Wilson Medical Center 50th Birthday

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Monday, July 14, 2014 wilsontimes.com 3

Baby Boomer Wilson Medical Center reaches the golden age We will celebrate a special milestone birthday this year at Wilson Medical Center: our 50th since opening at our present location on Tarboro Street.

Ours is a rich history that goes back to three hospitals that once served the community - Carolina General, Mercy and WoodardHerring.

On September 1, 1964, the doors to what was then called Wilson Memorial Hospital opened, and patients were moved from the other facilities.

Reflecting on the past is important. Several years ago, hospital leaders hired Wilson native Russell Rawlings to compile the history of Wilson Medical Center. For reasons I don’t know, the project was never completed.

However, we have kept the type written manuscript chapters. It makes for some very interesting reading. A lot has changed in the delivery of health care over the last 50 years.

What most struck me, though, was how much has not changed or how the issues of 50 years ago still define us.

Here are few quotes (from the 1960s and early ‘70s) in that manuscript:

“Family plans were also unfolding rapidly, so much so that the era would soon be defined as the Baby Boomer Generation.”

“The general public had questions and concerns regarding funding, location, quality, and continuation of medical coverage.”

“Business, meanwhile was booming at the hospital, largely as the result of a flu outbreak …”

“Costs were rising, competition was increasing and the traditional delivery systems of all goods and services including healthcare, were changing rapidly.”

“The hospital was also moving forward with its emphasis on better service through the establishment of its Personal Patient Service Program.”

The effect of Baby Boomers on the health care system, healthcare coverage concerns, seasonal flu outbreaks, increased competition, and improving patient experience are all relevant today.

We know the future holds many changes. It is impossible to know what all of those changes will be. Based on lessons from the past, we know that we will be successful in the future.

Today, we are trying to understand all of the changes that will occur as a result of the Affordable Care Act. In the ‘60s, people were grappling with a new program called Medicare.

In the ‘70s, Health Maintenance Organizations (HMOs) were the hot topic. In the ‘80s, Diagnostic Related Groups (DRGs) confronted healthcare.

Guess what? We changed. We did just fine and continued to flourish.

Today we are going through many changes which are the result of a new partnership with Duke LifePoint. Fifty years ago,

three hospitals came together as one in a new building.

We will continue to meet the needs of the community and enhance our services, just as our predecessors did when Carolina General, Mercy, and WoodardHerring became one.

The one constant that must never change is our commitment to providing high quality, cost effective healthcare to the communities we serve.

William “Bill” Caldwell, CEO Wilson Medical Center

Bert Beard, COO Wilson Medical Center

Laura Lowe, CNO Wilson Medical Center

Thank you to staff members of the City of Wilson for their help in taking the front cover photo.

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We’re celebrating 50 years of caring for the community Combing through the historical records of what is now Wilson Medical Center, we’re reminded of the adage, ‘the more things change, the more they stay the same.’

Wilson native Russell Rawlings wrote a history of Wilson Medical Center that predates the opening. His accounting of the history goes back to 1956 when members of the Jaycees started looking at building one hospital for Wilson.

It continues through the years, including in the 1980s when hospital leaders asked the county to allow the hospital to move from a county-owned hospital to a private, not-for-profit.

And we are still living what will be history for others: the move from a private, not for profit, to a private, for-profit hospital.

A number of truths are clear. Our community cared about our hospital before it was built; and that’s still true today. Our hospital has responded to issues like high

use of the emergency room, decreased reimbursements and legal changes to the way healthcare is delivered and received.

We will continue to face those issues.

And finally, the staff and physicians of Carolina General, Woodard Herring and Mercy hospitals cared about their patients and the community. They wanted only the best for all of them. The same is true today as we begin our journey as partners with Duke LifePoint.

Please continue on these pages learning about your hospital - from today to yesterday.

See the people who have cared for this community for years, and wouldn’t have it any other way.

And thank you!

We look forward to serving you for another 50 years.

Leading Wilson Memorial Hospital to Wilson Medical Center

Tom Howerton opening-1970

Duncan McGoogan Charles Setliffe 1970-1981 1981-1990

Chris Durrer 1990-2005

Rick Hudson 2006-2014

Bill Caldwell 2014-present

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the vision and the beginning The year was 1956. Wilson and the local newspaper were also for Wilson’s black community, as and local sorority chapters were Wilson County were beginning growing increasingly active and centered in downtown Wilson. was nearby Charles H. Darden to experience influential.

High School. East Nash and admany of the But no local club, black or jacent side streets housed a numsame growwhite, loomed more energetic ber of businesses frequented by ing pains that or enthusiastic than the Wilson black citizens. Given the racial were being felt chapter of the U.S. Junior Chamrealities of the day, the Wilson throughout ber of Commerce, better known of 1956 was a town in which the eastern North now as the Jaycees. The Jaycees, reigns of leadership were placed Carolina. age 35 and under at that time, in white hands, specifically the The decade numbered in excess of 125 memhands of white men. immediately bers. Their weekly meetings, This was also an era in which following World therefore, were big events, and civic organizations dominated War II had been the political, social and economic their ability to assess the colleca time of great tive vision of Wilson was undeniterrain. The election of officers joy and relief able. In many ways they were and the annual recognition of for the families Wilson. And when they looked leading citizens grabbed banner whose sons around at other towns in eastern headlines and in-depth coverand daughters North Carolina, towns such as age on the front page of The and husbands Greenville and Kinston that had Wilson Daily Times. Memberand wives had recently constructed new county ship in Rotary and Kiwanis was returned safely coveted by aspiring business hospitals, they didn’t like what Mercy Hospital served the black community and was a source of pride for its members. from overseas. they were seeing. leaders. Election to the Elks or High school and “Wilson was getting left beMoose lodges was considered a college education major step along the road to suc- hind,” recalled lifelong resident plans that had been put on hold Harry Lamm. “The plaster was cess and acceptance. This was African-American patients were being completed. Family falling from the ceiling at Woodequally true, though not equally were served by Mercy Hospital. plans were also unfolding rapidard-Herring; it was dilapidated.” publicized, in the black commuLocated on Green Street, the ly, so much so that the era would hospital was a source of pride nity, where the Men’s Civic Club Continued on page 6 soon be defined as the Baby Boomer Generation.

The local economy was enormously dependent upon agriculture. Downtown Wilson was robust with traffic and trade.

Two private hospitals, Carolina General and Woodard-Herring, provided health care to the white population. They were friendly rivals, but rivals nonetheless, and they were quite competitive. Both hospitals were located in the central business district, as were the banks, hotels, drug stores, retailers and seats of city and country govern- Woodard-Herring Hospital and Carolina General were two private hospitals that served the white community in Wilson. As talk of one ment. The police station, hospital in Wilson started, lifelong resident Harry Lamm said the plaster was falling from the ceiling and the hospital was dilapidated. the main fire station and Carolina General was not much better, he said.

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The Wilson Times

ered him most.

County Board of Commissioners The doctors were not the only in the form of a petition calling Carolina General, he added, ones who had legitimate quesfor the establishment of a study wasn’t in much better shape, tions about the future of health commission. It was signed by and if Wilson didn’t do somecare in Wilson.

The general 3,320 city and county residents. thing soon, its ability to grow public also had questions and The petition, as reported in and prosper would be greatly concerns regarding funding, the Jan. 5, 1957 edition of The impaired. location, quality and continuaWilson Daily Times, also asked “We were just sitting still,” tion of medical coverage.

What that if a study commission deterLamm added. “So I stood up one would happen if the doctors mines a community hospital is night when we were meeting out stayed downtown and kept the needed and desired, voters could at Parker’s and made the motion aging facilities afloat?

Mercy decide whether to fund the projthat the Jaycees get a hospital Hospital was already in the proect through a bond issue. built in Wilson. (Dr.) Will Young cess of adding 15 beds.

And even The commissioners acted seconded the motion, and (some though favorably on the foremost statement of the petition – the estabWilson was getting left behind. We were just none of the hospilishment of the Hospital Study sitting still. So I stood up one night when we tals was Commission – while deferring considered judgment on the matter of a were meeting out at Parker’s and made the modern bond referendum. Such a quesmotion that the Jaycees get a hospital built in or exception, they determined, would be Wilson. tional, the best left alone until the newly quality of appointed study commission had the media chance to reveal its findings.

– Harry Lamm cal staff The Hospital Study Commission was not was chaired by attorney D.W. in doubt: Wilson boasted one of (Dave) Woodard with another of his fellow doctors at Carolina the finest rosters of physicians prominent local lawyer, H.G. General) like to crucified him. anywhere.

No one wanted to see “Pinkie” Connor Jr. serving as “The doctors fought us tooth and scores of doctors leaving town, secretary. Wilson County’s 10 nail at first, but I think Will saw so their voice would have to be townships were represented, rewhat the rest of us saw. Wilson heard. spectively, by George T. Stronach was never going to attract new In other words, the successful Jr., Wilson; Rex Best Jr., Stanindustry without a new hospital. motion uttered by Harry Lamm tonsburg; Preston Harrell, SaraI had grown up with Will, gone and seconded by Dr. Will Young toga; W. T. Thomas, Gardners; to school with him, but he had at Parker’s Barbecue was not Thomas A McClees, Toisnot; just recently opened his practice the end of the hospital debate in Grady Robbins, Taylors; Thomas in Wilson. That was one of the Wilson County.

It was only the Daniels, Old Fields; Jack Raper, great things about the Jaycees beginSpring back then; three-fourths of us ning.

Hill; L.P. had grown up together and had The Watson, lived in Wilson all our lives.”

Jaycees CrossThat the established doctors figured roads; fought the initial proposal was that their and understandable. Their lives and best bet Alvah livelihoods were invested in was to Wheaton, practices maintained in the existput the Black ing local hospitals. They stood issue to Creek. to lose a significant amount of a vote.

Danmoney if a new county hospital They imiels, a sprang up on some undetermediatecounty mined plot of Wilson real estate. ly took commisDr. Will Young, left, seconded a motion from lifelong And as the highly respected Dr. Wilson resident Harry Lamm to get a hospital built in their sioner, Clark would point out several Wilson. Lamm described Dr. Badie Clark, right, as “mad case was also years later, it was the process as a hornet.” Dr. Clark pointed out many years later to the desigand not the proposal that boththat the process, not the proposal, bothered him.

Wilson nated to

Monday, July 14, 2014 wilsontimes.com 6

represent the county governing body on the study commission.

The Hospital Study Commission moved swiftly. In its report

The Hospital Study Commission moved swiftly. In its report to the county commissioners on March 31, 1957, the study commission recommended that the county purchase Carolina General and Woodard-Herring hospitals and build a new 200-bed facility at an estimated cost of $2 million. to the county commissioners on March 31, 1957, the study commission recommended that the county purchase Carolina General and Woodard-Herring hospitals and build a new 200-bed facility at an estimated cost of $2 million. Kenneth Herring, county auditor, read the report on behalf of the study commission. Though the issue was far from settled, the study commission’s initial report was remarkable.

It called for federal funding through the Hill-Burton Act that was ultimately utilized. It called for construction of a new school of nursing that also became a reality. And it forecast the need for an additional 50 beds that would result in a 250-bed hospital, the original size of Wilson Memorial Hospital when it opened in 1964.

The study commission’s initial report received few plaudits. The county attorney, Luke Lamm, raised a legitimate legal question concerning the elimination of competition that would occur when the county purchased Carolina General and WoodardHerring. Once this hurdle was cleared via a favorable finding

Monday, July 14, 2014 wilsontimes.com 7

from the state attorney general, the issue of funding still remained. The Wilson County Medical Society weighed in on the matter by congratulating the study commission for its efforts and concurring with it suggestion that a 250-bed facility was needed. Drs. M.A. Pittman, Robert Pope, Tilghman Herring and W. C. Hunter made these comments at a public hearing in June of 1957.

Dr. Hunter noted that the matter of negotiating the purchase of the two facilities in question would best be handled in private.

The county commissioners, it appeared, preferred not to discuss the matter publicly or in private. Even if they followed the study commission’s suggestion of converting Carolina General to the school of nursing while using WoodardHerring as a nursing home, the project still seemed too costly, especially considering already outstanding debts. The debate quieted measurably in the latter half of 1957 and throughout the first half of 1958, but the issue would not go away.

The Jaycees saw to that. They would not let their dream of a new hospital for Wilson County fall by the wayside. They simply would not let it die.

The Wilson Junior Chamber of Commerce appeared before the county commissioners in August 1958 with another petition, which called for a bond referendum. It was signed by 1,155 people. Billy Simms, who presented the petition, received a favorable response from the five-member board of commissioners, which was now being chaired by L.A. Gardner. Walter Blalock assured the Jaycees that “you will get a chance to vote,” and made a successful motion to that effect which was seconded by Roy B. Williams.

The Jaycees wanted the referendum placed before the voters of Wilson County in the November 1958 general election, which was more than Blalock had promised. Simms argued that a November vote, as opposed to a special election, would save money. He added that the Jaycees were Continued on page 8

The Hospital Study Commission moved swiftly. In its report, the commission called for funding the new hospital through the Hill-Burton Act. In 1946, Congress passed a law that gave hospitals, nursing homes and other health facilities grants and loans for construction and modernization. In return, they agreed to provide a reasonable volume of services to persons unable to pay and to make their services available to all persons residing in the facility’s area.

The program stopped providing funds in 1997.

–Excerpts taken from a book by Russell Rawlings and from the U.S. Department of Health and Human Services website

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Continued from page 7 not specifically taking a position in favor of the proposal.

“We believe merely that it should be put to a vote of the people,” Simms said.

The county commissioners were not nearly as anxious to schedule the referendum. It was their desire, as stated in a letter to Chairman Woodard of the Hospital Study Commission, that further study be undertaken. The study commission would remain in place and be expanded by 10 members: Fred Eagles, Garland Tucker, Fred Bass, W.P. Proctor, D.R. Simpson, J. Norris Barnes, Irving Gardner, Thomas F. Bridgers, E.B. Pittman and Dalton Sharpe.

Though not what the Jaycees wanted to hear, expansion of the study commission may have been the best thing that ever

a hospital vote. A Dec. 13 date was considered but never materialized. Nonetheless, positive steps were slowly being taken, including the addition of input from William F. Henderson, executive secretary of the North Carolina Medical Care Commission.

Henderson informed the study commission on matters pertaining to state law and the use of federal funds. He explained that federal grant guidelines allowed for four hospital beds per 1,000 population, which would amount to 200 beds based on Wilson County’s population of 50,000 at that time. He also pointed out that Wilson County was not limited to quotas defined solely by its population if the county could demonstrate that residents from surrounding

Though not what the Jaycees wanted to hear, expansion of the study commission may have been the best thing that ever happened to the new hospital campaign because it officially introduced Tom Bridgers to the process. But no one was more important in the ultimate construction and initial success of Wilson Memorial Hospital than Tom Bridgers.

happened to the new hospital campaign because it officially introduced Tom Bridgers to the process. All 10 men added to the study commission were prominent, successful citizens, as were those 12 who preceded them, but no one was more important in the ultimate construction and initial success of Wilson Memorial Hospital than Tom Bridgers.

The county commissioners also demonstrated great foresight in delaying the referendum, because in the court of public opinion, schools will win out over hospitals almost every time. And Wilson’s greatest funding needs were still its school construction projects. Thus, the November election came and went without

counties were using the existing hospitals.

Henderson also made it clear that Wilson County would be wasting its time if it applied for federal funds without making certain that the existing private hospitals would close. The acquisition of federal funds, he said, would be based on needs that the county would be hard-pressed to demonstrate if Woodard-Herring and Carolina General stayed in business.

The study commission got the message, even though it continued to deal with issues such

Monday, July 14, 2014 wilsontimes.com 9

as the average daily cost per patient, state and federal funding and the impact that a bond issue would have on tax rates.

Publicly, the option of allowing the existing private hospitals to maintain operation was being discussed, but privately it was clear that those two hospitals would have to be purchased. By whom and for how much was another matter, but discussion was under way to set the price.

The study commission opened the door for negotiations when it asked for and received permission from the county commissioners to hold an executive, or closed, session to discuss matters amongst themselves. The attending citizens and a Daily Times reporter acquiesced and the private meeting was held.

From that meeting emerged a special subcommittee of E.B. Pittman, Preston Harrell and Garland Tucker. Their charge was to determine if the two existing private hospitals would stay in business if a new county hospital was constructed. It was also the first step toward negotiating a purchase price with the directors of Carolina General and Woodard-Herring. This was made clear at the first meeting of the Wilson County Board of Commissioners in 1959. The Hospital Study Commission was armed and ready to take its case to the people, having finalized its proposal in a private meeting on Saturday morning, Jan. 2, in preparation for the Jan. 4 board meeting.

The appraised value of the two hospitals was not disclosed in the study commission’s report.

The report did, however, recommend an additional three-year tax of 15 cents per $100 valuation for the specific purpose of buying the hospitals. The study commission, which by now was as much a proponent of the new hospital as any organization in

the county, wanted immediate action on the purchase issue.

Chairman David Woodard, under the advisement of Kenneth Herring, county tax administrator, proposed immediate negotiations with the officers of WoodardHerring and Carolina General.

Chairman Gardner of the county commissioners did not concur.

He envisioned the buyout as part of the overall proposal and held his ground against strong-willed opposition.

The entire matter would be put to a vote of the citizens of Wilson County on Feb. 26, 1959. Three separate issues would be on the ballot: the $2 million bond issue, a tax increase to fund operation of the hospital and the purchase of the existing private hospitals.

The county would also close Mercy Hospital, designating a wing in the new hospital for its patients.

In the interim, details regarding the purchase negotiations were made public. The hospitals were seeking a total of $425,000 for their property and equipment. Appraisals conducted by Charles Powell, Walton Smith and George Barefoot fell just short of that figure, with Carolina General valued at $237,110 and Woodard-Herring appraising for $160,325. The difference of some $27,500 was not seen as a major stumbling block as the campaign unfolded.

Selling the tax increase was another matter, but by now the Jaycees were not alone. They found a valuable ally in The Wilson Daily Times, which chimed in with carefully measured support. Given that Publisher Elizabeth Swindell historically refrained from endorsing political candidates, the support spoke volumes. Mrs. Swindell’s editorials were largely informational, laying out the facts without stating a position. She Continued on page 10

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Continued from page 9 devoted one or more columns a week to the issue and never voiced any objection, thereby assisting the Jaycees and anyone else involved in the countywide public information effort.

Civic club meetings were dominated by hospital talk. Questionand-answer sessions were held regularly throughout Wilson.

Even a young Wilson attorney from Rock Ridge, the future four-term governor, Jim Hunt, addressed local grange meetings on behalf of the hospital proponents.

The doctors, meanwhile, remained relatively quiet. They appointed no public spokesperson and the Wilson County Medical Society assumed no unified position. A lengthy letter to the editor from Dr. William G. Spencer Jr. comprised the greatest outpouring from any member of the

medical community. But what a letter! The eloquent, civic-minded Dr. Spencer addressed his remarks directly to Mrs. Swindell. He pointed out how the local doctors were in a no-win situa-

Monday, July 14, 2014 wilsontimes.com 10

“To change the present system is something for the doctors to decide,” Spencer stated.

“Whoever answered some of the

In a letter to The Wilson Daily Times, Dr. William Spencer Jr. said doctors were in a “no-win situation” when it came to speaking out on the issue of building a new hospital.

Either position would appear self-serving and greedy. tion when it came to speaking out on the issue. Either position, he said, would appear self-serving and greedy. He noted that some of the information finding its way into the newspaper, especially that which was placed in advertisements, was misleading, especially statements explaining how emergency coverage would be handled.

HAPPY th 50 BIRTHDAY

questions . . . should stop trying to operate the hospital before it is built.”

In closing, Dr. Spencer commended the Hospital Study Com-

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mission for its efforts, especially in planning for future expansion.

Finally, he thanked Mrs. Swindell for running his letter and said that he intended to vote for the new hospital.

Election Day arrived amidst tremendous fanfare. A record turnout of Wilson County’s 14,635 registered voters was anticipated, and the prediction held true. Polls in the six city precincts and each of the county’s nine townships were bustling with activity throughout the day.

In the evening, attention turned to the Daily Times’ newsroom, where results would be forwarded from election officials and made known to all who called or came by. The newspaper was socked with phone calls deep into the night.

Associate Publisher Paul Dickerman finally called it a night at 11:30 and locked the door. The

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decision was in.

In almost every way imaginable, the hospital proposal was defeated. Soundly defeated. The bond issue and the tax proposal passed in just two precincts, both in the city, and purchase of the existing hospitals was defeated across the board. In general, the city didn’t like the idea and the county hated it. The overall reporting was a 2-to-1 defeat, though ratios in excess of 10:1 were common in the county townships. Some 5,000 voters had spoken and their overriding message was clear: they didn’t want to pay and pay dearly for something that they were already receiving for free, that being the construction and maintenance of the existing hospitals.

“This is going to set Wilson back 10 years,” observed one disgruntled proponent when learning the results from a Daily Times reporter.

Lessons learned from the 1959 referendum – the first bond measure ever defeated in Wilson County – were quickly put to good use. Proponents of the new community hospital now knew that more progress would be made if negotiations with the existing hospitals were conducted in private. Also, as Drs. Clark and Spencer had intimated on separate occasions, the local doctors were not opposed to the project, just the process. They

had to be in on the debate, and more specifically, they had to be at the table, not in the audience.

The obstacles were significant but not insurmountable.

Members of the Hospital Study Commission were still committed to building a new hospital.

The county commissioners, fully aware that the issue was not going away, also pledged their continued support. Community organizations, including the ever-present Wilson Jaycees, maintained interest in the project.

So what was the problem?

What would it take to bring the new hospital to fruition? And what was the greatest lesson that all of the interested parties learned from their resounding defeat in February 1959?

They needed some help.

First, they needed a dealmaker, someone who knew the particulars of the situation who also had experience in navigating issues of this magnitude. Secondly, they needed a catalyst, an individual or an organization of significant resources and reputation that was capable of triggering one final, successful push to complete the project.

They already knew the dealmaker. He was William Henderson of the N.C. Medical Commission. Henderson had been involved in the previous effort in an advisory capacity, so he

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knew the terrain and knew what needed to happen before Wilson County could ever build a new hospital. He held the key to the federal funds that were available through the 1946 Hospital Survey and Construction Act, commonly referred to as the HillBurton Act in recognition of its sponsors, Sens. Lister Hill and Harold Burton.

Cited under Title VI of the Public Health Service Act, the federal grant program was originally designed to help renovate and update hospitals that had fallen by the wayside during The Great Depression and World War II. Wilson offered a textbook example of how the program was evolving into a primary funding source for new hospital construction, with Henderson making it clear that the funds would not be used to upgrade the existing hospitals.

Obtaining a commitment of

federal support would be a major step because it would significantly reduce the amount of money being sought through a bond issue, but the Hill-Burton funds could not be used to purchase the existing hospitals. That is where the catalyst – Marshall Pickens and The Duke Endowment – entered into the picture in a very big way.

Pickens, the endowment’s executive director, had been involved in numerous hospital projects in North and South Carolina. He also knew Tom Bridgers, a local businessman who had taken an increasing interest in the quest to build a new hospital here since joining the study commission in 1958, from their days together at Duke University in the mid 1920s.

When Pickens brought The Duke Endowment into the proContinued on page 12

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Continued from page 11 cess in the latter months of 1959 and early 1960, the final piece of the puzzle was in place.

Henderson, along with members of his staff, Pickens and the directors and owners of Carolina General and Woodard-Herring finalized their plan and laid it out for all to see at the February 1960 meeting of the Wilson County Board of Commissioners.

It was a much stronger proposal than the previous effort and called for a 250-bed hospital on a chassis capable of supporting 300 beds. The Duke Endowment would contribute 50 percent of the purchase price of the two existing private hospitals and the Medical Care Commission agreed to provide Hill-Burton funds.

The purchase of Carolina General and Woodard-Herring, coupled with the assurance of

federal funding, comprised the first two parts of a four-point plan that was now being orchestrated by the Wilson County Hospital Steering Committee. Ernest Deans “Bo” Hackney and W. Johnston King served as co-chairs, the former on behalf of Carolina General and the latter on behalf of Woodard-Herring.

Hackney, the son-in-law of Carolina General co-founder Dr. E.L. Strickland, recalled his role as that of a public relations officer.

He and King would spend the

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better part of that summer and early autumn addressing civic clubs and community groups, assuaging any fears that citizens might have about the project.

Or, as Hackney so aptly stated, “We were going to put Carolina General and Woodard-Herring out of business, and our job was to let everyone know that. It wasn’t so bad once people realized that (Carolina General and Woodard-Herring) weren’t making any profit on it and the Duke Endowment would get nothing out of it.

“As the saying goes, people tend to look a ‘gift horse’ in the mouth.”

Step three, the setting of a public hearing and the subsequent bond referendum, was addressed at the Sept. 5 meeting of the county commissioners. With Bridgers now clearly at the helm, the steering committee’s proposal was unveiled: total cost of the project would be $5,125,000 including $2,818,750 or 55 percent in Hill-Burton funds. Drs. Clark, M.A. Pittman, E.T. Beddingfield Jr. and E.C. Neeland, representing a cross-section of city, county

and private practices, responded favorably to Bridgers’ request for comments from members of the medical community.

A public hearing was set for Sept. 20, at which time Bridgers moved that the county commissioners set the bond referendum.

Following a second, all 75 people in attendance stood as one in favor of the motion. No one dissented, and the referendum was added to the Nov. 8, 1960 ballot. (The commissioners also voted to designate Bridgers as the spokesman for the hospital, essentially appointing him as chairman of a board of trustees that did not officially exist.)

The Daily Times, led by Publisher Elizabeth Swindell, then came out stronger than it had the year before in support of the new hospital. The SanfordGavin gubernatorial campaign and even the hotly contested Nixon-Kennedy presidential race took a back seat to coverage of the hospital issue. An editorial addressing the voters’

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concerns appeared on the front page on the eve of the election.

Swindell explained that citizens would not be building offices for the doctors. She also addressed the closing of Mercy Hospital, a matter that was often overlooked during this time, noting that the new hospital would contain “equal facilities for white and colored patients. The wing where the Negro patients are treated will be staffed by their nurses and doctors. And the same holds true for the white patients.”

Her statement is worth noting verbatim for two reasons, one being that it demonstrates how little and how much progress was being made locally on the civil rights front. Inclusion in the project was an important, hard-earned step for Wilson’s African-American citizens, even if insensitive language remained the order of the day. Secondly, the statement also provides a good bookmark for how much things would change before the hospital was completed in 1964 and in the year after it opened.

Hackney also fired a final shot on behalf of the steering committee, which dissolved immediately following the election.

He pointed out that the Medical

Care Commission had deemed the existing facilities “antiquated,” a statement Henderson made on numerous occasions to underscore his position in favor of the new hospital. Hackney, in an interview with Daily Times’ City Editor Roy Brantley, noted that the tax increase would not exceed 22½ cents (per $100 valuation): eight cents to operate and maintain the hospital and 14½ cents to retire the bonds.

The extensive campaign made its mark, so much so that little if any opposition was being voiced publicly. Election officials were calling for a large turnout, only to be disappointed when only 11,495 voters made it to the polls. Hospital proponents, however, were ecstatic: similar measures that had been soundly rejected by a 2-1 margin the year before had passed by roughly the same amount.

The $3.625,000 bond referendum was approved by a vote of 7,163 to 2,994. The tax levy for operating the hospital cleared by a vote of 6,078 to 3,269. Every township approved the bond issue and only one, Old Fields, voted against the operating tax.

Thus, the verdict was in: Wilson County was going to build a new hospital.

Monday, July 14, 2014 wilsontimes.com 13

Drs. Edgar Beddingfield, Eugene Neeland and Malory Pittman, clockwise from left, responded favorably to Tom Bridgers’ request from members of the medical community on the building project.

The $3,625,000 bond referendum was approved by a vote of 7,163 to 2,994.

The tax levy for operating the hospital cleared by a vote of 6,078 to 3,269.

Wilson County was going to build a new hospital.

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Monday, July 14, 2014 wilsontimes.com 14

rising from a cornfield The Wilson County Hospital Steering Committee’s final objective, the appointment of a board of trustees to oversee site selection, construction and operation of the new hospital, was completed shortly after the November 1960 election. Convening on the first Monday of December, the Wilson County Board of Commissioners appointed a nine-man board to be chaired by Tom Bridgers.

Board composition called for representation from four county residents, four city residents and one county commissioner.

Carolina General and WoodardHerring administration and medical staff could not be appointed, but William Hines, secretary-treasurer and administrator of Mercy Hospital since its re-establishment in 1930, was appointed. J. Sid Tomlinson Jr., Clarence A. Brame, Tom McClees, Dave Woodard, H.G. Connor, S.N. Tyson and County Commissioner Roy B. Williams were also appointed. Terms were staggered to avoid full turnover of board membership in any given year, a practice that has remained in place throughout the history of the hospital.

Hailed as the top news story of 1960 by the Daily Times, approval of the hospital marked the beginning of a new era in Wilson County history. The newly appointed hospital board wasted no time in going about the parallel tasks of selecting a site and an administrator.

Though the qualifications and performance of the administrator, whose $14,000 annual salary would make him one of Wilson’s highest paid public employees, were probably more important

Leaders deemed 49 acres of property on N.C. 42 west of Wilson as large enough to support the new hospital and nursing school. The previous owners raised corn on the land and allowed Boy Scouts to camp out there when no crops were in the field (seen above). Photograph courtesy of Raines & Cox.

in the long run, the location of the new hospital generated the most conversation and the most coverage. Understandably so, for the new facility and the proposed clinics would be an immediate magnet for business development.

Brame, Woodard, Connor and Williams were named to a hospital site subcommittee that would rely heavily on Henderson’s input. Elevation, the availability of water and sewer service and accessibility were vital, Henderson advised. A minimum of 50 acres was suggested. The northern and western edges of the city were considered most favorable but all options would be explored. The sense of urgency

belied one’s normal perception of the bureaucratic process, and with good reason. Henderson had reminded the hospital board that the government would “really get serious” once a contract had been signed. That was all the incentive anyone needed to move the selection process along post-haste.

Selection of an architect was also being discussed and candidates were making their interest known. Nine firms were under consideration. Assurance that the hospital project would receive priority treatment was a must. And before January ended, a decision had been reached.

Walter Hook and Associates of Charlotte and B. Atwood Skin-

ner of Wilson were selected.

The Charlotte group was widely known for its experience with designing hospitals while Skinner was a former Hook associate who had since established an outstanding reputation in Wilson.

Site selection took center stage in February. Sites throughout the county were discussed and visited. Land adjacent to the Eastern N.C. Sanatorium was considered, and although it was ultimately rejected, a new neighbor was forthcoming later that year in the form of Eastern N.C. School for the Deaf.

Land west of Wilson on N.C. 42 – now Tarboro Street – was ultimately selected. The proper-

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ty, where corn had recently been growing, consisted of parcels owned by S.M. “Zeke” Cozart, a prominent Wilson businessman, and Dr. A.C. Bulla of Raleigh.

Cozart’s 36-acre tract, supplemented by Bulla’s 13 acres, was deemed large enough to support the project.

One by one, the pieces were falling into place. The hospital board addressed each issue with its immediate and undivided attention, impressing state officials along the way. Representatives from other counties, Henderson said, were calling him to find out how Wilson was operating. They wanted to know how the board was set up and how the tasks were being accomplished so quickly and thoroughly. Henderson was more than happy to respond, although he realized he couldn’t share the one thing that was largely

responsible for the early success of the Wilson hospital effort: Tom Bridgers.

“He ran a tight meeting, but everyone had an opportunity to say what they wanted,” recalled Tom McClees. “He knew how to make people do their very best and how to get the most out of them. He was an excellent leader.”

McClees added that Bridgers worked extremely hard and expected no less of his fellow board members, even if all of them were volunteers.

“The process was very timeconsuming,” he said. “No one particular thing was all that hard, but there were an awful lot of meetings as a board and as members of committees. One thing that really helped was that there were no politicians on it; nobody had a political agenda.”

The only agenda was the one

Monday, July 14, 2014 wilsontimes.com 15

mandated by the citizens of Wilson County: build us a hospital. People were anxious to see bulldozers and cranes in action.

They wanted to see some dirt being pushed around. And they were also curious to see who would be selected as the hospital’s first full-time administrator.

Marshall Pickens would play a role in the acquisition of the first administrator. He, like Henderson, probably knew the candidates and potential candidates better than anyone in the state did. Pickens and Henderson also had a stake in the success of the hospital, having assumed the natural ownership role that comes with devoting considerable amounts of time and energy to a project.

“I was sitting in the office one day in Pinehurst,” recalled Tom Howerton. “I had been working there about 10 years. The phone

rang and it was Marshall Pickens. “‘Do you want to come down east?’”

Pickens told Howerton about the new hospital and the board’s desire to hire an administrator before construction began.

“Marshall was always working behind the scenes like that,” Howerton added. “He let me know that if I was interested in going down there that I would be competing against some of his friends whom he had also informed about the position.”

Selling the job to Howerton would be easy compared to the selling job Howerton would face at home. His wife, Martha, was pregnant with their fourth child.

Howerton visited Wilson, though, and liked what he saw on his first visit.

“I was impressed,” he said.

Continued on page 16

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Continued from page 15 “They had such a good board, and no one on it was connected to the existing hospitals except the administrator at Mercy.

They were all nice people and appeared to be going about things in an orderly fashion.”

Once Howerton passed the initial inspection, a board delegation comprised of Sam Tyson, Tom McClees and Roy Williams went to see Howerton and look over his hospital. Afterward, a member of the group confirmed that Howerton was under serious consideration.

The obvious question, then, was whether Howerton was interested in Wilson.

“Fourteen thousand dollars was a good figure for an administrator at that time,” Howerton said. “Next thing I knew, I was going to a meeting at the new Wake County hospital and Tom Bridgers called and said he would be at the meeting and wanted to talk to me.”

Once Bridgers and Howerton found a place to talk, Bridgers wasted no time in saying what was on his mind.

“Tom, we’ve given this careful thought and consideration,” Bridgers said. “You’re our man.”

Howerton’s answer took a little longer, but in the end, “the opportunity to build a new hospital from the ground up,” Howerton said, “was more

Monday, July 14, 2014 wilsontimes.com 16

than I could resist. I was just a 1939 graduate of Durham High neophyte, but Wilson Memorial School, Howerton was a veteran would give me a chance to be in of World War II. His hospital on the planing process.” experience included three years Thomas Royster Howerton, with the N.C. Medical Commis40, was named administrator sion and nine years at Moore during a special meeting of the Memorial Hospital in Pinehurst, county commissioners on the all but one as its administrator. last day of May 1961. It was a Fortunately for the newly most historic occasion, and not appointed administrator, a only because of Howerton’s minor controversy surrounding appointment. The board also an- the name of the hospital was nounced that it was exercising resolved before he returned. options on The workthe Cozart ing name and Bulla of Wilson properties, County Leaders considered four thereby Hospital names for the new hospital: solidifying was under the seleccriticism beWilson County Hospital tion of N.C. cause sev42 as site eral people Wilson Hospital of the new thought Wilson General Hospital hospital. inclusion Wilson Memorial Hospital Skinner of the word provided County the board with preliminary was unnecessary. Board memsketches of the exterior of ber Sam Tyson said, “People the hospital, which the board understand the word Wilson to roundly approved. include the city and the county,” Howerton attended the meetadding that he didn’t think anying and was thoroughly introone would take exception to reduced to area residents in the moving County from the name.

June 1, 1961 edition of the Daily Wilson County Hospital was Times. His credentials included included among the four finalan A.B. degree from Duke in ists along with Wilson Hospital, 1943 and a post-graduate cerWilson General Hospital and tificate in hospital administraWilson Memorial Hospital. tion from the Duke School of Wilson General, which conMedicine, which he received nected the new hospital to the in 1948. A Durham native and erstwhile Carolina General,

Did You Know?

never had a chance, and Wilson Hospital was too abrupt. Wilson Memorial, which took the word memorial from the name of many existing hospitals more so than from any effort to honor anyone, was finally selected for submission to the county commissioners. Bridgers did note during the debate that future consideration might be given to establishing memorials in honor of deceased family members, a notion that could well be considered a precursor to the Wilson Memorial Foundation.

The next order of business, once the county commissioners approved the name at their July meeting, was final approval of the hospital plans.

The hospital board, project consultant Charles Cardwell and representatives of the Medical Care Commission and the Duke Foundation reviewed the preliminary plans submitted

by Skinner and Walter Hook and Assoc. Bruce Jones, whom Howerton knew well, and I.O. Wilkins were on hand from the Medical Care Commission while Carl Rowland represented the Foundation.

Aside from minor revisions, Howerton said, the preliminary plans were outstanding.

“I knew if there were any problems,” Howerton said affecContinued on page 18

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Continued from page 16 tionately, “I could call on Bruce Jones and he would give me the benefit of his opinion.”

Tom Howerton reported for duty on Aug. 1, 1961, the same day on which the Medical Care Commission approved the preliminary sketch plans for the new hospital. One dilemma facing the new administrator was the matter of office space.

Though he would eventually spend much of his time on-site, he needed somewhere to work in the months before construction began. He reported back to the trustees a month later that ideal office space was available in the Gold Professional Building at a rate of $45 per month.

Situated in proximity to the courthouse, the location was

perfect.

Not that Howerton had time to sit behind a desk. Most of his days were spent investigating potential suppliers, meeting with the architects in Charlotte and making himself known in Wilson to the public and, especially, the employees of the three existing hospitals who would soon be working for him.

“My first day in Wilson was the loneliest day of my life,” recalled Howerton. “The three existing hospitals were near and dear to a lot of people. That was my first obstacle: to get people to work together. I spent a lot of time talking to people, assuring them that we were not taking something away, and that what they had would be built into the fabric of the new hospital.

“I had to be on the luncheon

Monday, July 14, 2014 wilsontimes.com 18

speaking tour; I tried to do a lot of the public relations myself.”

Selection of a construction comConstruction started in March 1963. pany and initiation Commission on Accreditation of the building process would of Hospitals advised otherwise, help in that regard, because stating that the board itself was then and only then would the private, and one meeting was new hospital become a reality in held without a reporter present, the minds of most Wilsonians. but the process was eventually Because the county would own opened and advertised to the the hospital, and because fedpublic. eral funds were being used, the On May 3, 1962, T.A. Loving bidding process had to be conCo. of Goldsboro was selected ducted out in the open. A field as the primary contractor for representative from the Joint the new hospital. A month later,

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on June 2, the official groundbreaking ceremony was held.

Chairman Tom Bridgers turned the first spade of dirt, and construction commenced shortly thereafter.

Two years, the projected and actual time required to complete the project, seemed like a short time to some, an eternity to others. Howerton focused his attention on personnel issues, assuring all current hospital employees that they would have a job when the new facility opened. Two more staff members were brought online in the persons of Ed Fisher, engineer, and Mary P. Hodges, administrative secretary.

Preliminary plans for the nursing school were also being developed with input from Myra Maxwell and Cecilia Mayo. The need for an auditorium was also

addressed and unanimously approved by the board. Marshall Pickens noted that Duke Endowment officials “would be very pleased if part of their $250,000 contribution would be used for the auditorium.”

Maxwell’s appointment as director of the school of nursing was announced in September 1963, shortly after T.A. Loving Co. was approved to handle that project as well. Additional appointments and progress reports kept the hospital in the news throughout the construction period, including an announcement in December 1963 that the hospital was 79 percent complete and the nursing schools and auditorium were 50 percent complete. William R. Adams was named chief pharmacist, Dace Jones was appointed assistant administrator, Priscilla

Monday, July 14, 2014 wilsontimes.com 19

Priscilla Ballance

Members of the nursing school staff stand outside the wing: Jessie Sisk, Emily Kenny, Myra Maxwell and Cecilia Mayo.

Balance was named director of nursing and Dr. Henry Pate Singletary was approved as pathologist following his nomination by the Medical Staff Specialist Appointment Committee.

And in a matter that would be a source of constant controversy, N.C. Prison Enterprises was

proposed and subsequently approved to handle laundry operations for the new hospital.

The biggest news from the spring of 1964, however, was an announcement that the hospital would open the first week of September.

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some of our physicians over the years

Dr. Pierre Lemaire

Dr. John Lund

Dr. Allen Whitaker

Dr. Harold Ladwig

Dr. James Cash

Dr. Roger Thurman

Dr. Hoke Bullard

Dr. Jerry Woodard

Dr. James Rounder

Dr. Tyson Jennette

Locally Owned Since 1920 Joe Joyner proudly assisted in moving the first patients to the hospital.

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Monday, July 14, 2014 wilsontimes.com 21

some of our staff over the years

Betty Lancaster, RN, BSN

Jane Brinson, left, and Jeanne Laferty, RN

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Wilson Medical Center: Rememberi BALLOT

1960s

um

Bond Referend

3 22.5-cent Tax

Levy

‘80s

v

•Implemented $3 million computer system •Outpatient surgery center opens •Renovated operating room •Endorsed establishment of a gift shop to be operated by Wilson Memorial Auxillary.

•Focus on modernizing diagnostic capabilites by adding an MRI

2000s

At the end of the 1960’s, county commissioners negotiated directly with the rescue squad for full-time ambulance service, taking th hospital out of the equation.

In 1966, the hospital board approved a new policy, assigning rooms without regard to race.

v

Voters cast their ballots in favor of $3.6 million in bonds and a 22.5-cent tax. The vote provided funds for purchase of the three clinics and building and operating the hospital.

3 $3.625 million

A gradual phasing out of one hospital at a time and a gradual opening of the new hospital would be cumbersome since it was necessary for the old hospitals to operate all of their services until they closed. It would be essential for the new hospital to provide activity and support for all its departments from the time it opened. The recommendation to move in one day was approved by all four boards of trustees and all three medical staff.

The decision was immediately made known to everyone.

-CEO Thomas Howerton

Wilson Memorial Hospital

The purpose of the re-organization is not to change the accountability of the hospital to Wilson County or to Wilson County Commissioners in providing quality hospital care to all patients, including needy patients in a non-discriminatory basis. The plan is designed to give the trustees greater flexibility to provide the tools to carry out the fundamental mission of the hospital.

-David Connor

Attorney and chair of the hospital board

•Built medical office building •Expanded and relocated emergency room •Opened virtual medical center, wound center and rehabilitation wing.

•Added Linear Accelerator to radiation therapy

Frank Sullivan, staff. He was t to do so.

Charles Branfo American to ch selected for th

November 2000 took Wilson Memorial Hospital and its trademark teal-colored logo to Wilson Medical Center with a vibrant green. The change was intended to rebrand the hospital as a hospital that functioned as a medical center, providing care using a wide range of wellness, prevention and treatment. In 2006, Rick Hudson took over the reins of Wilson Medical Center. His focus was to take the facility to the next level in care - affiliating with other hospitals to provide expanded services in heart and cancer care.

In it Life of 2 Med exce

‘70s

he

Carolina General, Woodard-Herring and Mercy hospitals all consolidated into the new Wilson Memorial Hospital.

, M.D., left, was elected chief of the first African American

Atlantic Christian College:

The hospital phased out its nursing education program. The Wilson School of Nursing accepted its final class of students for the 1970-71 academic year.

•New media center •Medical Records •Expanded ICU •Personal patient service program

...the fact was that Wilson Memorial Hospital remained in the people business. The people it served, and the people providing that service, would change, but the level of concern and the quality of health care would not waiver...

This would be important to the hospital in the early stages of the 1970s as it experienced its first change in administrative leadership.

‘90s

ord was the first African hair the hospital board. He was hat post in 1988.

ts 50th celebration year, Wilson Medical Center and Duke ePoint entered into a partnership to provide care. In the spring 2014, Bill Caldwell assumed the position of CEO at Wilson dical Center. Our mission is to provide quality outcomes and eptional customer service.

v

Duncan McGoogan was a tireless leader. I was always very impressed with him, as I had always been impressed with Tom Howerton. The biggest difference was that Howerton was a builder and an organizer. McGoogan was a leader of the hospital.

-Robert E. “Bobby” Kirkland

Community leader and future board chairman

“If we are concerned about proper medical facilities and the doctor shortage, we must be prepared to pay the cost. A decent society doesn’t leave its sick unattended if it can help it. And in a decent society, it shouldn’t require social medicine to see that everyone who needs medical attention can get it.”

-Lt. Gov. H. Pat Taylor in a speech

during the dedication of a $2.7 million

hospital expansion project.

-Excerpt from a compilation of the hospital’s history written by Russell Rawlings

“(The closing of the clinics) will be the loss of an entity to recruit and keep new physicians in Wilson,” said Lee Clark, M.D. Soon after, the hospital started a physician recruitment program.

v

v

ing our past, celebrating our future

The walking track opened in the 1990s. As Chris Durrer took over the reins of the hospital, many changes were made. They included a focus on the hospital’s image, banning smoking inside and the building of a radiation oncology unit and the start of Silver Service for seniors, which has grown to nearly 1,500 members today. Also in the 1990s, the hospital opened its nursing center, child care center and medical supply company.

The hospital also renovated the cafeteria, emergency department and labor & delivery. Wilson Memorial Foundation was chartered in 1992.

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Monday, July 14, 2014 wilsontimes.com 24

the first day: opening the doors of Wilson Memorial Hospital Gov. Terry Sanford and Congressman L.H. Fountain headlined the Aug. 30, 1964 dedication ceremony of Wilson Memorial Hospital.

Gov. Sanford hailed the $5.2 million project as “a symbol of the cooperation of county, state and federal governments,” noted the next day’s edition of The Wilson Daily Times. Fountain, in the same article, added, “This is one example of cooperative federalism which the vast majority of people have come to approve.”

Both of them were correct, or course, for cooperation had been the cornerstone of this project from the moment all of the parties involved began working together to achieve this goal in the early days of 1960.

But on this hot, humid Sunday afternoon, when the remnants of Tropical Storm Cleo were inflicting damage on the southeastern N.C. town of Laurinburg, Tom Howerton was concerned with cooperation of a different sort. He was at the point of one of the greatest human endeavors the city and county of Wilson had ever witnessed – the transfer of patients from three old hospitals to one new hospital.

It was a massive undertaking for which no amount of planning could anticipate every situation that could and would arise. And cooperation would be essential, not only among hospital staff, but also among patients and their families.

Other key players included local funeral homes, which provided ambulances for the transfer of patients; police and sheriff ’s department personnel assisting with traffic and

security issues; and the local railroad company, which kept its tracks free of freight traffic during the morning of Sept. 1, 1964 when the new hospital opened.

Howerton stated several years later that relocating all of the patients at one time – and in less than four hours – bordered “The opportun it on insanity. Or at least it nearly hospital from y to build a new the ground up was more than I co drove him insane. But he had ul Tom Howerto d resist,” said little choice. The employees n, the hospital ’s first administr who would staff the new hosat neophyte, but or. “I was just a Wilson Memor pital were the same employees would give m ial e a chance to staffing the old hospitals. be in on the planning Howerton died process.”

“A gradual phasing out of in Durham in 2013. one hospital at a time and a gradual opening of the new hospital would be cumbersome,” Howerton stated in a was immediately report to the American College made known to everyone.” on Hospital Administrators, Immediately, and several “since it was necessary for the times thereafter. Howerton old hospitals to operate all of formed a transfer committee their services until they closed. three months prior to the openIt would be essential for the new ing of the hospital. As the final hospital to provide activity and touches – paint, carpet, phones, support for all its departments supplies, equipment, etc. – were from the time it opened. The being addressed, the opening recommendation to move in one date of Sept. 1 was locked in. day was approved by all four Carolina General, Mercy and boards of trustees and all three Woodard-Herring would close medical staffs. The decision their books on Aug. 31 but each

Drs. Malory Pittman, Charles Cubberly and Badie Clark served as the hospital’s first three medical staff presidents.

Government support had indeed been essential, as was the backing of the Duke Endowment.

Local support, in the forms of board leaderships, taxpayer approval and genuine community interest, had been equally important.

Wilson Memorial Hospital stood fresh and new in July 1964, awaiting final touches for its opening two months later.

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would serve breakfast on the morning of Sept. 1. Babies delivered prior to transfer would be posted as admittals – not births – at the new hospital. Elective surgery would not be scheduled the last week of August or the first week of September.

Five days prior to the moving date, all new admissions at the existing hospitals were preadmitted to the new hospital.

Records, medications, linens and equipment were also scheduled for relocation or disposal at the proper time. No stone, it seemed, had been left unturned.

Transfer began on schedule and proceeded smoothly throughout the morning, with minor exceptions. “We did have one patient who was transferred in a pick-up truck,” recalled Mary Belle Langston, a nurse at Mercy Hospital. “And the last patient we transferred, we had to give him a shot in the elevator to calm him down.”

Other notable exceptions included a patient who decided he didn’t want to bother with making the move and went home without telling anyone, and a gravely ill patient who remained behind under private nursing care and died three days later.

The newly assigned staff had been through an extensive orientation process prior to opening day and responded superbly to the new work environment.

“There were very few problems,” said Priscilla Balance, director of nursing. “We had tried to lay the foundation and treat everybody equal. We recognized the loyalties that were there and we expected that. I just tried to be fair – firm but fair.

“We transferred 127 patients, but we also had 250 to 300 (employees who were transferring as well). We asked everyone to list their first, second and third choices, and based our decisions

on longevity.”

The painstaking process obviously paid off, not only on opening day, but also in the years that followed. No “horror stories” made the rounds after the hospital opened, only pleasant anecdotes about how no one remembered to bring the can opener to prepare baby formula, and no one realized how cold the building would be. But these and similar issues were resolved quickly.

“I came on at 11 p.m.,” remembered Sarah Kirby, administrative supervisor of the East Wing. “The building was cold, because we had all this wonderful new modern equipment!

The nurses started calling down and saying that they needed blankets because their patients were cold. All we had at the new hospital were cotton blankets, and we were used to wool.

“I called Miss Balance to tell her about the problem, and she said that she had heard that you could put newspapers on top of the blankets. But I didn’t know where we were going to get newspapers, so finally we put an extra sheet on top of the blankets, and that helped.”

As for the infamous can opener, a short-term solution was found in the form of an orderly’s pocket knife, which was sterilized before being put to emergency use. Subsequently, Howerton made a quick trip to the department store to acquire what seemed to be the only missing piece of equipment in the new hospital.

The final tabulation for construction and outfitting of Wilson Memorial Hospital was $5,221,000, including $4,651,000 for the building. Local funds covered 45 percent of the cost with the remainder underwritten with federal funds made available through the Hill-Bur-

Monday, July 14, 2014 wilsontimes.com 25

ton Act. The 254-bed facility was comprised of six floors.

Looking back, Howerton was pleased with the manner in which opening day had been orchestrated. He could not have foreseen “that the company supplying patient room furniture would go on strike, and that beds were actually being set up on the day patients were being moved.” Nor could he have anticipated a delay in the delivery of the accounting hardware, which resulted in some recording errors on opening day. But the things he and his staff could control, for the most part, went smoothly. And those problems which did arise, he recorded in his report to the American College of Hospital Administrators, “were magnified out of proportion to their importance under stress.

“An intensive orientation program had been taking place in the new hospital for three months prior to the opening,” he

Patient care takes many forms in a hospital. Food & Nutrition Services personnel are responsible for delivering meals to patients’ rooms.

Nurse Shirley Whitley was in charge on opening day. She said Dr. Will Young, above, taught nurses how to interpret monitor strips on the Intensive Care Unit, which opened later in the year.

continued. “It was disturbing to observe that some of the employees who had been exposed to orientation training were not as familiar with the actual physical surroundings as they should have been. When two employees standing at a nursing station were asked the direction to a certain room, one employee pointed to one end of the corridor, the other pointed to the opposite end of the corridor.

“This reaction was typical of the early confusion. It did not take long to overcome this type of confusion.”

“As a new graduate in 1964, I guess the best word to express my feeling on my first day at Wilson Memorial is overwhelmed,” said Nurse Shirley Hayes Whitley. “I was in charge on that day and no amount of orientation could have prepared me for the events that occurred.

The census was supposed to be kept at a minimum, but by the end of the day all 46 beds on the fourth floor were occupied.

“The intensive care unit was not opened until the latter part of 1964, so if a patient’s condition deteriorated, a private duty Continued on page 26

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Continued from page 25 nurse was hired by the family. The first intensive care unit was located on the fifth floor. It was an eight-bed unit consisting of two private rooms and a six-bed ward. There were no standing orders or criteria for use of the one monitor. The doctors, especially Dr. Will Young, taught the nurses how to interpret the monitor strips.”

Whitley recalled that the cafeteria also became crowded in a hurry, thanks in part to convenience, but not entirely.

“The food in the cafeteria was cheaper and employees were given a larger discount when the hospital opened in 1964,” she said. “There were a lot of wonderful cooks, and employees from other businesses would come to eat lunch because not only was it the best food in town, but the cheapest.”

That was great for the day shift, Kirby recalled, but was of little use to those who worked through the night.

“There were no provisions for food

Monday, July 14, 2014 wilsontimes.com 26

at night,” she said. “We had a drink machine, a Nab machine, and a coffee and hot chocolate machine down in the emergency room. Fortunately, Marjorie Spencer’s brother ran Cliff ’s Drive-In, and sometimes he would bring us food when he closed down at two in the morning.”

Others brought food from home, which usually guaranteed they would have something to eat. Usually.

“Alice Adams and I still laugh about the night she took my sandwich and cookie and left money on the corner of my desk,” said Carolyn Whitley of her friend and fellow nurse. “At that time, I worked as the 3-to-11 night relief supervisor. Occasionally sandwiches had been left for sale in the supervisor’s office and payment was on the honor system, but not that night!

“Alice had the sandwich and we both had a laugh that has continued for more than 35 years.”

And Wilson had the hospital it had seemingly waited for just as long.

More than 10,000 patients used Wilson Memorial in the first 12 months.

Births totaled 1,082.

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Monday, July 14, 2014 wilsontimes.com 27

hospital experiences growing pains Wilson Memorial Hospital experienced the usual growing pains of infancy.

The hospital enjoyed a successful opening year - with more than 10,000 patients and 1,082 babies in the first year.

But like any toddler, Wilson Memorial Hospital stumbled, fell and got back up many times.

Just two years into the birth of Wilson Memorial Hospital, administrators applied to qualify for the federal government’s new public assistance programs Medicaid and Medicare. In order to receive Medicare funding, the hospital was required to satisfy the eligibility standards of the Social Security Administration and comply with issues relative

to Title VI of the Civil Rights Act of 1964. On June 28, 1966, the hospital board voted to establish a new policy that assigned rooms without regard to race and abolish an existing policy allowing for assignment or reassignment based on a patient’s wishes. Four days later, Wilson Memorial was notified of its approval to participate in Medicare.

In the next year, Wilson Memorial would face the issue of minimum wage, which included minimum salaries, overtime and across-the-board salary increases. The end result was higher room rates for patients and a larger budget for the hospital.

Though the hospital was still young, the healthcare needs of

the community continued to grow. Wilson Memorial again faced issues in 1968 similar to those faced in 1964 - specifically, funding to expand the hospital and build a mental health center project at a cost of $2.29 million. Eventually, sensing a lack of local support for a bond issue, the hospital board decided not to seek $365,633 in bonds, but rather to underwrite the entire $965,633 of local funding required. Early in 1969, plans for the expansion included the addition of 80 acute care beds rather than long-term care beds, which was pivotal in getting approval from the Medical Care Commission.

Within the community, perhaps

one of the biggest issues was the deteriorating relationship between the hospital and the Wilson County Rescue Squad.

The all-volunteer squad was highly visible and well regarded in the community. In a public meeting, Rescue Squad leaders voiced their concerns and announced December 1, 1968, as the last day they would provide service. Eventually, the hospital board removed itself from the controversy, and the county commission negotiated directly with the Rescue Squad for full-time ambulance services.

As 1969 rolled in and the board experienced challenges in composition, members would face even more challenges.

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the modern hospital evolves Wilson Memorial Hospital was, in many ways, a child of the 1960s. It emerged from this historically significant decade with a greater sense of its expanding role in the community and faced greater pressures as it evolved from a hometown hospital into a modern medical center. It was, therefore, not terribly unlike the young men and women of this era who quickly found change coming their way at an accelerating pace. Change came in many forms, at times as expected, at times unannounced. Costs were rising, competition was increasing and the traditional delivery systems of all goods and services, including healthcare, were changing rapidly. Perhaps the

greatest change of all was the fact that change slowly began to define itself as a constant feature of life and work that could not be denied. Or controlled.

The common denominator in this seemingly unpredictable, uncertain process was that Wilson Memorial Hospital remained in the people business. The people it served and the people providing that service would change.

But the level of concern and the quality of healthcare would not waiver, no matter who was on the receiving end or who was delivering the care.

The year 1970 was still a baby when Wilson Memorial Hospital dealt with its first change. Tom Howerton, the administrator

who helped build and organize the new hospital, resigned effective June 1. Duncan McGoogan took over Howerton’s place behind the desk exactly two weeks later. During his years at Wilson Memorial, McGoogan would face many changes, among them the closing of the nursing school, the passing of authority over the new mental health center, computerization of clerical procedures, the shortage of beds, the start and completion of building projects and the rotation from the board of the remaining charter members.

Community leader and future board chair Robert E. “Bobby” Kirkland said McGoogan was just the right person to guide the

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hospital through these hectic times. “Duncan McGoogan was a tireless leader…McGoogan was a leader of the hospital.”

Recognizing the move toward growth at the hospital, its leadership decided in the 1970s to bring in outside consultants to address short- and long-term goals. The survey revealed significant increases in the use of the emergency room, laboratory services and radiology procedures.

It addressed the growing space needs of several departments, including medical records, housekeeping, maintenance and engineering and central sterile supply. Public areas were deemed poorly located in light of

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new recent traffic patterns that accompanied a recent expansion project. Of note as long-range ideas that evolved into reality were a child care center, a chapel and a full-time chaplain, the relocation of the coffee shop and an expanded cafeteria. The survey also discussed how the new medical school at East Carolina University might affect the hospital.

The 1970s brought with it a new hospital wing, the latest effort to deal with the increasing demands on the emergency room. The new wing raised the number of beds from 254 to 334, plus 32 beds in the nursery. It was a new chapter for the hospital.

McGoogan’s first building project was an addition that included a media center, meeting rooms and a records department.

The hospital added on the south wing in 1977. A survey from outside consultants revealed significant increases in the use of the emergency department, laboratory services and radiology procedures.

Monday, July 14, 2014 wilsontimes.com 29

Special Care Unit, which opened in 1978, clearly signaled the hospital’s transformation into a modern medical center. The expanded ICU was a focal point for the hospital. It was the largest expansion undertaken during McGoogan’s tenure as administrator, and the most technologically sophisticated project the hospital had ever considered.

The hospital also moved forward with an emphasis on better service through the establishment of its Personal Patient Service Program, which was, in many ways, a precursor to the Patient’s Bill of Rights that came about four years later.

McGoogan’s efforts in moving the hospital forward during these difficult times earned him the respect and praise of his colleagues and board members.

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restructured and redefined The 1980s is best known as the decade of the “Me” generation. But for Wilson Memorial Hospital, the “Generation of Change” is more appropriate.

Wilson Memorial Hospital started out the ‘80s with a change in leadership. The hospital’s administrator Duncan McGoogan resigned his post Sept. 15, 1981. And the hospital started immediately to find his replacement – Wilson Memorial Hospital’s third since its opening – by hiring an executive search consultant.

The board eventually agreed to offer the spot to Charles Setliffe, the administrator at Saints Mary and Elizabeth Hospital in Louisville, Ky. He had never served at a public hospi-

tal. “That was one of the things that attracted me to Wilson,” Setliffe said. “I was at the point

son Memorial Hospital, Setliffe would face numerous financial issues, which were brought

The hospital re-organization also included the creation of Wilson Memorial Foundation. In its infancy, the goal of the Foundation was to build its endowment.

Over the years, the Foundation’s mission has grown to more closely mirror its original purpose: to act as the fundraising arm of the hospital to improve patient care through service and technology development.

The Foundation has raised nearly $16 million since its beginning. in my career where it was a challenge and an opportunity that was very appealing.”

As he began his tenure at Wil-

on by several local, state and national changes in healthcare, including a “shrinking service area,” the implementation

of diagnostic-related groups (DRGs) and the resulting cutbacks in Medicare and Medicaid reimbursements. Setliffe told trustees in 1982 that the hospital would have to increase revenue and decrease spending.

Neither was popular since both meant increasing rates, laying off staff, eliminating positions and freezing salaries. Trustees and administrators pulled the hospital up by the bootstraps, though, and did what had to be done in order to change the hospital’s bottom line from red to black. Also in 1982, trustees realized the growing demands on their members and expanded from nine to 11. As the hospital reached 1984 – its 20th birthday – administrators and other

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employees deserved the celebration that took place.

But more challenges were ahead for Wilson Memorial Hospital.

The healthcare climate in Wilson was about to make a drastic change. Wilson Clinic had recently settled a lawsuit with two doctors who left to establish their own practices in the area.

The move marked a noteworthy change in the composition of the local medical community.

Except for a few satellite clinics in nearby towns and a few private practices in the city and county, Wilson and Carolina clinics dominated the medical landscape. The vast majority of the area’s doctors maintained practices at these two clinics, and practically all of the patients staying at Wilson Memorial were under the care of a doctor from one of the two. But that was about to change.

In late 1984, Wilson Clinic announced plans to build an outpatient surgery center, competing with Wilson Memorial which had announced plans for its own outpatient surgery unit in June 1984. About one year later, the clinics started talking publicly about a merger.

In addition to changes and expansion at the clinics, Wilson Memorial Hospital continued to deal with financial issues.

DRGs resulted in a drop in the daily patient census and the hospital was forced to reduce its staff by 119 employees in April 1984. All the hard work paid off. And by the end of 1984, the hospital budget was in the black.

Also, the Division of Health and Human Services upgraded the hospital from a rural hospital to a rural-referral center – a designation that was worth $1.4 million in additional funding and a morale boost to hospital staff.

Monday, July 14, 2014 wilsontimes.com 31

The greatest change under considering in the ‘80s was a proposal to transfer ownership of the hospital from the county to a not-for-profit corporation.

Wilson Memorial’s argument was simple: if it were going to be forced to compete with for-profit entities that could set prices and conduct neThese charter members gathered in 1989 to celebrate the hospital’s 25 year. Also that year, leaders saw gotiations in to fruition the re-organization of the hospital. The re-organization transitioned Wilson Memorial from a private, then county-owned facility to a privately held, not -for-profit hospital. the hospital Connor in presenting the Wilson Medical Corp. to overneeded to acproposal.

He said the purpose see for-profit ventures and the quire the leverage and flexibilof the reorganization was Wilson Memorial Foundation to ity to do likewise. The proposal designed to give the trustees develop fundraising initiatives called for the county board’s greater flexibility to allow them and memorial opportunities for continued significant presence to carry out the fundamental ongoing hospital expenses. The in the hospital’s governance mission of the hospital. boards for the holding company structure and hospital board County commissioners voted and the hospital were identical. meetings would remain public 6-1 in favor of the proposal.

In Now six trustees would serve and subject to the Open Meet1987, the plan was completed from Wilson Township, four ings Law. and submitted to the IRS for from the county and one doctor.

In 1986, trustees launched a approval.

The plan included Other changes were taking full-scale effort to reorganize. A charters and by-laws for the place.

The hospital started ex1983 amendment to the Hosparent company and the hospanding services and space and pital Licensing Act allowed for pital, while also establishing was looking ahead to the next the transfer of titles by counTriangle East Health Care Corp. century. ties to non-profit organizations. to operate non-profit entities, Wilson Memorial proposed to county commissioners in May to set up Wilson Memorial Holding Company as the parent company for Wilson Memorial Hospital Inc., and other potential holdings.

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framing the future of Wilson Medical Center Wilson Memorial’s greatest challenge of the 1990s, most would agree, was dealing with the collapse of the clinics. The implications for Wilson Memorial were enormous. After all, the hospital had evolved from clinic forerunners Woodard-Herring, Carolina General and Mercy hospitals. The demise of the clinics would permanently alter the local healthcare picture and certainly change the manner in which Wilson Memorial conducted business.

Business, incidentally, was being conducted at the highest level as the 1990s unfolded. An expansion project ultimately costing $45 million was about to get off the ground. The $53.6 million bond package was also

Among those attending the dedication of Triangle East Nursing Care Center were CEO Chris Durrer, far left, and Administrator Doug Shuman, second from left, and Donna Priest, the center’s first director of nursing.

used to refinance existing hospital debt including construction costs of the new emergency room, nursing home and child

care center. The expansion project, which created the look of the present-day Wilson Medical Center, included renovation of all

the patient rooms in the original main six-story tower; the establishment of a third hospital entrance between the annex (former nursing school building) and the auditorium; and a straight-line entrance into the hospital and its parking areas.

While expansion plans were coming together, Wilson Memorial received a go-ahead from the state to build its long-anticipated nursing home, to be called Triangle East Nursing Care Center.

Approval came in the form of a Certificate of Need for 60 nursing home beds. Twenty homefor-the-aged beds, which did not require state approval, would also be offered in the new facility being built behind the hospital.

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est at the hospital during this juncture involved a change in administrative leadership. Charles Setliffe decided for health reasons to leave Wilson Memorial.

His resignation was announced in executive session at the June 1990 board meeting, at which time Chris Durrer was named his successor.

On Sept. 1, 1992, the clinics voted to dissolve. The key question, as Drs. Huitt Mattox and Lee Clark suggested, was the matter of physician recruitment and retention. Who was going to take over the responsibility of bringing new doctors to Wilson, and keeping them here? The obvious answer was Wilson Memorial Hospital.

The implementation of a physician recruitment program was a significant step for the hospital.

The addition of the hospital’s first physician services manager (Lynn Ethridge) meshed with the

Monday, July 14, 2014 wilsontimes.com 33 Teachers like Jennifer Webb Moore, left, have been caring for children in the community since The Growing Tree was built in the 1990s. Also opening in that time period were Wilson Medical Supply, the outpatient center, the emergency room and walking track. Leaders also unveiled the new main entrance and lobby, as well as the new gift shop, cafeteria and chapel. The children pictured are Daniel Kersey, Joe’isha Riggins and Julianne Howard.

appointment of Nora Finch as the Total Quality Management (TQM) coordinator and Libby Baskervill as the first volunteer

services coordinator. Durrer also began devoting more attention to public relations and enhancement of the hospital’s image in

the community.

Beginning with his appointment to the board of trustees in 1986, followed by his tenure as chair and ultimately as the driving force behind the Wilson Memorial Foundation, Bob Frantz was an active witness in the hospital’s evolution.

“When David Connor appointed me to finish T. Bott’s term, the hospital was going through the process of getting the county Continued on page 34

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Continued from page 33 to deed us the property,” said Frantz. “This gave the hospital the autonomy and the flexibility to do what it needed to do. I think it was at that point that the hospital was ready to become a medical center. We even talked about changing the name at that time.”

Frantz was intimately involved in one of the most challenging yet exciting periods of the hospital’s history, including the formal dedication of the $45 million expansion and renovation project on May 15, 1994. Coinciding the 30th year of the hospital’s opening, the dedication ceremony was actually the culmination of a number of openings and reopenings that began two years earlier. The Triangle East Nursing Care Center, the Growing Tree employee childcare facil-

Monday, July 14, 2014 wilsontimes.com 34

ity and Wilson and new milleMedical Supply nium, Wilson Memorial also opened in 1992, incorporated as did the new outpatient center the plans and and emergency programs it room. The would need popular walking to remain track in front of current. The Bob Frantz, left, and Averette Lamm the hospital also served on the hospital board in the hospital 1990s - as the hospital was growing into continued opened at this the current medical center. time. adding layers to its existA year later, ing services the hospital was and continready to unveil ued aiming higher in its quest the new main entrance and to keep pace with challenging, lobby, accompanied by the new changing times. The hospital gift shop, cafeteria and chapel. matched emerging markets with The new labor and delivery centhe needs of the community ter, The Birth Place, opened in and addressed emerging trends September 1993. in the healthcare industry with Providing modern facilities, carefully developed strategies. however, was only part of the And everything that was put in equation for success. From the place at the hospital was undermid-1990s into the new century

scored with a commitment to quality and accountability.

“But one of the great things about competition is that it breeds better health care,” former board chair Averette Lamm said. “Obviously we had to recruit new physicians and add new equipment to remain competitive. That’s what competition does – it makes you get up or get out.”

Up was the direction Wilson Memorial chose.

“We built the medical staff up to around 100,” said Durrer. “The clinics had been so strong with their built-in recruiting process.

They brought in highly skilled, well-trained doctors, which was good for the patients and good for the medical community.”

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Monday, July 14, 2014 wilsontimes.com 35

from Wilson Memorial Hospital to Wilson Medical Center Oct. 1, 2000, the corporate identity of Wilson Memorial Hospital ceased to exist. The hospital, the holding company and all but one of its subsidiary operations (The Growing Tree) underwent a name change. Wilson Memorial had not outlived its original name, it had simply outgrown it.

A new name would better encompass all of the components, connecting the core to its surrounding layers.

WilMed became the corporate identifier and was part of the name of every entity, except Wilson Medical Center.

“We have to be willing to make choices,” said Randolph Sessoms, retired superintendent of the Wilson County Schools who later became chair of the Wilson Medical Center Board of Trustees, in assessing how the name change and the strategic plan meshed with the hospital’s mission.

“All hospitals face tremendous

challenges in the financial arena, and that is an area that we have to be concerned with. Relationships between administrators and physicians are extremely important to hospitals, and I am pleased to say that I have seen great cooperation between our administration and physicians.

“Improving and enhancing services for our patients will always be our top priority.”

Growth and change defined Wilson Medical Center after November 2000.

The hospital broke ground in early 2004 on a 32,400 square foot shell to create the Medical Office Building across the street from the hospital. The goal, leaders said, was to create more physician office space for the community’s medical providers.

A few months later in 2004, hospital leaders broke ground on a new emergency department at a cost of $6.3 million. The new ED more than doubled the emergency space and provided

an area, called Express Care, to provide care to non-emergency cases.

In August 2005, CEO Chris Durrer resigned his post. In March 2006, members of the Board of Trustees announced the hiring of Rick Hudson.

Within a year or so, the hospital was a flurry of activity - opening a Virtual Medical Center to train new nurses, a Wound Healing Center to care for people with hard-to-heal wounds, specialty clinics with hospital-employed physicians and beginning affiliations with WakeMed for heart care and UNC for cancer

care.

Leadership started looking in 2007 at building a new patient tower and updating other areas of the existing building. The recession that started that year nationwide, and upcoming changes in healthcare reimbursements, derailed those plans, however.

In January 2008, the hospital closed its inpatient mental health unit, called New Foundations, and made all grounds tobacco free.

As part of a patient safety initiative, the hospital required Continued on page 37

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Continued from page 35 that staff and other healthcare providers in the hospital receive flu shots.

Also in response to patient care needs, heart services expanded to include interventional cardiology, a linear accelerator to deliver radiation for cancer and other patients and the MAKO robotic arm for hip and knee

Monday, July 14, 2014 wilsontimes.com 37

replacement patients.

WilMed Healthcare Foundation led a capital campaign to provide rehabilitative services to the community. The ribbon cutting for the 10,000 square foot center was January 2011.

And now we’re back at the point we started - a full circle of commitment.

In March 2014, Duke LifePoint

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The partnership was in response to changing governmental regulations in healthcare.

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Digital mammography, linear accelerator and an expanded operating room suite, from left. Wilson Medical Center has expanded and improved its technology, services and facilities in order to meet the needs of the community.

Monday, July 14, 2014 wilsontimes.com 38

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Wilson Medical Center presented the WilMed Physician Leadership Award posthumously to Edward “Ed” Thorne, M.D., a pediatrician in Wilson. Dr. Thorne was most often remembered for his house calls, caring for those in need and wearing shorts, even in the coldest weather.

Dr. Margaret C. Metts and staff of Wilson Radiation Oncology Associates congratulates Wilson Medical Center on 50 Years of Innovative Treatment and Passionate Care

Monday, July 14, 2014 wilsontimes.com 39

Wilson Medical Center worked in partnership with the community to bring the Virtual Medical Center, top, and interventional cardiology, right, to Wilson. Above right, the wound center is now using hyperbaric chambers to treat people with hard to heal wounds in the community.

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‘Nursing means everything to me’ Myra Watson: living a legacy of caring and compassion for the Wilson community

Nanette Faucette came back home - to the Rock Ridge community - in May for her 45th class reunion. She ended up taking Myra Watson back nearly 50 years.

“You are the reason I became a nurse,” she told Myra.

“Nursing gave me a purpose every day,” Myra says. “I saw it as a symbol of something I could be. I saw nursing as a way of making a difference. I just never realized I’d made a difference for the girls in my own family.”

As a child, Myra saw opportunities for herself everywhere.

She could join a missionary group or the women’s air corps.

Or she could train as a nurse or a cowgirl.

“I didn’t figure there was much of a future in being a cowgirl,” Myra says, smiling. “And when I was 7 or 8, I took care of my aunt who’d just had a stroke. I even had a nurse’s uniform. I think I knew then nursing was the right profession for me.”

She enrolled in college prep courses in high school - chemistry, microbiology, trigonometry and Algebra 1 and 2.

Then she entered nursing school - first at the James Walker

Myra Watson knew nursing was the profession for her after taking care of her aunt after she suffered a stroke right. Today, Myra has been at Wilson Medical Center for nearly 50 years as a nurse - in the operating room since 1969. Nursing was her biggest dream. Her message to new nurses: Be sure you want to be in nursing because you need to be a people person. Be open minded and try to learn something every day.

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School of Nursing - then in Wilson. She says her time at the Wilson School of Nursing and at the hospital are moments she’ll always cherish.

“Myra Maxwell - she was the director of the nursing school, was tough,” Myra says. “If you wanted to get married while you were in nursing school, she had to approve the guy.

“She met with him and you weren’t in there either. My husband Eugene met with her and I don’t know what they talked about. But she OKd him.” (Eugene and Myra had two sons Bennett and Richard - and lived in Rock Ridge until his death in December 2008.)

“Ms. Maxwell said we had to live within 12 miles of the nursing school, too,” Myra says. “I lived 11 and a half miles away.”

After graduation, Myra started working at Wilson Memorial Hospital.

“It was total bedside care,” Myra says. “We had to chart and do blood work - everything.

“When I first started, I went home every night crying because I had to stick my patients more than once. I don’t do that anymore. People in church don’t want to shake my hands because I’m looking to see what kinds of veins they have. Yes, I do look.

Yours are good.

“Sometimes I tell people, ‘God

Monday, July 14, 2014 wilsontimes.com 41

said vein and you thought he said rain and you went running for cover,’” “You have to gauge your approach to a patient, depending on the kind of patient. It’s a forever challenge. Each day has its own pathway and you have to go with the path that’s in front of you.”

In her career, Myra’s walked down many different paths.

“We took care of all kinds of patients. We took care of a 5- or 6-year-old girl who was burned in a house fire and was in the hospital for a year. We had a man who hadn’t taken off his long johns for Myra Watson graduated from the nursing school at Wilson Memorial Hospital in 1966. The seven months. I finally Wilson School of Nursing was located on the southeast corner of the hospital’s campus. The anconvinced him we had nex is now used for office space. Myra is third from the left on the front row of graduates. Also nurses at the hospital are Jackie Minton, fourth from the left on the front, and Janice Ellis, far to do it to take care of right on the front. Jackie was valedictorian of the nursing class. him. But it took some skin off. I’ve seen says. “This means the world to “I knew what direction to head Dr. (Roger) Thurman stick his me...” Myra’s eyes tear and her in to help the patient in the OR,” gloved finger in a man’s wound bottom lip and chin quiver. “...

Myra says. “We knew each othafter the guy was stabbed. more than anything in my life. er’s crap. We knew the doctors’ “We used thread until it was I’ve fulfilled my biggest dream in needs during a procedure. too short and you couldn’t thread life. This has been a wonderful “It was a controlled environa needle with it.” journey. It really has. A wonderment to me. Being an OR nurse Though all of those experiencgave me purpose: I’m helping ful, wonderful journey.” es were valuable, Myra says, she the patient. felt most at home in the operat“I get the most joy out of coming room. ing here. I always have,” she

Wishing

Wilson Medical Center HEATING & COOLING

Since 1965

a

Happy Birthday

“Celebrating 50 Great Years”

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Monday, July 14, 2014 wilsontimes.com 42

WMC awards first-place winners in coloring contest William Bowman, Hatten Gore and Carlos Toribin won first place in Wilson Medical Center’s 50th birthday celebration coloring contest. They received their certificates in the K-1st, 2nd/3rd and 4th/5th grade divisions respectively in June.

Other winners follow: K-1st Seth Phillips, second Jacob Gregory, third 2nd/3rd Alexa Abonza, second Evan Barnhill, third 4th/5th Jan’heem Chapman, second Silas Wood, third Marketing & Development Director Lisa Briley presented the children’s certificates and CEO Bill Caldwell posed for photos with the winners.

“Our goal was to involve the entire community in our 50th celebration,” Caldwell says.

“We appreciate support from the teachers, parents and the children for participating in this event.”

First place winners from top, William Bowman, Carlos Toribin and Hatten Gore.

With CEO Bill Caldwell , ba Gore, Alexa Abonza, Ev ck left, are Silas Wood, Carlos Toribin and Jan’heem Chapman. Fro an Barnhill and Jacob Gregory. nt row from left are Ha tten

Happy 50th Birthday Wilson Medical Center

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Proud to be a part of the community!

Choose Well. Choose Wilson.

The staff at Wilson Medical Center is committed to always providing excellent care to the community.

Accredited by The Joint Commission, Wilson Medical Center boasts a Joint Replacement Center, an accredited cancer program, extensive Cardiology Services, and private rooms in our WilMed Nursing Care & Rehabilitation Center. We also offer the community a childcare center, and Home Care and Hospice. Our nearly 100 physicians serve on the hospital’s medical staff and represent nearly 25 specialties.

Choose Well. Choose Wilson.

www.wilmed.org

Wilson Medical Center services also include: • 24-hour Emergency Department • CardioPulmonary Rehab • CardioVascular Services • Care Coordination • Eastern Carolina Joint Replacement Center • Gastroenterology/Endoscopy • Hospice/Home Care • ICU • Laboratory Services • New Hope Primary Care • Occupational Health & Wellness • Outpatient Imaging Center

• Palliative Care • Pastoral Care • Pulmonary Associates of Wilson • Radiology Services • Same Day Surgery • Speech, Physical and Occupational Therapies • The Growing Tree • Therapeutic Treatment • Volunteer Services • Wellness • WilMed Nursing Care & Rehabilitation Center

1705 Tarboro Street SW | Wilson, NC 27893-3428

• WilMed Sleep Center • Wilson ENT & Sinus Center • Wilson Gastroenterology • Wilson Neurology • Wilson Radiation Oncology • Wilson Wound Healing Center • Women’s & Children’s Services

To learn more about Wilson Medical Center, please call 252-399-8040 or visit our website at www.wilmed.org.

We’re looking forward to another We’re looking forward to another

years years

of caring for you. of caring for you.