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THE COMMUNAL LIFT FEATURES
8 Rural Health Transformation Grants 13 A Local Lifeline: Rural Arkansas Towns Turn to Ballot Measures to Sustain Healthcare 21 Environmental Regulatory Requirements 34 Caring for Caregivers: How Conway Regional Sustains Its Own 37 Real Work, Real Skills: How Project SEARCH® Arkansas: ACCESS® Initiative Builds Pathways to Independence 46 Caring for the People Who Care for Patients
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5 President’s Letter 7 Editor’s Letter 9 Event Calendar 10 Newsmakers 29 Leader Profile: Dr. William G. Jones 40 AHA Services Presents 43 Coach’s Playbook 48 We Stand: Improving Engagement and Well-being
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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 Becca Bona, Editor in Chief Katie Hassell, Graphic Designer Roland R. Gladden, Advertising Traffic Manager
BOARD OF DIRECTORS
Greg Crain, Little Rock / Chairman Michael Givens, Jonesboro / Chairman-Elect Michelle Krause, MD, Little Rock / Treasurer Ryan Gehrig, Fort Smith Tommy Hobbs, Clarksville Cody Walker, North Little Rock Josh Conlee, Jonesboro Eric Pianalto, Rogers David Deaton, Clinton Brian Thomas, Pine Bluff Crystal Bohannan, Hot Springs Sammie Cribbs Roberson, Harrison Phillip Gilmore, Crossett Mary Catherine Propes, Heber Springs Connie Castleberry, Camden
EXECUTIVE TEAM
Robert “Bo” Ryall / President and CEO Jodiane Tritt / Executive Vice President Tina Creel / President of AHA Services, Inc. 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.
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PRESIDENT’S MESSAGE
Resilient in the Mission to Deliver Care
T
he heavy weight of regulatory hurdles, shifting payment structures, and endless administrative red tape creates an undeniably challenging environment for everyone in the healthcare sphere today. Yet every single day, Arkansas hospital employees — from the executive suite to the clinical front lines — step up to meet these challenges head-on. Their commitment to delivering exceptional, high-quality care despite prevailing headwinds is nothing short of inspiring. The determination that defined our healthcare heroes at the height of the pandemic remains fully intact: a drive to serving the patient and serving them well. In this issue of Arkansas Hospitals magazine, we highlight the powerful ways local communities and health systems – both inside and outside of their facilities – are supporting each another. In Hope and El Dorado, citizens recently demonstrated their commitment to local care access by voting to pass municipal hospital taxes, securing necessary financial lifelines for their hometown facilities. On an organizational level, Conway Regional Health System employees continue to pour into an internal
Benevolence Fund, providing direct relief to fellow team members who encounter unexpected hardships. Both examples highlight that exceptional healthcare begins with the people who provide it. That same collective spirit shines through in our coverage of Project SEARCH®, an internationally recognized program connecting individuals with disabilities to meaningful job opportunities within the hospital setting. Participating member hospitals go well above and beyond traditional recruitment efforts, creating inclusive workplaces and fostering community integration even while navigating intense operational pressures. In this critical moment, our hospitals must tell their stories boldly and in unison. We must remind lawmakers, business leaders, and neighbors that healthcare facilities are far more than
places to seek treatment in times of crisis — they are vital economic anchors that sustain our state. Arkansas hospitals support tens of thousands of jobs, generate billions of dollars in total economic output, and serve as the single largest employer in many of our rural municipalities. When a local hospital struggles, the ripple effects endanger the entire local economy. Protecting these institutions requires an active, joint effort from every sector of our state. If there is one constant in Arkansas healthcare, it is the resilience of our hospitals. But resilience does not mean standing alone. To navigate shifting state and federal policy dynamics, rising operational costs, and ongoing regulatory uncertainty, our facilities must lean on collective action. By sharing best practices, coordinating regional resources, and speaking with one unified voice at the state Capitol, we ensure that no hospital is left to face these headwinds alone. Whatever challenges lie ahead, our leadership and frontline teams will continue standing together, fighting through the noise, and lifting each other up to deliver the care every Arkansan depends on.
Bo Ryall
President and CEO
ARKANSAS HOSPITALS | FALL 2026 5
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This publication is supported by the Administration for Community Living (ACL), U.S. Department of Health and Human Services (HHS) as part of a financial assistance award 2602ARMISH 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.
6 FALL 2026 | ARKANSAS HOSPITALS
EDITOR’S LETTER
Rope Me In, Coach
W
hen I was in middle school, I had a severe disdain for Physical Education. We had to change into gym clothes and trudge into a shiny, squeaky gym that always smelled faintly of an off-brand Febreze with a note of dirty sock seeping through. I remember doing an awful lot of running, climbing, curling, and timed exercises for something called the President’s Fitness Test. Sure, my dislike of P.E. had a lot to do with the physical exertion. But mostly, my teacher was just plain mean. I never saw her smile and was convinced she had an actual torture chamber hidden somewhere behind the faculty lounge doors. At least, that’s the theory I peddled to my mom every afternoon over my after-school snack. My daily rants were a constant, whiny soundtrack. “Why don’t you flip the script?” my mom asked me one day as I shoveled Goldfish crackers into my mouth.
“What do you mean?” I responded, wary of whatever wisdom she was about to drop. “Instead of declaring that she doesn’t exude happiness, why don’t you challenge yourself to make her smile?” I had never considered that. I scoffed, said, “No WAY!” and kept eating. But she had a point. What did I really know about my P.E. teacher? Back then, I didn't see teachers as real people with full lives outside the school building. Spotting one at the grocery store after hours felt like watching a dog stand on its hind legs. So, the next time I was faced with the timed rope climb, instead of groaning, I decided a little humor might be my best defense. Up and up, I climbed. When I reached the top, I looked down at my teacher, who was holding her stopwatch, waiting. “Hey, teach!” I called down. She looked up, startled. “I’m at the end of my rope!” I shouted, giggling, before sliding down in a flurry, twirling awkwardly in an eleven-year-old’s best attempt at peacockery. She couldn’t help but smile. It was a full, genuine smile. I was stunned and decided it was fully worth the slight rope burn my charade gave me in the process. What started as a sixth-grade challenge from my mom taught me a lesson that has stuck with me ever since: everyone we meet has a full story, even if we can’t see it.
In today’s hospitals, that reminder is more vital than ever. Our doctors, nurses, and administrators are navigating an extraordinarily demanding landscape. When we enter a hospital as patients or visitors, it is easy to focus solely on our own anxiety and forget that the team caring for us is human, too. They are showing up every single day to deliver compassionate care in an environment fraught with burnout. This issue of Arkansas Hospitals is dedicated to those exact individuals — the care collective that holds our state together. Throughout these pages, you will find stories of the creative, heartfelt ways our healthcare workforce stays upbeat and lifts one another up. We highlight a member hospital's benevolence fund designed to support employees in times of personal crisis, as well as innovative pipeline programs expanding opportunities for workers with disabilities to build meaningful careers in a hospital setting. You will also read about local communities stepping up to pass tax measures that ensure their hometown hospitals remain viable during lean economic times. It is a powerful reminder that when we recognize the humanity of our healthcare workers, we find ways to stand behind them. They give everything to keep our communities healthy — and it is our turn to ensure they have the support, resources, and appreciation they deserve.
Becca Bona
Editor in Chief
ARKANSAS HOSPITALS | FALL 2026 7
PHOTOGRAPHY BY BRIAN CHILSON
Sanders Announces
$149.3 Million in Rural Health Transformation Grants
G
overnor Sarah Huckabee Sanders recently announced $149.3 million in awards for the initial round of Arkansas’s Rural Health Transformation Program (RHTP), established through President Trump’s One Big Beautiful Bill. Administered via the Centers for Medicare & Medicaid Services (CMS), the program represents the first rollout of an expected $1 billion in total RHTP funding coming to Arkansas over the next five years to address healthcare access and support long-term financial sustainability in rural communities. This initial distribution delivers $55.7 million through the Telehealth, Health-Monitoring, and Response Innovation for Vital Expansion (THRIVE) initiative and $93.6 million through the Promoting Access Coordination and Transformation (PACT) initiative. State officials anticipate awarding up to $209 million by this fall across additional program pillars, including upcoming funding rounds for the Recruitment Innovation Skills and Education for Arkansas (RISE AR) and Healthy Eating, Active Recreation, and Transformation (HEART) initiatives. The 50 project awards encompass rural hospitals, health systems, emergency medical service providers, community health centers, and academic institutions statewide. Under the THRIVE pillar, funding focuses on emergency tele-consultations, remote patient monitoring for chronic conditions, and health IT interoperability. The PACT pillar targets physical and operational transformation, funding facility upgrades, emergency power resilience, mobile clinical units, and regional specialty care networks.
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AHA MEMBER AWARD RECIPIENTS
Numerous Arkansas Hospital Association member facilities and health systems were named among the primary award recipients, securing critical capital to advance local and regional patient care: • Arkansas Children’s: Received $210,000 (THRIVE) to build a virtual care coordination network for pediatric patients with chronic conditions, and $91,400 (THRIVE) to launch the Rural Newborn Alliance in Jefferson County and Southeast Arkansas. • Baptist Health: Secured major system integration and technology grants, including $12 million (PACT) to integrate Baptist Health Medical Center - El Dorado, $3 million (PACT) for Baptist Health Mdical Center - Magnolia, and $1.14 million (THRIVE) to establish a virtual cardiology network across seven rural counties. • Baxter Health: Awarded $12 million (PACT) to build a regional collaboration hub across 11 northern Arkansas counties, alongside $7.74 million (THRIVE) to expand home-based virtual care, community paramedicine, and hospital-at-home services. • Chambers Memorial Hospital: Awarded $2.19 million (PACT) to improve rural healthcare access, workforce capacity, and infrastructure in Yell County and surrounding communities. • Conway Regional Health System: Granted $795,960 (PACT) to deploy a specialized mobile maternal health unit providing preventive care and care coordination across eight central Arkansas counties.
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• Delta Memorial Hospital: Received $24,720 (PACT) to align home health revenue cycle operations and billing infrastructure in Desha County. • Jefferson Regional: Awarded $3 million (PACT) to replace aging healthcare-grade HVAC infrastructure to support infection control and operational continuity. • Johnson Regional Medical Center: Secured $974,455 (THRIVE) to modernize IT network infrastructure, upgrade cybersecurity, and install telecardiology capabilities. • Mercy Health Fort Smith Communities: Received $12.72 million (PACT) to preserve criticalaccess services in Booneville, Waldron, and Paris while strengthening Mercy Hospital Fort Smith as a regional hub. Additionally, Mercy secured $6.34 million (THRIVE) for specialty telehealth, AI-enabled SMART rooms, and digital emergency teleconsultation capabilities. • Mississippi County Hospital System: Awarded $9.60 million (PACT) to modernize essential services, improve facility reliability, and strengthen local care capacity at hospitals in Blytheville and Osceola. • North Arkansas Regional Medical Center: Awarded $3 million (PACT) to renovate its radiationoncology vault, modernize emergency facilities, establish a cardiology clinic, add telehealth at two rural clinics, and deploy mobile mammography. • St. Bernards Healthcare: Received $9.55 million (PACT) to implement a digital visual-management platform across six facilities, plus $5 million (THRIVE) to expand smart-room technology and remote patient monitoring. • University of Arkansas for Medical Sciences (UAMS): Secured nearly $12 million across multiple initiatives, including $5.44 million (THRIVE) for the SPARK stroke network, $2.99 million (PACT) for Arkansas Pregnancy Care Connect, $2.34 million (THRIVE) for Virtu-RURAL upgrades across six partner sites, and $1.23 million (PACT) for the STAR specialty hearing network. • Unity Health (White County Medical Center): Granted $839,314 (PACT) for rural breast cancer screening, $600,000 (PACT) for roof replacement at Unity Health Newport, and $466,182 (PACT) to expand chronic disease management at local family practice clinics. The Arkansas Hospital Association congratulates all member facilities recognized in this opening grant cycle. These targeted investments represent a step forward in strengthening hospital financial sustainability, expanding modern care modalities, and safeguarding healthcare delivery for rural Arkansans.
2026 FALL EDUCATION CALENDAR OCTOBER 20
340B Quarterly Meeting Virtual Event
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AHA 2026 Cybersecurity Alliance Arkansas Hospital Association Classroom 419 Natural Resources Drive
10 17
Ethics 3-Hour Workshop Virtual Event 340B Quarterly Meeting Virtual Event
DECEMBER 15
340B Quarterly Meeting Virtual Event
Register for AHA Events, Workshops & Meetings Online! Employees of AHA member hospitals can now log in to arkhospitals.org and register for events online.
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Isaiah Joe presents a $150,000 gift from his foundation’s inaugural golf tournament to the Arkansas Children’s Heart Institute at Champion’s Pavilion to support pediatric cardiac care statewide. (Photo provided)
The Isaiah Joe Family Foundation has presented a $150,000 gift to the Arkansas Children’s Heart Institute, funded through proceeds from the inaugural Isaiah Joe Family Foundation Children’s Classic Golf Tournament. Raised in partnership with former teammates and supporters, the donation will directly support early detection and intervention efforts for pediatric congenital heart conditions across the state. The gift carries personal significance for Joe — a Fort Smith native, former Arkansas Razorback, and NBA champion who recently signed with the Detroit Pistons — whose brother, Jon, received lifesaving cardiac care at Arkansas Children’s as a child. Official recognition of the gift took place at the hospital’s new sports medicine facility in Champion’s Pavilion, marking another milestone in Arkansas Children’s ongoing system expansion.
The University of Arkansas System, UAMS, and Jefferson Hospital Association have finalized a membership substitution agreement, officially bringing Jefferson Regional under the governance of the University of Arkansas Board of Trustees. Building on a collaborative partnership that dates back to 1972, the strategic affiliation is designed to strengthen longterm operational sustainability, expand regional access to specialized clinical care and advanced technology, and bolster the healthcare workforce across southeast Arkansas. Jefferson Regional will continue serving its 11-county region as a major healthcare provider, with local leadership noting that the unified partnership ensures enhanced, high-quality care for the area for decades to come.
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The University of Arkansas for Medical Sciences (UAMS) and Mena Regional Health System have approved a comanagement agreement aimed at expanding specialized clinical care, academic resources, and operational support in western Arkansas. Approved by the Mena City Council and Mena Hospital Commissioners in July 2026, the partnership remains subject to final approval by the Arkansas Department of Health. Under the terms of the agreement, Mena Regional will retain full ownership of its assets, operations, and facility oversight, with no immediate changes to hospital staffing or daily patient services. The formal collaboration builds on existing clinical and educational initiatives between the two institutions, expanding access to UAMS specialists, telemedicine expertise, and regional workforce training programs while preserving local healthcare access in Polk County.
Photos Provided
HOSPITAL NEWSMAKERS
Angie Longing, MHSM, BSN, RN, NE-BC, has been named President and CEO of Conway Regional Health System, effective July 20, 2026. Bringing more than 30 years of clinical and operational healthcare experience to the role, Longing most recently served as Interim President of CHI St. Vincent Infirmary and Senior Vice President and Chief Nurse Executive for CHI St. Vincent’s Arkansas market. The appointment marks a return to Conway Regional, where she previously served as Chief Nursing Officer from 2016 to 2022 and helped lead the health system to its initial Magnet designation. As President and CEO, Longing will oversee strategic growth, operational performance, quality outcomes, and workforce engagement to advance the health system’s regional mission. Angie Longing, CEO & President, Conway Regional Health System
The Arkansas Medical Society has appointed Carl Vogelpohl as executive director, effective July 1, 2026. Vogelpohl, a veteran leader with over 30 years of experience across healthcare administration, state and federal government, and public policy, joins the organization after serving as senior advisor to Arkansas Attorney General Tim Griffin. His appointment initiates a planned leadership transition alongside longtime Executive Vice President David Wroten, who will serve as Of Counsel ahead of his full retirement in 2027.
Families of pediatric and neonatal intensive care unit (NICU) patients at Baptist Health Medical Center-Little Rock will soon have access to dedicated on-site lodging and support services. Through a new partnership between Baptist Health and Ronald McDonald House Arkansas & North Louisiana, a 6,000-square-foot space on the hospital’s mezzanine level is undergoing renovation to serve local and traveling families free of charge. Slated to open in the late fall of 2026, the in-hospital facility will feature six overnight guest suites alongside communal amenities, including a kitchen, dining room, remote workspaces, laundry facilities, a sibling playroom, and day-use showers for visiting caregivers. Supported by $3.1 million raised toward its $3.5 million capital and initial operating goal, the project aims to reduce stress for parents, strengthen maternalinfant bonding, and keep families just steps away from their children during critical hospital stays.
NEA Baptist Hospital Chief Executive Officer Samuel Lynd has been appointed administrator and CEO of Baptist Memorial Health Care’s flagship facility, Baptist Memorial Hospital-Memphis. Lynd first joined the health system in 2011 as a Frank Groner Administrative Fellow, serving in progressive regional leadership roles over his 15-year tenure — including chief operating officer of Baptist Memphis, system service line administrator for emergency services, and CEO of Baptist Memorial Hospital-Tipton—before taking the helm at the system's flagship hospital.
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HOSPITAL NEWSMAKERS Tyler McDonald, MHA, BSN, RN, NE-BC, has been named Interim President of CHI St. Vincent Morrilton and Vice President of Central Arkansas Operations. McDonald, who has held key operational roles within the system, steps into the leadership position to oversee operations and strategic growth at the Morrilton facility while continuing to support CHI St. Vincent's healthcare delivery across the region.
Hospitals in Arkansas now have access to expanded tools for integrating doulas into clinical care teams, following a new initiative from the University of Arkansas for Medical Sciences (UAMS) Institute for Community Health Innovation. The institute recently launched the Advancing Doulas and Perinatal Teams Toolkit, a resource offering evidence-based strategies, implementation models, and training materials to foster stronger collaboration between birth workers and hospital medical staff. Currently, UAMS is piloting the framework at Mercy Hospital Northwest Arkansas, where 45 clinical staff members have completed training. Following the initial rollout, Mercy reported a 47% increase in staff understanding regarding the full scope of doula practice. The toolkit launch expands upon UAMS’s broader Doula Expansion Initiative, which began enrolling participants into a dedicated doula training program in 2025 — part of a continuous effort to elevate patient experiences and strengthen maternal healthcare outcomes statewide.
Mercy Fort Smith recently celebrated the opening of two new specialty clinics at Mercy Tower West, expanding access to cardiovascular, oncology, and hematology care in the River Valley. Located at 6801 Rogers Ave., the new locations — Mercy Clinic Cardiology – Tower West and Mercy Oncology & Hematology – Fort Smith Tower West — strengthen Mercy's specialty footprint alongside its existing Rogers Avenue facilities and upcoming campus cancer center. The expansions introduce several veteran providers to the health system, including interventional cardiologist Dr. Abdul Nasser Adjei, cardiologist and internal medicine specialist Dr. Robert Parris, and oncologist Dr. Varant Arzoumanian, who leads the new cancer care team alongside advanced practice providers Catherine Flannigan, Kayla Michelle Moury, and Maria Rosal Visagas Sanchez.
Mercy Fort Smith celebrated the opening of two new specialty clinics at Mercy Tower West, expanding cardiovascular, oncology, and hematology care in the River Valley. (Photos provided) 12 FALL 2026 | ARKANSAS HOSPITALS
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A Local Lifeline: Rural Arkansas Towns Turn to Ballot Measures to Sustain Healthcare
A
s financial constraints continue to squeeze hospitals across the board, smaller rural hospitals take to their citizenry for support. There are many hospitals across the state that are bolstered by municipal taxes. Recently, Baptist Health Medical Center - El Dorado and Southwest Regional Medical Center in Hope experienced the support of their community passing a local tax to help bolster their local hospitals. Following is a brief conversation with leaders at each facility touching on the how and the why of the thing. In the following pages, leaders at both facilities share how they rallied community support, navigated financial hardship, and secured the local funding necessary to keep essential care close to home. From navigating system acquisitions to building broad civic coalitions, their experiences offer a candid blueprint for how rural healthcare providers and local residents can partner to protect access in their own backyards.
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Baptist Health Medical Center – El Dorado President Danna Wagnon Taylor, seated left, and local leaders speak at a community event highlighting the collaborative effort between voters, the city, and the health system to secure the hospital’s long-term future.
El Dorado: Combining Sales Tax Support and Strategic Mergers for Long-Term Stability By Becca Bona Photography provided by The Diamond Agency – El Dorado
F
acing thin financial margins driven by some of the lowest commercial reimbursement rates in the nation, hospital leaders in El Dorado identified in late 2024 that their independent healthcare model was no longer sustainable. To secure the facility’s long-term future, hospital representatives joined a variety of local community stakeholders to present a plan for a dedicated half-cent sales tax modeled after successful rural healthcare initiatives across Arkansas. The collaborative campaign resonated with voters, and the City of El Dorado passed the tax measure in March. Shortly after, South Arkansas Regional Hospital merged with Baptist Health to officially become Baptist Health Medical Center – El Dorado. According to hospital President Danna Wagnon Taylor, while the tax passage and the system merger were separate events, combining community financial support with health system partnership was essential to address the hospital’s financial duress and begins to provide steps to sustain local care.
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“It had become very clear independent wasn’t going to work,” Taylor said. “Baptist Health and the sales tax kind of all came in one time frame, so it’s hard to separate one from the other. There were people that were skeptical of both initially, but it has been nothing but positive since early on. Baptist Health was very transparent about their process, what they wanted to do. We had experienced epic superusers from all disciplines (physicians, nurses, MLTs, etc.) from across different Baptist Health facilities come to El Dorado to help our bedside staff for the first two weeks. The support we had both during the go-live and since the transition has been amazing. The sales tax is just a piece of what led to a much bigger, more important plan to sustain care in a rural area.” Taylor will be the first to say that she and hospital staff were a small part in getting the tax passed – it was truly a collaborative effort. “I think the tax passing was commitment from the community to Baptist Health to show we’re in this together – we want Baptist Health here,” Taylor said. “We’re willing to support the hospital through tax funding if that will help Baptist Health come
I CONSISTENTLY HEAR WITHOUT QUALITY HEALTHCARE, A COMMUNITY WILL NOT SURVIVE, AND THE CITIZENS OF EL DORADO UNDERSTOOD THAT, AND UNDERSTOOD WHAT THE HOSPITAL MEANS – NOT JUST FOR CARE, BUT FOR GROWTH AND FOR INDUSTRY. — Danna Wagnon Taylor, President, Baptist Health Medical Center - El Dorado
and provide access to quality care. In that way, I think the tax was very instrumental.” The tax itself is a half-cent sales tax dedicated to infrastructure needs. “This is a really old hospital that’s been maintained well, but the tax allows us a little bit of dependability since revenue is really inconsistent with the way payment models are,” Taylor said. The community’s response speaks volumes, and Taylor and her team were initially overwhelmed by the outpouring of support. “I consistently hear without quality healthcare, a community will not survive, and the citizens of El Dorado understood that, and understood what the hospital means – not just for care, but for growth and for industry,” she said. Before voters went to the polls, Taylor was very transparent about the hospital’s financial situation. “The system’s kind of broken, so we had to be very honest with everybody about where we’re at as a hospital and what we needed, and that was hard,” she admitted. However, community members who attended town halls and public meetings showed a strong determination to keep their hospital. “Many community providers, physicians, and nurse practitioners came to those town halls and spoke
A campaign sign encouraging voters to support the dedicated halfcent sales tax to secure the future of local healthcare in El Dorado.
openly about what the hospital means to them and their patients,” Taylor said. “I think as a community, we got the tax passed.” Passing the sales tax provided an immediate boost to hospital staff, who now feel the full weight of the community standing behind them. Paired with the new partnership with Baptist Health, the dual support has energized the workforce across multiple fronts. “Our staff is very pleased,” Taylor said. “I think it’s just seeing a community that’s growing with new things, Baptist Health’s coming in, adoption of a sales tax, other initiatives, including installing a brand-new MRI. The chamber is working on it. It impacts all industries and helps with recruitment in all industries.” As one of El Dorado’s largest employers, the hospital plays a foundational role in the local economy. Educating the public meant helping residents realize the devastating ripple effect a closure would have on the entire region. “Without us, the nursing homes struggle, home health operates differently, as does EMS. There’re so many other resources that would look very different without a viable hospital in the community,” Taylor said. The newly collected sales tax took effect July 1 and will hit the city’s books in late August. To address early pushback and maintain public trust, hospital leadership is prioritizing total transparency. There will be a formal process developed by the City Council to determine how
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THE ADVICE THAT I WOULD GIVE TO RURAL HOSPITALS IS LOOK FOR WAYS TO PARTNER TO FILL THE NEED. THAT MAY MEAN A TAX. THAT MAY MEAN BEING PART OF A SYSTEM... WE CAN DO A LOT OF THINGS IF WE COME TOGETHER. — Danna Wagnon Taylor, President, Baptist Health Medical Center - El Dorado
the tax money is requested and approved. “We want everybody to feel comfortable with how it’s going to be used,” she said. Meanwhile, the hospital is awaiting news on several applications submitted to the Rural Health Transformation Program. Securing those grant monies will determine how the first rounds of sales tax revenue are allocated. Ultimately, leadership wants to ensure every dollar is spent wisely to keep the facility afloat. “We just want to make sure we use the right funding,” Taylor added. Along that vein, Taylor remains committed to transparency and communication with the community and hospital staff alike. “People are invested now, right? They got a tax passed. They want to see what’s going on and they want to be involved,” she said. Looking at the rural healthcare landscape, Taylor sees collaboration replacing competition as a necessity to survival. “How do we use our resources? We ask our peers, how are you making it through this? What have you tried? We’re very thankful for our community here.” In fact, partnerships and collaborations are the future, in Taylor’s eyes. “The system is broken,” she said. “Advice that I would give to rural hospitals is look for ways to partner to fill the need. That may mean a tax. That may mean being part of a system, that may mean making connections with other care providers and seeing where you can help each other because resources are hard to come by and we’re all really limited on what we do have. We can do a lot of things if we come together.”
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Community members fill the room during a public meeting in El Dorado to discuss the hospital's financial future.
Firsthand Accounts: Patients and family members recount the urgent medical emergencies that reinforced the vital need for a strong, stable community hospital. (Photos provided)
Hope: Uniting Community and
County to Safeguard Local Care By Becca Bona Photography provided
S
outhwest Arkansas Regional Medical Center has long been a cornerstone of its community, but its future wasn’t always secure. Formerly known as Wadley Regional Medical Center at Hope, the facility faced potential closure in early 2024 when its parent company, Steward Health Care, filed for bankruptcy. Recognizing the vital role the hospital plays as the last medical center on I-30 before the Texas border — serving not only Hope and Hempstead County, but neighboring Nevada and Lafayette counties — local leaders and citizens rallied to keep healthcare local. That rescue came mid-year when Arkansas-based Pafford Health Systems stepped in to acquire operations, backed by interim support pledges of $1 million each from the Hempstead County Quorum Court and the Hope Board of Directors. With local management secured, the hospital turned back to its community in 2026 to tackle urgent infrastructure needs, aging equipment, and deferred maintenance. Justice of the Peace Ed Darling helped champion a dedicated ¾-cent sales tax
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package to establish a stable, longterm funding base for the facility. In June 2026, Hempstead County voters delivered a resounding vote of confidence, passing the measure with an overwhelming 82% approval to safeguard local care for years to come. Although Pafford Health Systems controls the hospital's operations, the infrastructure and surrounding grounds — once shared by the city and county — now belong exclusively to the county in order to meet state tax requirements. Shelby Brown, Chief Administrative Officer of Southwest Regional Medical Center, was actively involved in pushing the sales tax across the finish line. “The city relinquished their ownership and gave it to the county,” Brown explained. The immediate priority is breathing new life into the aging facility. Bigticket infrastructure projects — like a new roof, updated HVAC systems, and extensive plumbing repairs — head the list. “[Parking lot] lighting needs to be updated for safety reasons, but tax revenue can also go toward purchasing new technology that the county would own and lease back to the hospital,” Brown said. “Very high-ticket items like a new CT scanner or MRI — things that are otherwise hard for us to purchase.” In addition to speaking with civic organizations, Brown participated in a countywide Q&A panel at the college that drew around 50 residents. She was joined on stage by Hempstead County Economic Development Council President Anna Powell, Pafford Services owner Jamie Pafford-Gresham, as well as local city and county leadership. “It wasn't a big ‘dog and pony show’ presentation,” Brown recalled. “We didn't want to seem like we were overly selling it. We just laid out what we were trying to do and opened it up for questions.” For Brown, keeping a hospital available and open to the local Community members reflect on the life-saving moments that proved local medical access is essential for families across the region.
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THIS IS NOT ROCKET SCIENCE. YOU CAN LOOK AT THE COUNTIES IN ARKANSAS IN YEARS PAST WHO HAD A HOSPITAL AND NO LONGER HAVE A HOSPITAL AND THEIR ECONOMIC VIABILITY. WHEN A BUSINESS IS LOOKING TO EXPAND OR MOVE INTO YOUR AREA, THEY’RE GOING TO ASK A COUPLE OF THINGS. ONE THING IS EDUCATION BECAUSE THEY NEED TO MAKE SURE THEY HAVE A GOOD WORKFORCE, AND THEY’RE GOING TO ASK ABOUT HEALTHCARE... — Shelby Brown, Chief Administrative Officer, Southwest Regional Medical Center
community is as much about health outcomes as it is about economics. “This is not rocket science. You can look at the counties in Arkansas in years past who had a hospital and no longer have a hospital and their economic viability,” she said. “When a business is looking to expand or move into your area, they’re going to ask a couple of things. One thing is education because they need to make sure they have a good workforce, and they’re going to ask about healthcare because if you have an accident at your place of business, you have liability insurance. You want to know how close the nearest ER is.” From the outset, Brown and the campaign team were optimistic, but the overwhelming 82 percent approval took them by surprise — especially given the current economic climate. Brown noted that with the rising costs of everyday essentials like gas, milk, and eggs, the campaign was deeply mindful of residents living on fixed incomes who already face hard choices between buying groceries or necessary medications. To address those financial concerns, the campaign focused on clear, transparent math. Organizers demonstrated that a three-quarter-cent sales tax equates to just 75 cents on a $100 purchase. Additionally, the measure features a 10-year sunset clause. Passing the tax is a significant victory, but Brown emphasizes that the broader effort is far from over. In her view, rural healthcare is facing a systemic crisis that extends well beyond Arkansas.
“When you have small hospitals close, [people have to go] somewhere, so they will come to the bigger tertiary hospitals and clog up those ERs,” she said. “There is no one silver bullet that will save the hospital, but this was a big piece of the puzzle, getting this financial support.” For the team at Southwest Arkansas Regional Medical Center, the decisive vote was a powerful vote of confidence from their neighbors. “Having 82% in favor of the tax felt like it was a big testament to the employees who work within the walls of this hospital and provide care to their neighbors and people in this community,” Brown said. “They come in every day and do their job. That’s what nurses do. That’s what therapists do. That’s what radiology techs do. But I think it did make them feel good to know that they were supported.” Beyond the immediate financial relief, Brown noted that the tax revenue gives the hospital much-needed breathing room to focus on long-term sustainability. The facility applied for Critical Access Hospital status in early 2025—receiving the designation later that year—and subsequently launched a swing-bed program to expand local post-acute care. “We wanted to make sure they knew we’re not just doing business as we always have, because if you continue to do that, you’ll get the same results,” she said. Looking ahead, local leaders are taking structured steps to ensure long-term accountability. Hempstead County is currently establishing a dedicated hospital authority to oversee the collection and allocation of the new tax revenue,
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"I HAVE OVER FIFTY YEARS’ EXPERIENCE IN HEALTHCARE IN VARIOUS POSITIONS FROM PROVIDER TO ADMINISTRATION. What have we learned over the past nearly two years since the bankruptcy court threw the keys to the door on the table and said here it is. • Cuts in funding from “One Big Beautiful Bill” will wreak havoc on rural hospitals. • The Arkansas legislature in its last fiscal session failed to provide any help to rural hospitals. • Grant funding is nonexistent or virtually impossible to obtain. Each county must be responsible for its own healthcare. Access to healthcare and local hospitals is synonymous. Our nearly 80% favorable vote sends a strong message that we support our local industry, schools, businesses, senior citizens and others, that healthcare is vital for continued growth and prosperity. Most of all the vote demonstrates the love and compassion this community has for itself and one another.” — Ed Darling, Hempstead County Quorum Court Justice of the Peace
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An exterior view of Southwest Regional Medical Center in Hope, which serves as a vital healthcare anchor for Hempstead, Nevada, and Lafayette counties.
guaranteeing every dollar goes exactly where voters intended. For Brown, however, the financial victory is fuel to keep fulfilling the hospital’s core purpose. “Knowing what your mission is every day that you get up and come to work and keeping that at the forefront — our number one mission is to take care of the people of this county and the other counties surrounding us who don’t have a hospital,” Brown said. “I am a firm believer that when you do what’s right and what you’re called to do, things begin to fall into place.” That commitment to stewardship means the work inside the hospital walls doesn’t stop with a successful ballot measure. Leadership remains laser-focused on operational efficiency — managing staffing levels, minimizing overtime, and continuously improving internal processes. At the same time, the priority remains keeping quality care local, so residents don't feel forced to travel to Texarkana or Little Rock for essential services. “If you come into the ER having a stroke, we can stop the stroke right here because we can administer tPA through our partnership with AR SAVES and then get you to where you need to be,” Brown explained. “That’s our job.” Ultimately, while the sales tax provides much-needed financial stability, Brown views sustainability as an ongoing mix of operational discipline, innovation, and purpose. “Resilience is knowing why you come to work and doing the absolute best you can do,” Brown said. “It’s making sure you’re always thinking outside the box, exploring different revenue streams, and ensuring we remain sustainable well into the future.”
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Environmental Regulatory Requirements:
A Hospital/Healthcare Facility Perspective/ Checklist By Walter G. Wright, of Mitchell Williams Law Firm
H
ospitals are complex and pervasively regulated facilities. Evolving technical aspects of services they provide and equipment they operate require great care/skill. This is of course due to the critical role these facilities play and the services they perform in our society. Therefore, there are many requirements/ regulations applicable to these facilities and the activities they undertake. These facilities have a particularly difficult task when it comes to governmental regulations. Besides operating patient care facilities, the complexity of these institutions is heightened by activities such as laboratories, research, laboratories, food services, mechanical, vehicle maintenance shops, power plants, laundries, etc. In addition, some hospital structures are quite old which presents its own set of issues in terms of necessary expansions/modifications.
Hospitals are different from other commercial and industrial facilities because they are susceptible to both specialized healthcare and environmental regulations. An additional difficulty is the reality that significant portions of these structures have patients and activities that are arguably more sensitive than in a typical commercial/ industrial facility setting. This more controlled environment can make environmental compliance challenging. There are additional reasons environmental requirements pose a challenge. The universe of potentially applicable environmental regulations and requirements is broad and often changing. Random examples include management requirements applicable to discarded pharmaceuticals and/ or diesel exhaust emissions from generators or boilers. Therefore, compliance with many requirements may be difficult to achieve without periodic evaluation. Some requirements may arise infrequently and/or not be ARKANSAS HOSPITALS | FALL 2026 21
$2,000,000
obvious. The regulations applicable to emergency generator fuel tanks or the asbestos requirements triggered by certain facility construction activities are examples. This discussion identifies various environmental requirements and issues affecting hospitals and other medical facilities. Its intent is to provide hospital management, compliance, maintenance, and engineering staff information relevant to these unique facilities and activities and applicable environmental regulations. However, it is not intended to be a detailed discussion of the issues. Instead, it is simply a tool to identify potential issues for purpose of awareness or planning. Note that not every requirement is addressed. An example is the Arkansas Department of Health regulations addressing radiation. They include programs for evaluation and control of hazards associated with the use of ionizing radiation. Likewise, the relevant Occupational Safety and Health Administration regulations addressing hazardous chemical exposure, bloodborne pathogens, employee safety training will not be discussed. I. Emergency/Standby Generators Generators are critical equipment during power outages. Various issues/programs may be applicable to operation. Bulk diesel above ground storage tanks (“ASTs”) may be used to supply fuel for various uses such as generators or boilers. 1. Clean Water Act Spill Prevention Control and Countermeasure Regulations. a. SPCC plans are required for a combined above ground storage (tanks, drums, etc.) of more than 1,320 gallons of any petroleum product depending upon potential accessibility to certain waters. b. Inspection, annual training, etc. required. c. Federal Clean Water Act Section 311 notification requirements may be triggered if a spill or release reaches certain waters. 2. Spill Releases a. May adversely affect the environment and trigger property and/or bodily injury damage claims. b. State enforcement authorities may become involved and drive significant investigation and remediation costs. c. Arkansas Petroleum Storage Tank Trust Fund. The State of Arkansas has a fund that reimburses for releases from certain petroleum ASTs and underground storage tanks for environmental corrective action costs, up to $2,000,000 and thirdparty bodily injury and property damage claims up to $1,000,000. ASTs eligible to participate in the trust fund include those with a gallonage between
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Arkansas Petroleum Storage Tank Trust Fund reimbursement cap for environmental corrective action costs
$1,000,000
cap for third-party bodily injury and property damage claims 1,320 and 40,000 gallons. To be eligible for participation in the trust fund the owner or operator must register the ASTs with ADEQ, remit fees of $75 per AST annually and cooperate with ADEQ. In view of the minimal costs and significant benefits, it is clearly beneficial to register eligible ASTs to ensure coverage. A. Clean Air Act. 1. Federal and state air regulations may be applicable to some boilers or generators because of their emissions. The air regulations may require testing, permitting, recordkeeping, controls, etc. B. Fire Codes. The installation, use, and maintenance of ASTs is also governed by both Arkansas and local/municipal fire codes. The State Fire Marshall implements and enforces the state requirements. C. Fuel Supplier Agreement Fuel suppliers will sometimes provide the AST as part of the supply arrangement. If so, who has the responsibility for AST maintenance, repair, and any applicable environmental compliance responsibilities? These responsibilities should be definitively allocated in the supply agreement. II. Clean Air Act Air emissions from various hospital activities may be regulated by the Clean Air Act. Whether and what kind of air permit that may be required by ADEQ depends on the type and amount of air pollutants emitted. Examples of other potentially regulated healthcare sources might include: • Emergency generators • Sterilization chemicals (ethylene oxide) • Air conditioning and refrigeration • Paint booths • Laboratory fume hoods
III. Building Operation/Construction/Renovation Hospital complexes and medical facilities may require periodic construction of new and renovation of existing structures. This may be due to increased patient care demand, advances in medical technology, or investment in new services requiring revamped spaces or facilities. A number of environmental issues may be triggered by demolition, excavation, renovation, or new construction to accommodate expansion or new activities. Hospitals, like any structure, are somewhat self-contained environments which can be complex. They contain a number of substances or contaminants that potentially constitute indoor air pollutants. These can originate in the outside environment and move inside. Equally important, they may be generated in the structure.
1920s–1970
construction era where friable asbestos is likely present A. Asbestos i. Structures constructed from the 1920’s through the 1970’s may have friable asbestos present. Prior to renovation or demolition a survey may need to be undertaken to determine whether asbestos is present and tho what extent. ii. Activities involving construction, renovation, or demolition of a structure may trigger both United States Environmental Protection Agency (“EPA”) and Arkansas Department of Energy and Environment – Division of Environmental Quality (“ADEQ”) rules addressing management of asbestos that is present, such as testing, notification, proper abatement techniques, licensing of contractors, etc. iii. Even in the absence of renovation/demolition activities, ongoing Occupational Safety and Health Administration (“OSHA”) requirements may be triggered for ongoing employee protection purposes if asbestos is present. B. Lead-Based Paint The Arkansas Department of Health (“ADH”) and EPA implements regulations addressing lead-based paint abatement. They encompass certification, licensing, and training requirements required by the federal lead-based paint regulations. they can be triggered by certain renovation activities.
Pre-1978 — buildings
covered by lead-based paint rules if they meet the child-occupied facility definition
Healthcare facilities are covered by the rules if they meet the definition of a child-occupied facility. The lead-based paint regulations are applicable to various buildings such as childcare facilities and hospitals built prior to 1978. Consequently, determinations as to whether the regulations are triggered by a renovation project are important. C. Mold/Fungi The pervasive presence of mold in our environment means that we are repeatedly exposed to these organisms. Fortunately, most of the population has developed tolerances that under normal circumstances enable them to avoid more severe adverse effects. Nevertheless, a measurable percentage may be physically affected to some degree by mold and other biological contaminants. These effects may take the form of allergies or infections. Individuals particularly affected by mold spores may be denominated “hypersensitive.” Addressing mold issues arguably involves three questions: i. Whether water has or can penetrate the shell of the structure in a manner facilitating the amplification of mold growth; ii. Whether abnormal or non-de minimis quantities of mold are growing in the structure producing types or quantifiable amounts of spores not found in the outside ambient air;
Conditions Mold Needs to Grow • TEMPERATURE • FOOD • MOISTURE
Eliminating any one stops it
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iii. Whether the mold species present in the structure are believed to potentially adversely affect human health and are present in quantities or concentrations sufficient to do so. Water is the key factor in the structural setting. Uncontained water should not be found in a structure under normal conditions. Thus, the presence of water is usually a focus of mold assessment, remediation, and prevention activities. Of course, ensuring in the first place that a structure is designed/constructed to minimize this issue is of critical importance. Many hospitals and healthcare facilities have a large number of spaces that have the capacity to grow mold. These include major walls and ceiling cavities in which mold can grow without being observed. The possibility of internal moisture is due to extensive plumbing and HVAC systems in healthcare facilities. Mold will only grow if there is a suitable temperature and both food source and moisture are available. Eliminating any of these required factors terminates growth. The relative effectiveness of addressing one or more of these growth factors in the structural context is therefore an important question. The key to managing these issues will therefore involve: i. Ensuring facilities are both adequately designed and constructed to minimize water intrusion. ii. Monitoring, identifying, and addressing water intrusion and any resulting problematic mold. D. Historical Soil Contamination Demolishing existing structures and erecting new ones can often involve treatment or removal of significant amounts of soil. Historical subsurface
The Clean Water Act Requires
all construction sites that disturb one or more acres of soil to obtain a general NPDES permit.
contaminants may be present that must be addressed to meet either safety or environmental requirements. This may also be a concern for properties acquired for new construction if they have had a problematic prior use. For example, excavation for an addition to an existing healthcare complex or an adjoining area could encounter soil or groundwater contamination resulting from prior activities on the property. The federal and state environmental laws can potentially impose liability on the healthcare company acquiring the property for preexisting environmental conditions. Depending upon the history of the property, it may be prudent to undertake an environmental assessment. This may be as simple as determining prior uses and activities on the property to see if they pose any potential risk. Depending on these findings, the decision may be made to conduct sampling for relevant contaminants (i.e., for example, determining whether petroleum constituents have been released from a former gas station). Potential costs may need to be considered if treatment or removal of contaminants is required. In some instances, contaminants may be present that pose building vapor intrusion issues that must be addressed. For example, vapor barriers and other preventative measures may need to be considered depending upon type of contaminant, location, volume, ability to migrate through the soil, and other factors. E. Stormwater Construction Permit The Clean Water Act requires all construction sites that disturb one or more acres of soil to obtain a general National Pollutant Discharge Elimination System permit. The general construction stormwater permit is obtained from ADEQ and requires the development, implementation, and maintenance of a Stormwater Pollution Prevention Plan.
IV. Waste Management Hospitals and other healthcare facilities generate a variety of regulated waste streams. Each waste stream requires specific handling, storage, and disposal methods adding complexity to waste management processes. The four general types include: • Infectious waste. • Hazardous waste. • Pharmaceutical waste. • Solid waste. One of the most critical aspects of healthcare waste management is proper segregation of the different types of wastes generated. Failure to segregate can result in: • Mixing/increasing volume of more expensive medical and hazardous waste. • Impeding recycling of potentially recyclable wastes. • Causing waste loads to be rejected, causing an injury, resulting in a regulatory violation, or increasing costs.
4 Regulated Waste Streams: • INFECTIOUS • HAZARDOUS • PHARMACEUTICAL • SOLID
A. Hazardous Waste Rules Various wastes generated by hospitals are regulated by the federal Resource Conservation and Recovery Act hazardous waste regulations which are implemented by ADEQ pursuant to its own set of generally similar rules. For example, healthcare laboratories that perform diagnostic testing often use chemicals such as xylene, alcohol, aerosols, and formalin in their processes that may, in some circumstances, when discarded constitute a hazardous waste. The RCRA rules impose various responsibilities on the generator (i.e., the healthcare facility) for properly managing the hazardous waste. These will include requirements such as accumulation limits, manifesting, labeling, storage, recordkeeping, etc. Especially important will be to determine: • Is the waste a hazardous waste? • If so, what type of hazardous waste?
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13 CATEGORIES
Other examples of hazardous wastes generated by hospitals may include: i. Clinical labs (spent solvents – distillation). of hospital hazardous waste ii. Research labs (spent from clinical labs to radiology solvents, corrosives, off-spec chemicals, unwanted chemicals). iii. Facilities – Maintenance, painting, grounds, etc. (spent solvents, waste paints, used oil, parts washer solvents, rags, waste pesticides, batteries, mercury wastes, fluorescent lamps, aerosols). iv. Pharmacies (off-spec drugs, investigative). v. Operating room (breathing machine spend media). vi.Housekeeping (autoclave indicator tape). vii. Printing (spent solvents, waste inks). viii. Biomedical (batteries, soldering wastes). ix. IT (batteries, soldering wastes, solvent rags). x. Radiology (lead aprons, films developing wastes). xi. Chemical storage areas (off-spec and unwanted chemicals). xii. Waste anesthetic gases. xiii. Photographic chemicals. Of particular interest to healthcare facilities is the RCRA rule promulgated in 2019 specifically addressing management standards for pharmaceuticals. The EPA RCRA pharmaceutical rule implements a novel set of requirements specific to the healthcare sector. B. Medical Waste Rules Waste is generated at hospitals and healthcare facilities due to the nature of their operations which involve diagnosing, treating, and caring for patients. This includes healthcare waste that may be contaminated by blood, bodily fluids, or other potentially infectious materials. The waste is regulated in Arkansas by the Arkansas Department of Health. The ADH rules prescribe where and what manner medical waste must be treated, disposed of, and treated. While healthcare products are arguably being more effectively regulated, the significant use of disposables creates waste that cannot be recycled. Of course, some single use medical devices can be safely sterilized and reprocessed for reuse. ADH regulations address appropriate segregation, management, treatment, or disposal. C. Solid Wastes Healthcare facilities generate significant amounts of waste that are not categorized as hazardous or medical. These wastes will generally be referred to as solid waste. Solid waste will typically be taken to local landfills and is generally the largest waste stream for the healthcare facilities. It resembles waste generated in other sectors such as residential or commercial which would include paper, cardboard, food waste, textiles, plastics, etc. A significant question is what materials can be recycled (i.e., paper, cardboard, glass, plastic, and metals, etc.).
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D. Off-Site Disposal and Treatment of Wastes Hospitals will use contractors and off-site facilities for most of the types and volume of waste generated. Examples of such facilities might include: • Medical waste incinerators. • Autoclaves.
• Solid waste landfills. • Hazardous waste incinerators/landfills/energy processing facilities. • Microwaving. • Recycling facilities. Utilization of competent and compliant licensed contractors for the treatment, transportation, or disposal of waste generated is important to minimize potential liability of the hospital generator. Therefore, ensuring that a contractor used for offsite treatment or disposal is being undertaken by competent, compliant, financially and environmentally stable treatment/recycling/disposal facilities is important. Federal and state Superfund or other laws can impose liability on generators (i.e., the hospital or healthcare facility producing the waste) of wastes or substances released from off-site treatment or disposal facilities. V. Wastewater Discharges Hospitals and other healthcare facilities generate various types of wastewater which can contain a complex mixture of various substances which can include pharmaceutical ingredients/microorganisms. Most hospitals discharge wastewater to local municipal wastewater treatment plants. Hospitals may have Clean Water Act NPDES permits to discharge to waterbodies if access to a POTW is not available. Sources of wastewater may include by way of example: • Boiler blowdown • Cooling tower blowdown • Domestic wastewater exceeding specified contaminant concentration or flow rate criteria • Once-through cooling water • Laundry facilities • Cafeterias with grease traps • Oil/water separator discharges • Laboratory discharges • Film/X-ray processing • Discharges from drains in maintenance shops The POTW places restrictions on types of pollutants the hospital can discharge. This may be accomplished through municipal sewer use ordinance, permit, and/or some type of contract. The POTW’s objective is to ensure to the extent possible that it does not receive pollutants that cannot be effectively treated/will interfere in its treatment processes. This is a concern because most POTWs are only designed to treat sanitary (domestic) wastes from households. Prohibited discharges generally include: • Fire or explosion hazards. • Corrosive discharges (pH < 5.0).
pH Below 5.0
corrosive discharge prohibited from POTWs
104°F influent temperature limit for heat discharged to a municipal plant
• Solid/viscous pollutants; heat (in amounts that cause the treatment plant influent to exceed 104 degrees F). • Pollutants that cause toxic gases, fumes, or vapors. • Any other pollutant (e.g., cafeteria oil and grease) that will interfere with/pass through the municipal treatment plant. • Examples of laboratory wastes that can be problematic might include: o Aldehydes. o Brominated solvents. o Chlorinated solvents. o Cyanide waste. o Raw/bulk/pure/neat chemicals. o Water insoluble solvents (benzene, gasoline, toluene, xylene). o Radiological waste. Facility personnel are responsible to understand: • The characteristics of the wastewater they intend to discharge. • What types of POTWs limits/standards apply. • Coordinating with the POTW. Activities/sources of pollutants at a hospital might include: • Silver from X-rays/mammograms. • Oil/grease/BOD from cafeterias. • On-site laundry facility. • Flushing unused pharmaceuticals. VI. Conclusion Arkansas hospitals/healthcare facilities face many challenges like environmental compliance numbers. This discussion simply provides a checklist for identifying relevant issues/programs.
1. Walter G. Wright is a partner with the Little Rock office of Mitchell Williams Law Firm addressing environmental and energy issues. Walter formerly served on the Minority Staff of the U.S. House of Representatives Energy and Commerce Committee and subsequently served as Assistant General Counsel to the Petroleum Marketers Association of American in Washington D.C. He has served as an adjunct professor at the UALR Bowen School of Law since 1988. He received his B.S. and J.D. from the University of Arkansas and L.L.M. from George Washington University in Washington D.C.
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AR Senior Medicare Patrol (SMP) is here to help! We empower Medicare beneficiaries, their families, and caregivers to prevent, detect, and report healthcare fraud, errors, and abuse through education, outreach, and PERSONALIZED ASSISTANCE. The Arkansas SMP helps identify and correct billing errors found on Medicare Summary Notices (MSNs) and works to recover funds to Medicare and to beneficiaries. Suspected fraud is promptly referred to the U.S. Office of Inspector General for further investigation.
REPORT MEDICARE FRAUD, ERRORS, AND ABUSE.
1-866-726-2916 ar.gov/SMP
OUR WORK IS IN THREE MAIN AREAS: 1. Conduct Outreach and Education 2. Engage Volunteers 3. Receive Beneficiary Complaints The AR SMP project is 100% funded by Grant #90MPPG0088 of the Administration for Community Living (ACL), U.S. Department of Health and Human Services (HHS). The contents are those of the author(s) and do not necessarily represent the official view of, nor endorsement by, ACL/HHS, or the U.S. government.
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A LIFE IN MEDICINE:
Dr. William G. (Gerry) Jones on a Career of Caring for People By Becca Bona
O
riginally from El Dorado, Arkansas, Dr. William G. “Gerry” Jones has built a distinguished career in medicine, transitioning from private practice into health system leadership roles. Throughout the journey, he’s kept a set of grounding principles close to his heart: “Number one, always put the patient first. Number two, always strive to do the right thing, and number three, never do or say anything that you’ll be embarrassed for your mother to read on the front page of the newspaper.” Dr. Jones will be the first to tell you those principles still serve him well as he continues to find meaning in patient care delivery.
THE CORNELL YEARS: MENTORS, MEDICINE, AND A SHIFT IN DIRECTION
As a 12-year-old, Dr. Jones already knew his chosen career path, thanks to a routine appendectomy. “From that experience and that time on, I always knew I wanted to be a surgeon,” he said. He carried that dream to his undergraduate studies at Rhodes College in Memphis, and onward to the University of Arkansas of Medical Sciences (UAMS). At the time, his sights were set on becoming an academic surgeon, and Dr. Jones decided to explore programs outside of the Natural State. He landed at New York Presbyterian – the Cornell Medical School program. Dr. Tom Shires, originally from Waco, Texas, was the Chief of Surgery, and Dr. Jones respected him and decided that he was in the right program. Initially, he continued his plan to settle into the academic route, working on papers with Dr. Shires and ARKANSAS HOSPITALS | FALL 2026 29
Dr. William G. “Gerry” Jones, Interim Market President of CHI St. Vincent. (Photos provided)
doing research. Eventually, however, Dr. Jones became disenfranchised with academic medicine. He found opportunities elsewhere, thanks to a forged mentorship. “There was a change in New York Presbyterian in the cardiothoracic surgery program, and they hired a new Chief of Surgery named Wayne Isom, who was a famous heart surgeon,” Dr. Jones recalled. “[Dr. Wayne Isom] brought another heart surgeon with him by the name of Carl Creek, and Carl became my mentor.” Dr. Jones finished his cardiothoracic fellowship at New York Presbyterian, and afterwards, lived in New York with his growing family. However, the pace of the city was proving to be a strain. “We had two small children at that point, and living in Manhattan is difficult with small children,” he recalled. Once again, Dr. Jones found opportunity via his mentor. “Dr. Creek had a friend who had been a year ahead of him in his fellowship, who was at practice in Dallas, and he introduced the two of us,” he said. Dr. Jones and his family made the move and stayed in Texas for 27 years, the bulk of his time working in private practice.
FROM PRIVATE PRACTICE TO CHIEF MEDICAL OFFICER
Dr. Jones found his stride in private practice and was content with his career. “I never really thought much about being in hospital administration,” he admitted, but several of his colleagues opened the door for him when they began to build a physician-owned hospital. Not long after beginning the endeavor, they approached him asking for his support. Dr. Jones decided to invest and expected that to be the end of his involvement. “And somehow or another, and this is really boggled in my mind, but the next thing I know I turn around, and I was the managing partner of this physician-owned hospital,” he said. Rather than balk at the responsibility, Dr. Jones took that time to learn as much as he could in the role. He credits an excellent team – a sharp CEO and a staff attorney who taught him everything he could ever want to know about contracts and government relations. After the Affordable Care Act passed, physician-owned hospitals were struggling, and Dr. Jones helped negotiate the sell of the hospital to Tenet Healthcare.
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NUMBER ONE, ALWAYS PUT THE PATIENT FIRST. NUMBER TWO, ALWAYS STRIVE TO DO THE RIGHT THING, AND NUMBER THREE, NEVER DO OR SAY ANYTHING THAT YOU’LL BE EMBARRASSED FOR YOUR MOTHER TO READ ON THE FRONT PAGE OF THE NEWSPAPER. — Dr. William G. “Gerry” Jones
Selling to Tenet was a strategic move. Dr. Jones suspected Baylor Scott & White would eventually buy the hospital, which they did less than two years later. “When the hospital went to Baylor, they asked me to be Chief Medical Officer over that part of North Texas,” he said. Throughout his time as the managing partner of the physician-owned hospital as well as Chief Medical Officer for Baylor Scott & White, Dr. Jones continued his work in private practice. His wife would be the one to mention that perhaps it’s time for a change. “She said, “You’re the managing partner of your practice and you’re a chief medical officer. So essentially, you got two full-time jobs, and you need to figure out a way to only have one,” he recalled, smiling. Dr. Jones wasn’t sure what his next step would be and fretted over his options. He spent a few weeks trying to solve the puzzle, but luckily an answer would appear that he wasn’t counting on – a call from CHI St. Vincent. “They said, ‘You’ve been gone from Arkansas a long time, would you think about coming back?’ And the timing was just exactly right,” he said. Thus, he and his wife made the journey to the Natural State and Dr. Jones set about getting to work.
Q&A
WITH DR. GERRY JONES What’s on your music playlist? I tend to stick with music from the 70’s. "September" by Earth, Wind and Fire is an all-time favorite. What is the best advice you were ever given? “Work hard and be nice to people.” Who is someone you greatly admire, and why? My grandmother = she never gave me bad advice. When I was 13, she gave me a book for Christmas entitled “The University of Hard Knocks,” and I still keep it in my bedside table. What would you be doing if you weren’t in health care? My fantasy would be to be a college basketball coach. What’s on your desk right now? Copies of books by Adm William McRaven (“Make Your Bed,” “Conquering Crisis”), and “50 Steps to Outrageous Service” by Greg Hatcher. What are you reading? Just finished “The Calamity Club,” by Kathryn Stockett and starting “Ransom,” by Daniel Silva. Where would you travel, if you could go anywhere? The French countryside with my family. What’s a life-changing lesson COVID-19 has taught you? Flexibility.
Outside of the hospital, Dr. Jones enjoys spending his free time pursuing outdoor activities like duck hunting and playing pickleball.
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Dr. Jones, his wife, their two daughters, and three grandchildren together during a family visit.
ONE OF THE BIG LESSONS TO COME OUT OF COVID FOR ME IS THE IMPORTANCE AND THE POWER OF TRANSPARENCY AND COMMUNICATION... I LEARNED THAT PEOPLE DON’T LIKE AN INFORMATION VACUUM, AND THAT IT’S REALLY BETTER TO GET OUT AND TALK TO PEOPLE. — Dr. William G. “Gerry” Jones
LEADING WITH PURPOSE: PUTTING PEOPLE AND PATIENTS FIRST
Dr. Jones retired from private practice, ecstatic to take on the new role and return home to Arkansas. However, as he settled into his position in 2019, an unforeseen challenge emerged. “I came to CHI St. Vincent and I enjoyed it. I really loved the people, and I was just sort of getting settled in when COVID comes along,” he said. Despite being new to the role of Vice President for Medical Affairs, he had to hit the ground running. “One of the big lessons to come out of COVID for me is the importance and the power of transparency and communication,” he said. For months, Dr. Jones hosted a town hall at 2 o’clock that was open for any of the staff to join with the goal of sharing information. “I learned that people don’t like an information vacuum, and that it’s really better to get out and talk to people and try and answer their questions, even if I didn’t know the answers,” he said.
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Dr. Jones was particularly impressed with the collaboration to come out of COVID across Little Rock. Mayor Scott put together a Hospital Task Force, with a representative from each hospital chaired by Dr. Dean Kumpuris. “We became comfortable with one another and willing to share information that prior to the pandemic, we would have considered very proprietary,” he said. “I think that the clinical outcomes we had from COVID, were better in Little Rock and in Arkansas than they were in similar communities in similar states,” Dr. Jones said. “I’d like to think a big part of that was that we [...] learned how to collaborate.” Beyond the pandemic, Dr. Jones has found his stride at CHI St. Vincent, finding leadership to be an excellent avenue to work on improving patient care delivery. Shortly after joining the team, he became the Chief Medical Officer before serving as President of CHI St. Vincent Infirmary in 2023. Most recently in 2026 Dr. Jones became the Interim Market President. One of his main goals is to create an excellent work environment for staff across the hospital and system.
“We wanted to make CHI St. Vincent a place where people wanted to come to work,” he said. A large part of that effort involved asking questions, listening to the answers, and getting out of his office to do rounds interacting not only with staff, but also with patients. CHI St. Vincent was recently named one of the 50 Best Places to Work by Arkansas Business, and Dr. Jones considers that a step in the right direction. For him, a hospital is as good as the people working there, and the staff is all on the same team. “People have different responsibilities, jobs, and skills. But unless everybody’s working together with that single common goal, then you lose. You don’t get anything accomplished, and so I think that has been one of the most rewarding things for me to learn,” he said. Watching it take shape in the hospital setting is also one of the reasons Dr. Jones continues to get out of his office and meet the staff – the hospital’s team players. “I try to attend every orientation session that we have here in the hospital and meet all the new folks that are coming to work with us,” he said. “I tell them that we only ask two things: number one, keep our patients safe, and number two, be nice to people, be nice to patients, be nice to families, and be nice to each other. And if we accomplish both of those things, everything else will fall into place.” One issue that Dr. Jones believes won’t fall into place
without major change is hospital reimbursement rates in Arkansas, which are the lowest in the United States. “I think that we’re at a place right now in Arkansas where our healthcare delivery system is unstable,” he said. He points to the increasing number of sales, mergers, closed service lines, and status designations over the past year alone, which all point to the need for reform. “Change is going to come about through deliberate and collaborative work between the providers, between the payers, between our legislators and government officials, between business leaders, and with a focus on what is best for the people that we take care of.” In the meantime, Dr. Jones will continue to remind the staff at CHI St. Vincent, and everyone working in healthcare, what it’s all about – taking care of patients. “That consideration for others – there’s nothing that makes you feel better at the end of the day when you’re tired and getting home to know maybe at some point during the day you made a positive difference in somebody’s life,” he said. When he isn’t working, Dr. Jones dedicates much of his time to community volunteer work. He and his wife have two daughters, both practicing attorneys with firms in Washington, D.C. The couple visits them often and relies on FaceTime to keep up with their grandchildren. Passionate about animal rescue, the Joneses became involved with a Great Pyrenees rescue in North Texas and currently have four dogs. Dr. Jones wants to remind us all not to get bogged down in the details and to remember the big picture: the patients. “It’s really, really important to for healthcare workers to keep the perspective that this is not just a job that they’re doing, but what they’re doing is really making a difference in not just that one person’s life, but in everybody that person touches.”
Dr. Jones and his wife are passionate about animal rescue and currently care for four Great Pyrenees dogs. ARKANSAS HOSPITALS | FALL 2026 33
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Caring for Caregivers:
How Conway Regional Sustains Its Own By Becca Bona
T
he backbone of any hospital isn’t found in state-of-the-art facilities, modern diagnostic technology, or quiet waiting rooms. It lives entirely in the people who walk the halls — the nurses, physicians, allied health professionals, administrative teams, and support personnel who keep the doors open and patient care moving forward. We often speak of healthcare workers as resilient heroes, but even the most dedicated caregivers face unexpected hardships. Across the industry, maintaining workforce morale has become a defining challenge. Long shifts, emotional fatigue, and the general cost of living can strain even the most passionate professionals. At Conway Regional Health System, sustaining morale during tough times means ensuring that compassion flows inward to the staff, not just outward to the community. And, more importantly, to all staff equally.
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I HAVE NEVER WORKED AT A PLACE THAT CARES THAT MUCH ABOUT THEIR EMPLOYEES. DON’T BE TOO PROUD. IT IS NOT CHARITY; IT IS LOVE AND KINDNESS. IT IS NOT TO EMBARRASS YOU; IT IS TO HELP YOU. [...] I KNEW WE WERE LIKE A FAMILY HERE, AND WHEN THEY HANDED ME THAT CHECK, I KNEW WE WERE.
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— Susan Gray, Dardanelle Regional employee and fund recipient
Through the employee-supported Benevolence Fund, staff members quietly lift one another up when u n e x p e c t e d h a rd s h i p s t r i k e s . Established in 1998 by the Conway Regional Health Foundation — just two years after the foundation itself was launched — the fund was created with a clear, humane purpose: to offer immediate, confidential financial relief to employees navigating sudden personal emergencies. “You never know when a storm comes that may knock you off your feet,” shared one fund recipient. “It humbles you having to ask for help, and when you do it’s nice knowing you can do so privately.” In its initial three years, the initiative distributed a little over $20,000. Supported primarily through voluntary peer contributions gathered during annual benefit fairs and year-round
donations, the scope of assistance covers essential living expenses — from rent, utility bills, and groceries to car payments and insurance. It also provides comprehensive emergency support following devastating natural disasters such as fires, floods, or tornadoes. For Susan Gray, who has worked at Dardanelle Regional for 15 years, that emergency support became a lifeline on July 10, 2023. Around 4:30 p.m. that afternoon, Gray learned there was a fire heading in the direction of her home. Calling her husband, she received the devastating news: the house they had lived in since 1999 was nearly gone. “The home we brought our son home from the hospital; the home our kids grew up in was gone. All the memories gone,” Gray recalled. While her husband safely rescued their three
younger children and animals, the immediate aftermath forced the family to split up. Gray and the younger kids stayed with her oldest daughter, while her husband and son stayed across the road in a tech shed at a nearby racetrack. “Not being with my husband and other son was rough. Being apart at a time like that was not easy,” Gray said. “The Benevolence Fund gave me enough money that I was able to buy a camper. [...] We were able to all live together in the camper. It was such a blessing to be able to get the camper and be back with my husband and son.” Asking for help didn’t come naturally to Gray, who describes herself as the person who usually does the helping. “The committee chose me; they surprised me,” she said. “I was speechless and overwhelmed. All I could do was hug them and cry. [...] ARKANSAS HOSPITALS | FALL 2026 35
Disbelief that it was happening. That people would think enough of me to do that. Me, I am nobody special or important.” That sense of relief and breathing room is precisely what hospital leadership views as essential to organizational health. “While our mission is most visible in the care we provide to patients, the Benevolence Fund demonstrates that same compassion and commitment
to the people who make that care possible every day,” hospital leadership noted. “The fund strengthens the overall morale and heartbeat of the organization by reminding employees that they are part of a caring community, not just a workplace.” Because financial strain often carries stigma, the application process was intentionally built around absolute confidentiality to protect recipient dignity. An employee in need submits
Advancing Care. Right Here in Arkansas.
Curated care. At Conway Regional, we're investing in the people, technology, and programs that move healthcare forward for the communities we serve. EXCELLENCE ® Two-time Magnet designation Advanced cardiac and stroke care recognized by Get With The Guidelines Arkansas Business Best Place to Work - 10 Consecutive Years INNOVATION AI-powered gastroenterology technology Advancing endoscopic spine surgery State-of-the-art clinical simulation lab ACCESS Expanding specialty care by meeting patients where they live Laborist Program to have 24/7 in-house coverage Mobile Health Unit
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a request directly to a single human resources administrator who serves as the committee lead. The administrator strips all identifying details before presenting the circumstances to an anonymous review panel. Once approved, the foundation fulfills the request, recording only high-level metrics without names or personal details. Over its 28-year history, the initiative has disbursed $369,371.86 to assist 610 team members in crisis. That legacy of impact remains vibrant today: In 2025 alone, the fund provided $14,644.19 in direct aid across 28 employees at Conway Regional and Dardanelle Regional. Beyond the raw numbers, the fund fosters an internal culture in which asking for help is met with solidarity rather than judgment. It creates a circular economy of empathy where former recipients often become donors themselves. “I have never worked at a place that cares that much about their employees,” Gray reflected, urging other staff members not to let pride stand in the way during a crisis. “Don’t be too proud. It is not charity; it is love and kindness. It is not to embarrass you; it is to help you. [...] I knew we were like a family here, and when they handed me that check, I knew we were.” The same fervor is echoed in other recipients — highlighted in the need to give back. “They gave me money to help buy gas to work and pay a water bill during a very hard time,” shared another recipient. “I give to this fund, and now I know how it feels to need [it].” Ultimately, sustaining team morale in modern healthcare requires more than words of gratitude or temporary wellness perks — it takes tangible, trustworthy support systems that protect caregivers when they are at their most vulnerable. “When team members face unexpected hardships and receive support from a safety net funded by their peers, they experience firsthand the values that guide Conway Regional, and they feel a part of our family,” hospital leadership emphasized. “When we care for one another, we are better equipped to care for our patients and our community.”
Photography courtesy of Project Search®
Real Work, Real®Skills:
How Project SEARCH Arkansas: ® ACCESS Initiative Builds Pathways to Independence By Becca Bona
A
t its core, meaningful employment offers more than just a paycheck — it provides purpose, community, and independence. For young adults with developmental disabilities across Arkansas, finding a direct pathway into competitive, integrated employment often requires a bridge that connects ambition with hands-on experience. That is precisely where Project SEARCH Arkansas: ACCESS Initiative comes in. A nine-month internship program designed for young adults ages 18 to 35, the initiative operates on a straightforward premise: real work, real skills, and a real job waiting on the other side. Originally founded in 1996 at Cincinnati Children's Hospital, Project SEARCH has grown into an internationally recognized model with thousands of sites worldwide. In Arkansas, ACCESS partners with Arkansas Rehabilitation Services (ARS) to bring this model directly inside active local host businesses —
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ranging from healthcare systems to largescale operations — where interns spend every day fully immersed in professional environments.
INSIDE THE NINEMONTH ROTATION
Rather than a traditional classroom setting, Project SEARCH takes place entirely inside a host business. Over the course of nine months, interns complete three distinct 10-week rotations tailored to their individual goals, strengths, and interests. Whether gaining experience in healthcare settings, food services, environmental services, distribution, or customer service, interns practice real professional expectations daily. To ensure success, an ACCESS skills trainer works on-site alongside the interns, offering close support as they build business-specific vocabulary, positive work etiquette, and job-specific techniques. Alongside their rotations, interns complete an employability curriculum focused on vital life skills, including self-advocacy, financial literacy, health and wellness, and maintaining long-term employment.
BUILT ON MOTIVATION AND COMMUNITY PARTNERSHIP
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What sets the program apart is its accessibility. There are no basic academic prerequisites to apply — instead, the primary requirement is motivation — a genuine desire to work, learn, and grow in a professional setting. By removing traditional barriers, the program opens doors for individuals with varied starting points and strengths. To participate, interns demonstrate a commitment to developing workplace social skills, navigating the host facility independently, maintaining professional grooming, and securing reliable daily transportation. The relationship between the program and host businesses creates a mutual benefit. While interns acquire marketable vocational training, host sites gain dedicated, capable team members who contribute directly to daily operations.
SUSTAINABLE OUTCOMES BEYOND GRADUATION
The conclusion of the nine-month program marks a transition rather than an endpoint. Following graduation, the ACCESS team works alongside each individual to pursue competitive, integrated job opportunities within their communities. Because sustainable employment requires ongoing foundation-building, ACCESS continues to provide followalong services and job coaching after an intern is hired, ensuring a smooth and lasting transition into the workplace. For parents and families, the transformation goes far beyond vocational success. As parent Betty Caughron noted of her daughter’s experience in the program: “My daughter’s quest for job skills has led far beyond her initial goal of employment. Katie has discovered the confidence to achieve the independence she deserves.” Through dedicated business partnerships and structured support, Project SEARCH Arkansas: ACCESS Initiative continues to demonstrate that when given the tools and opportunity, adults with developmental disabilities do not just fill roles — they thrive in them.
Learn more at accessgroupinc. org/vocationalprograms/projectsearch Applications for the 2027-2028 are now open.
Photography courtesy of Project Search®
WHAT I LOVE MOST ABOUT PROJECT SEARCH IS WATCHING OUR INTERNS BECOME GENUINE MEMBERS OF THE TEAM, NOT PEOPLE WHO JUST SHOW UP AND BLEND INTO THE BACKGROUND. WHEN HOST SITE STAFF START PULLING THEM INTO DAILY CONVERSATIONS, TRUSTING THEM WITH REAL TASKS, AND CELEBRATING THEIR WINS, THAT IS WHEN WE KNOW THE PROGRAM IS WORKING. THE IMPACT GOES BOTH WAYS. OUR INTERNS GROW IN CONFIDENCE AND SKILL, AND THE TEAMS THAT WELCOME THEM GROW TOO. — Rebekah Seljan, Director of Project SEARCH Arkansas: ACCESS Initiative
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AHA SERVICES PRESENTS
A licensed behavioral health counselor with the St. Bernards Employee Assistance Program providing professional guidance.
Bridging the Gap: How the
St. Bernards Employee Assistance Program Supports Workfoce Well-Being
A
rkansas employers increasingly recognize that personal challenges don't stop at the workplace door. Providing timely access to compassionate, professional support when difficulties arise meaningfully strengthens both employees and the organizations they serve. The St. Bernards Employee Assistance Program (EAP) is designed to make that support easier to access. Through partnerships with employers, St. Bernards EAP provides employees with confidential access to professional behavioral health services when they need them. Rather than requiring an employee to navigate the behavioral health system alone, participating organizations offer an established pathway to care as part of their benefits package.
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A SIMPLE BENEFIT WITH A MEANINGFUL IMPACT
When an employee needs assistance, they can contact St. Bernards directly to schedule an appointment with a behavioral health professional. Employees may seek help for a wide range of concerns, including stress, anxiety, depression, grief and loss, relationship or family difficulties, workplace challenges and other issues affecting their well-being. One of the most important components of the program is confidentiality. Although an employer provides the EAP benefit, the patient and provider relationship remains private. Employees can seek care without their employer receiving information about what was discussed during a session or why the employee sought services. This separation helps create an environment in which employees feel comfortable using the benefit when they need it. Supervisors and human resource professionals are often placed in difficult situations when they recognize that an employee needs help but lack the expertise to address the underlying issue. An EAP gives them somewhere to turn. For employers, the program provides a resource they can confidently offer when an employee is struggling.
REMOVING GEOGRAPHY AS A BARRIER
Access to behavioral health services can be particularly challenging for those in rural communities. Travel time, provider availability and the difficulty of leaving work for an appointment can prevent individuals from seeking care. Telehealth allows St. Bernards EAP to significantly expand its reach. St. Bernards behavioral health providers licensed in Arkansas and Missouri can provide virtual counseling to employees located in those states. An employee does not have to live near Jonesboro or a St. Bernards facility to take advantage of the program.
ONE OF THE MOST IMPORTANT COMPONENTS OF THE PROGRAM IS CONFIDENTIALITY. ALTHOUGH AN EMPLOYER PROVIDES THE EAP BENEFIT, THE PATIENT AND PROVIDER RELATIONSHIP REMAINS PRIVATE. EMPLOYEES CAN SEEK CARE WITHOUT THEIR EMPLOYER RECEIVING INFORMATION ABOUT WHAT WAS DISCUSSED DURING A SESSION OR WHY THE EMPLOYEE SOUGHT SERVICES. An employee arriving for a confidential consultation through the St. Bernards Employee Assistance Program.
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Virtual appointments can also reduce the amount of time employees spend away from work and eliminate lengthy travel for those living in rural areas. Those who prefer an in-person setting can access services through a number of St. Bernards Behavioral Health locations.
SUPPORTING EMPLOYEES — AND THE ORGANIZATIONS THAT DEPEND ON THEM
The value of an EAP extends beyond an individual counseling session. Behavioral health concerns can affect attendance, productivity, workplace relationships, employee retention and overall quality of life. Early access to professional support can help individuals begin addressing concerns before they become larger workplace problems. For participating employers, the program also creates a relationship with an established behavioral health provider. The staff at St. Bernards Healthcare often works with participating organizations on broader employee needs, including educational opportunities, workplace support and responses to difficult or traumatic events. Most importantly, the EAP provides employees with a clear answer to a simple but sometimes difficult question: Where do I go when I need help?
BECOMING AN EAP PARTNER
Employees meeting with a St. Bernards counselor to discuss workplace and personal well-being strategies.
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The St. Bernards EAP continues to welcome partnerships with businesses, healthcare organizations, schools, municipalities and other employers interested in expanding behavioral health resources to their employees. Programs can be structured and customized to meet an organization's workforce needs, providing employers with a practical way to add confidential behavioral health support to their existing benefits package. As employers continue to focus on recruitment, retention and the well-being of their workforce, access to behavioral health services is becoming an important part of the conversation. Through its Employee Assistance Program, St. Bernards is working to ensure that when an employee decides to ask for help, professional support is within reach. Employers interested in learning more about the St. Bernards EAP or exploring how EAP services could support their workforce, contact St. Bernards Behavioral Health at 870-930-9090 or email tlmason@sbrmc.org for additional information.
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COACH'S PLAYBOOK
Workforce Morale and Why It Matters By Kay Kendall
H
ow is the morale in your organization? How do you know? In addition to results from employee satisfaction surveys which are lagging indicators, there are real-time indicators that can provide you with insight into your organization’s culture and workforce morale.
INDICATORS OF LOW EMPLOYEE MORALE
• Increased absenteeism – calling out or showing up late? increased tendency to occur on Mondays or Fridays? • Decreasing productivity – declining output, missed deadlines, meeting the barely acceptable standards? • Negative attitude toward management – complaints, sarcasm, lack of trust in information shared? • Burnt out or shutdown – low participation in meetings, agreement with no alternate viewpoints expressed? ARKANSAS HOSPITALS | FALL 2026 43
WHY EMPLOYEE MORALE MATTERS
Senior leaders need to create a workplace environment that results in organizational agility and resilience, accountability, organizational and individual learning, innovation, and intelligent risk-taking. You need to foster an organizational culture that is characterized by open communication, high performance, and an engaged workforce. In other words, senior leaders have a responsibility to assess employee morale and to attend to continuously improving it. Does workforce morale correlate with improved engagement, less turnover, and higher productivity? Multiple studies show that it does. Recent studies by Gallup have shown that companies with high employee engagement are 21% more profitable. In addition, low morale has been shown to correlate with decreased productivity and higher turnover rates. Additional studies have shown that teams with high morale can deliver up to 20% higher productivity and complete projects 18% faster. After thoughtful consideration, you now realize that you have a low morale problem in your organization. Now what?
SENIOR LEADERS NEED TO CREATE A WORKPLACE ENVIRONMENT THAT RESULTS IN ORGANIZATIONAL AGILITY AND RESILIENCE, ACCOUNTABILITY, ORGANIZATIONAL AND INDIVIDUAL LEARNING, INNOVATION, AND INTELLIGENT RISK-TAKING. YOU NEED TO FOSTER AN ORGANIZATIONAL CULTURE THAT IS CHARACTERIZED BY OPEN COMMUNICATION, HIGH PERFORMANCE, AND AN ENGAGED WORKFORCE.
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WAYS TO ADDRESS LOW EMPLOYEE MORALE
This is a leadership issue. The actions required belong to you. 1. Up your recognition a. Make it personalized. b. Focus on a specific action, not generalizations. c. Express appreciation along with recognition. 2. Improve your communication skills a. Transparency and timeliness are key. b. Create psychological safety in your organization (don’t shoot the messenger; invite contrarian opinions; demonstrate personal accountability). c. Remember that there are two modes of communication: transmit (you’re the speaker) and receive (you’re the listener) – both are important for building morale. 3. Ensure that work is meaningful and ongoing development is possible. a. Engage employees in improvement projects that make it easier for them to do their jobs efficiently. b. Make improved results visible with huddle boards, scoreboards, and signs celebrating the number of days since an undesirable event (like CLABSI, CAUTI, and falls). c. Offer training programs and support ongoing education. d. Support mentoring (become a mentor yourself). e. Create developmental opportunities with special projects, cross-functional teams, job shadowing.
4.
Promote a healthy workplace culture a. Create a zero-tolerance policy for behaviors that bring people down like bullying, disrespect, and restricted participation. b. Respect personal boundaries by avoiding emails, messages, and calls outside of normal working hours. c. Encourage employees to take advantage of PTO and employee assistance programs (EAPs).
NEXT STEPS?
You’re the driver, but your other senior leaders need to get on board. In fact, anyone in a supervisory role needs to own the morale in his/her department, team, or function. Low employee morale is highly contagious. It can quickly spread from one small group to another and then to another. The first step is to assess, and the next step is to address. How will you get started?
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 25 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.
Baldrige Foundation Releases New 2026 Baldrige Excellence Framework® to Strengthen American Competitiveness
New maturity pathways offer organizations a clearer, more accessible Framework for improving performance and resilience, while also supporting those that choose to pursue the Malcolm Baldrige National Quality Award®; the nation’s only presidential award for performance excellence.
A Clear Path to Excellence
The 2026 Baldrige Excellence Framework introduces three progressive Maturity Pathways that build on one another, beginning with Establishing, advancing to Developing, and culminating in Maturing: • Establishing: Operational Awareness clarifies how work is performed, what stakeholders need, which processes matter most, and what results should be measured. • Developing: Process Discipline builds consistency, accountability, and regular use of data to guide decisions and improvement. • Maturing: System Integration connects leadership, strategy, customers, organizational intelligence, workforce, operations, and results into a system that learns and improves. The 2026 Business, Nonprofit, and Government edition is now available on the Baldrige Excellence Framework webpage. Education and Health Care editions are planned for early fall 2026.
Baldrige National Quality Award New Criteria
Organizational and community applicants are evaluated in six main areas: • Leadership • Strategy • Customer • Organizational Intelligence (formerly Measurement, Analysis, and Knowledge Management) • Workforce • Operations Teams of highly trained national examiners – volunteers from organizations of all sizes, types, and sectors across the country – evaluate results and process performance through the lens of an organization’s (or a community’s) key environmental factors. The process involves rigorous evaluation and verification of high performance through site visits and produces a report that outlines key strengths and improvement opportunities as well as examiners’ ratings, rationale, and evidence. Based upon examiner findings, the Baldrige Panel of Judges makes recommendations to the Department of Commerce as to which organizations and communities should receive national recognition of role model status. The Baldrige Award is presented by the President of the United States or a delegated high-ranking leader in the Department of Commerce. Up to 18 awards are given annually across seven Award categories: manufacturing, service, small business, education, health care, nonprofit, and communities.
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MONKEY BUSINESS/TOMMYSTOCKPROJECT.STOCK.ADOBE.COM
Caring for the People Who Care for Patients Authored by: AFMC. Adapted from AFMC TV episode 252, Featuring Greg Adams, Program Coordinator for the Arkansas Children’s Hospital Center for Good Mourning and Staff Bereavement
H
ospitals are facing significant pressures, from financial strain and staffing challenges to the everyday demands of providing high-quality care. Behind each of these challenges are people who continue showing up for patients and families, often during some of their most difficult moments. For frontline hospital staff, that work can mean regularly encountering suffering, trauma, and death — and then moving directly to the next patient. While healthcare professionals learn how to care for others during these moments, they may be less prepared for the emotional impact the work can have on them. Greg Adams, program coordinator for the Arkansas Children’s Hospital Center for Good Mourning and Staff Bereavement, works closely with healthcare professionals who regularly face loss, grief, and emotionally intense situations. He says that while healthcare workers often need to set aside their emotions to provide effective care in the moment, those feelings still need somewhere to go. “Too often, healthcare professionals feel that in response to pain and suffering, they just need to avoid it and move on,” Greg says. “Thankfully, that approach is increasingly being seen as too costly.”
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MAKING SPACE FOR DIFFICULT EXPERIENCES
Repeated exposure to suffering and loss can affect how healthcare professionals view themselves, their work, and even the world around them. Losses that feel sudden, preventable, or outside their control can be especially difficult. Staff may question whether they could have done something differently or replay decisions after an outcome is known. Greg describes one risk as the “tyranny of hindsight” — holding yourself responsible for knowledge you only gained after an event occurred. Talking through those experiences with a trusted colleague can provide perspective when selfjudgment becomes especially harsh. Healthcare professionals also develop emotional defenses that allow them to remain focused during difficult situations. Those defenses serve an important purpose, but Greg emphasizes that they are meant to be temporary. “The defenses that we put up are best discarded before we go home. Think of workplace stress and trauma as personal protective equipment. We wouldn’t want to wear it or take it home to our friends and family.”
THE DEFENSES THAT WE PUT UP ARE BEST DISCARDED BEFORE WE GO HOME. THINK OF WORKPLACE STRESS AND TRAUMA AS PERSONAL PROTECTIVE EQUIPMENT. WE WOULDN’T WANT TO WEAR IT OR TAKE IT HOME TO OUR FRIENDS AND FAMILY. — Greg Adams, Program Coordinator, Arkansas Children’s Hospital Center for Good Mourning and Staff Bereavement
SUPPORT CAN START WITH A CONVERSATION
Processing difficult experiences does not always require a formal intervention. Informal conversations with trusted colleagues can provide an important source of support, particularly because peers understand the realities of hospital work. “Much of this support is provided informally through conversations with peers,” Greg says. “Those conversations happen more often and are more effective as we develop a more supportive and compassionate work culture.” After particularly difficult events, staff may benefit from more structured opportunities such as debriefings, one-onone support, or Schwartz Rounds, which allow interdisciplinary healthcare teams to reflect on the emotional and social aspects of patient care. Staff can also pay attention to one another. Withdrawal, increased frustration, changes in mood or composure, apathy, hopelessness, or increased absences can indicate that someone is struggling. Rather than viewing these changes as personal or professional failures, Greg encourages approaching them as signs that a colleague may need support. “It is important to have a tone of support and concern, not judgment or criticism,” Greg says. “If concerns continue or worsen, escalating support through the resources available in your system is appropriate. Addressing these concerns is a matter of safety for those being served and for your team member.”
FINDING SMALL MOMENTS TO PAUSE
Support does not have to begin only after someone reaches a breaking point. Small, intentional practices throughout the workday can help staff acknowledge difficult experiences as they happen. “Some clinicians pause for a few seconds to take a few deep breaths before entering a patient’s room,” Greg says. “They may breathe in compassion for themselves, recognizing that
what they are about to do is hard, and breathe out compassion for the person in need of help and support.” Some emergency department teams also pause briefly after a patient dies to honor the life that ended and acknowledge the team’s efforts before moving to their next responsibility. These moments may be short, but they create space to recognize what just happened.
SUPPORTING THE HUMAN SIDE OF HEALTHCARE
Supporting hospital staff does not mean eliminating the difficult emotions that come with caring for people through illness, trauma, and death. Nor does it mean caring less. Instead, staff can work toward a balance that allows them to remain compassionate without becoming overwhelmed by every difficult experience. “The more we acknowledge and support our stresses and losses,” Greg says, “the greater potential for posttraumatic growth and compassion satisfaction in our work. When we cope by numbing, we reduce the potential for experiencing the satisfaction that can come from providing excellent care.” At a time when hospitals and their workforces are navigating significant challenges, protecting the human element of healthcare matters. Maintaining morale is not always about making difficult work feel easier. Sometimes it begins with acknowledging that the work is hard, creating space to process what comes with it, and making sure the people who care for patients do not have to carry those experiences alone. ARKANSAS HOSPITALS | FALL 2026 47
pre-pandemic levels on multiple safety measures, and workforce engagement and resilience are rebounding from pandemic lows.60 Health care professionals, who dedicate their
Teresa Mallett, MHA
lives to healing others, are among the most at
CEO
risk for workplace violence, another significant
Madison (S.D.) Regional Health System
emotional and physical stressor. Nearly 75%
Implementing technology that can relieve
of about 25,000 workplace assaults reported
the work of employees will hopefully
annually happen in health care settings.61 The
increase staff satisfaction, retention and
total financial cost of violence to hospitals
recruitment efforts all while keeping the
in 2023 was estimated to be $18.27 billion.62
patient front and center.
Hospitals’ protocols to detect, deter and respond
Jenna Lloyd Fisher, DNP, MSMIT, APRN, NEA-BC, FACHE Vice President, Clinical Excellence
StaffGarden by Ascend Learning
to violence against their team members include a variety of approaches that range from incident reporting systems and tracking to staff duress alarms, increased training on topics such as de-escalation, and more effective policies
Digital transformation for development
and procedures. Anchored in a framework to
programs is no longer optional.
address mitigating risk, building a culture of
Centralized insights and automation are
safety, violence intervention and trauma support,
critical levers for driving engagement,
hospitals and health systems are using data
Healthcare professionals, who dedicate analytics, education and trainingtheir to support amidst matrixedlives teams, complex patients, to healing others, are among the Against the workforce. Visit AHA’s Hospitals and the onboarding of new nurses Violence webpage forVIOLENCE, helpful resources. MOST AT RISK FOR WORKPLACE directly into specialty units. another significant emotional and physical stressor. retention and consistent care quality
Addressing burnout and turnover
$18.27
Caregivers are more likely to remain in their roles when they feel supported by their colleagues, BILLION
respected at work and connected to a shared sense of purpose.63 In other words, they will stay if they feel they belong. Researchers define belonging as the sense of being a welcomed member and part of a team — a
75% of about 25,000 64 The total financial condition necessaryNearly for engagement. When organizations prioritize belonging as acost workforce workplace assaults reported
of violence to hospitals in 2023 was estimated to be Retention Study by Lotis Blue 66settings. found that meaningful work and strong peerbillion. relationships are top $18.27
strategy, they create conditions for staff to thrive, stay and lead.65 The 2025 Health Care Workforce annually happen in health care
reasons clinical staff stay, ranking above pay for many front-line workers. © 2025 American Hospital Association
48 FALL 2026 | ARKANSAS HOSPITALS
2026 Health Care Workforce Scan
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.
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ARKANSAS HOSPITALS | FALL 2026 3
WE BUILD Places for Healing For over 75 years, Nabholz has upheld our purpose: Grow our people. Serve our clients. Build our communities. Our extensive work on healthcare facility projects aligns with just that by giving medical professionals and the surrounding communities the tools they need to succeed.
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