more attainable and personalized.

While the program is still growing and evolving, it embodies Conway Regional’s commitment to making health resources accessible to everyone. By providing a platform for regular physical activity and expert health advice, the program aims to strengthen community ties and encourage a healthier lifestyle among participants.

This initiative is part of Conway Regional's broader Lauren Norris serves as mission to ensure that all community members can Director of Marketing lead healthier lives, reflecting the hospital's for the Conway Regional dedication to wellness and preventive care.

Health System.

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PATIENT CLOTHING CLOSET: OUTREACH FROM WITHIN

At Mercy Hospital Fort Smith, patients often do not have clothing available to them when they are discharged.

That’s where the patient clothing closet comes in.

Patients’ needs are identified by their care team, whose members then match patients up with items from the closet. The closet is stocked with brand new men’s and women’s socks and underwear, sweatpants, and T-shirts in sizes small through 3X. Toiletries such as toothbrushes, soap, and other items are also available.

“We are making an effort to honor patients’ dignity by not discharging them in paper scrubs,” says Hayley Howard, manager of strategic initiatives at Mercy Fort Smith. “The patient clothes closet fits into Mercy’s mission because we are acknowledging someone in need and providing clothing to them in a situation where they otherwise wouldn’t have any.”

Mercy Health Foundation’s Women With a Mission provides funding for the closet, but donations of new items are always welcome. In February, Mercy coworkers took part in a drive where items were purchased for the closet from an Amazon wish list. Additional clothing drives are in the works.

Clothing for patients in need is collected through Mercy Fort Smith Clothes Closet drives.

COMMUNITY INVOLVEMENT

ADDRESSING RURAL NEEDS

Another vital aspect of Mercy’s outreach is its rural programming. In Berryville, the “People Helping People” program, supported by local foundations, identifies patients needing medication assistance. These efforts ensure that patients receive their first month of medications following their discharge free-of-charge, and arrangements for their future medication needs are addressed, enabling them to stay on track with their treatment plans. Huston says, “Through our programs, we offer medications at reduced or no cost, often delivering them directly to patients’ homes.”

In rural areas such as Booneville and Waldron, community input is a vital part of Mercy’s ability to recognize residents’ biggest needs and find ways to address them. Rural coalitions help conduct frequent Community Health Needs Assessments (CHNA), similar to those done through the Fort Smith Community Health Council for the larger Fort Smith area.

In May 2022, Mercy Hospital Booneville completed a comprehensive CHNA, which considered input from the county health department, community members, members of medically underserved, low-income, and minority populations, and various community organizations representing the broad interests of the communities of Booneville and Magazine.

Health care priorities as determined by the 2022 assessment include mental health, substance use, and transportation for health care services.

In Waldron, the Scott County Health and Education Coalition’s mission statement is “to give hope and provide education and resources to build and maintain a healthy Scott County.” Its key focus areas are similar to those in Booneville and include substance abuse, mental health, and transportation for health care services.

IMPACT ON THE COMMUNITY

The impact of these programs is profound. In the past year, CHWs alone have touched the lives of thousands of patients, providing access to critical health care services. The Vestido Rojo event engaged 700 participants, fostering greater community health awareness.

“The most significant benefit of our CHWs is their ability to advocate for both the patients and our clinical staff,” Huston notes.

“They spend quality time with patients, helping them understand health care and empowering them to ask essential questions.”

As Mercy continues to expand and enhance its outreach efforts, the dedication and compassion of its team remain unwavering. Mercy Arkansas is proud to lead these initiatives, ensuring that quality health care is accessible to all.

Mardi Taylor serves as Senior Communications Coordinator for Mercy Fort Smith.

Nate Kuester serves as Mercy Northwest Arkansas’s Senior Media Relations and Communications Specialist.

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ARKANSAS HOSPITALS | SUMMER 2024 59

COACH'S PLAYBOOK

Hospitals and Community Outreach

By Kay Kendall

H

ospitals play a key role in a community, often serving as one of its largest employers. Hospital quality and services are included as a factor in the relocation of industry headquarters, plants, or service centers to new communities. Families also want to know the kinds of health care services that would be available to them should they choose to relocate to a new home. An often-overlooked contribution that hospitals make to the fabric of a community’s culture is their role in community outreach.

The Baldrige Excellence Framework has a related core value around societal contributions in all three versions of the criteria, but the health care version ties it to community health. This makes perfect sense since health care organizations have core competencies in areas that can contribute to community health.

The description of the value emphasizes the need for organizations to go beyond meeting regulatory requirements

60 SUMMER 2024 | ARKANSAS HOSPITALS

and minimal compliance. “Such leadership and support might include efforts to determine and address societal determinants for health and to provide both charity care and investment in your local community and beyond. … It might also involve being a role model for addressing socially important issues, such as diversity, equity, and inclusion; practicing resource conservation; reducing your carbon footprint; performing community service and charity; improving health care industry practices; and sharing nonproprietary information.”1

MORE THAN COMMUNITY NEEDS ASSESSMENTS

While most hospitals are required to conduct a Community Needs Assessment every three years, many hospitals and health systems keep their fingers on the pulse of emerging needs and those that arise in the interim.

This was evident with the rapid pivot that we saw in health care with the advent of the COVID-19 pandemic.

From providing personal protective equipment (PPE), to offering drivethrough rapid testing, to staffing vaccination clinics, hospitals served a critical role in various aspects of community outreach in addition to more traditional outreach such as high blood pressure screening, diabetes clinics, and caregiver support groups.

COMMUNITY OUTREACH AND BRAND AWARENESS

One aspect of community outreach that cannot be overstated is the impact it has on brand awareness, particularly in a crowded health care market.

Ryan Owens, Texas-based Methodist Health System Assistant Vice President, Public Relations says, “North Texas is a very competitive health care market that is rapidly growing. We focus on putting on events, frequently featuring physicians, on a variety of topics that will educate the public and also attract new patients to Methodist hospitals.”

Lexy Young, Methodist Dallas Center’s Director, Community and Public Relations, adds, “We also look to support events that raise awareness of some of the diseases we treat in our facilities. At Methodist Dallas, for example, we sponsor the annual pancreatic cancer walk with a robust team of physicians and other caregivers who walk, playing an active role so the community knows that Methodist cares.”

While many activities are coordinated at the system level, often creative ideas are generated at the local level and sponsored by individual hospitals.

For instance, Richardson is a thriving community with a clear focus on the arts. Methodist Richardson is a sponsor the annual Wildflower Arts and Music Festival where thousands of people attend. In another, related innovative approach, the hospital features the work of local artists in several well-traveled hallways throughout the facility, giving that particular hospital another venue to showcase local artists’ work.

NEW WAYS TO VIEW COMMUNITY OUTREACH

Charity care is also a vital part of hospitals’ community outreach. “Last year alone, Methodist Health Systems provided $182 million in unreimbursed charity care,” Owens says. In addition, its Golden Cross Clinic gathers and distributes donations of toiletries and other personal care items at the same time the system provides affordable or no-cost care.

I recently read about hospitals in rural Mississippi that have come up with another way to provide community outreach in an area where health disparities abound. Delta GREENS – short for Growing a Resilient, Enriching, Equitable, Nourishing food System – aims to establish a local food economy in the Mississippi Delta. The project is a collaboration between the Friedman

Notes 1 Baldrige Performance Excellence Program. 2023—2024 Baldrige Excellence Framework® (Health Care): Proven Leadership and Management Practices for High Performance. Gaithersburg, M.D.: U.S. Department of Commerce, National Institute of Standards and Technology. https://www.nist.gov/baldrige.

2 https://www.modernhealthcare.com/community-health-centers/food-is-medicine-clinical-trial-mississippi-delta?adobe_mc=MCMID%3 D83705919885430923662983505848559429748%7CMCORGID%3D138FFF2554E6E7220A4C98C6%2540AdobeOrg%7CTS%3D17156 24653&CSAuthResp=1%3A%3A303103%3A7461%3A24%3Asuccess%3A07089A102075B09AC245C1829D120D84

School of Nutrition Science and Policy at Tufts University, the Reuben V. Anderson Institute for Social Justice at Tougaloo College, Delta Health Center and the Center for Science in the Public Interest.2 This win-win model helps local farmers sell their crops of healthy fruits and vegetables to health care systems that “prescribe” them to patients with diabetes and certain forms of cancer.

What does your hospital do for community outreach? Can you engage your staff in generating creative ideas that might particularly resonate with your unique community needs and interests? The Methodist Health System’s Public Relations Department launched a robust online content hub, ShineOnlineHealth.com, where collaborations with physicians and other caregivers create timely health articles and highlight patient success stories. (https://shineonlinehealth.com/) Could you follow their lead?

The team at BaldrigeCoach would be glad to help guide your hospital’s quest for process improvement.

As CEO and Principal of BaldrigeCoach, Kay Kendall coaches organizations on their paths to performance excellence using the Malcolm Baldrige National Quality Award Criteria as a framework. Her team, working with health care and other organizations, has mentored 24 National Quality Award recipients. In each edition of Arkansas Hospitals, Kay offers readers quality improvement tips from her coaching playbook.

Contact Kay at 972.489.3611 or Kay@Baldrige-Coach.com.

ARKANSAS HOSPITALS | SUMMER 2024 61

Team AFMC paddles in the 2023 River Cities Dragon Boat Festival race, raising over $2,400 to benefit the Children’s Protection Center.

COMMUNITY OUTREACH: The Impact of Giving on Personal Health and Company Well-Being

By Chad Rodgers, MD

“P

hilanthropy” translates to “love of humanity."

Most people think of philanthropy as large monetary donations to nonprofit organizations such as the arts, humanitarian needs, or specific health-related causes.

However, philanthropy can include more than just money; it often involves giving of yourself with your time and your talents. These efforts not only benefit the recipient but also benefit the giver. The adage, "It is better to give than receive," especially rings true when discussing health benefits. We can all be philanthropists in our own way and receive the benefits of giving.

PARTNERING WITH COMMUNITIES

AFMC has been serving Arkansans and the health care community for fifty years. Our mission is to promote and inspire innovation in health, wellness, and technology through partnerships in our communities. We began as a peer review organization but have grown into a multi-faceted company with more than 300 employees.

As a company focusing on wellness and health improvement, we understand and observe how most

62 SUMMER 2024 | ARKANSAS HOSPITALS

determinants of health care outcomes occur outside of hospitals and clinics, in the communities where we work, live, and play. We are an Arkansas-based company with people living and working in every county in the state and beyond!

AFMC has "HEART" values, which include honesty, excellence, accountability, respect, and teamwork. The heart represents the core function of keeping the body going and highlights the importance of keeping that heart healthy. The wellness and well-being of employees and their communities are at the core of that "HEART." There are many health benefits to giving and being involved in one's community. Research has shown that it can lower your blood pressure, improve your mental health, promote the development of motor skills, and, as a result, promote a long and happy life.

For the benefit of our employees and the communities they serve, AFMC has supported many nonprofit organizations and educational organizations throughout the years that support our mission. We provide education and evaluation services to reach our goal of “healthy people, healthy businesses, healthy communities."

AFMC CARES

Expanding on our history of giving, AFMC has implemented a company-wide program, AFMC CARES (Community, Advocacy, Resources, Education, Services). To maximize our impact on people, businesses, and communities, we organized our philanthropic efforts into a giving program that promotes employee personal giving and involvement and corporate giving and involvement. By ensuring that our giving aligns with our mission, "HEART” values, and contract obligations, we can prioritize our giving for the maximal benefit of our customers and the people served.

One component of AFMC CARES includes a matching program where employees can give to a nonprofit of their choice in their community, and AFMC will match up to a pre-determined amount per employee per year.

In addition to that, AFMC employees are encouraged to give their time to nonprofit organizations and other volunteer activities in their hometowns, including coaching their child’s sports team, being involved in civic and faith-based activities, and becoming involved with community initiatives.

Employees are encouraged to share their "philanthropic" choices on our intranet, "The Social Hub." This promotes good morale and camaraderie among our employees and lets their co-workers know what interests are important to them. It is also an excellent way for employees to build their network in the community and increase social awareness.

Our corporate giving includes some long-held relationships with other health care entities. Through our work for Arkansas Medicaid, AFMC can support health education conferences and events related to our work for the state, benefitting providers and beneficiaries. AFMC often provides additional support for meetings and events that align with other AFMC work and priorities through financial support, education, and resources. A good example includes our effort to increase awareness of Adverse Childhood Experiences and the importance of resilience. Our staff's expertise is shared with health care providers, educators, and community members.

AFMC staff members have participated in many healthrelated walks and fundraising events.

Many of our employees give their time and expertise to boards and commissions, nonprofit organizations, and to many programs throughout the state of Arkansas. Programs sponsored by the state are directly related to our work at AFMC. They are primarily health-related and provide professional growth opportunities for our employees.

AFMC CARES was established to meet the needs of the company, its employees, our customers, and the people we serve. Through these philanthropic efforts, we hope to give back to the state in which we live, work, and play. And we hope to promote a healthier future for all.

The AFMC HEARTbeats walked in the recent American Heart Association Heart Walk, raising $1,174 for the Heart Association.

Chad Rodgers, MD, FAAP, serves as Chief Medical Officer for AFMC. AFMC is a private, nonprofit organization focused on improving health and health care through trusted, committed private and public partnerships. Founded on AFMC's mission, our experienced and dedicated leadership team and staff have delivered value to our customers and partners for over 50 years. To learn more about AFMC, visit www.afmc.org.

ARKANSAS HOSPITALS | SUMMER 2024 63

64 SUMMER 2024 | ARKANSAS HOSPITALS

What does it mean to be taken care of?

At Arkansas Blue Cross and Blue Shield, it means providing peace of mind. We’ve been taking care of Arkansans for over 75 years, providing affordable, reliable health insurance … to keep Arkansans healthy and to help them heal. We’re investing in communities to keep this diverse and wonderful state strong. We’re committed to a whole person approach to health, including physical and behavioral well-being. And we recognize that total health is influenced by many factors, including medical history, genetics, lifestyle, environment, nutrition, safety and physical activity. We also realize that it will take all healthcare providers working together to ensure future generations of Arkansans can live their best life their whole life long. Let’s take good care, Arkansas.

01275.01.01-0524 ARKANSAS HOSPITALS | SUMMER 2024 65

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