Neighbors, Not Numbers

DEAR NEIGHBOR, Our health care system is a gem.

In a world where excellent, accessible health care is not a given, St. John’s Health is the shining example of a strong, local, independent health system with unwavering community support. Across the nation, large systems are acquiring rural independent hospitals and either closing or absorbing them, leaving the communities they once served without services.

Our independent status allows St. John’s Health to provide the wide range of primary and select specialty care that you and your loved ones need.

The 2024 strategic plan contains a much overdue vision that comprehensively looked at our organizational needs in combination with increased regional demand of services.

The primary pillars of the plan are: • Drive Quality and Operational Excellence • Strengthen and Support the Workforce • Expand Depth and Breadth of Services To deliver this vision, philanthropic support is more important than ever.

To maintain independence and provide the highest quality healthcare services in an increasingly challenging environment, we will need a higher consideration for larger capital gifts, legacy giving, and support of a general hospital endowment for future financial security.

In this book, we hope to share what St. John’s Health proudly provides, how we are funded, and then set the stage for future growth. This growth will not be possible without your support, so thank you in advance for being a champion of our health care system.

Jeff Sollis CEO, St. John’s Health

Strategic Plan Pillar Two: Strengthening and Supporting the Workforce

2024 Financial Overview PROJECTED FY2024 SOURCES

$184.5M Prior to receiving Foundation p hilanthropic support and property tax income, S t. John’s Health is running at a

2024 Foundation Contribution

St. John’s Health is in an active plan to ensure hospital-wide efficiencies, led

by CEO Jeff Sollis, a seasoned expert in operational excellence. Top expenses in 2024 were impacted by inflationary pressures and a dedication to provide competitive compensation to recruit and retain top clinical talent.

PROJECTED FY2024 USES

Strategic Capital Projects

$109M $32.9M

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$13.8M

$10M*

net operating loss in 2024.

$41M

$5.6M

5 Year Strategic Capital Increased levels of philanthropy will be required to maintain independence and meet the needs of our community.

Strategic Capital Projects will add and expand critically needed services including radiation oncology, cardiology and pulmonology, neurology and workforce housing in Phase 1 and enable better financial sustainability.

Clinical Strategic Capital Projected Timeline: 2024-2028 Phase 1A Medical and Radiation Oncology Expansion, Cardiopulmonary Relocation & Upgrade

36M*

$

30M

$

Phase 1B Outpatient Surgery Expansion and Upgrade

$

Phase 1C Emergency Department Upgrade

$

Workforce Strategic Capital Hitching Post Apartments *45M total cost, with $24M funded by SPET

5M 1M

45M*

$

“Philanthropy is imperative to grow the impact of St. John’s Health. I am so grateful for the donors who have helped to unlock advanced healthcare for our community. It’s time to build on their legacy.”

*Projected costs will likely change during the strategic plan development.

Anna Olson President, St. John’s Health Foundation

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STRATEGIC PLAN: PILLAR ONE

DRIVING QUALITY AND OPERATIONAL EXCELLENCE

Strategic Plan Pillar One: Driving Quality and Operational Excellence

Bruce Hawtin has been involved with St. John’s Health since the ’70s and ’80s when he served as one of the original hospital trustees.

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BRUCE HAWTIN Former St. John’s Health Trustee

Bruce recalls that during his time on the board, Tommy Frist Jr., cofounder of the Hospital Corporation of America (HCA), came to the board with an offer.

“He said HCA would like to buy St. John’s Hospital, make it a for-profit hospital for 20 years. And then promises to give it back. The board decided unanimously to keep St. John’s an independent hospital.”

Bruce says it was the best decision they made during the 12 years he was on the board. Instead of joining with HCA, they hired their own administrator and invested in their own independent leadership.

Bruce is quick to give credit to the entire board for their mindful decisions in those early decades. He feels proud having witnessed St. John’s Health evolution into the quality, community hospital it is today.

“It’s about us. We did all this together,” he said.

“We are a community that is very demanding, and through St. John’s Health our expectations are met. I know I am in good hands. I continue to support St. John’s because we need it to have a healthy community,” he said.

“The Board decided unanimously to keep St. John’s an independent hospital.”

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Strategic Plan Pillar One: Driving Quality and Operational Excellence

JEN BRUNO Grateful Patient

“They always had my best interest in mind, and I was also impressed by the excellent communication the nurses had between shifts. They were so kind, looked me in the eye, asked if there was anything they could do to make me feel more comfortable — adjusting the room temperature, opening up the shades, offering blankets.

I felt nurtured and cared for by each nurse, shift after shift. Day after day.

They went above and beyond and I’ll never forget it.”

Jen Bruno spent 8 days in the St. John’s Health PCU when she was unexpectedly diagnosed with diverticulitis.

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JAMES R. LITTLE, MD Family Medicine, SJHF Board Member

“For me, working at St. John’s is about being a part of a health system that serves as the heartbeat for our community. Our remote mountain town wouldn’t survive without St. John’s,” Dr. Little said. “And having the opportunity to return to the community I grew up in, where my father worked for decades caring for children, and to continue that legacy has been transformative.”

Dr. James Little Jr., has continued a family legacy of providing excellent patient care to the community of Jackson.

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Strategic Plan Pillar One: Driving Quality and Operational Excellence

CHRISTINE TURNER Internal Medicine – Wilson

Dr. Christine Turner is proud of the work she and her team have done to create an environment of comfort and compassion.

“Together we are warm and caring and treat our patients and each other like family.”

“When I was practicing at a larger hospital, I never saw my patients outside of the clinical setting. Now in a small town, I see my patients everywhere from neighborhood parties to soccer games. I know that my team’s work makes a difference because I see it every day.”

“I’m lucky,” Dr. Turner adds. “Our clinic is an ideal place to work.”

Dr. Turner has provided patient care at St. John’s Health since 2012.

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KATRINA RYAN Grateful Patient, SJHF Board Member

“The caregivers and nurses at Sage Living were not only compassionate, friendly, and kind, they were professional and thorough. In addition to her memory care, my mom was able to receive the specialty care she needed for her Parkinson’s from a Salt Lake City-based specialist who regularly visited patients at Sage Living as part of a partnership with the University of Utah.”

“I wanted my mom to be safe, compassionately cared for, and close by, and I know how lucky I am that I was able to have all three.”

When St. John’s Health Foundation board member Katrina Ryan’s father passed away, she knew she had to find care for her mother who had Parkinson’s disease, dementia, and needed around-the-clock care.

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Strategic Plan Pillar One: Driving Quality and Operational Excellence

CHIP DUROSS, PA-C Urgent Care – Jackson

Chip DuRoss, PA-C spent over 10 years working in traumatology at a large city hospital and was ready for a change of pace. He moved to Jackson to be closer to family and joined the team at St. John’s Health, which he describes as incredibly friendly, easy to navigate, and highly efficient. In the Urgent Care offices, he is only a few steps away from the management, and he knows that the CEO Jeff Sollis is consistently accessible.

“At St. John’s Health Urgent Care, we might have 75 patients in one day, but we keep it in perspective with the outlook of ‘one patient at a time’. I see both visitors and locals who need help with illnesses, medical issues, or a recreation-related injury,” he said.

“This really is a collaborative environment. Even on the busiest days, we have fun, which supports our teamwork and helps us flow. Teamwork is stronger in a smaller-sized hospital.”

“Teamwork is stronger in a smaller-sized hospital.”

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Strategic Plan Pillar One: Driving Quality and Operational Excellence

ASHLEY DIDION, BSN Clinical Educator, Birth Center

“St. John’s Health engages with other healthcare organizations to exchange knowledge and practices,” Ashley said, “I have attended lectures by Neonatologists from Utah and Colorado, had hands-on courses for Ultrasounds to determine fetal position, and become a SANE RN [Sexual Assault Nurse Examiner] for the state of Wyoming.”

“We’re not a baby factory delivering 500 babies a month. Instead, we help deliver 35 to 40 babies in a month. We are small enough that we can identify patients’ needs and advocate for them. Patients know they are heard and they know they have a compassionate team behind them.”

NIKKI GILL Grateful Patient

Nikki Gill’s three children were born at St. John’s Health and as a sixth generation Jackson local, so was she.

“Every time I have a baby at St. John’s, I feel at home,” she said, adding that when it came time to deliver her third child, there were some challenges. Her son was breech, and she had tested positive for COVID. Despite this, “I felt safe and well taken care of. The nurses made the delivery feel just as special as the first two.”

Ashley first moved to Jackson in 2016 to work as a labor and delivery nurse at St. John’s Health and is now the Birth Center’s Clinical Educator.

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From left to right: Rob Ottaway, Jack Porter Ottaway, Nikki Gill, Lewis Ottaway, and Jeannine Ottaway

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Strategic Plan Pillar One: Driving Quality and Operational Excellence

HOLBROOK “HILL” STOECKLEIN, MD Emergency Medicine

“This system is a well-oiled machine, where we can talk easily with one another and collaborate at a high level. I can walk down the hall and talk to the radiologist or walk a specimen up to the lab — you don’t see that level of speed, access, and efficiency in most health care settings.”

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LINDA WILLIAMS Grateful Patient

For Linda Williams, St. John’s Health is like family. She knows many of her doctors on a first-name basis having raised two children in Jackson who were born at SJH and frequented the ER due to skiing and soccer injuries throughout the course of their childhood. She has received all of her healthcare over the years from St. John’s Health, with the exception of an open-heart surgery which was performed at EIRMC (Eastern Idaho Regional Medical Center), but in close collaboration with SJH providers.

“My support system is here, my family is here, my care is here,” she says. “And since St. John’s Health works as part of a team with other institutions and has high-caliber doctors who choose to live here for the lifestyle, there is a tradition of excellence. We’re so blessed to have the high-level of care at this hospital.”

Linda Williams has been a valley resident for over 50 years.

“My support system is here, my family is here, my care is here.”

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STRATEGIC PLAN: PILLAR TWO

STRENGTHENING AND SUPPORTING THE WORKFORCE

Strategic Plan Pillar Two: Strengthening and Supporting the Workforce

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BECCA RADLEY, MBA, RN Director of Surgical Services

JILL WALSH, RN, BSN, CNOR Clinical Educator, Surgical Services

Director of Surgical Services Becca Radley and Clinical Educator Jill Walsh collectively have 50 years of experience working at St. John’s Health.

Radley and Walsh work with their operating room nursing staff to develop their skills through education and training. Becca knows first-hand how valuable this advancement can be for a nurse’s career trajectory. After starting out at the St. John’s Living Center as a nursing assistant trainee in 1999, Becca knew right away that she wanted to be a nurse and became a CNA thanks to a program that included on-the-job training.

“Every opportunity I wanted, St. John’s gave me. During my time here, I’ve earned several degrees, and got all of the experience I needed on the St. John’s campus. Not only have I been encouraged to grow my career here, I have also had support for my education. The Foundation supported my ADN, BSN and MBA. Additionally, because of the size and independence of the hospital, I’ve been able to take on projects and learn skills that would be impossible at a large institution,” Becca said.

“Every opportunity I wanted, St. John’s gave me.”

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Strategic Plan Pillar Two: Strengthening and Supporting the Workforce

JENNIFER CHIAPPA, MSN, RN Chief Nursing Officer/Chief Clinical Officer

Jennifer Chiappa goes above and beyond to support her staff with creativity, enthusiasm, warmth, and unbridled energy. Every six weeks or so, she cooks up a homemade meal and wheels it around for her night-shift staff to enjoy. She started in the night shift herself, so she knows firsthand how rigorous the hours can be. It is this empathy and dedication that have helped her advance her career from a night-shift RN to the Chief Nursing Officer. “It’s my job to take care of our heath care team so they can care for our patients.”

“It’s my job to take care of our health care team so they can care for our patients.”

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Chief Nursing Officer Jennifer Chiappa oversees St. John’s Health’s 350 nurses and certified nurse assistants.

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Strategic Plan Pillar Two: Strengthening and Supporting the Workforce

From left to right: Kaiden Johnson, Tim Cabradilla, Elisa Wilson, Joel DiPaola, and Stephanie Snow St. John’s Health’s Choices Café serves locally-sourced food to patients, staff, and community members.

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DIETARY TEAM Well-known in the valley for the fresh salad bar loaded with veggies along with soups made from scratch each day, Choices Café at St. John’s Health, is a community hub. On any given morning, the tables may be filled with patients, families, staff, or friends reconnecting over hot coffee and breakfast.

One patient remarks, “for this hospital to extend its care and thoughtfulness through food is really special. In my family, food equals love, and I can feel that here too.”

Food and Nutrition Services Manager Joel remarked with a smile, “I’m proud of what our team does for our patients and staff.”

NATALIE STEWART, RN Director of Wellness

Natalie Stewart’s connection with the hospital is both professional and personal. She started with St. John’s Health in the ’90s and both her children, and most recently her grandson, were born at the SJH Birth Center. With encouragement and support from leadership, her career evolved from certified nurse assistant and staff RN, to becoming a wellness nurse and eventually holding her current position of the Director of Wellness.

“It’s because of St. John’s Health that I was able to be part of the first wellness coaching cohort to become nationally board certified. This certification led me to becoming certified as a professional coach,” she said, adding “I was also the first nurse to be Lifestyle Medicine certified in the state of Wyoming.”

Natalie says of her role as Director of Wellness that it is a walk and talk scenario. She supports the overall health and wellbeing for the staff at St. John’s Health through creative and innovative programming. “You can’t give what you don’t have. We support the staff so that they can provide the most excellent care for our community.”

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Strategic Plan Pillar Two: Strengthening and Supporting the Workforce

From left to right: Griffin (5), Tommy, and Alex Basore enjoy the front porch of their new home.

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THE BASORE FAMILY Manager of Cardiopulmonary and Radiology Technician

When Tommy and Alex Basore moved to Jackson from Kansas City in 2021, they knew they had to rebuild community. St. John’s colleagues quickly became “adopted family” and they focused on putting down roots and getting settled. Affordable housing was the big obstacle in their way.

Despite this challenge, Tommy and Alex enthusiastically jumped into their work and explored ways to get involved in the community. St. John’s Health Foundation helped fund a two-year degree for Tommy, and he’s already been promoted to Manager of the Cardiopulmonary Department. Alex is a volunteer with Jackson Hole Fire/EMS. The couple’s son Griffin attends day care through St. John’s and they love watching him build his own friendships with other kids in the health system family.

Earlier this summer, Alex, Tommy, and Griffin moved into a St. John’s Health provided house. “It’s the first time we felt like we were home.

We’ve been able to truly exhale and settle in and focus on enjoying this beautiful place.”

Griffin is excited about his yard and the front step ramp for his toy cars.

“It’s the first time we felt we were home.”

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STRATEGIC PLAN: PILLAR THREE

EXPANDING DEPTH AND BREADTH OF SERVICES

Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

JASON PROVUS, MD Orthopedic Traumatology

“From my first day, I could feel the care and compassion from everyone, including the CEO, doctors, nurses, and all employees,” Dr. Provus said.

“This positive atmosphere extends to patient care. We all work together, focused on what is best for the patient. When we started keeping more complicated trauma patients locally, the staff’s eagerness to learn and help was inspiring. This dedication enhanced my ability to work in a cohesive team environment, helping me grow as both a team member and a leader.”

For Dr. Provus, “The supportive culture at St. John’s has rekindled my passion for healthcare.”

“The supportive culture at St. John’s has rekindled my passion for healthcare.”

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Traumatologist Jason Provus has experience in wide-reaching capacities including building a Level II Trauma Center for a large healthcare system in California. He joined St. John’s Health in February of 2024.

AN OPEN LETTER TO THE PROFESSIONALS AT ST. JOHN’S HEALTH Letter to the Editor, Jackson Hole News & Guide

On March 11, I experienced a single-person skiing accident after more than 40 years of accident-free downhill skiing when on a family vacation.

The ski patrol was quite responsive, and the medical personnel at Cody Clinic did an exemplary job of assessing my injuries and preparing me to be transported to St. John’s Health. I was at their facilities from March 1127, with a return admission on April 3-17, following a required medevac to EIRMC in Idaho Falls for some additional emergency treatment.

To a person, the folks I met at St. John’s Health are the epitome of professionals! The doctors who operated on me and saw me through various stages of treatment and care were extraordinary. And the nurses who assisted me are truly God’s angels. All, to especially include the support and administrative staffs, were exceptional, both to me and to all my family members. The therapists who assisted me were superlative!

All in all, I could not have been in better hands throughout the entirety of my hospitalizations, both at St. John’s Medical Center and in the inpatient rehabilitation facility where I spent two weeks before flying home.

The short of it is that a couple nurses, with a few doctors, provided life-saving measures for both my mental and physical well-being during my hospitalizations. Additionally, as I took my very first steps with a cane in recent days during a PT session in my hometown, I am assured of walking again in the near future and playing once again with my grandkids.

Kudos to those men and women in Jackson Hole who serve your community and those who exhibit such caring and compassion shown for others, as was indeed done in my case. I am truly blessed to have encountered each and every one of you during my extended “vacation” there!

Your community should be extremely proud to have such a wonderful state-of-the-art medical facility in its midst, and the high caliber of professionals that are employed at St. John’s Health is phenomenal!

Don Mercer Virginia Beach, Virginia

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Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

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CARDIOLOGY, PULMONOLOGY, AND SLEEP The team of providers at St. John’s Health’s Cardiology, Pulmonology, and Sleep Clinic provide high quality evidence-base care that is second to none. Collectively, they bring a wealth of experience from large academic hospital systems, but all agree that working in a smaller unique community-oriented hospital such as St. John’s Health provides a more nimble environment and patient-centered home that allows them to focus on excellent continuity of care for their patients.

When Dr. Mullen left his academic hospital program, he admits initial surprise at the advanced level of care that St. John’s Health’s Emergency Department, hospitalists, and community providers brought. He reflects, “St. John’s Health is not your typical small town hospital.”

The Cardiology, Pulmonology, and Sleep Health providers share the same office suite, so they often cross-treat patients and can provide testing and follow up care in a collaborative environment. “To have all of us in the same location is ideal for our patients. We are focused on creating a patient-centered care and being in the clinic together means we can truly collaborate to provide comprehensive high level care with improved patient outcomes,” Dr. Catino explains. Dr Boltax added, “We all want to be here and we work hard for our patients. Some of the best days are when we get to hear a cool story from a Wyoming old timer.

They’re in the office, but earlier that morning they might have been driving 1000 head of cattle up the mountain even though they struggle to breathe at baseline. It reminds us that we’re a part of a pretty unique corner of the world.”

From left to right: Bill Mullen, MD - Cardiology Stephanie Ferris, FNP - Cardiology Beyron Zecher, FNP - Sleep Medicine Anna Catino, MD - Cardiology Jonathan Boltax, MD - Pulmonology and Sleep Medicine

“St. John’s Health is not your typical small town hospital.”

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Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

LORI CRABTREE Grateful Patient

After years of ignoring her brother’s and care provider’s suggestions that she have the test because of her family history of breast cancer, Lori Crabtree finally agreed to get screened when her brother tested positive for the BRCA 1 gene.

The process at St. John’s was surprisingly simple, and she felt an overwhelming sense of relief to finally know for certain that she did not have the BRCA 1 gene. “They say knowledge is power, and now I have a quiet confidence in knowing I am not at high risk for breast cancer,” Lori said. “Before having that reassurance, St. John’s staff supported me every step of the way.”

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GARY ROUBIN, MD, PHD St. John’s Health Foundation Board Member

“I was a hospital-based clinician for 40 years in university, not-for-profit, for-profit, and independent hospitals, and I have a broad lens into the complexities of hospital systems. When considering the management of facilities, staffing, quality of care, and patient outcomes, one must continually focus on best care for patients. When corporate priorities supersede quality care and community needs, problems emerge. That is why independence matters.”

“That is why independence matters.”

Dr. Gary Roubin is a renowned interventional cardiologist who is recognized for his groundbreaking work in the development of the first FDA-approved coronary stent among other pioneering work.

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Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

MARY LOHUIS Grateful Patient

Mary Lohuis, a Jackson resident for more than 50 years, has trusted St. John’s Health time and time again for her care. “I always felt that it is not just a group of professionals, but that St. John’s Health is a part of our community. There is a Jackson family feeling and that spirit has not changed,” she said.

Last year, Mary found herself in a worrisome position. She had surgery elsewhere and it needed to be corrected expeditiously. A previously very active person, Mary was concerned about the possibility of not hiking or cross-country skiing again.

She recalls the first time she met her St. John’s surgeon, Dr. Hannah Caulfield. When Mary introduced herself, Dr. Caulfield put out her hand and with a warm smile, said, “Call me Hannah.” For Mary, that friendly gesture immediately made her feel at ease.

Dr. Caulfield was incredibly empathetic with Mary’s situation and understood that she needed a team of well-qualified professionals to help her heal. That is another thing that struck Mary about Dr. Caulfield— the strong team relationship she had with her nurse, Linsey. Both were in the operating room, and, knowing that, Mary was reassured. Later in follow-up appointments, witnessing the two of them working together, sharing equally in her care was memorable. “They were a team, in the truest sense of the word.”

With a radiant and grateful smile, Mary says her surgery was amazing.

She is walking and recently hiked off-trail in a beautiful setting near Grand Teton National Park. “Dr. Caulfield knew how much this meant to me and followed through with a very caring process. In the healing, Dr. Caulfield gave me mobility, agility and my active life back.”

Mary said, “It goes without saying, St. John’s Health is a phenomenal resource for our community.”

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HANNAH CAULFIELD, MD General Surgery, Breast Surgery Specialty

General Surgeon Dr. Hannah Caulfield developed an Oncoplastic Surgical Unit at Portneuf Medical Center in Pocatello, Idaho. Now, she’s a member of the General Surgery team at St. John’s Health and lending her specialty in breast surgery to community members who need it.

“Taking care of breast cancer patients means a lot to me. It is personal, as both my grandmothers had breast cancer. I try to show that personal commitment to every patient I interact with by providing them with the best possible care.”

“Dr. Caulfield gave me healing. She gave me mobility and agility. She gave me my life back.”

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Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

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MELISSA COHEN, MD Oncology

Oncologist, Dr. Melissa Cohen, practiced medicine in large hospitals in Colorado, at UCLA, and in London where she had big patient panels and says there were, “a lot of numbers and a lot of intensity.” She came to St. John’s Health in 2023 because she wanted more freedom to focus on thorough, quality patient care. The skiing and Teton views played a role in getting her family to consider a move, but she says it was the staff and commitment to high-quality care that ultimately influenced her decision to join the St. John’s Health team.

“The patients here are our neighbors. We get to know their families. We call every patient to check in after chemo treatments. There’s a closeknit family feel amongst the staff and our patients are brought into this feeling. This is a level of care that we’re proud to provide.”

The Oncology Department was further enhanced when St. John’s Health hired Dr. Hannah Caulfield who is a general surgeon specialized in oncoplastic and breast surgery. “With breast cancer as a leading cancer among women, having access to this type of surgery at our community hospital is invaluable,” Dr. Cohen says. “We continue to collaborate with our partners at University of Utah’s Huntsman Cancer Institute for subspeciality care and high-acuity consults, but we are able to provide a majority of patients with the care that they require here at St. John’s Health, close to home and close to their support systems.”

YVES DESGOUTTES Grateful Patient

“When I went into St John’s Oncology Department, I was eager to get on with the treatments which could give me a chance to survive.

I realized at once the competency of the nurses, but they gave something more and that was compassion. They showed interest in who I was as a person, and it was reciprocal. When Dr. Cohen came onboard, she showed the same level of empathy and understanding of me as a patient. It created an environment which helped me to feel at ease.”

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Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

KATHARINE CONOVER-KELLER St. John’s Health Board of Trustees, Chair

Katharine recently found out that she had a unique form of curable throat cancer. Her diagnosis required initial sub-specialty treatment at Memorial Sloan Kettering Cancer Center, but Katharine was eager to get back home in Jackson. “After receiving my radiation and chemo series, I was able to transition my care to Dr. Melissa Cohen’s team. If not for the strength and expertise of the Oncology Department at St. John’s Health, I would have had to stay in New York for my recovery. Having Dr. Cohen at St. John’s is a true gift.”

“I knew that oncology care was important before my diagnosis, and as a trustee, I knew that having it at St. John’s benefits the health of our community members,” she said. “Now, my perspective is personal.”

Katharine added, “I know how beaten up a person can feel from both the cancer and its treatment. I am committed to supporting the expansion of our oncological services so that patients don’t have to add a commute to Idaho Falls on top of their already exhausting treatment.”

“St. John’s Health is a community asset that we need to protect and grow.

Many of us have shared beliefs that we need to be stewards of our environment, but we need to be stewards of our hospital to live here, too,” she said.

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“If not for the strength and expertise of the Oncology Department at St. John’s Health, I would have had to stay in New York for my recovery.”

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Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

NILS WESTFALL, MD Child & Adolescent Psychiatry

Dr. Nils Westfall is one of the few providers of child and adolescent psychiatry in the state of Wyoming, which means he sees patients from all over the state and across the region. He feels a sense of satisfaction when he sees he has made a significant impact on the lives of his young patients.

“Many mental health problems start in childhood and adolescence and can be addressed then. Our goals are to minimize the associated harm and optimize long-term outcomes by addressing those problems as early as possible.”

Dr. Westfall is proud to be a part of a health system that prioritizes access to behavioral health services and psychiatry. “Availability of reliable psychiatric care is a universal, growing need, and our community members of all ages deserve the best.”

Nils Westfall, MD joined St. John’s Health in 2020. He practices developmental, personalized psychiatry informed by the best available evidence.

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“In many cases, I am helping children or adolescents get on the right track for the rest of their life.”

NOLA PEACOCK, PT, DSC Cardiopulmonary Rehab and Lifestyle Medicine

Throughout her decades-long career, Nola says St. John’s Health has provided her with the opportunities to learn and grow, allowing her to advance her skills and accreditations.

“Many years ago, I was able to complete my doctoral degree in physical therapy while continuing to work in the outpatient rehab department,” she said. “Since that time, I have received ongoing support allowing me to achieve board certifications in health coaching, lifestyle medicine, and geriatric physical therapy.”

The convenience of offering these services in Jackson is invaluable to her patients. The next closest cardio-pulmonary rehab center is in Idaho Falls which is 90 miles away.

The growth in her patient panel has been tremendous as the demographic of Jackson has changed with aging patients driving the growth. She says, “St. John’s has so many services allowing us to ‘age in place.’”

“St. John’s Health honors its role as the community hospital by offering robust services like cardio rehab and lifestyle medicine. It continuously invests in its employees, and plans for the future health care needs of the valley,” she said.

Nola Peacock, PT, DSc has been a part of the hospital family since the mid-90s.

She runs the cardiac and pulmonary rehab program with an emphasis on lifestyle medicine.

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Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

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PAULINE TOWERS-DYKEMAN Grateful Patient

On New Year’s Day of 2023, Pauline Towers-Dykeman was introducing a visiting friend to some of the great slopes at Teton Village, when she suddenly collapsed. Taken by ambulance to St. John’s Health emergency department, her care team swiftly utilized a CT scan to identify a perforation in her bowel. Thirty six hours later, despite an aggressive regime of antibiotics, Pauline faced emergency surgery to address a new life-threatening reality: a full rupture in her abdomen. After major surgery and four days in the Intensive Care Unit, Pauline was on the road to recovery.

Pauline’s mother-in-law had suffered a similar event in 1998, and ultimately succumbed to her infection. “It’s amazing to think of what my husband went through, losing his mother, and then having his wife face the same thing,” she reflects. “But I had an entirely different outcome due to the highly trained and experienced doctors, nurses, and diagnostic equipment that’s available at St. John’s Health.”

Today, she reflects on her experience with profound gratitude. “To not have to go somewhere outside of Jackson to receive care is priceless,” Pauline says. “Among my nurses in the ICU, there were several people I knew and recognized, which really creates trust.”

“Every single person provided heartfelt, generous, incredible care and spoke highly of working for St. John’s Health,” she recalls. “When it comes to these wonderful members of the team, we need to care for them so they can care for the community.” Pauline believes that both staying close to home and being cared for by people she felt connected to helped speed her recovery. “It really makes a difference. It has a dramatic impact on patient confidence and trust.”

“Among my nurses in the ICU, there were several people I knew and recognized, which really creates trust.”

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Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

MARTIN “MARTY” TROTT, MD Ear, Nose, Throat, Allergy, SJHF Board Member

“St. John’s has allowed our team to offer comprehensive ENT and allergy services and cutting edge sleep apnea solutions to Jackson and Western Wyoming,” Dr. Trott said. “Thanks to the health system and the Foundation, there have been no impediments to launching new programs with substantial capital requests. It was a win for our team, and it has also been a win for the community — access to care close to home.”

“Our independence makes all of this happen. Larger systems inevitably lose their community commitment and focus. We have to take care of St. John’s Health to ensure that it has the freedom to take care of us in the way that we expect.”

“Our independence makes all of this happen.”

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Dr. Trott was one of the first full-time physicians hired by St. John’s Health in 2008.

He sees patients with ENT and sleep issues from the surrounding region.

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Strategic Plan Pillar Three: Expanding Depth and Breadth of Services

DREW LIGHTHART, MD Orthopedic Surgery

Dr. Lighthart, orthopedist at St. John’s Health emphasizes that “being a part of a great team is one of the most fulfilling aspects of practicing at St. John’s. Teamwork elevates everyone’s performance, including my own.”

“It is a small enough hospital that patients never feel like they are lost in the crowd or that they are just a number. Despite the smaller size, however, St. John’s Health is able to provide me and other providers with resources and technology you might only expect at a much larger institution,” he said.

Dr. Drew Lighthart is the Medical Director of the Joint Replacement Center at St. John’s Health.

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LAURENT ROUX Grateful Patient

Laurent Roux’s knee replacement surgery was so successful he was discharged the same day. He recounts that immediately after his surgery, the nurses came into his room and explained it was standard protocol to start walking right away. He was not only up and taking steps, he was walking so fast that his spotter could barely keep up. He was able to go home that day, he says with a twinkle in his eye. Best of all, he says he is now skiing like he’s 17 years old again.

“They are all-stars. We are lucky to have what we have here.”

Laurent has had five surgeries at St John’s Health over 40 years, and has consistently received excellent care.

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Campus Aerial Photo

INDEPENDENCE MATTERS St. John’s Health proudly provides our unique community and visitors with exceptional and ever-advancing individualized care.

To guarantee quality and operational excellence, a strong, supported workforce, and expanded services, St. John’s Health Foundation will need your philanthropic support.

Our hospital is a gem. Help us protect it.

For more information about annual giving, capital campaign giving, endowment, or a legacy gift, please contact a member of our team.

Contact Us stjohns.health/foundation 307.739.7512

St. John’s Health Foundation Team, from left to right: Sheldon Perkins, Vice President, Development and Stewardship Chris Clabuesch, Operations and Program Manager Anna Olson, President and Chief Philanthropy Officer at St. John’s Health Alexis Sailor, Director of Development Not pictured: Jennifer Bullerwell, Development and Stewardship Manager