Arkansas Hospitals, Summer 2022 by Arkansas Hospital Association

Summer 2022

Hospital Week Celebrations

Statistics Edition 2022

Our Promise:

Unprecedented Child Health. Defined and Delivered. Arkansas Children’s is the state’s only health system built just for kids. By working within the communities we serve, it’s our mission to make children better today and healthier tomorrow. We are Champions for Children where they live, learn and play.

#championsforchildren | archildrens.org | 501-430-3142

ARKANSAS HOSPITALS | SUMMER 2022 1

2 SUMMER 2022 | ARKANSAS HOSPITALS

FEATURES

STAYING POWER

12 Supporting Caregivers 16 Hospital Week 2022 42 Help Patients Keep Medicaid! 44 Givens Joins ACHE Board of Governors 48 Leading Volunteers through a Pandemic

ARKANSAS

HOSPITALS Arkansas Hospitals is published by The Arkansas Hospital Association

419 Natural Resources Drive | Little Rock, AR 72205

SPECIAL SECTION

23 AHA Guide to Hospital Statistics

IN EVERY ISSUE

5 President’s Message 7 Editor’s Letter 8 Hospital Newsmakers 10 Event Calendar 54 Leadership Profile: Eric Pianalto 58 New Endorsed Vendors: AHA Services 60 Coach’s Playbook 64 Where We Stand

To advertise, please contact Brooke Wallace magazine@arkhospitals.org Ashley Warren, Editor in Chief

Nancy Robertson, Senior Editor & Contributing Writer Katie Hassell, Graphic Designer

Roland R. Gladden, Advertising Traffic Manager

BOARD OF DIRECTORS

Ron Peterson, Mountain Home / Chairman

Larry Shackelford, Fayetteville / Chairman-Elect Peggy Abbott, Camden / Treasurer

Chris Barber, Jonesboro / Past-Chairman

Ryan Gehrig, Fort Smith / Director, At-Large Greg Crain, Little Rock

Barry Davis, Paragould Carol Evans, Harrison

Phil Gilmore, Crossett

James Magee, Piggott

Johnny McJunkins, Nashville Gary Paxson, Batesville

Brian Thomas, Pine Bluff Debra Wright, Nashville

EXECUTIVE TEAM

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

Summer 2022

DISTRIBUTION: Arkansas Hospitals is distributed quarterly to hospital executives, managers and trustees throughout the United States; to physicians, state legislators, the congressional delegation, and other friends of the hospitals of Arkansas. Arkansas Hospitals is produced quarterly by Central Arkansas Media. Periodicals postage paid at Little Rock, AR and additional mailing offices. The contents of Arkansas Hospitals are copyrighted, and material contained herein may not be copied or reproduced in any manner without the written permission of the Arkansas Hospital Association. Articles in Arkansas Hospitals should not be considered specific advice, as individual circumstances vary. Products and services advertised in the magazine are not necessarily endorsed by the Arkansas Hospital Association. To advertise, email magazine@arkhospitals.org.

ARKANSAS HOSPITALS | SUMMER 2022 3

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Experts in Medical Leasing & Facilities Management 4 SUMMER 2022 | ARKANSAS HOSPITALS

JASON PARKER Vice President Medical Office Specialist

LORI ADCOCK-MCGHEE EVP, Asset Services Facilities Management Expert

RYAN GIBSON Vice President Medical Office Specialist

PRESIDENT’S MESSAGE

One Voice

ospital staffing shortages are not new. They can challenge a hospital of any size, anywhere, at any time. But, since the onset of the pandemic in 2020, staffing has become a chief concern at most hospitals in the U.S. That is certainly true for our members. To probe further into the root causes and possible solutions, we're including in this issue a workforce message from the leaders of the American Hospital Association. At the crux of our hospitals' staffing shortages is the devastating financial situation so many facilities are facing. A recent report from the national association highlights the significant increases the cost of labor, drugs, supplies, and equipment – the impact of which is compounded by an economywide inflation which is at a 40-year high. Here are some key findings from that report: • Labor expenses, which generally account for more than 50% of hospitals’ total expenses, increased 19% per patient through 2021 compared to 2019. • Average hospital drug expenses in 2021 were 37% higher per patient compared to 2019. • Medical supply expenses jumped by 21% per patient through the end of 2021 compared to prepandemic levels. Many of these rising expenses can be attributed to the COVID pandemic, but there has been no federal assistance throughout the Delta and Omicron surges to help offset costs. Our hospitals are shouldering the burden alone.

We are working closely with the American Hospital Association and with our legislators to advocate for relief and change. Right now, on hospitals’ behalf, advocates are urging Congress to: • Reverse harmful Medicare cuts that resumed in April and will increase on July 1. • Provide additional funding to address lost revenues and increased expenses brought on by the Delta and Omicron surges. • Extend or make permanent waivers that have improved our hospitals’ ability to care for patients. For those of us who know what hospitals mean to our communities, to our economy, and to our health, these harsh realities can be difficult to hear. But staying informed is essential to being an effective advocate. Our members of Congress will be coming home more frequently in the

coming months as they campaign in their districts prior to November’s election. I urge you to meet with them in person, and please let them know how your hospital is affected by the rises in labor, drug, and supply prices. Tell them that we must act now – that hospitals need continuing assistance from Congress to keep afloat. I'm asking every hospital employee and volunteer in our state to take the initiative to make these contacts this fall. Thanks in advance for your conversations with our elected leaders. Also helpful, as you visit with the congressional delegation or locally elected officials, are the statistics offered in our annual Guide to Hospital Statistics. In this section, you’ll find helpful financial information and details about Arkansas hospitals and the services they provide. We offer this reference as a special member bonus, and we hope you find it useful. It is important to remember that it's people who make hospitals work. We never want to forget to recognize all of you for your daily contributions. Even in the midst of financial difficulties, you do not waver from your mission to provide quality care. We recently celebrated National Hospital Week, and we’re glad to share photos and stories of how some of our member organizations honored their workers during this special week in May. There are many unknowns ahead, and there are tough challenges we’re all facing together today. Please know that the AHA is working with you and for you as we meet each challenge as it comes. Thank you for all you do!

Bo Ryall

President and CEO Arkansas Hospital Association

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EDITOR’S LETTER

Team Spirit

or my 10-year-old son, Abel, life equals baseball. Not just a little baseball – a lot of baseball. He plays league baseball and travel baseball, he watches baseball on TV, he rereads and rearranges his baseball cards and takes them in and out of their plastic sleeves, he attends baseball camp, and he probably even dreams about baseball. So, as spring becomes summer, it sometimes feels like my life, too, revolves around “America’s favorite pastime.” My fellow baseball parents, past and present, who are reading this will know exactly what I mean: It can quickly become your family’s organizing principle. As a kid, I never played team sports. When it came to physical activity, my onlychild temperament was better suited to swimming, tennis, or roller skating. Truth be told, I was a little nerdy, a lot clumsy, and always reluctant to subject myself to the gritty, get-up-and-try-again style of vulnerability that’s required to play sports well. As I watch Abel and his baseball teams practice, play, win, and lose, I’m really witnessing for the first time the evolution of a team, in the truest sense of the word. This is particularly true for his travel team. There’s a special alchemy to the experience of traveling from town to town to face off with rivals, week after week; it bonds them like nothing else could bond a pack of sweet, silly, distractable, and rowdy boys. Of course, it’s not all happiness and hot dogs at the ballpark; they oscillate through emotions from one inning to the next – joy (“I tagged him out!”), disappointment (“I struck out.”), disbelief (“Can you believe

this ump?!”), and so on and so on. And, yes, practicing the management of emotions and learning about life’s ups and downs is healthy for their young psyches, but the key is: They do it all together. On the field, they work as one, and off the field, they celebrate or grieve as one. It’s clear to me that they are making each other better ballplayers and better people. They play harder because they know their teammates are depending on them. When one of them is in a slump, they back him up, cheer him on, pat his back. And when one of them hits a home run, they all rush out of the dugout, jumping, screaming, and clapping his helmet. They have gone from playing (sort of poorly, if I’m being honest) as a bunch of individuals to working together as a team. And how, you may ask, does this relate to health care in Arkansas? The truth is, in our field of health care, our day-to-day experiences (and those of the patients we

care for) are likewise all about our teams and how well we work together. In this issue, we hear from Robyn Begley, CNO of the American Hospital Association, about the causes and impact of staffing shortages on hospitals, as well as some possible solutions for each facility to explore. We also hear from hospitals throughout the state about how they celebrated Hospital Week 2022, and they have shared photos of the fun! Another special highlight this quarter is a Q&A with Michael Givens, Administrator of St. Bernards Medical Center who has been elected to the ACHE Board of Governors – an exciting honor to be bestowed on a member of our statewide “team” of hospital professionals. We’ve also included your annual Guide to Hospital Statistics (no, not baseball statistics), as we do in each summer issue, which can help inform your education and advocacy efforts on the part of the Arkansas hospital community. Each one of these resources demonstrates teamwork as the essence of health care. A win or a loss in baseball does not have life-or-death consequences. And bad days look very different for health care workers than they do for a youth sports team. But as hospitals face the devastating reality of workforce challenges, financial strain, and increased rates of workplace violence, we are reminded every day of the importance of the team. Challenges will always be with us. Pushing against one another doesn’t bring success for us personally, for our patients, or for our work in health care. But pulling together, growing every day as a team, helps each of us and all of us.

Ashley Warren Editor in Chief

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HOSPITAL NEWSMAKERS This spring, the Arkansas Hospital Association’s AHA Analytics discharge data program launched its new Advantage Optics website. Built using Tableau, the new platform allows for highly intuitive, interactive, and visually compelling analysis and data manipulation. Strategic planning reports, called Market Optics, have been available to users since March and allow comparison of utilization and market share trends across hospitals. Care Optics quality reports on topics including readmissions and AHRQ quality measures were launched in June. Contact AHA for more information on how to take advantage of these new tools. Brett Kinman, MS Health/Health Care Administration/ Management, is the new CEO at Magnolia Regional Medical Center. Most recently he served as Administrator at CHRISTUS St. Michael Hospital in Atlanta. Arkansas Children’s Hospital was awarded redesignation as a Magnet hospital this spring. Only 8% of U.S. health care organizations earn Magnet designation, widely considered the highest international credential for professional nursing practice and a hallmark of excellence in clinical care. Magnet status is awarded by the American Nurses Credentialing Center, and it represents organizations’ outstanding health care cultures built on empowerment of teams and dedication to patient safety. May 22 marked the first-ever joint exercise for the state’s four 20-bed mobile hospitals, held at the Expo and Event Center in Conway. More than 130 hospital staff, readiness and response coordinators, nursing home representatives, and staff members from the Arkansas Department of Health and the AHA were on hand. The mobile hospitals are housed in four areas of the state – Southeast, Metro, Northeast, and Northwest – and can be readily deployed following a disaster.

Ray Montgomery is serving as Interim CEO at Unity Health. He previously retired as the system’s CEO and will serve as interim during the system’s CEO search. Michael Dorsey recently retired from Johnson Regional Medical Center in Clarksville. Jay Quebedeaux is the new CEO for Baptist Health Medical Centers in Arkadelphia and Hot Spring County. Previously, he was CEO at Mena Regional Health System. Robert Rupp is the new CEO at Mena Regional Health System. Previously, he served as CEO at hospitals in Oklahoma and Arkansas, including the Medical Center of South Arkansas. The American Hospital Association has a new guide for rural hospitals. Titled Strategies for Rural Health Leaders’ Success in a Post-COVID World, the guide is available free of charge to all members of the AmHA. CHI St. Vincent recently appointed Angie Longing, MHSM, BSN, RN, NE-BC, as the health system’s new Chief Nurse Executive. Serving the CHI system in various capacities since 1994, Longing will now lead the coordination of excellence in nursing practice across the CHI St. Vincent system. Unity Health-White County Medical Center is the first hospital in Arkansas to launch the NaloxHome program. Administered by the Arkansas Center for Health Improvement, Arkansas Drug Director Kirk Lane, and the Arkansas Department of Human Services, NaloxHome makes it possible for hospital physicians to send the overdose reversal drug naloxone home with families of patients at risk for overdose. The goal is to have naloxone available immediately in case a patient overdoses, reducing overdose deaths, which are on the rise.

More than 130 hospital staff, readiness and response coordinators, and others participated in this spring's joint exercise for the state's four mobile hospitals. The event was held in Conway. 8 SUMMER 2022 | ARKANSAS HOSPITALS

PLAN NOW to JOIN US Arkansas Hospital Association 2022 Annual Meeting Hot Springs Convention Center November 9-10, 2022

2 days only!

COVID Precautions in Place

(No Trade Show Due to COVID Distancing Requirements)

Leadership Workshop Speaker Thomas Atchison Employee Engagement: A Guide to Rediscovering Purpose and Meaning in Healthcare 4.75 Continuing Education Hours Applied for:

• ACHE Qualified Education Hours • Certified Professional Healthcare Quality Hours • Compliance Hours • Nursing Contact Hours

Hot Topics Include:

(Continuing Education Hours Applied for)

• • • •

Diversity, Equity, & Inclusion Trauma and Resilience Copywriting Tools for Hospitals Human Trafficking Recognition/ Response • Healthcare in the “No Normal” Era

Register by October 28. Online registration and payment available at arkhospitals.org Questions: Call AHA Education Department, 501-224-7878

ARKANSAS HOSPITALS | SUMMER 2022 9

2022 Summer Calendar

SAVE THE DATE

AHA Annual Meeting November 9-10 | Hot Springs Convention Center

JULY

July 12

Moving Forward: A New Focus on Patient Care July 12 | Session 3 Virtual Event

July 12

Safe Medication - ISMP’s 2022 Top 10 Errors and Hazards Webinar

July 14

Arkansas Association of Hospital Trustees (AAHT)

2022 Virtual Event - State & Federal Legislative Update Virtual Event

July 19

July 28

Virtual Event

Connecting 340B Hospitals

July 19

Utilization Review Standards 2022 Webinar

July 20

Pursuing Health Equity Through Regulations & Reimbursement Webinar

July 26

What Happened? Patient Safety & Risk Management Webinar

Workplace Violence Forum

AUGUST

August 2

Emergency Services: Complying with CMS CoPs Webinar

August 3, 10, 17

EMTALA Update 2022: Frequent Deficiencies (Series) August 3 | Session 1 August 10 | Session 2 August 17 | Session 3 Webinar Series

Employees of AHA member hospitals can now log in to www.arkhospitals.org and register for events online. 10 SUMMER 2022 | ARKANSAS HOSPITALS

Scan this code for our event page

August 9

Complying with OCR Section 1557 Webinar

August 16

CMS CoPs: Radiology and Nuclear Medicine Webinar

August 16

Moving Forward: A New Focus on Patient Care August 16 | Session 4 Virtual Event

August 23

CMS Medication Administration & Management Webinar

August 30

Preventing Patient Falls: Complying with TJC and CMS CoPs Webinar

SEPTEMBER

September 22

Arkansas Hospital Association Workers’ Compensation Self-Insured Trust (AHAWCSIT) Board Meeting Virtual Event

September 23

Arkansas Association for Healthcare Engineering, Inc. (AAHE) 2022 Fall Conference In-Person Event

ARKANSAS HOSPITALS | SUMMER 2022 11

What Now?

Supporting Those Who Care for Patients By Robyn Begley, Chief Nursing Officer, American Hospital Association

ired, exhausted, anxious, and burned out. These are just some of the descriptors America’s health care workforce uses to describe the physical and mental toll of working through a pandemic. As our nation is engaged in the third year of living with COVID-19, the health care workforce continues to confront a landscape deeply altered by the pandemic’s effects. Workforce shortages have reached a national crisis. It’s no secret that there’s an especially dire shortage of nurses and other frontline caregivers, all of whom are essential to health care delivery. Hospitals and health systems know that our six-millionstrong workforce is our most precious resource, something that became ever more evident throughout the pandemic. We cannot provide quality, compassionate patient care without a dedicated workforce. I know this because I am a nurse. I was called to this profession many years ago. It is in my DNA.

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As health care workers, we are passionate about our profession and purposeful about providing lifesaving care. It is no wonder that, for many years, the public has identified nurses and other health care workers as among the most trusted professionals.

UNPRECEDENTED PRESSURES

The people of America’s hospitals and health systems face unprecedented pressures that require action. Leaders in our field, along with the team at the American Hospital Association (AHA), are working to address these pressures. We realize that the pandemic has accelerated and amplified the challenges many of our members face. There is significant physical and mental strain as health care workers bear the weight of critical staffing shortages. A recent study found that one-third of the nation’s hospitals report a nurse vacancy rate of greater than 10%. The other twothirds have a nurse vacancy rate of 7.5% or more. Data show

nearly 900,000 deaths in the U.S., with over 20 million cases and approximately 100,000 deaths in just the last two months. Our nation’s hospital and health system workers have been on the front lines of this crisis since the outset, caring for millions of patients, including over 4 million inpatients with COVID-19. During this time, hospitals have continued to face a range of financial and operational pressures, with workforce-related challenges among those most critical. Though managing workforce pressures were a challenge for hospitals even before the pandemic, these challenges have only grown more acute. The incredible toll that hospital workers have endured in caring for patients during the pandemic has undoubtedly led to burnout among other issues which have contributed to exacerbating the shortage of hospital workers. In fact, this shortage has become so critical that some states and the federal government have deployed military and national guard resources to help mitigate staffing challenges at hospitals. As this shortage has worsened and COVID-19 hospitalizations have reached record levels, labor costs for hospitals have increased dramatically. This combination of factors have been exploited by health care staffing companies and other firms that provide contract labor resources, driving up workforce costs even more for hospitals. Hospitals also have incurred significant costs in recruiting and retaining staff, which have included overtime pay, bonus pay and other incentives. This is occurring at a time when many hospitals and health systems are still facing other immense financial constraints. For many hospitals around the country this has led to an unsustainable situation that threatens their ability to care for the patients and communities they serve.

There is significant physical and mental strain as health care workers bear the weight of critical staffing shortages.

As demand for hospital care remains high and patient acuity for both COVID-19 and non-COVID-19 care has increased, hospitals are facing a critical shortage of workers necessary to meet that demand. •

•

that almost 60%are of health care workers negative Many hospitals reporting criticalreport staffing shortages. Nearly 1,400 hospitals or 31% of hospitals that impacts on their mental health, and as many as 75% of reported data on staffing to the federal government indicated that they were anticipating a critical staffing health care workers say they are considering leaving their shortage thenext week of years. January 19. Further, 12 states had 40% or more of their hospitals reporting a positionswithin within the three critical staffingtoshortage. Figure 1) the U.S. According the Bureau (See of Labor Statistics, Figure 1: Percent of hospitals reporting a critical staffing will need to hire at least 200,000 nurses per year until While hospitals are facing a shortage of shortage, as of January 19, 2022 2030 to meet projected demand. At the same time, the workers, patient acuity has increased based on Association of American Medical Colleges predicts that anthe increase how long patients are staying in U.S. willin face a shortage of up to 124,000 physicians 60% 2034. In total, hospitaltoemployment continued thebyhospital. According data fromhas Kaufman 50% to decline compared pre-pandemic levels down Hall, adjusted patientto days (accounting for–both 40% 95,600 employees from February 2020. inpatient andfactor: outpatient hospital days) have Another At the beginning of the pandemic, 30% increased 2.7% from were pre-pandemic levels but in for health care workers hailed as heroes, 20% years we have faced increasing of violence 2019, while average patient lengthacts of stay has Less than 10% and abuse in our workplace.toWe are experiencing – increased 8.8% compared pre-pandemic quite literally – a growing assault on our profession. levels and a whopping 9.5% between October Consider these figures: 2021 and November • A 2019 survey of 2021, more alone. than 5,000 nurses found

nearly 60% had been verbally abused, and 25% physically assaulted, by patients. • The violence escalated during the COVID-19 ©2022 American Hospital Association January 2022in Workplace pandemic. A survey | published Page 1 of 3 | Health www.aha.org & Safety revealed that two-thirds of nurses experienced verbal abuse in early 2020, especially those caring for COVID-19 patients, and 44.4% of nurses encountered physical violence. • The combination of crushing workloads and shocking violence is producing historic levels of stress, trauma, and burnout – and according to the 2021 NSI National Health Care Retention & RN Staffing Report, a turnover rate of nearly 19%.

Source: HHS COVID-19 Community Profile Report

The Arkansas Hospital Association recently added a new board task force to concentrate on recruitment and workforce challenges.

ARKANSAS HOSPITALS | SUMMER 2022 13

HEALTH CARE TALENT SCAN

Today’s Insights for Tomorrow’s Success Diversity, equity and inclusion initiatives in clinical education, recruitment and retention go hand in hand with proactively reducing disparities in health care delivery and patient outcomes, and increasing interprofessional collaboration on care teams.

A glance at our key findings:

In the new environment, health care must be a “team sport” that features cross-disciplinary collaboration, shared responsibility and effective communication.

Health care organizations need to help health care workers process the trauma, grief, and stress related to the pandemic experience while also focusing on strengthening institutional resilience.

Fundamental shifts in delivery models, including widespread telemedicine adoption, will require examining and rethinking multiple components of care, ranging from workflows to patient interactions to educating future clinicians and retraining current ones.

In the new environment, health care must be a “team sport” that features cross-disciplinary collaboration, shared responsibility and effective communication.

Health care organizations need to help health care workers process the trauma, grief, and stress related to the pandemic experience while also focusing on strengthening institutional resilience.

Reining in the rampant burnout risk requires addressing challenging complexities inherent in our current health care system as well as providing ongoing, tangible, comprehensive support.

Diversity, equity and inclusion initiatives in clinical education, recruitment and retention go hand in hand with proactively reducing disparities in health care delivery and patient outcomes, and increasing interprofessional collaboration on care teams.

A glance at our key findings:

HEALTH CARE TALENT SCAN

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increased from pre-pandemic levels. Based on data from Liquid Compass analyzed by Prolucent Health, job postings for clinical staff have increased by 45% for nurses and 41% for other allied clinical staff between January 2020 and January 2022. At the same time, non-clinical staff such as environmental service and facilities workers, who play in important role in maintaining hospital operations, have seen job postings increase of nearly 40%. (See Figure 2)

SEEKING SOLUTIONS

Figure 2: Trends in Job Postings

• Hospitals already spending money on The good newswere is that hospitals acrossmore the country are January 2020 to January 2022 stepping up to tackle these pivotal issues. Workforce issues contract labor even before the latest COVID-19 Clinical Staff are complex, and while to some challengesHealthcare can be addressed surge. According a Definitive study, with local system changes, others may require policy or Allied contract labor expenses for hospitals have more Clinical Staff regulation changes – or could benefit from additional than doubled over the last decade. funding or resources at the national, state, and local level. Nursing To assist thelabor field,firms the AHA a board-appointed task • Contract are has charging exorbitant prices forcefor that is intently working to identify and activate efforts nurses as supply is scarce and demand is at 0 50,000 100,000 150,000 200,000 250,000 to support our current workforce and assure the future Jan - 22 an all-time high. For example, average pay for supply of needed health care professionals. Non-Clinical Staff Jan - 20 hospital contract nursesstaffing has more than doubled For example, to mitigate shortages, hospitals compared pre-pandemic According are ramping up to recruitment efforts,levels. providing referralto and Information Services Prolucent Health, there has been a 67% increase retention bonuses, offering loan forgiveness initiatives, and implementing innovativepay newrate training programs. To address in the advertised for travel nurses from burnout and bolster retention, hospitals are increasing Facilities January 2020 to January 2022, and hospitals are Personnel pay, expanding benefits, and providing team members billed an additional 28%-32% over those pay rates 05 ,000 10,000 15,000 20,000 25,000 30,000 with mental and physical support programming. Some by staffing firms. In fact, in some areas pay rates are creating early-warning systems to identify stressors Source: LiquidCompass.com forthey travel nurses have been as high as are $240/hour before become overwhelming, and many pursuingor Despite the most trying of circumstances, members of more, which contributed to the dramatic increase in hospitals' labor costs. innovations to helphave caregivers work more efficiently. our health care workforce continue to give of themselves We appreciate new, encouraging support on this front • Hospital labor expenses are much higher than pre-pandemic expenses are up 12% anday-in to offer levels. healingLabor and consolation, night and on day, with President Joe Biden’s signing into law the Dr. Lorna and day-out. Whiletowe are hopeful that the worst of the absolute basis, and 19.5% on a per adjusted discharge basis compared levels in 2019. Purchased service Breen Health Care Provider Protection Act, which addresses pandemic is now in the rearview mirror, the workforce that the high rates of burnout among health care professionals courageously is fighting this virus continues to grapple with The LiquidCompass Market Console is a comprehensive database that scrapes, aggregates and analyzes job postings across the entire health care industry as well as the high suicide rate among doctors. on a real time basis, providing valuable and timely insights to employers and a comprehensive job search experience for job seekers. Market Console its ramifications. provides the health care industry with employment trendsof and data that can help ensure a more stable healthcare workforce. LiquidCompass.com To develop pathways for valuable talented caregivers the It is imperative that weProlucent come together to support the is one of many technology-enabled workforce optimization products and services developed by Prolucent Health. Health is a data and technology future, are calling labor on Congress liftandthe cap targeting the healthcare company hospitals that offers comprehensive management to tools services industry’s most significant challenges. health care workforce and ensure thatworkforce its people can remain on Medicare-funded physician residencies and increase focused on keeping our patients and communities safe and support for nursing schools, faculty, and scholarships, to ©2022 American Hospital Association | January 2022 healthy. The AHA and our entire hospital field are more name just a few examples. Page 2 of 3 | www.aha.org committed than ever to support those who care for our While we may never reduce violence in our hospitals patients. to zero – because we are there to serve in the most challenging settings and circumstances – we can insist on zero tolerance of abusive behavior. People who dedicate Robyn Begley, DNP, RN, NEA-BC, themselves to saving lives deserve a safe work environment, FAAN, is Chief Nursing Officer of the free of violence and intimidation. American Hospital Association (AHA) The AHA has asked the U.S. Attorney General to support and Chief Executive Officer of the legislation that would create federal protections from American Organization for Nursing intimidation and assault for health care workers, similar to Leadership (AONL). In her role at laws that protect airline flight crews. AONL, she leads a membership That’s the mission of the AHA’s “Hospitals Against organization of more than 10,000 Violence” initiative, which since 2015 has worked to address nurse leaders whose strategic focus violence not just within hospitals and health systems – but is excellence in nursing leadership. also in the communities they serve. Hospitals are translating She oversees key initiatives involving the initiative’s recommendations into direct and determined workforce, quality and safety, and future care delivery models. action: from raising risk awareness, to better and more Her work with AHA includes serving as Senior Vice President, transparent reporting, to wider information sharing, to Workforce. You may reach her at rbegley@aha.org. investments in security, surveillance, and alert notifications. 1

1 The LiquidCompass Market Console is a comprehensive database that scrapes, aggregates and analyzes job postings across the entire health care industry on a real time basis, providing valuable and timely insights to employers and a comprehensive job search experience for job seekers. Market Console provides the health care industry with valuable employment trends and data that can help ensure a more stable health care workforce. LiquidCompass.com is one of many technology-enabled workforce optimization products and services developed by Prolucent Health. Prolucent Health is a data and technology company that offers comprehensive labor management tools and services targeting the health care industry’s most significant workforce challenges.

ARKANSAS HOSPITALS | SUMMER 2022 15

National Hospital Week brought a lot of joy to health care workers the week of May 8-14, 2022. Hospitals from the smallest to the largest honored their many workers during the week, and some of the activities were spectacular! National Hospital Week is an opportunity to highlight our hospitals, health systems, and health care workers and the innovative ways they are supporting and connected to their communities. Sponsored annually by the American Hospital Association, National Hospital Week is a time to bring employees together for a time of fun, recognition, and appreciation. Please enjoy these many photos from more than a dozen hospitals across Arkansas. We think you’ll find these celebrations a cause for joy.

Treating our hospital workers with "thank you" surprises is a big part of National Hospital Week. Here, the nutritional services team at St. Bernards Medical Center receives one of the daily treats: a free dessert card from Andy's Frozen Custard. Below, members of St. Bernards patient care team enjoy a dessert from Jonesboro bakery Southern Confections.

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At Washington Regional, Hospital Week is a celebration of all team members in our medical center and clinics. During Hospital Week 2022, we celebrated the Millions of Moments that have made up the past year with a variety of activities and treats, including ice cream, outdoor games, massage therapy, sound therapy, and lunch for team members.

At CHI St. Vincent Infirmary, Hospital Week events included a Cookout for Coworkers, an Ice Cream Sundae Bar, HelloHumanKindness t-shirts for all employees, and a Pack the Shack Party. Pack the Shack is an event where volunteers packed thousands of meals to be given to local food banks and pantries for distribution to those in need. It's one of the ways CHI St. Vincent expanded its healing ministry beyond the walls of the hospital during National Hospital Week.

Hospital Week activities at Jefferson Regional in Pine Bluff included "Lego Your Stress," a talent show where the Jefferson Regional Security team took home the trophy, and Employee Engagement Committee members celebrating the end of a successful week of employee recognition. ARKANSAS HOSPITALS | SUMMER 2022 17

Employees at UAMS were treated with ice cream and chocolate during two special activities during National Hospital Week. At "Here's the Scoop ... We Think You're Awesome," hospital leaders greeted employees with frozen treats. At "Thanks a Choc-o-Lot!" employees were handed special chocolate bars as they entered the hospital for their work day.

Hospital Week at Arkansas Methodist Medical Center: Monday, May 9 – Auxiliary Cookie Day – Arkansas Methodist Medical Center Auxiliary members made special homemade treats for all employees. Tuesday, May 10 – Soda Day – Pepsi donated a case of sodas and/or water to all employees. Wednesday, May 11 – Employee Cookout – administrators and managers grilled burgers and hot dogs for all employees. Thursday, May 12 – Gift Day – All AMMC employees received an AMMC backpack for their commitment to our hospital. Friday, May 13 – Ice Cream Sundae Day – All employees enjoyed an ice cream sundae treat. Each of these events required hospital volunteers to help work the stations. AMMC made sure all employees were able to participate by providing each event for all three shifts. It was a great week to celebrate our AMMC employees! 18 SUMMER 2022 | ARKANSAS HOSPITALS

Mercy Northwest Arkansas celebrated its employees during Hospital Week. Special t-shirts and a variety of frozen treats were part of the hospital's thanks to and recognition of its dedicated hospital workers.

Hospital Week at Eureka Springs Hospital

Top: Eureka Springs Hospital employee Gary Slater Tuesday, May 10, during a catered lunch courtesy of True Self Recovery. Middle: Eureka Springs Hospital employees Savanna Hutson, left, and Sarah Catron enjoy burgers and hot dogs provided by Arvest Bank Wednesday, May 11. Bottom: Eureka Springs Hospital employees (from left) Liz Collins, Kimberly Heineman, and Lorissa Nance Friday, May 13, before a catered lunch courtesy of KUAF Radio ARKANSAS HOSPITALS | SUMMER 2022 19

To kick off National Hospital Week and in conjunction with National Nurses' Week, Baxter Regional Medical Center in Mountain Home hosted a community-wide event in celebration of achieving Magnet Recognition®. During Hospital Week, Baxter Regional honored employees with special food and activities. At the same time, the employees raised more than $1,300 to help support the community's Mountain Home Food Basket.

Omelets: The annual administrative omelet bar has become a hospital week staff favorite at National Park Medical Center in Hot Springs. Staff choose their omelet ingredients, then choose a hospital administrator to cook their omelet to order! Ice cream social: National Park Medical Center in Hot Springs said “Mahalo for your service” with a luau-themed ice cream social event. Staff chose a banana split or brownie sundae with ice cream flavors and toppings. NPMC Blessing of the Hands: National Park Medical Center in Hot Springs invited multi-denominational clergy members to the facility and toured them around the hospital for an optional “Blessing of the Hands” opportunity for staff in every department. This moving and emotional gesture closed out the NPMC hospital week celebrations. 20 SUMMER 2022 | ARKANSAS HOSPITALS

White River Health System provided special treats and activities all week long for its employees during Hospital Week. Centennial Bank supplied food for the picnic at Stone County Medical Center; employees enjoyed delectable treats at the WRHS picnic; and food trucks at the WRHS picnic gave employees many delicious food options.

Saline Health System celebrated National Hospital Week with a basketball game, "Docs vs. Jocks," where doctors played against other hospital workers. Staff members and their families were cheerleaders. The EVS team showed team spirit at the Wednesday Pep Rally. Everett Buick GMC sponsored a barbecue where employees helped Gary Eads, PHO Director, and Rhonda Lock, Director of Case Management, serve hospital workers. Michael Moore, SMH's Director of Materials Management, served at our ice cream social. Here, Gene Kelley, House Supervisor, chooses his favorite ice cream treat.

ARKANSAS HOSPITALS | SUMMER 2022 21

Applications Now Open

HealthTech Arkansas and MedAxiom have come together to create a cardiovascular-focused healthcare accelerator that facilitates guaranteed hospital pilot projects and clinical trials for accomplished, early-stage companies bringing new cardiovascular innovations to market. Together, HealthTech Arkansas and MedAxiom use their respective expertise to bring the latest cardiovascular healthcare innovations to the patients who need them most.

heartxaccelerator.com To learn how your organization can participate, please contact Jeff Stinson at jeff@healthtecharkansas.com 22 SUMMER 2022 | ARKANSAS HOSPITALS

GUIDE TO

HOSPITAL STATISTICS

ARKANSAS HOSPITAL ASSOCIATION 2022 HOSPITAL STATISTICS 25 COVID-19 Response by the Numbers 26 Arkansas Hospitals 2022 by the Numbers 27 Member Organizations by Type 28 AHA Members by City, Type, Size, and Services 30 Statewide Hospital Financial and Utilization Indicators, 2016-2020 31 Arkansas Hospitals Receiving Local Tax Support, 2022 32 Key Financial Indicators: Arkansas and Surrounding States, 2020 33 Comparative Financial Indicators: U.S. Community Hospitals 34 Hospital Access by County 35 AHA-Member Organizations by Congressional District 36 AHA Members by Control and System Affiliation 38 Inpatient and Emergency Department Discharges by Payer, 2020 Uninsured Inpatient Admissions and Costs, 2011-2020

39 Hospital Uncompensated Care Costs, 2016-2020 Top 20 DRGs, 2020

40 Arkansas Hospitals Locator Map, 2022

Hospital Statistics uses the latest data available, and includes utilization and financial data reflecting the earliest impact of the COVID-19 pandemic. Hospitals experienced massive disruptions in 2020, with reductions in revenue due to deferred and delayed care, expenditures related to pandemic preparedness and response, supply chain issues, staffing shortages, and Arkansas’s first major surge later in the year. At the same time, federal and state COVID-19 relief funding provided some much-needed assistance. Financial and utilization measures included are reported based on hospital fiscal year, and not all 2020 data reflect the same 12-month period for each hospital. Most hospitals’ data included in these statistics represent three to nine months of pandemic data. Data included in the Summer 2023 edition of Hospital Statistics will reflect a full year’s view of hospital operations during the COVID-19 pandemic.

24 SUMMER 2022 | ARKANSAS HOSPITALS

ARKANSAS HOSPITALS’ COVID-19 RESPONSE BY THE NUMBERS In the first two years of the pandemic, Arkansas hospitals cared for more than 36,000 inpatients confirmed to have COVID-19. In late January, at the height of the Omicron surge of Winter 2021-22, hospitals reported nearly 1,800 inpatients with confirmed COVID-19, representing more than 25% of the total hospitalized patient population. Hospitals are integral to the vaccination effort and worked with other providers in the state to administer more than 4 million vaccine doses in the first eighteen months of the COVID-19 vaccination effort. As of June, nearly 55% of the population is fully vaccinated. Arkansas hospitals offer early treatments to reduce the likelihood of severe disease and have helped provide monoclonal antibodies to more than 46,000 patients since July 2021.

64% of

Following the Omicron surge, the CDC estimated that Arkansans had experienced at least one COVID-19 infection.

Hospitalized COVID-19 Patients in Arkansas Midnight Snapshot, 4/9/20 - 6/8/22

2,000 1,500 1,000 500

Confirmed in ICU beds

Confirmed in Other Beds

9-May

9-Apr

9-Mar

9-Feb

9-Jan

9-Dec

9-Nov

9-Oct

9-Sep

9-Aug

9-Jul

9-Jun

9-May

9-Apr

9-Mar

9-Feb

9-Jan

9-Dec

9-Nov

9-Oct

9-Sep

9-Aug

9-Jul

9-Jun

9-May

9-Apr

Suspected

Source: Self-reported by hospitals to EMResource

ARKANSAS HOSPITALS | SUMMER 2022 25

ARKANSAS HOSPITALS 2022 BY THE NUMBERS 113

Hospitals of all types are located in cities, towns and communities throughout Arkansas.

106

Hospitals and other health care organizations are members of the Arkansas Hospital Association.

Community hospitals have fewer than 100 acute care beds.

Hospitals are designated by the federal government as Critical Access Hospitals, having no more than 25 acute care beds.

Counties are served by a single hospital. Eighteen of those counties are served by a single Critical Access Hospital.

Counties in the state count hospitals among their top five employers. In 22 counties, a hospital is among the top three employers.

12%

Of Arkansas workers are employed by hospitals or other health care organizations.

Arkansas counties and cities believe their hospitals to be important enough that people in those areas have voted to provide local tax support for the hospital.

Arkansas counties – nearly 30% of all counties in the state – do not have a local community hospital.

61%

Of AHA member organizations are charitable, not-for-profit organizations, while 26% are operated by private, for-profit companies, and 13% are public hospitals owned and operated by a city, county, state or federal government.

AHA members are designated Trauma Centers within the comprehensive, statewide trauma system, which was instrumental in helping develop the COVIDComm transfer system during the pandemic.

16,637

Arkansans sought inpatient or outpatient care from the state’s hospitals each day in 2020, on average, for illnesses, injuries, and other conditions that required medical attention.

33,511

Newborns were delivered in Arkansas hospitals in 2020. Figures from 2020 are the most current available

26 SUMMER 2022 | ARKANSAS HOSPITALS

ARKANSAS HOSPITAL ASSOCIATION MEMBER ORGANIZATIONS BY TYPE, 2022 General Med-Surg Hospitals (44) Critical Access Hospitals (28) Arkansas Methodist Medical Center Baptist Health Medical Center-Conway Baptist Health Medical CenterHot Spring County Baptist Health Medical Center-Little Rock Baptist Health Medical CenterNorth Little Rock Baptist Health Medical Center-Stuttgart Baptist Health-Fort Smith Baptist Health-Van Buren Baptist Memorial Hospital-Crittenden Baxter Regional Medical Center Chambers Memorial Hospital CHI St. Vincent Hot Springs CHI St. Vincent Infirmary CHI St. Vincent North Conway Regional Health System Drew Memorial Health System Forrest City Medical Center Great River Medical Center Helena Regional Medical Center Jefferson Regional Johnson Regional Medical Center Levi Hospital Magnolia Regional Medical Center Medical Center of South Arkansas Mena Regional Health System Mercy Hospital Fort Smith Mercy Hospital Northwest Arkansas National Park Medical Center NEA Baptist Memorial Hospital North Arkansas Regional Medical Center Northwest Health Physicians' Specialty Hospital Northwest Medical Center Bentonville Northwest Medical Center Springdale Ouachita County Medical Center Saint Mary's Regional Medical Center Saline Memorial Hospital Siloam Springs Regional Hospital St. Bernards Five Rivers St. Bernards Medical Center UAMS Medical Center Unity Health Unity Health Newport Washington Regional Medical System White River Health System

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

Inpatient Psych Hospitals (11)

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

Inpatient Rehab Hospitals (6)

Baptist Health Rehabilitation Institute CHI St. Vincent Hot Springs Rehabilitation Hospital CHI St. Vincent Sherwood Rehabilitation Hospital Conway Regional Rehabilitation Hospital Encompass Health Rehabilitation Hospital, a partner of Washington Regional Mercy Rehabilitation Hospital Fort Smith

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

Long Term Care Hospitals (6)

Advanced Care Hospital of White County Arkansas Continued Care Hospital of Jonesboro Arkansas Extended Care Hospital – Fort Smith Arkansas Extended Care Hospital – Hot Springs Baptist Health Extended Care Hospital Cornerstone Speciality Hospitals Little Rock

Special Focus Hospitals (3) Arkansas Children's Hospital Arkansas Children's Northwest Willow Creek Women's Hospital

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

CHRISTUS St. Michael Health System Regional One Health

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

New, Under Construction (1) Sevier County Medical Center

ARKANSAS HOSPITALS | SUMMER 2022 27

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

TRAUMA SYSTEM

MEDICAL-SURGICAL

LEVEL IV

MEDICAL-SURGICAL

VALLEY BEHAVIORAL HEALTH SYSTEM

PSYCHIATRIC

114

BATESVILLE

WHITE RIVER HEALTH SYSTEM

MEDICAL-SURGICAL

224

BENTON

RIVENDELL BEHAVIORAL HEALTH SERVICES

PSYCHIATRIC

BENTON

SALINE MEMORIAL HOSPITAL

MEDICAL-SURGICAL

177

BENTONVILLE

NORTHWEST MEDICAL CENTER BENTONVILLE

MEDICAL-SURGICAL

128

BERRYVILLE

MERCY HOSPITAL BERRYVILLE

MEDICAL-SURGICAL

BLYTHEVILLE

GREAT RIVER MEDICAL CENTER

MEDICAL-SURGICAL

LEVEL IV

BOONEVILLE

MERCY HOSPITAL BOONEVILLE

MEDICAL-SURGICAL

LEVEL IV

SB/HH/PALL

CALICO ROCK

IZARD COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

CAMDEN

OUACHITA COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

LEVEL IV

OB/SB/SNF/REHAB/HH

CLARKSVILLE

JOHNSON REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

LEVEL IV

OB/PSYCH/REHAB/HH

CLINTON

OZARK HEALTH MEDICAL CENTER

MEDICAL-SURGICAL

LEVEL IV

SB/SNF/HH

CONWAY

BAPTIST HEALTH MEDICAL CENTER-CONWAY

MEDICAL-SURGICAL

111

LEVEL III

OB/REHAB

CONWAY

CONWAY BEHAVIORAL HEALTH

PSYCHIATRIC

CONWAY

CONWAY REGIONAL HEALTH SYSTEM

MEDICAL-SURGICAL

180

CONWAY

CONWAY REGIONAL REHABILITATION HOSPITAL

REHABILITATION

CROSSETT

ASHLEY COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

LEVEL IV

OB/SB/REHAB

DANVILLE

CHAMBERS MEMORIAL HOSPITAL

MEDICAL-SURGICAL

LEVEL IV

PSYCH/SB/HH

DARDANELLE

DARDANELLE REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

LEVEL IV

SB/PSYCH/HH

DEWITT

DEWITT HOSPITAL & NURSING HOME

MEDICAL-SURGICAL

DUMAS

DELTA HEALTH SYSTEM

MEDICAL-SURGICAL

EL DORADO

MEDICAL CENTER OF SOUTH ARKANSAS

MEDICAL-SURGICAL

166

LEVEL III

OB/REHAB

EUREKA SPRINGS

EUREKA SPRINGS HOSPITAL

MEDICAL-SURGICAL

LEVEL IV

SB/HH

FAYETTEVILLE

ENCOMPASS HEALTH REHABILITATION HOSPITAL, A PARTNER OF WASHINGTON REGIONAL

REHABILITATION

FAYETTEVILLE

NORTHWEST HEALTH PHYSICIANS' SPECIALTY HOSPITAL

MEDICAL-SURGICAL

FAYETTEVILLE

SPRINGWOODS BEHAVIORAL HEALTH HOSPITAL

PSYCHIATRIC

PSYCH

FAYETTEVILLE

VANTAGE POINT OF NWA

PSYCHIATRIC

114

PSYCH

FAYETTEVILLE

VETERANS HEALTH CARE SYSTEM OF THE OZARKS

VETERANS ADMIN.

FAYETTEVILLE

WASHINGTON REGIONAL MEDICAL SYSTEM

MEDICAL-SURGICAL

425

LEVEL II

HH/PALL

FORDYCE

DALLAS COUNTY MEDICAL CENTER

MEDICAL-SURGICAL

LEVEL IV

SB/HH

FORREST CITY

FORREST CITY MEDICAL CENTER

MEDICAL-SURGICAL

118

LEVEL IV

OB/PSYCH/SB/HH

FORT SMITH

ARKANSAS EXTENDED CARE HOSPITAL – FORT SMITH

LONG TERM CARE

FORT SMITH

BAPTIST HEALTH-FORT SMITH

MEDICAL-SURGICAL

492

LEVEL III

PSYCH/HH

FORT SMITH

MERCY HOSPITAL FORT SMITH

MEDICAL-SURGICAL

348

LEVEL III

REHAB/HH

FORT SMITH

MERCY REHABILITATION HOSPITAL FORT SMITH

REHABILITATION

GRAVETTE

OZARKS COMMUNITY HOSPITAL

MEDICAL-SURGICAL

HARRISON

NORTH ARKANSAS REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

174

LEVEL III

OB/PSYCH/HH

HEBER SPRINGS

BAPTIST HEALTH MEDICAL CENTER-HEBER SPRINGS

MEDICAL-SURGICAL

LEVEL IV

SB/HH

HELENA

HELENA REGIONAL MEDICAL CENTER

MEDICAL-SURGICAL

155

HOT SPRINGS

ARKANSAS EXTENDED CARE HOSPITAL – HOT SPRINGS

LONG TERM CARE

HOT SPRINGS

CHI ST. VINCENT HOT SPRINGS

MEDICAL-SURGICAL

282

HOT SPRINGS

CHI ST. VINCENT HOT SPRINGS REHABILITATION HOSPITAL

REHABILITATION

REHAB

HOT SPRINGS

LEVI HOSPITAL

MEDICAL-SURGICAL

PSYCH/REHAB

HOT SPRINGS

NATIONAL PARK MEDICAL CENTER

MEDICAL-SURGICAL

163

OB/PSYCH/REHAB

JACKSONVILLE

19TH MEDICAL GROUP

INFIRMARY

JOHNSON

WILLOW CREEK WOMEN'S HOSPITAL

MED-SURG (OB/GYN)

JONESBORO

ARKANSAS CONTINUED CARE HOSPITAL OF JONESBORO

LONG TERM CARE

JONESBORO

NEA BAPTIST MEMORIAL HOSPITAL

MEDICAL-SURGICAL

228

LEVEL IV

OB/REHAB/PALL

JONESBORO

ST. BERNARDS MEDICAL CENTER

MEDICAL-SURGICAL

440

LEVEL III

OB/PSYCH/HH/PALL

LAKE VILLAGE

CHICOT MEMORIAL MEDICAL CENTER

MEDICAL-SURGICAL

LEVEL IV

SB/HH

LITTLE ROCK

ARKANSAS CHILDREN'S HOSPITAL

MED-SURG (PED)

336

LEVEL I

REHAB/PALL

CITY

HOSPITAL

TYPE OF HOSPITAL

ARKADELPHIA

BAPTIST HEALTH MEDICAL CENTER-ARKADELPHIA

ASHDOWN

LITTLE RIVER MEDICAL CENTER

BARLING

28 SUMMER 2022 | ARKANSAS HOSPITALS

ADDITIONAL SERVICE LINES OB/SB/HH SB/ICF/HH PSYCH

LEVEL III

OB/PSYCH/SNF/REHAB/PALL PSYCH OB/PSYCH/REHAB

LEVEL III

HH/PALL SB/HH/PALL

SB/HH

PSYCH LEVEL III

OB/PSYCH/REHAB/HH/PALL REHAB

SB/ICF SB/HH

REHAB

PSYCH

PALL

REHAB SB

SB/HH PALL LEVEL II

OB/PSYCH/REHAB/HH

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

HOSPITAL

TYPE OF HOSPITAL

LITTLE ROCK

ARKANSAS HOSPICE

INPATIENT HOSPICE

LITTLE ROCK

ARKANSAS STATE HOSPITAL

LITTLE ROCK

BAPTIST HEALTH EXTENDED CARE HOSPITAL

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-LITTLE ROCK

LITTLE ROCK

BAPTIST HEALTH REHABILITATION INSTITUTE

LITTLE ROCK

CARTI

LITTLE ROCK

CENTRAL ARKANSAS VETERANS HEALTHCARE SYSTEM

LITTLE ROCK

CHI ST. VINCENT INFIRMARY

LITTLE ROCK

CORNERSTONE SPECIALITY HOSPITALS LITTLE ROCK

LITTLE ROCK

PINNACLE POINTE BEHAVIORAL HEALTHCARE SYSTEM

LITTLE ROCK

UAMS MEDICAL CENTER

MAGNOLIA

MAGNOLIA REGIONAL MEDICAL CENTER

MALVERN

BAPTIST HEALTH MEDICAL CENTER-HOT SPRING COUNTY

MAUMELLE

METHODIST BEHAVIORAL HOSPITAL

MCGEHEE

MCGEHEE HOSPITAL

MEMPHIS, TN

REGIONAL ONE HEALTH

MENA

MENA REGIONAL HEALTH SYSTEM

MONTICELLO

DREW MEMORIAL HEALTH SYSTEM

MORRILTON

CHI ST. VINCENT MORRILTON

MOUNTAIN HOME

BAXTER REGIONAL MEDICAL CENTER

MOUNTAIN VIEW

STONE COUNTY MEDICAL CENTER

NASHVILLE

HOWARD MEMORIAL HOSPITAL

NEWPORT

UNITY HEALTH NEWPORT

NORTH LITTLE ROCK BAPTIST HEALTH MEDICAL CENTER-N. LITTLE ROCK NORTH LITTLE ROCK THE BRIDGEWAY OSCEOLA

SMC REGIONAL MEDICAL CENTER

OZARK

MERCY HOSPITAL OZARK

PARAGOULD

ARKANSAS METHODIST MEDICAL CENTER

PARIS

MERCY HOSPITAL PARIS

PIGGOTT

PIGGOTT COMMUNITY HOSPITAL

PINE BLUFF

JEFFERSON REGIONAL

POCAHONTAS

ST. BERNARDS FIVE RIVERS

ROGERS

MERCY HOSPITAL NORTHWEST ARKANSAS

RUSSELLVILLE

SAINT MARY'S REGIONAL MEDICAL CENTER

SALEM

FULTON COUNTY HOSPITAL

SEARCY

ADVANCED CARE HOSPITAL OF WHITE COUNTY

SEARCY

UNITY HEALTH

SHERWOOD

CHI ST. VINCENT NORTH

SHERWOOD

CHI ST. VINCENT SHERWOOD REHABILITATION HOSPITAL

SILOAM SPRINGS

SILOAM SPRINGS REGIONAL HOSPITAL

SPRINGDALE

ARKANSAS CHILDREN'S NORTHWEST

SPRINGDALE

NORTHWEST MEDICAL CENTER SPRINGDALE

STUTTGART

BAPTIST HEALTH MEDICAL CENTER-STUTTGART

TEXARKANA

RIVERVIEW BEHAVIORAL HEALTH

TEXARKANA, TX

CHRISTUS ST. MICHAEL HEALTH SYSTEM

VAN BUREN

BAPTIST HEALTH-VAN BUREN

WALDRON

MERCY HOSPITAL WALDRON

WALNUT RIDGE

LAWRENCE MEMORIAL HOSPITAL

WARREN

BRADLEY COUNTY MEDICAL CENTER

WEST MEMPHIS

BAPTIST MEMORIAL HOSPITAL-CRITTENDEN

WEST MEMPHIS

PERIMETER BEHAVIORAL HOSPITAL OF W. MEMPHIS

WYNNE

CROSSRIDGE COMMUNITY HOSPITAL

PSYCHIATRIC LONG TERM CARE MEDICAL-SURGICAL REHABILITATION OP CANCER CENTER VETERANS AFFAIRS MEDICAL-SURGICAL LONG TERM CARE PSYCHIATRIC MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL PSYCHIATRIC MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL PSYCHIATRIC MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL LONG TERM CARE MEDICAL-SURGICAL MEDICAL-SURGICAL REHABILITATION MEDICAL-SURGICAL MED-SURG (PED) MEDICAL-SURGICAL MEDICAL-SURGICAL PSYCHIATRIC MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL MEDICAL-SURGICAL PSYCHIATRIC MEDICAL-SURGICAL

LICENSED BEDS

TRAUMA SYSTEM

PALL

PSYCH

222

PALL

36 871 120

LEVEL II

49 72 60

LEVEL I LEVEL IV LEVEL IV

65 49 25 268 25 20 133 225 127 25 25 129 16 25 300 50 275 170 25 27 438 69 80 73 24 222 49 62 354 103 24 25 33 11 54 25

PSYCH/HH/PALL

OB/PALL OB/HH PSYCH/SB/HH PSYCH SB

25 620

PALL

PSYCH

127 450

OB/PSYCH/HH/PALL

PSYCH/REHAB

635 615

ADDITIONAL SERVICE LINES

LEVEL I LEVEL IV

OB/PSYCH/REHAB

LEVEL IV

SB/HH

LEVEL III LEVEL IV LEVEL IV LEVEL IV

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

LEVEL III

OB/REHAB/PALL

LEVEL IV

LEVEL IV LEVEL IV LEVEL IV LEVEL IV LEVEL III LEVEL IV LEVEL III LEVEL III

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

LEVEL IV

LEVEL III

OB/PSYCH/REHAB/HH/PALL

PALL

LEVEL IV

HH/PALL

LEVEL IV

OB/SB/PALL

LEVEL IV LEVEL III LEVEL IV

REHAB

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

LEVEL III LEVEL IV LEVEL IV

SB/HH/PALL SB/PALL OB/PSYCH/SB/HH PSYCH SB/HH

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

ARKANSAS HOSPITALS | SUMMER 2022 29

STATEWIDE HOSPITAL FINANCIAL AND UTILIZATION INDICATORS, 2016 - 2020 INDICATOR

2016

2017

2018

2019

2020

BEDS AVAILABLE

9,634

9,664

9,517

9,145

9,518

ADMISSIONS

359,359

363,070

358,222

364,291

342,864

PATIENT DAYS

1,846,634

1,861,122

1,828,470

1,826,976

1,791,995

AVG. LENGTH OF STAY

5.1

5.0

5.2

NON-EMERGENCY OP VISITS

4,570,177

4,629,383

4,925,120

4,914,195

4,377,227

OUTPATIENT VISITS

6,086,166

6,148,539

6,434,568

6,470,401

5,729,718

75.1%

75.3%

76.5%

75.9%

76.4%

3,963,653

4,125,703

4,148,600

4,276,157

4,215,730

52.5%

52.8%

52.6%

54.7%

51.6%

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

94,627

95,013

94,924

92,357

83,032

OUTPATIENT SURGERIES

200,832

203,105

215,656

226,136

194,138

TOTAL SURGERIES

295,459

298,118

310,580

318,493

277,170

OUTPATIENT AS % OF TOTAL SURGERIES

68.0%

68.1%

69.4%

71.0%

70.0%

TOTAL FULL-TIME EQUIVALENT EMPLOYEES

47,825

49,832

50,358

50,173

49,502

4.40

4.41

4.43

4.28

4.29

GROSS REVENUE, INPATIENT

$12,460,694,916

$13,396,489,708

$13,777,391,679

$14,814,502,613

$14,965,703,755

GROSS REVENUE, OUTPATIENT

$12,952,790,887

$14,212,477,805

$15,450,146,464

$17,025,641,576

$16,733,703,930

GROSS PATIENT REVENUE

$25,413,485,803

$27,608,967,513

$29,227,538,143

$31,840,144,189

$31,699,407,685

BAD DEBTS

$444,692,383

$469,305,416

$502,016,281

$509,174,368

$503,958,456

CHARITY

$376,732,202

$339,342,080

$358,871,422

$442,315,671

$499,580,152

MEDICARE, MEDICAID & OTHER PAYER WRITEOFFS

$17,636,673,879

$19,440,530,333

$20,647,010,804

$22,702,507,161

$22,706,699,474

TOTAL DEDUCTIONS

$18,458,098,464

$20,249,177,829

$21,507,898,507

$23,653,997,200

$23,710,238,082

NET PATIENT REVENUE

$6,955,387,339

$7,359,789,684

7,719,639,636

$8,186,146,989

$7,989,169,603

$307,097,211

$381,973,773

$395,516,849

$433,117,737

$760,697,334

FULL-TIME EQUIVALENT EMPLOYEES PER ADJUSTED OCCUPIED BED

OTHER OPERATING REVENUE

$82,544,865

$118,736,986

$44,821,792

$145,788,360

$164,859,866

TOTAL NET REVENUE

$7,345,029,415

$7,860,500,443

$8,159,978,277

$8,765,053,086

$8,914,726,803

PAYROLL EXPENSE

$2,510,431,790

$2,833,267,007

$2,989,469,225

$3,040,326,208

$3,122,035,492

TOTAL EXPENSE

$6,803,364,553

$7,372,516,174

$7,797,448,234

$8,049,927,966

$8,206,104,259

PATIENT REVENUE MARGIN

2.19%

-0.17%

-1.01%

1.66%

-2.72%

TOTAL MARGIN

7.37%

6.21%

4.44%

8.16%

7.95%

CHARGE PER ADJUSTED INPATIENT DAY

$6,411.63

$6,691.94

$7,045.16

$7,445.97

$7,519.32

PAYMNT PER ADJUSTED INPATIENT DAY

$1,754.79

$1,783.89

$1,860.78

$1,914.37

$1,895.09

EXPENSE PER ADJUSTED INPATIENT DAY

$1,716.44

$1,786.97

$1,879.54

$1,882.51

$1,946.54

PAYROLL PER ADJUSTED INPATIENT DAY

$633.36

$686.74

$720.60

$710.99

$740.57

PAYROLL AS % OF TOTAL EXPENSE

36.9%

38.4%

38.3%

37.8%

38.0%

BAD DEBT AND CHARITY AS % OF TOTAL CHARGE

3.2%

2.9%

3.0%

3.2%

TOTAL DEDUCTIONS AS % OF TOTAL CHARGE

72.6%

73.3%

73.6%

74.3%

74.8%

OUTPT. REVENUE AS % TOTAL PATIENT REVENUE

51.0%

51.5%

52.9%

53.5%

52.8%

NONOPERATING REVENUE

ADMISSIONS PER BED

37.3

37.6

39.8

36.0

PATIENT DAYS PER 1,000 POPULATION

618.0

619.5

606.7

605.4

591.2

ADMISSIONS PER 1,000 POPULATION

120.3

120.9

118.9

120.7

113.1

POPULATION (000'S)

2,988

3,004

3,014

3,018

3,031

Source: American Hospital Association, Hospital Statistics 2022

30 SUMMER 2022 | ARKANSAS HOSPITALS

ARKANSAS HOSPITALS RECEIVING LOCAL TAX SUPPORT, 2022 YEAR APPROVED

ANNUAL AMOUNT ESTIMATE

0.25%

2016

$649,000

YES

0.5%

2009

$1,600,000

BAPTIST HEALTH MEDICAL CENTER-STUTTGART

YES

1.00%

2014

$2,300,000

BRADLEY COUNTY MEDICAL CENTER

YES

1.00%

YES

.4 MILL

2009

$1,200,000

CHI ST. VINCENT MORRILTON

YES

0.25%

YES

.25 MILL

2008

$1,000,000

CHICOT MEMORIAL MEDICAL CENTER

YES

1.00%

YES

.5 MILL

2003

$1,100,000

CROSSRIDGE COMMUNITY HOSPITAL

YES

1.00%

2000

$2,500,000

DALLAS COUNTY MEDICAL CENTER

YES

1.00%

2005

$840,000

DELTA HEALTH SYSTEM

YES

1.25%

2019

$840,000

DEWITT HOSPITAL & NURSING HOME

YES

1.50%

2003

$850,000

DREW MEMORIAL HEALTH SYSTEM

YES

0.25%

2015

$670,000

FULTON COUNTY HOSPITAL

YES

0.50%

2007

$310,000

GREAT RIVER MEDICAL CENTER

YES

0.50%

INDICATOR

TAX

RATE

ASHLEY COUNTY MEDICAL CENTER

YES

BAPTIST HEALTH MEDICAL CENTER-HOT SPRING COUNTY

JOHNSON REGIONAL MEDICAL CENTER

MILLAGE

YES

RATE

.5 MILL

YES

1 MILL

2015/1952

$2,439,800

YES

.3 MILL

1977

$65,000

LAWRENCE MEMORIAL HOSPITAL

YES

1.00%

2014

$2,100,000

LITTLE RIVER MEDICAL CENTER

YES

0.50%

2000

$834,000

MAGNOLIA REGIONAL MEDICAL CENTER (A)

YES

1.125%

2007

$2,600,000

MAGNOLIA REGIONAL MEDICAL CENTER (B)

YES

0.250%

2004

$540,000

MCGEHEE HOSPITAL

YES

1.00%

1999

$600,000

MERCY HOSPITAL BOONEVILLE

YES

1.00%

2003

$360,000

MERCY HOSPITAL OZARK

YES

1.00%

2001

$350,000

MERCY HOSPITAL PARIS

YES

1.00%

1951

$150,000

2010

$360,000

2015/1952

$829,300

2007

$800,000

YES

OZARK HEALTH MEDICAL CENTER PIGGOTT COMMUNITY HOSPITAL

YES

1.00%

SMC REGIONAL MEDICAL CENTER

YES

0.50%

ST. BERNARDS FIVE RIVERS

YES

1.00%

YES

.6 MILL

1 MILL

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

ARKANSAS HOSPITALS | SUMMER 2022 31

32 SUMMER 2022 | ARKANSAS HOSPITALS 7.95%

$708,622,544

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

For a return on investment totalling:

$164,859,866

6.21%

$543,762,678

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

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

Which raised total operating income to:

$760,697,334

9.63%

$1,717,808,177

$396,440,458

7.57%

$1,321,367,719

$2,139,977,165

-5.35%

-2.72%

Yielding a "patient service" margin of:

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

($120.36)

($818,609,446)

6,801,315

$16,123,257,871

($51.46)

($216,934,656)

4,215,730

$8,206,104,259

$15,304,648,425

$45,405,402,605

$60,710,051,030

Louisiana

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

So the revenue excess (loss) was:

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

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

$7,989,169,603

$23,710,238,082

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

As a result, actual payments to hospitals were:

$31,699,407,685

Hospitals charged this amount for the inpatient and outpatient care they provided in 2020:

Arkansas

5.21%

$461,148,994

$271,349,718

2.21%

$189,799,276

$503,053,831

-3.88%

($49.00)

($313,254,555)

6,393,555

$8,383,443,117

$8,070,188,562

$27,674,608,113

$35,744,796,675

Mississippi

4.01%

$1,050,290,523

$340,485,230

2.75%

$709,805,293

$2,325,087,571

-6.86%

($171.41)

($1,615,282,278)

9,423,737

$25,145,244,674

$23,529,962,396

$60,312,276,725

$83,842,239,121

Missouri

9.65%

$1,158,361,394

$207,513,809

8.06%

$950,847,585

$866,973,504

0.77%

$17.06

$83,874,081

4,915,665

$10,846,610,101

$10,930,484,182

$39,636,077,633

$50,566,561,815

Oklahoma

4.65%

$1,035,942,413

$271,228,614

3.47%

$764,713,799

$2,516,085,800

-8.97%

($193.53)

($1,751,372,001)

9,049,744

$21,266,347,579

$19,514,975,578

$67,464,976,324

$86,979,951,902

Tennessee

12.65%

$11,294,344,694

$2,155,757,441

10.49%

$9,138,587,253

$8,469,463,252

0.85%

$25.07

$669,124,001

26,692,316

$78,014,228,786

$78,683,352,787

$301,940,919,499

$380,624,272,286

Texas

4.60%

$54,931,771,482

$27,465,885,741

2.35%

$27,465,885,741

$120,946,416,292

-5.41%

($147.44)

($56,567,713,032)

383,668,480

$1,102,282,383,008

$1,045,714,669,976

$3,063,767,342,670

$4,109,482,012,646

United States

KEY FINANCIAL INDICATORS ARKANSAS AND SURROUNDING STATES, 2020

Source: American Hospital Association, Hospital Statistics 2022

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

AVERAGE PAYMENT PER HOSPITAL STAY ($)

AVERAGE OPERATING COST PER HOSPITAL STAY ($)

MARGIN ON PATIENT CARE SERVICES

DISTRICT OF COLUMBIA

97,858

ALASKA

28,589

DISTRICT OF COLUMBIA

28,466

IDAHO

15.71%

ALASKA

97,304

DISTRICT OF COLUMBIA

27,305

NEW YORK

26,885

UTAH

13.10%

COLORADO

96,868

CALIFORNIA

22,360

ALASKA

26,152

ALASKA

8.52%

CALIFORNIA

95,950

UTAH

22,304

MAINE

23,672

COLORADO

5.16%

NEVADA

87,374

NEW YORK

21,868

CALIFORNIA

23,637

ARIZONA

3.80%

TEXAS

80,194

WASHINGTON

21,665

WASHINGTON

22,861

VIRGINIA

2.97%

ARIZONA

78,621

COLORADO

21,433

MASSACHUSETTS

21,509

INDIANA

2.84%

FLORIDA

78,603

MAINE

20,369

HAWAII

20,348

KENTUCKY

1.99%

PENNSYLVANIA

75,761

DELAWARE

19,558

COLORADO

20,327

MONTANA

1.35%

10.

UTAH

74,852

MINNESOTA

18,714

MINNESOTA

20,001

TEXAS

0.85%

11.

NEW JERSEY

74,711

NEBRASKA

18,632

DELAWARE

19,951

OKLAHOMA

0.77%

12.

NEW YORK

74,405

MONTANA

18,630

OREGON

19,671

SOUTH CAROLINA

0.48%

13.

WSC REGION

71,396

OREGON

18,321

VERMONT

19,611

ALABAMA

0.37%

14.

WASHINGTON

68,969

INDIANA

18,275

NEW HAMPSHIRE

19,448

NORTH CAROLINA

15.

U.S.

67,100

IDAHO

18,107

UTAH

19,383

FLORIDA

-0.24%

16.

INDIANA

65,124

MASSACHUSETTS

17,408

CONNECTICUT

19,172

WSC REGION

-0.25%

17.

OKLAHOMA

61,867

NEW HAMPSHIRE

17,284

NEBRASKA

18,765

NEW MEXICO

-0.30%

18.

VIRGINIA

61,769

U.S.

17,074

MONTANA

18,378

NEVADA

-0.42%

19.

ILLINOIS

60,470

MARYLAND

17,051

MARYLAND

18,357

NEBRASKA

-0.71%

20.

OHIO

59,824

ARIZONA

17,050

U.S.

17,998

WISCONSIN

-1.89%

21.

GEORGIA

59,204

CONNECTICUT

16,938

INDIANA

17,755

DELAWARE

-2.01%

22.

SOUTH CAROLINA

58,762

OHIO

16,924

OHIO

17,644

GEORGIA

-2.31%

23.

KENTUCKY

58,424

WISCONSIN

16,651

SOUTH DAKOTA

17,453

ARKANSAS

-2.72%

24.

KANSAS

58,234

TEXAS

16,578

PENNSYLVANIA

17,174

KANSAS

-3.07%

25.

IDAHO

58,072

VIRGINIA

16,406

NEW JERSEY

17,133

MISSISSIPPI

-3.88%

26.

NEW HAMPSHIRE

56,478

VERMONT

16,325

WISCONSIN

16,967

DISTRICT OF COLUMBIA

-4.25%

27.

TENNESSEE

56,279

PENNSYLVANIA

16,322

NORTH DAKOTA

16,940

OHIO

-4.26%

28.

NEW MEXICO

56,104

SOUTH DAKOTA

16,280

ILLINOIS

16,696

WYOMING

-5.01%

29.

NEBRASKA

55,127

HAWAII

16,006

MICHIGAN

16,580

PENNSYLVANIA

-5.22%

30.

HAWAII

54,988

NEW MEXICO

15,989

TEXAS

16,437

LOUISIANA

-5.35%

31.

MINNESOTA

54,569

NORTH DAKOTA

15,898

ARIZONA

16,402

U.S.

-5.41%

32.

CONNECTICUT

54,249

ILLINOIS

15,483

MISSOURI

16,191

WASHINGTON

-5.52%

33.

MAINE

54,224

NEW JERSEY

15,476

WYOMING

16,086

CALIFORNIA

-5.71%

34.

ALABAMA

54,098

WSC REGION

15,396

NEW MEXICO

16,037

NORTH DAKOTA

-6.55%

35.

MISSOURI

53,985

WYOMING

15,319

WEST VIRGINIA

15,956

WEST VIRGINIA

-6.60%

36.

LOUISIANA

53,256

MICHIGAN

15,198

VIRGINIA

15,918

MISSOURI

-6.86%

37.

MASSACHUSETTS

52,815

MISSOURI

15,151

RHODE ISLAND

15,629

MINNESOTA

-6.88%

38.

NORTH CAROLINA

50,577

GEORGIA

15,138

GEORGIA

15,487

SOUTH DAKOTA

-7.20%

39.

SOUTH DAKOTA

50,544

WEST VIRGINIA

14,969

WSC REGION

15,434

OREGON

-7.37%

40.

WEST VIRGINIA

50,452

KANSAS

14,914

KANSAS

15,371

MARYLAND

-7.66%

41.

DELAWARE

49,042

NEVADA

14,644

IDAHO

15,262

ILLINOIS

-7.84%

42.

MISSISSIPPI

48,699

KENTUCKY

14,539

NEVADA

14,706

TENNESSEE

-8.97%

43.

WISCONSIN

48,661

NORTH CAROLINA

14,467

IOWA

14,531

MICHIGAN

-9.09%

44.

OREGON

46,931

FLORIDA

13,768

NORTH CAROLINA

14,435

IOWA

45.

MICHIGAN

46,848

SOUTH CAROLINA

13,734

KENTUCKY

14,249

NEW JERSEY

-10.71%

46.

ARKANSAS

43,649

RHODE ISLAND

13,479

LOUISIANA

14,144

NEW HAMPSHIRE

-12.52%

47.

RHODE ISLAND

42,663

LOUISIANA

13,426

FLORIDA

13,802

CONNECTICUT

-13.19%

48.

NORTH DAKOTA

40,946

OKLAHOMA

13,373

TENNESSEE

13,760

RHODE ISLAND

-15.95%

49.

IOWA

40,672

IOWA

13,269

SOUTH CAROLINA

13,669

MAINE

-16.22%

50.

MONTANA

40,253

TENNESSEE

12,627

OKLAHOMA

13,271

VERMONT

-20.13%

51.

VERMONT

40,208

ALABAMA

11,860

ALABAMA

11,817

NEW YORK

-22.94%

52.

WYOMING

40,041

ARKANSAS

11,001

MISSISSIPPI

11,422

MASSACHUSETTS

-23.56%

53.

MARYLAND

26,787

MISSISSIPPI

10,995

ARKANSAS

11,300

HAWAII

-27.13%

0.22%

-9.52%

Source: American Hospital Association, Hospital Statistics 2022

ARKANSAS HOSPITALS | SUMMER 2022 33

HOSPITAL ACCESS BY COUNTY COUNTY

NO ACUTE CARE COMMUNITY HOSPITAL (21)

SINGLE CRITICAL ACCESS HOSPITAL (18)

SINGLE NON-CAH COMMUNITY HOSPITAL (22)

MULTIPLE COMMUNITY HOSPITALS (14)

COUNTY

ARKANSAS

GARLAND

ASHLEY

GRANT

BAXTER

GREENE

BENTON

HEMPSTEAD

BOONE

HOT SPRING

BRADLEY

HOWARD

CALHOUN

INDEPENDENCE

CARROLL

IZARD

CHICOT

JACKSON

CLARK

JEFFERSON

CLAY

JOHNSON

CLEBURNE

LAFAYETTE

CLEVELAND

LAWRENCE

COLUMBIA

LEE

CONWAY

LINCOLN

CRAIGHEAD

LITTLE RIVER

CRAWFORD

LOGAN

CRITTENDEN

LONOKE

CROSS

MADISON

DALLAS

MARION

DESHA

MILLER

DREW

MISSISSIPPI

FAULKNER

MONROE

FRANKLIN

MONTGOMERY

FULTON

NEVADA NEWTON OUACHITA PERRY PHILLIPS PIKE POINSETT POLK POPE PRAIRIE PULASKI RANDOLPH SALINE SCOTT SEARCY SEBASTIAN SEVIER SHARP ST. FRANCIS STONE UNION VAN BUREN WASHINGTON WHITE WOODRUFF YELL

34 SUMMER 2022 | ARKANSAS HOSPITALS

NO ACUTE CARE COMMUNITY HOSPITAL (21)

SINGLE CRITICAL ACCESS HOSPITAL (18)

SINGLE NON-CAH COMMUNITY HOSPITAL (22)

MULTIPLE COMMUNITY HOSPITALS (14)

AHA-MEMBER ORGANIZATIONS BY CONGRESSIONAL DISTRICT 1st Congressional District

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

Total = 26

2nd Congressional District

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

Total = 29

3rd Congressional District

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

Total = 21

Additional AHA Member Hospitals Include: CHRISTUS St. Michael Health System, Texarkana, TX Regional One Health, Memphis, TN

4th Congressional District

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

Total = 28

ARKANSAS HOSPITALS | SUMMER 2022 35

AHA MEMBERS BY CONTROL AND SYSTEM AFFILIATION TYPE OF CONTROL

DESIGNATION

NONPROFIT

CORPORATE

19TH MEDICAL GROUP

MULTIHOSPITAL GOV'T

CONTROLLING ORGANIZATION

SYSTEM

SYSTEM HOME

U.S. DEPARTMENT OF DEFENSE

√

ADVANCED CARE HOSPITAL OF WHITE COUNTY

LTCH

√

UNITY HEALTH

SEARCY

ARKANSAS CHILDREN'S HOSPITAL

CHILDREN'S

√

ARKANSAS CHILDREN'S

LITTLE ROCK

ARKANSAS CHILDREN'S NORTHWEST

CHILDREN'S

√

ARKANSAS CHILDREN'S

LITTLE ROCK

ARKANSAS CONTINUED CARE HOSPITAL OF JONESBORO LTCH

√

ARKANSAS EXTENDED CARE HOSPITAL – FORT SMITH LTCH

√

LHC CORPORATION

LAFAYETTE, LA

ARKANSAS EXTENDED CARE HOSPITAL – HOT SPRINGS LTCH

√

LHC CORPORATION

LAFAYETTE, LA

ARKANSAS HOSPICE

IP HOSPICE

√

LOCAL BOARD

N. LITTLE ROCK

ARKANSAS METHODIST MEDICAL CENTER

RURAL/RRC

√

LOCAL BOARD

ARKANSAS STATE HOSPITAL

IP PSYCH

ASHLEY COUNTY MEDICAL CENTER

CAH

√

BAPTIST HEALTH EXTENDED CARE HOSPITAL

LTCH

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-ARKADELPHIA

CAH

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-CONWAY

URBAN

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-HEBER SPRINGS

CAH

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-HOT SPRING COUNTY RURAL/MDH

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-LITTLE ROCK

URBAN

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-N. LITTLE ROCK

URBAN

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH MEDICAL CENTER-STUTTGART

RURAL/MDH

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH REHABILITATION INSTITUTE

IRF

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH-FORT SMITH

URBAN

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST HEALTH-VAN BUREN

URBAN

√

BAPTIST HEALTH

LITTLE ROCK

BAPTIST MEMORIAL HOSPITAL-CRITTENDEN

URBAN

√

BAPTIST MEMORIAL HEALTHCARE CORP.

MEMPHIS, TN

BAXTER REGIONAL MEDICAL CENTER

RURAL/SCH/RRC

√

LOCAL BOARD

BRADLEY COUNTY MEDICAL CENTER

CAH

√

LOCAL BOARD

CARTI

STATE

√

LOCAL BOARD

√

CENTRAL ARKANSAS VETERANS HEALTHCARE SYSTEM CHAMBERS MEMORIAL HOSPITAL

RURAL/SCH

√

CHI ST. VINCENT HOT SPRINGS

URBAN/RRC

√

CHI ST. VINCENT HOT SPRINGS REHABILITATION HOSPITAL

IRF

CHI ST. VINCENT INFIRMARY

URBAN

√

CHI ST. VINCENT MORRILTON

CAH

CHI ST. VINCENT NORTH

URBAN

LOCAL BOARD Y

COMMONSPIRIT HEALTH

CHICAGO, IL

ENCOMPASS HEALTH

BIRMINGHAM, AL

COMMONSPIRIT HEALTH

CHICAGO, IL

√

COMMONSPIRIT HEALTH

CHICAGO, IL

√

COMMONSPIRIT HEALTH

CHICAGO, IL

ENCOMPASS HEALTH

BIRMINGHAM, AL

√

CHI ST. VINCENT SHERWOOD REHABILITATION HOSPITAL IRF

√

CHICOT MEMORIAL MEDICAL CENTER

CAH

√

CHRISTUS ST. MICHAEL HEALTH SYSTEM

URBAN (TX)

√

CONWAY BEHAVIORAL HEALTH

IP PSYCH

CONWAY REGIONAL HEALTH SYSTEM

URBAN

CONWAY REGIONAL REHABILITATION HOSPITAL

IRF

CORNERSTONE SPECIALITY HOSPITALS LITTLE ROCK

LTCH

CROSSRIDGE COMMUNITY HOSPITAL

CAH

DALLAS COUNTY MEDICAL CENTER

CAH

DARDANELLE REGIONAL MEDICAL CENTER

CAH

√

DELTA HEALTH SYSTEM

CAH

√

LOCAL BOARD

DEWITT HOSPITAL & NURSING HOME

CAH

√

LOCAL BOARD

DREW MEMORIAL HEALTH SYSTEM

RURAL/SCH

ENCOMPASS HEALTH REHABILITATION HOSPITAL, A PARTNER OF WASHINGTON REGIONAL

IRF

EUREKA SPRINGS HOSPITAL

CAH

FORREST CITY MEDICAL CENTER

RURAL/SCH

FULTON COUNTY HOSPITAL

CAH

36 SUMMER 2022 | ARKANSAS HOSPITALS

LITTLE ROCK

U.S. DEPARTMENT OF VETERANS AFFAIRS

√

LOCAL BOARD Y

CHRISTUS HEALTH

IRVING, TX

ACADIA HEALTHCARE

FRANKLIN, TN

CONWAY REGIONAL HEALTH SYSTEM

CONWAY

√

CONWAY REGIONAL HEALTH SYSTEM

CONWAY

√

CORNERSTONE HEALTHCARE GROUP

DALLAS, TX

ST. BERNARDS HEALTH SYSTEM

JONESBORO

√ √

√

COUNTY

√ Y

Y √ Y

√ √

CONWAY

COUNTY

√ √

CONWAY REGIONAL HEALTH SYSTEM

ENCOMPASS HEALTH

BIRMINGHAM, AL

EUREKA SPRINGS HOSPITAL COMMISSION

EUREKA SPRINGS,

QUORUM HEALTH

FRANKLIN, TN

COUNTY

TYPE OF CONTROL

DESIGNATION

NONPROFIT

CORPORATE

MULTIHOSPITAL GOV'T

CONTROLLING ORGANIZATION

SYSTEM HOME

SYSTEM

GREAT RIVER MEDICAL CENTER

RURAL/SCH/RRC

HELENA REGIONAL MEDICAL CENTER

RURAL/SCH

COUNTY

HOWARD MEMORIAL HOSPITAL

CAH

√

LOCAL BOARD

IZARD COUNTY MEDICAL CENTER

CAH

√

LOCAL BOARD

JEFFERSON REGIONAL

URBAN/SCH

√

LOCAL BOARD

JOHNSON REGIONAL MEDICAL CENTER

RURAL/MDH

√

LAWRENCE MEMORIAL HOSPITAL

CAH

√

LEVI HOSPITAL

URBAN

√

LITTLE RIVER MEDICAL CENTER

CAH

√

MAGNOLIA REGIONAL MEDICAL CENTER

RURAL/SCH

√

MCGEHEE HOSPITAL

CAH

√

MEDICAL CENTER OF SOUTH ARKANSAS

RURAL/SCH

MENA REGIONAL HEALTH SYSTEM

RURAL/SCH

MERCY HOSPITAL BERRYVILLE

CAH

√

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL BOONEVILLE

CAH

√

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL FORT SMITH

URBAN

√

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL NORTHWEST ARKANSAS

URBAN

√

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL OZARK

CAH

√

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL PARIS

CAH

√

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY HOSPITAL WALDRON

CAH

√

MERCY HEALTH SYSTEM

ST. LOUIS, MO

MERCY REHABILITATION HOSPITAL FORT SMITH

IRF

LIFEPOINT

BRENTWOOD, TN

METHODIST BEHAVIORAL HOSPITAL

IP PSYCH

METHODIST FAMILY HEALTH

LITTLE ROCK

NATIONAL PARK MEDICAL CENTER

URBAN/RRC

LIFEPOINT

BRENTWOOD, TN

NEA BAPTIST MEMORIAL HOSPITAL

URBAN/RRC

√

BAPTIST MEMORIAL HEALTHCARE CORP.

MEMPHIS, TN

NORTH ARKANSAS REGIONAL MEDICAL CENTER

RURAL/SCH/RRC

√

NORTHWEST HEALTH PHYSICIANS' SPECIALTY HOSPITAL

URBAN

√

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

NORTHWEST MEDICAL CENTER BENTONVILLE

URBAN

√

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

NORTHWEST MEDICAL CENTER SPRINGDALE

URBAN

√

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

OUACHITA COUNTY MEDICAL CENTER

RURAL/SCH

√

LOCAL BOARD

OZARK HEALTH MEDICAL CENTER

CAH

√

LOCAL BOARD

OZARKS COMMUNITY HOSPITAL

CAH

√

PERIMETER BEHAVIORAL HOSPITAL OF W. MEMPHIS

IP PSYCH

PIGGOTT COMMUNITY HOSPITAL

CAH

PINNACLE POINTE BEHAVIORAL HEALTHCARE SYSTEM

IP PSYCH

REGIONAL ONE HEALTH

URBAN (TN)

RIVENDELL BEHAVIORAL HEALTH SERVICES

IP PSYCH

RIVERVIEW BEHAVIORAL HEALTH

√ Y

√

QUORUM HEALTH

FRANKLIN, TN

LOCAL BOARD Y

ST. BERNARDS HEALTH SYSTEM

JONESBORO

LOCAL BOARD LOCAL BOARD

√

LOCAL BOARD LOCAL BOARD Y

√

√ √ √

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

CITY

√

LOCAL BOARD

√

WOODRIDGE BEHAVIORAL CARE

JACKSON, TN

CITY

√ Y

UNIVERSAL HEALTH SERVICES

KING OF PRUSSIA, PA

REGIONAL ONE HEALTH

MEMPHIS, TN

√

UNIVERSAL HEALTH SERVICES

KING OF PRUSSIA, PA

IP PSYCH

√

ACADIA HEALTHCARE

FRANKLIN, TN

SAINT MARY'S REGIONAL MEDICAL CENTER

RURAL/RRC

√

LIFEPOINT

BRENTWOOD, TN

SALINE MEMORIAL HOSPITAL

URBAN

√

LIFEPOINT

BRENTWOOD, TN

SILOAM SPRINGS REGIONAL HOSPITAL

URBAN

√

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

SMC REGIONAL MEDICAL CENTER

CAH

SPRINGWOODS BEHAVIORAL HEALTH HOSPITAL

IP PSYCH

UNIVERSAL HEALTH SERVICES

KING OF PRUSSIA, PA

ST. BERNARDS FIVE RIVERS

RURAL/SCH

√

ST. BERNARDS HEALTH SYSTEM

JONESBORO

ST. BERNARDS MEDICAL CENTER

URBAN/RRC

√

ST. BERNARDS HEALTH SYSTEM

JONESBORO

STONE COUNTY MEDICAL CENTER

CAH

√

WHITE RIVER HEALTH SYSTEM

BATESVILLE

THE BRIDGEWAY

IP PSYCH

UNIVERSAL HEALTH SERVICES

KING OF PRUSSIA, PA

UAMS MEDICAL CENTER

URBAN

UNITY HEALTH

RURAL/SCH/RRC

√

UNITY HEALTH

SEARCY

UNITY HEALTH NEWPORT

RURAL

√

UNITY HEALTH

SEARCY

VALLEY BEHAVIORAL HEALTH SYSTEM

IP PSYCH

√

ACADIA HEALTHCARE

FRANKLIN, TN

VANTAGE POINT OF NWA

IP PSYCH

√

ACADIA HEALTHCARE

FRANKLIN, TN

√ √

COUNTY

√ √

√

STATE

√

U.S. DEPARTMENT OF VETERANS AFFAIRS

√

VETERANS HEALTH CARE SYSTEM OF THE OZARKS WASHINGTON REGIONAL MEDICAL SYSTEM

RURAL

√

WHITE RIVER HEALTH SYSTEM

RURAL/SCH/RRC

√

WILLOW CREEK WOMEN'S HOSPITAL

URBAN

LOCAL BOARD √

WHITE RIVER HEALTH SYSTEM

BATESVILLE

COMMUNITY HEALTH SYSTEMS

FRANKLIN, TN

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

ARKANSAS HOSPITALS | SUMMER 2022 37

INPATIENT AND EMERGENCY DEPARTMENT DISCHARGES BY PAYER, 2020 ED

32%

29%

19%

2% 7% 11%

HMO/COMM.INS MEDICAID MEDICARE OTHER GOV. PROGRAMS

INPATIENT

28%

23%

20%

39%

40%

60%

2% 6% 3%

80%

OTHER UNKNOWN SELF PAY/NO CHARGE

100% Arkansas Department of Health, Hospital Discharge Program, 2020

In 2020, hospitals saw a third year of increasing uncompensated costs.

UNINSURED INPATIENT ADMISSIONS AND COSTS, 2011-2020 35,000

$250

$200

25,000 $150

20,000 15,000

$100

10,000 $50

5,000 0

2011

2012

38 SUMMER 2022 | ARKANSAS HOSPITALS

2013

2014

2015

2016

2017

2018

2019

2020

COST ($MILLIONS)

ADMISSIONS

30,000

SELF-PAY/ NO CHARGE PATIENTS ADMITTED EST. TOTAL UNCOVERED COSTS ($MILLIONS)

Arkansas Department of Health, Hospital Discharge Program, 2020

HOSPITAL UNCOMPENSATED CARE COSTS, 2016-2020 YEAR

GROSS REVENUES (BILLED CHARGES)

NET REVENUES (AMOUNT COLLECTED)

OTHER OPERATING REVENUE

GROSS+ OTHER REVENUE

TOTAL OPERATING COSTS

COST-TO-CHARGE RATIO

2016

$25,413,485,803

$6,955,387,339

$307,097,211

$25,720,583,014

$6,803,364,553

24.7%

2017

$27,608,967,513

$7,359,789,684

$381,973,773

$27,990,941,286

$7,372,516,174

24.7%

2018

$29,227,538,143

$7,719,639,636

$395,516,849

$29,623,054,992

$7,797,448,234

24.6%

2019

$31,840,144,189

$8,186,146,989

$433,117,737

$32,273,261,926

$8,049,927,966

23.4%

2020

$31,699,407,685

$7,989,169,603

$760,697,334

$32,460,105,019

$8,206,104,259

23.7%

CHANGE

24.7%

14.9%

147.7%

26.2%

20.6%

YEAR

TOTAL UNCOLLECTED AMOUNTS DUE

BAD DEBT

CHARITY CARE

UNCOMPENSATED CARE CHARGES

UNCOMPENSATED CARE COSTS

UNCOMPENSATED CARE % OF TOTAL COSTS

2016

$18,458,098,464

$444,692,383

$376,732,202

$821,424,585

$203,073,532

3.0%

2017

$20,249,177,829

$469,305,416

$339,342,080

$808,647,496

$199,431,096

2.7%

2018

$21,507,898,507

$502,016,281

$358,871,422

$860,887,703

$212,015,528

2.7%

2019

$23,653,997,200

$509,174,368

$442,315,671

$951,490,039

$222,318,771

2.8%

2020

$23,710,238,082

$503,958,456

$499,580,152

$1,003,538,608

$238,120,014

2.9%

CHANGE

28.5%

13.3%

32.6%

22.2%

17.3% Source: American Hospital Association, Hospital Statistics 2022

TOP 20 DRGS, 2020 # DISCHARGES

TOTAL CHARGES

MEAN CHARGES PER DISCHARGE

MEAN STAY PER DISCHARGE

MEAN DAILY RATE

885 - PSYCHOSES

31,738

$607,812,662

$19,151

9.6

$1,991

795 - NORMAL NEWBORN

18,255

$99,881,350

$5,471

1.6

$3,530

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

16,849

$253,569,916

$15,050

1.8

$8,503

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

14,685

$718,663,824

$48,939

6.3

$7,756

177 - RESPIRATORY INFECTIONS & INFLAMMATIONS W MCC

10,606

$450,262,636

$42,454

6.3

$6,739

794 - NEONATE W OTHER SIGNIFICANT PROBLEMS

9,601

$71,465,763

$7,444

2.0

$3,703

470 - MAJ JOINT REPLACEMENT OR REATTACHMENT OF LOWER EXTREMITY W/O MCC

7,301

$322,769,457

$44,209

2.6

$17,003

291 - HEART FAILURE & SHOCK W MCC

7,204

$239,339,482

$33,223

5.1

$6,540

788 - CESAREAN SECTION WITHOUT STERILIZATION WITHOUT CC/MCC

6,028

$131,325,305

$21,786

2.7

$8,221

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

4,715

$68,006,680

$14,423

4.6

$3,163

189 - PULMONARY EDEMA & RESPIRATORY FAILURE

4,583

$154,099,390

$33,624

5.3

$6,356

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

4,158

$83,393,242

$20,056

3.2

$6,229

193 - SIMPLE PNEUMONIA & PLEURISY W MCC

3,895

$142,648,673

$36,624

5.0

$7,310

057 - DEGENERATIVE NERVOUS SYSTEM DISORDERS W/O MCC

3,743

$142,378,285

$38,039

13.4

$2,834

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

3,734

$91,191,736

$24,422

4.2

$5,843

690 - KIDNEY & URINARY TRACT INFECTIONS W/O MCC

3,194

$57,937,032

$18,139

3.6

$5,095

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

3,111

$47,534,461

$15,279

2.1

$7,207

881 - DEPRESSIVE NEUROSES

3,109

$52,769,411

$16,973

6.7

$2,552

683 - RENAL FAILURE W CC

3,087

$67,875,872

$21,988

3.9

$5,638

793 - FULL TERM NEONATE W MAJOR PROBLEMS

2,933

$106,375,430

$36,268

5.6

$6,523

162,529

$3,909,300,604

$25,678

4.8

$5,386

DIAGNOSIS-RELATED GROUP

TOP 20 DRGS

Source: Arkansas Department of Health, Hospital Discharge Program, 2020

ARKANSAS HOSPITALS | SUMMER 2022 39

Arkansas Hospitals, 2022

MILLER

Magnolia Magnolia Regional COLUMBIA Medical Center

El Dorado Medical Center of South Arkansas

UNION

BRADLEY

ASHLEY

Crossett Ashley County Medical Center

CHICOT

Medicare Rural Hospital Flexibility Grant Program | HRSA-15-038 | Office of Rural Health Policy

Lake Village Chicot Memorial Medical Center

KEY

SOURCE: https://www.hrsa.gov/ruralhealth/programopportunities/ fundingopportunities/?id=b56d4504-7bf6-4f79-b0e8-37b766f2213e Rogers Mountain Home Pocahontas Paragould Eureka Springs Mercy Hospital Northwest Arkansas Baxter Regional St. Bernards Five Rivers Arkansas Methodist Eureka Springs Berryville Bentonville Medical Center Medical Center Medical Center Hospital Mercy Hospital–Berryville Northwest Medical Piggott CARROLL Salem RANDOLPH BOONE MARION Center–Bentonville BAXTER Piggott Community Hospital BENTON CLAY Fulton County Harrison Siloam Springs FULTON Hospital North Arkansas Springdale IZARD Blytheville Siloam Springs Regional Medical Center • Arkansas Children’s Northwest Calico Rock Walnut Ridge Great River Regional Hospital GREENE • Northwest Medical Center–Springdale Izard County SHARP Lawrence Medical Center WASHINGTON Gravette Mountain View Johnson NEWTON SEARCY Medical Center Memorial Hospital MADISON Fayetteville (3) Ozarks Stone County LAWRENCE Northwest Medical Center– Batesville • Washington Regional Medical Center CRAIGHEAD Community Medical Center MISSISSIPPI Willow Creek Women’s Hospital STONE White River • Northwest Health Physicians’ Jonesboro (2) Hospital Heber Springs Osceola Clarksville VAN Medical Center Specialty Hospital • St. Bernards of Gravette Baptist Health Medical South Mississippi County Russellville BUREN Johnson Regional • Veterans Health Care System Newport POINSETT Medical Center Center–Heber Springs INDEPENDENCE Regional Medical Center Saint Mary’s Medical Center of the Ozarks FRANKLIN Unity Health Newport • NEA Baptist Clinton JOHNSON Regional JACKSON CRAWFORD Memorial Hospital Van Buren Ozark Health Medical Center CLEBURNE Ozark Baptist Health Medical Searcy Medical Center CROSS Mercy Hospital− WHITE CONWAY Center–Van Buren POPE Unity Health– White Paris Conway (2) Ozark Wynne CRITTENDEN Mercy SEBASTIAN • Conway Regional Medical Center County Medical Center LOGAN Fort Smith (2) CrossRidge West Memphis Hospital− Dardanelle • Baptist Health – Conway • Baptist Health Medical WOODRUFF ST. FRANCIS Community Morrilton Baptist Memorial Paris Dardanelle Booneville Center–Fort Smith Hospital Acute care SCOTT Hospital Regional PERRY CHI St. Vincent FAULKNER LONOKE YELL Mercy • Mercy Hospital− Forrest City hospitals Medical Center Morrilton PRAIRIE Sherwood Hospital Fort Smith Forrest City LEE Danville Bryant PULASKI CHI St. Vincent North Booneville Medical Center Critical access Chambers Memorial Hospital Encore Medical Center Waldron Helena SALINE North Little Rock (2) MONROE MONTGOMERY GARLAND hospitals Mercy Hospital− Helena Regional • Arkansas Surgical Hospital Hot Springs (3) Stuttgart PHILLIPS Waldron Benton Medical Center • Baptist Health – Acute care • CHI St. Vincent–Hot Springs Baptist Health POLK Saline Mena North Little Rock • Levi Hospital Medical Center−Stuttgart Little Rock (6) hospital–SHIP* Memorial Mena Regional • National Park Medical Center • Arkansas Children’s Hospital HOT SPRING Hospital DeWitt JEFFERSON Health System ARKANSAS Malvern *Small Rural Hospital GRANT • Arkansas Heart Hospital DeWitt CLARK PIKE Pine Bluff Baptist Health – Improvement Grant Program. • Baptist Health – Little Rock Hospital and HOWARD Jefferson Regional Arkadelphia Hot Spring County Map revised May 2022. SEVIER Nursing • CHI St. Vincent Infirmary Medical Center Baptist Health – Home Nashville DALLAS • Central Arkansas Veterans Healthcare Arkadelphia Dumas CLEVELAND LINCOLN Howard System – John L. McClellan Veterans Hospital Delta Memorial Memorial Hospital DESHA Fordyce • UAMS Medical Center Hospital HEMPSTEAD Monticello NEVADA LITTLE Dallas County RIVER McGehee Drew Camden Medical Center Hope McGehee Memorial Wadley Regional Ouachita County Warren CALHOUN Hospital Hospital Medical Center Medical Center Bradley County DREW OUACHITA at Hope Medical Center Ashdown Little River Memorial Hospital

LAFAYETTE

40 SUMMER 2022 | ARKANSAS HOSPITALS

Treatment Adherence

Safety Patient Experience

Patient Experience Value-Based Reimbursement

Population Health

Patient Engagement

Clear Communication Health Care Utilization

Patient-Centered Care

Clear communication is critical to the outcomes you care about most. At the UAMS Center for Health Literacy, we work to make health information easy to understand and use. We support organizations across the globe who communicate health information with patients and the public.

Our services include: ¾ Plain language assessment and editing ¾ Spanish translation ¾ Workforce training on health communications ¾ Health literacy consulting

To get started or for more information, contact us at 501-686-2595 or healthliteracy@uams.edu.

healthliteracy.uams.edu ARKANSAS HOSPITALS | SUMMER 2022 41

Help Prevent Clients from Losing Their Medicaid Coverage! PHE and Medicaid Continuous Coverage Could End July 15 By Tabitha Kinggard

Health care's mission to help Medicaid beneficiaries learn how to renew their eligibility is too important for one agency to communicate alone. Please share this message!

he Arkansas Department of Human Services (DHS) is preparing for the end of the COVID-19 Public Health Emergency (PHE). It's working with community partners, advocates, and clients to make sure eligible Arkansans continue receiving high-quality health care coverage when the PHE draws to a close. All people in the health care field must actively work to spread the word about reasserting eligibility for Medicaid. You may know Medicaid clients in your clinics, practices, family, or in your family’s circle of friends. Your social media circle may include people who are Medicaid or ARHOME clients or who have kids or grandkids with ARKids coverage. DHS wants all Medicaid-eligible Arkansans to continue receiving this quality health care coverage, and it has created a website (www.ar.gov/update) providing resources, toolkits, and materials for clients, partners, friends, and family.

WHY IS THIS IMPORTANT?

If clients lose their Medicaid coverage, they will be removed from their assigned Primary Care Provider, and Primary Care Case Management (PCCM) payments will be affected. The goal is to utilize all partners and resources to educate Medicaid clients on their next steps so that all eligible clients maintain their active Medicaid coverage. If a member no longer qualifies for health coverage from Arkansas Medicaid, they will receive:

42 SUMMER 2022 | ARKANSAS HOSPITALS

• Notice of when their Medicaid coverage will end. • Information on how to file an appeal if the member thinks the designation was incorrect. • A referral to the Federal Marketplace and information about buying other health care coverage. Arkansans who do not qualify for Arkansas Medicaid may secure health insurance on the federal Health Insurance Marketplace at HealthCare.gov: • Within 60 days after losing health coverage, or • Any time during annual open enrollment from November 1 through December 15. Arkansans who do not qualify for health coverage from Medicaid may be able to get financial help to lower the cost of private health insurance through HealthCare.gov. The amount of financial help is based on 1) the cost of insurance where applicants live, 2) how many people are in their household, and 3) their estimated yearly income. Learn more at HealthCare.gov or 1-800-318-2596. If clients have additional questions about Arkansas Medicaid, they may call 1-855-372-1084 or visit www.access.arkansas.gov.

Tabitha Kinggard, RN, serves as Outreach Supervisor at the Arkansas Foundation for Medical Care (AFMC).

Medicaid Continuous Coverage Protection to End When PHE Ends

Arkansas Medicaid clients must contact Arkansas Medicaid as soon as possible to provide up-to-date contact information, including a current mailing address, phone number, and email address. This can be done by phone, online, or in person, and is necessary so that beneficiaries can receive important notices, renewal forms, and be reached if the Department of Human Services needs more information. Here’s how clients can update their contact information: • Call the Update Arkansas hotline at 1- 844-872-2660. • Go online at www.access.arkansas.gov. • Visit their local DHS county office to update their information. Clients should be on the lookout for renewal letters and respond quickly to continue their Medicaid coverage. Completed forms included in the renewal letters can be mailed back to DHS, or they can be dropped off at the recipient’s local DHS office. Many clients also have the option to renew online at www.access. arkansas.gov; the online option is not currently available for TEFRA clients. No matter how clients like to communicate, DHS has them covered! Many opportunities for staying abreast of Medicaid, ARHOME, and ARKids coverage changes and information are available. They include: • Signing up for email communication and text updates at www.access.arkansas.gov. • Following DHS on social media at www.facebook.com/ArkDHS. • Visiting www.ar.gov/update for updates and more information.

With the onset of the COVID-19 pandemic in the U.S. and the federal government’s March 2020 declaration of a Public Health Emergency (PHE), some Medicaid requirements and conditions were temporarily lifted. State agencies have continued to provide health care coverage for all Medicaid assistance programs since the announcement of that emergency declaration more than two years ago. Even beneficiaries who did not renew their eligibility or became ineligible during the pandemic received continuous coverage protection. Continuous coverage was put into place to help keep Medicaid beneficiaries from losing their health care coverage during the COVID-19 pandemic. (During the PHE, Arkansas Medicaid only closed cases for beneficiaries who died, moved out of state, were incarcerated, or asked that their case be closed.) Arkansas, along with the rest of the nation, will soon be required to review Medicaid eligibility for people whose coverage was extended during the pandemic. It’s important that we help spread the word that many Medicaid clients may lose their health care coverage if they don’t initiate simple steps now. Learn what to do and how to help at www.ar.gov/update.

ARKANSAS HOSPITALS | SUMMER 2022 43

An Arkansas Voice in ACHE Leadership:

A Conversation with Michael K. Givens, Administrator of St. Bernards Medical Center

ichael K. Givens has served at St. Bernards Medical Center, a 440-bed acute care hospital in Jonesboro, for more than 20 years, including 11 years as Administrator. Givens holds an MBA in Healthcare Management from Harding University in Searcy as well as Fellow status with the American College of Healthcare Executives (ACHE). Earlier this year, he was elected to ACHE’s Board of Governors, a 12-member governing board of health care leaders from across the United States. Givens lives in Jonesboro with his wife, Ashleigh, and their two sons, John Mark and Asher.

Q. Michael, the American College of Healthcare Executives (ACHE) recently elected you to its Board of Governors, a 12-member board comprised of health care leaders from across the country. Can you tell us more about ACHE and its role within health care? A. The American College of Healthcare Executives is the international professional society for health care executives. There are more than 48,000 health care leaders within ACHE, and the college represents those leaders through continued learning and education, networking, and career path assistance and development. One of the key aspects of ACHE involves its service as the governing body for board certification. Health care leaders who pass their board exams become board certified, earning the designation of “Fellow.” Fellow status with the ACHE is the gold standard for health care leaders across the entire world. Board certification signifies your expertise and commitment to health care leadership, as well as showing your focus on lifelong learning in the field as a health care leader. In addition to the national body, local chapters serve members throughout the world. Arkansas’s Chapter for ACHE is the Arkansas Health Executives Forum, and it stays active within our state.

Michael Givens, FACHE, Administrator of St. Bernards Medical Center, with Lyndsey Dumas, Vice President of Education for the Arkansas Hospital Association, at Givens’s recent election to the Board of Governors for the American College of Healthcare Executives.

Q. You’ve had extensive involvement in ACHE leading up to this election. How has your involvement in ACHE prepared you for this role and made you a better leader? A. While obtaining my MBA in health care management, my chair of the health care management program introduced me to the American College of Healthcare Executives. She explained how important it was, not only to be a part of a professional society but also how ACHE could help my career development. When I was hired at St. Bernards, Ben Owens was the president and CEO at that time, and he focused on leaders being members of ACHE and obtaining board certification. Mr. Owens and Chris Barber, our current president and CEO, encouraged me to become board certified. Through Chris’s encouragement and development of me as a leader, I then began serving on ACHE committees within the state and even some with a national focus. Ultimately, I learned how impactful it can be to bring leaders together from across the state and nation to focus on key issues and initiatives.

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Michael Givens, FACHE, Administrator of St. Bernards Medical Center, with his wife, Ashleigh, and their two sons, John Mark (front left) and Asher (front right) in front of the St. Bernards mobile mammography unit, the “Ma’am Mobile.

Q. Late last year, Michael, you celebrated your 20th anniversary at St. Bernards, including your 11th anniversary as Administrator of St. Bernards Medical Center. You’ve worked in numerous roles within the organization that led to where you are today. Would you describe the importance of those opportunities as you advanced your career at St. Bernards? A. Good leaders need a strong foundation and education. My first positions taught me how to work with patients, their family members, staff, and physicians. The leadership team at St. Bernards invested in me intentionally, assessing my strengths and opportunities for growth. I’m grateful they placed me in roles where I could develop as a health care leader. Looking at my career, I see the importance of each opportunity I was given, because each one ensured I developed skill sets in areas where I needed to grow. As mentors, St. Bernards’ leaders invested in me to ensure my future success.

Q. During your tenure as hospital Administrator, would you describe an outstanding achievement or two the hospital has accomplished? A. I’m proud of so many things we’ve accomplished as a team. At the top of my mind is the opening of our Neonatal Intensive Care Unit because we’re celebrating its 10th anniversary this year. We now ensure that approximately 250 families each year don’t need to travel outside of the region if their newborns need additional care, perhaps for weeks at a time. They can stay close to home, and that’s a huge accomplishment for us. We opened our new ICU and Surgical Tower in 2019. It came at an important time because we opened it in December of that year, and in March 2020, we admitted our first COVID patient. During the pandemic, our facility increased capacity to 142% because the need for hospitalizations was so great. We cared for more than 4,200 COVID-positive persons on an inpatient level. In fact, we were one of the leading hospitals in the state for caring for and treating COVID-19 patients. Caring for those individuals was a huge achievement for our team, and we are so proud of what our team accomplished over the last two years. Q. St. Bernards serves 23 counties in Northeast Arkansas and Southeast Missouri. While you’re a native Arkansan, you didn’t grow up in the state’s northeastern corner. What drew you there, and what keeps you there? A. When I came to interview, the community overall welcomed me. I fell in love with the mission of St. Bernards – “To provide Christlike healing to the community through education, treatment, and health services.” The health system’s leadership displayed it prominently, and each staff member could quote it. I wanted to work here. Shortly after arriving, I met my future wife, Ashleigh, and we married a year later. So, family certainly keeps me in Northeast Arkansas, but overall, we live in a great community with strong leadership. There’s an incredibly positive momentum here right now, and it’s why we see growth. It’s what keeps us here as well as what brings in new community members.

ARKANSAS HOSPITALS | SUMMER 2022 45

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Q. What advice would you give someone looking to advance their career in health care? A. Health care is a great field, especially if you have a desire to serve others. As you enter health care, though, I recommend you become a member of the American College of Healthcare Executives. Start as a student member and become involved in ACHE. Become involved in your local chapter. Become involved in its continuing education offerings and all the initiatives that ACHE provides. I also recommend that you become board certified. It shows your commitment to the field of health care management as well as your commitment to ethics and integrity. It’s a seal of approval for you as a health care leader. Beyond that, accept any opportunity that’s placed in front of you. They’re placed in front of you for a reason. Individuals will view you differently than you see yourself, and they often see areas for growth and development. Every job in health care is an important job, and it takes every job to take care of the patient. If you do each job well, the career advancements will come. Lastly, pay it forward. So many health care leaders served as my mentors throughout my career. I now love mentoring young health care leaders, helping them achieve their own job growth and development.

Our thanks to Mitchell Nail, who serves as Media Relations Manager for St. Bernards Healthcare. His bachelor’s degree was earned at Arkansas State University in Agricultural Business, Agricultural Communication/Journalism. He conducted this interview with Michael Givens specifically for this issue of Arkansas Hospitals.

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Leading Volunteers Through the Pandemic

by Kristi King, Jenni Powell, and Becky Rose

f you visited any hospital in the state prior to the pandemic, you likely were greeted, assisted, or given information by a hospital volunteer. Though many wear pink vests to designate their service, several hospitals have switched to red, blue, even yellow as their volunteer outfit colors. No longer known as “pink ladies” as in days of yore, today’s volunteer brigade includes men and teens who, with their female counterparts, fill a variety of roles in service to their local hospitals. Who recruits these volunteers? Who oversees their training, their assignments to various departments? Who coordinates the many schedules surrounding volunteer service? Those roles are but a few of the duties of a hospital’s Director of Volunteer Services (DVS), also known as coordinators or managers in some organizations. “I was drawn to the role of Volunteer Manager because I knew there would be different challenges and rewards every day,” says Jenni Powell, Director of Volunteers, Gift Shops, and Pastoral Services at Mercy Hospital Fort Smith. “A volunteer coordinator, manager, and director must understand the basic workings of all hospital departments. This allows us to find the right volunteer ‘fit’ when a department makes a request for volunteer services. On any given day there may be a need to help train a volunteer in one area, while another day may be spent recruiting volunteers for services needed in the hospital.” She says that a customer service background is beneficial for Directors of Volunteer Services. “It is vital to serve not only our coworkers but also our volunteers.” Kristi King, Revenue Cycle Director and Director of Volunteer Services at Ozark Health, Inc., in Clinton, serves as the current President of the Arkansas Society of Directors of Volunteer Services (ASDVS), which brings Directors of

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Baxter Regional Medical Center re-opened its thrift stores using stringent distancing and COVID sanitation protocols. Here, volunteers Peg Meyer and Sheila Middleton are working at the check-out counter of BRMC's Bargain Box in Flippin.

Volunteer Services from all over the state together several times a year. She says ASDVS meetings are a great place for DVSs to network and support one another. “No matter what else is on the agenda, we can always count on getting new ideas, new vendor contacts, a new product line to carry in the hospital gift shop or much-needed feedback on how to handle challenging circumstances that may occur from day to day,” she says. “My role as the group’s President started at our fall conference in October of 2019,” she continues. “That October, our group eagerly planned 2020’s training sessions, agenda items, and meeting locations. As a new ASDVS President, I was excited about the prospect of our group’s accomplishing great things!” Imagine her shock when on March 12, 2020, she started receiving emails from DVS leaders all over the state saying they were asking volunteers to step down or take a leave of

... Our team began sending pictures of new [gift shop] items through email to our coworkers. We offered a virtual shopping service ...

ASDVS president Kristi King says gift shop sales remained important, though many of the shops were closed to in-person shopping during COVID. Hospital teams developed many innovations that offered shopping services during the pandemic.

absence as the pandemic unfolded with its many unknowns. “Many hospitals made the difficult decision to furlough volunteers in an effort to keep those volunteers safe,” King says. “There was no way to know at that time when our volunteers might be able to return, and life as we knew it in hospital settings began to change in a significant way.” Suddenly, most health care facilities either reduced or eliminated the ability for volunteers to support their hospitals. DVS staff members around the state were also being furloughed or reallocated to different areas and assigned different job responsibilities. “When COVID-19 arrived in March of 2020, we immediately sent our volunteers home,” says Becky Rose, Director of Volunteer Services at Baxter Regional Medical Center in Mountain Home. “A couple of weeks later, the entire Volunteer Services staff was furloughed; this was a tough decision for our hospital leadership, but it was understood by all of us – my staff and me – as well as those in other departments who experienced the furlough.” Rose says that the hospital’s Volunteer Services staff was called back to work in June of 2020. “We created a plan for safely recalling our volunteers, following all hygiene protocols and CDC guidelines,” she says. “Part of that plan focused on giving our volunteers the information they needed to make informed decisions on returning and determining what was best for them and their families.” “Those directors and managers who were able to continue working in volunteer services tried to absorb many of the tasks

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previously handled by volunteer staff,” King says. “In several rural hospitals the directors were the only people available to keep hospital gift shops in operation, offering hospital personnel some small semblance of normalcy. We were reminded that our gift shops often provide a respite for hospital employees, who told us they were thankful to be able to have that one constant to depend upon.” “In the beginning days of the crisis (when we had to ask the volunteers to suspend their services), it’s no surprise that we discovered other challenges that needed attention,” Powell recalls. An example: As the workforce changed, departments often were combined under existing leadership. “That is how I became Manager of Pastoral Services in addition to managing volunteers and our gift shops,” she says. “The crisis brought uncertainty, but it also allowed new learning opportunities. In many cases, managers found themselves in more well-rounded leadership roles.”

HOSPITAL GIFT SHOPS

Those shopping for that special gift for a loved one know that hospital gift shops can be treasure troves of unusual and uniquely lovely items. “During the pandemic, most hospital gift shops that I am familiar with were closed to the public” King says, “but we learned to get creative with online purchasing platforms so the public could still make purchases for patients, which we delivered directly to a patient’s room. This service was helpful to friends and family members since visitation and outside deliveries were restricted.” Supporting the hospital through gift shop sales remained important during the pandemic, she adds. “Employee purchases and online sales kept many gift shops afloat during the pandemic. A few hospitals even did driveby parking lot sales.” Powell says that at Mercy Fort Smith, COVID forced a lot of new thinking in gift shop operations. “Our gift shops were totally closed down during COVID,” she says. “So, our team began sending pictures of new items through email to our coworkers. We offered a virtual shopping service, for which our coworkers were very appreciative.” Though the shops were closed, their display windows and in-shop displays were still a big hit with coworkers. “We really concentrated on making our displays visible through the shop windows,” she says. “We used varying heights and depths in our displays to make merchandise visible, giving our coworkers an opportunity where they could still come and get retail therapy.” When wanting to make a purchase, coworkers emailed and told us what they wished

Though its gift shop was closed for much of the COVID pandemic, Mercy Fort Smith's Volunteer Services team encouraged purchasing through the use of beautiful window displays and a virtual shopping service.

ARKANSAS HOSPITALS | SUMMER 2022 51

to purchase, she says. “The talents of my staff really were revealed! They built photo-worthy displays and vignettes and shared them through newly found photography skills.” Baxter Regional re-opened its two thrift shops and its gift shop that first summer with modified hours. “We put safety and cleaning protocols in place, and we added safety modifications to our check-out areas,” Rose recalls. Baxter Regional also brought volunteers back at information desks and to operate the hospital’s shuttle service. “We put in a skeleton crew at the information desks, and we operated our shuttle service with modifications, cleaning protocols, mask requirements, and restrictions on the number in the shuttle,” Rose says. “We needed our volunteers’ assistance to help our visitors, patients, and staff.”

LIMITATIONS ON GATHERING AFFECT RECRUITMENT

“By mid-July of 2020, it was evident that ASDVS was not going to have an in-person meeting anytime soon, so we followed the examples of the Arkansas Hospital Association and the Arkansas Hospital Auxiliary Association and switched to a teleconference meeting format,” King explains. “In the Spring of 2022, we continued to hold monthly teleconferences to help us network regarding a variety of topics. However, there is something therapeutic about being together in a room with your peers, supporting one another through some of the blessings and challenges volunteerism can present. We will be glad when we can once again get together in person.” Volunteers have returned to the hospitals in various stages over the last two years. However, the directors say there has been a sharp decline in the number of volunteers returning to the health care setting. “In our last teleconference, we discussed how the dynamics of volunteerism are changing,” King says. “Attracting new volunteers will take some out-of-the-box thinking and creative marketing skills.” “Recruiting for volunteers is very different without the ‘normal’ gatherings where we can present the value and benefits of volunteering,” Powell says. “We are now relying more on social media for recruitment, but this does not hit the traditional population age of volunteers. In our virtual meeting of ASDVS, we discussed the differences we might experience in our volunteer pool going forward. At present, I have more youth volunteer inquiries than I have had before.” Known as “volunteens,” teen and college-aged volunteers usually commit to a shorter-term volunteer status than do volunteers of retirement age. “We will continue to reshape as needed,” Powell says. “Volunteers are vital to the quality of service Mercy Hospital is devoted to providing.” Rose adds that staying connected with volunteers who still have not returned is vital. “We reach out by phone to those who have not returned,”

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COVID helped us learn to think about volunteerism in new ways...

Rose says. “In the early days of the pandemic, we wanted to see if any of our volunteers were in need, and we checked to make certain they had support systems in place. We regularly shared, by email, information regarding safety protocols, how to access COVID information, and available treatment options. Our senior leadership team was very transparent with the challenges our medical center faced and how our volunteers could assist.” “Throughout the pandemic, we have seen several long-term DVS leaders leave their positions,” King says. “In fact, we see this throughout all facets of the health care profession. As a leader, I want to help resolve all situations successfully. However, during the last few years, there were just some problems beyond our control. In retrospect, I think the hardest thing, as the ASDVS leader, was the helplessness I felt when it came to providing solutions to some of the COVID-related issues different individuals brought to the table. On the other hand, COVID helped us learn to think about volunteerism in new ways, and it gave rise to the development of many new skills. We’ll each remain on our journeys with our volunteers as time goes by. Their contribution to the successful operation of our hospitals is vital, and we are glad to see their faces returning with each passing day.”

Kristi King, MHA, CRCR, is the Revenue Cycle Director at Ozark Health, Inc., in Clinton. She is also the current ASDVS President. Jenni Powell, MBA, is Manager of Volunteers, Gift Shops, and Pastoral Services at Mercy Fort Smith. Becky Rose, CVM, is Director of Volunteer Services at Baxter Regional Medical Center in Mountain Home.

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LEADER PROFILE

Leading Collaboratively: Eric Pianalto By Nancy Robertson

orkforce shortages always simmer on the minds of most hospital leaders. These days, they’re at full boil. Eric Pianalto, President at Mercy Northwest Arkansas in Rogers, addresses workforce shortages as a part of his regular communication with community groups. He draws attention to marquees seen lately on most service businesses: “Please bear with us.” “Please be patient, we’re short-staffed.” “Now hiring.” “Health care certainly did not escape the nation’s great resignation,” he says. “But unlike other businesses, hospitals are 24/7 no matter what. We do everything in our power to keep our valuable personnel on staff and working. However, with licensed personnel leaving so they can contract out for high rates of pay – often in other parts of the country – staffing presents a unique challenge for the health care field.” He notes that a nursing shortage existed before COVID came into our lives, but the pandemic exacerbated workforce challenges in many parts of our hospitals. “COVID, as we know, brought a need for more hands at the bedside. With its long trajectory, we’re now seeing shortages of other valuable staff: respiratory therapists, lab workers, technicians of all sorts, imaging specialists. Across the U.S., fewer than 1.5% of licensed health care workers who want to be employed are unemployed,” he says. “In Northwest Arkansas, that number is less than .5%.”

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Some employees, sadly, simply burned out due to the stresses of the pandemic. Some accepted positions elsewhere in the region, others elsewhere in the nation. For some, health care is no longer the career they wish to pursue. Unfortunately, though Northwest Arkansas is growing by leaps and bounds, the health care workforce in the region is not. “We’re all casting our nets much wider,” Pianalto says. “We’re simultaneously searching for workers from out-of-state and out of the country, and we’re working to grow our own talent locally. We’re working on one-, two-, and five-year plans for workforce expansion. There’s just no ‘snap your fingers’ solution to this dilemma.”

We’re working on one-, two-, and five-year plans for workforce expansion. There’s just no ‘snap your fingers’ solution to this dilemma.

REGIONAL COLLABORATION

“I was returning from vacation March 7, 2020, when COVID emerged in the U.S.,” Pianalto says. “We all watched as the whole world began changing, and some countries were shutting down. On the airplane coming home, I saw a panicked public and experienced a lot of misinformation being circulated. I knew, as I returned to work, that we just had to manage this better.” He met with leaders of other hospitals and health care organizations in the Northwest Arkansas region – Arkansas Children’s Northwest, Community Clinic, Northwest Health, UAMS Health, the University of Arkansas, the U.S. Department of Veterans Affairs, Washington Regional, and the Northwest Arkansas Council – to bring coordinated communications regarding the pandemic to the public. The goal was to plan out, in a detailed way, all COVID-related communications to reduce confusion and chaos. “We appeared together publicly to

A NON-TRADITIONAL PATHWAY Eric Pianalto came to the health care field in a non-traditional way. “Health care actually found me, rather than the other way around,” he says. “My undergraduate degree from the University of Arkansas was in business administration, management, and operations, and my interest was in manufacturing. My first job out of college was in the manufacturing field in Indiana. “But I wanted to return home to Arkansas and accepted a position with an occupational medicine physician who wanted help growing his business and strengthening his business relationships.” This position led him to help develop and grow other physicians’ groups, and through these relationships, he says he realized that health care leadership was his true passion. He went on to earn his Master of Business Administration degree; he entered health care administration and has been with Mercy for more than 28 years. “I was born at Mercy NWA, and now I am here every day. This place holds a special place in my heart.”

ARKANSAS HOSPITALS | SUMMER 2022 55

offer a uniform message to the people of Northwest Arkansas and the areas served by our health care systems,” he says. “We detailed what services we offered, where they could be accessed, how COVID care looked, and where we needed help from businesses and people living in the region.” Addressing media with a common communication plan helped alleviate confusion, as well. The collaborative effort included bed planning so that the COVID load could be balanced among area

organizations. Bed capacity, respirator availability, and PPE supply were all tracked regionally. Crisis of care planning was also handled by region so that every health care organization operated under the same criteria. “We thought we were addressing a short-lived health challenge,” he says. “More than two and a half years in, we continue to work together and rely upon one another. Managing this virus is going to be with us for years to come.”

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“Every single one of us was scared during those early days of the pandemic,” Pianalto says. “At the outset, I reminded the people of our organization that there was no roadmap for managing this pandemic. I stressed that it was okay that we don’t know all the answers. We were determined to address the pandemic together, learn together, make mistakes together, learn from those mistakes, and move forward together. This brought an incredible amount of relief to our hospital staff. When people realized that their input and ideas were important and useful, feedback increased. Our hope is that we were and are creating a roadmap for the next generation as it deals with pandemics and new unknowns.” Like every health care organization, Mercy NWA dealt with equipment shortages, staffing shortages, supply shortages, testing materials shortages, PPE shortages – and now is working through the supply chain and staffing shortages exacerbated by the pandemic and its fallout. But there is a bright side to the pandemic, too. “We are learning how to do our work differently,” Pianalto says. “We are leveraging technology, like virtual care, in which Mercy was an early leader. We are taking the common ways of monitoring ICU patients and moving that technology to the wards and to the bedside. We are each more mindful of the supply chain, and we are rethinking ‘just-in-time’ inventory fulfillment to keep adequate emergency supplies available at both the state and national levels.” Hospital-at-home care, learned and applied as a necessity during the pandemic, is now more commonly being used with non-COVID patients.

UpSkill NWA is a new group specifically engaged to expand the local health care workforce. Virtual care visits with not only doctors but nurses are becoming commonplace. Relationships between hospitals and with regional businesses and other partners are stronger because of the pandemic response. Community Health Needs Assessments, required by the Affordable Care Act every three years, are made easier through these strengthened relationships. As businesses, chambers of commerce, health care organizations, and other entities have learned to value and rely upon one another, assessing regional needs and implementing strategies resulting from the assessment becomes a collaborative effort. “We continue to learn from one another, to get better and better, and to target our work more strategically,” Pianalto says.

MEETING THE FUTURE OF HEALTH CARE

“We are learning, through what COVID care is teaching us, that many levels of caregivers can be helpful at the bedside,” Pianalto says. “Where we might have previously had RNs supplying most bedside care, we’re

now developing teams that include LPNs and others led by RNs, allowing each person’s skills to be put to their best and highest use.” To that end, health care organizations in the region are working with area schools and colleges to increase health-carerelated class sizes, and they’re collaborating with philanthropists, city and county governments, the federal government (through funding from the COVID package), and the UpSkill Foundation to maximize local training in the health care field. “UpSkill NWA is a new group specifically engaged to expand the local health care workforce,” Pianalto says. “It provides the education, transportation, and childcare necessary to help those in lowerpaying jobs access the courses they need for licensure in jobs related to the health care field. It’s going to be a big help to the region, and the first class will be graduating this year. Along with the osteopathic colleges and other health-care-specific groups expanding their training in Arkansas, we are hopeful that workforce shortages will be resolved sooner rather than later.”

We Asked...

What is the best advice you were ever given?

One of my former bosses lectured me that he expected me to be right 80% of the time, but that he also expected me to be wrong 20% of the time – and if I wasn’t, I was not taking enough risks. While I hope my batting average is better than that, it really opened the door for me as a leader early in my career to be more creative and bolder in decision-making.

Who is someone you greatly admire, and why?

I admire my dad for so many reasons, but that admiration has continued to grow as I watch him age with grace. At nearly 93, there are so many of life’s pleasures that he can no longer enjoy, but he embraces his stage of life and continues to be a role model as a person of faith and one who lives life to the fullest extent that he can.

What is something people don’t know about you?

I was punched in the kidney by a Silver Back Mountain Gorilla while observing them in their natural habitat of the volcanos of Rwanda.

What are you reading? (non-workrelated material) I’m reading the Terminal List series, by Jack Carr.

Where would you travel, if you could go anywhere? I would spend more time in my grandfather’s home country of Italy.

ARKANSAS HOSPITALS | SUMMER 2022 57

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The customer providescompany cost-effective solutions to offering a personalized to than grow his medicalpounds waste business needles,” Mark Steffan, Integrated Waste Executive. aworked suit and tie in10 Louisiana’s sweltering heat – industry wants tosays know theybyhave a partner to educe any risk of exposure. player that handles more million of Infrom an formerly driven longtime executives its clients’ medical waste needs. approach to your organization. pulling medical waste, handing out business handle all of their waste needs, not just scratch. “I drove around – in a suit and tie in “We think of medical waste as anything that comes out of Compliant working practices reduce medical waste annually. The firm is based in the New utilizing longtime solutions, MWM brings its fresh take to cards, and banging on doors,” he recalls. the basics.” This approach has helped MWM has significantly expanded th any risk Celebrating of exposure. its 10 year of service, Louisiana’s sweltering heat – pulling medical waste, health care facility. The customer wants to know they Today, the Medical WasteRegion, Management grow MVM serviceand lines. Gulf South Orleans area and serves solving customer challenges, does it through leaders s services: We offer an Integrated MWM has significantly expanded Medical Waste Management handing out business cards, and banging doors,” he have partner to handle all of their waste needs, not is a burgeoning player thatonhandles In aan industry formerly driven by just services: We offer an including Integrated Texas, Louisiana, Mississippi, Alabama, dedicated to innovation and creativity. Waste Stream its Management provides cost-effective solutions to more longtime executives utilizing longtime recalls. than 10 million pounds of medical the basics.” This approach has helped grow MVM service Waste Stream Management rogram that utilizes an array of medical waste its clients’ needs. Tennessee, Georgia, andThe nowfirm Arkansas. wasteFlorida, annually. is based in the solutions, MWM brings its fresh take to lines. program that utilizes an array of Today, Medical Waste Management is a burgeoning New Orleans area and serves the Gulf solving customer challenges, and does it Compliant working practices ghly specialized solutions for the solutions MWM also proud to work with organizations across highly specialized foris the South Region, including Texas, Louisiana, through leaders dedicated innovation reduce any risk of exposure. player that handles more than 10 million pounds of In an industry formerly driven by to longtime executives health care industry. ealth care industry. Customer First Mindset the country on a consulting basis. Mississippi, Alabama, Georgia, Tennessee, and creativity. MWM is proud to be medical waste annually. The firm is based in the New utilizing longtime solutions, MWM brings its fresh take to MWM has significantly expanded Florida, and now Arkansas. MWM is also as as a competitor in the MWM is proudrecognized to be recognized Gulf South Region, Orleans area and serves the solving customer challenges, does it through leaders Another driving force behind MWM’sand success is its focus Medical Waste Management serves clients including proud to work with organizations across CUSTOMER-FIRST services: We offer an Integrated industryits and a viable option for competitor in the industry and a the country onLouisiana, a consulting basis. Alabama, MINDSET including Texas, Mississippi, dedicated to innovation and creativity. Waste on customer service. The medical waste industry was managing allStream wasteManagement streams any multi- in and single-tiered health care systems, surgery Medical Waste Management serves Another driving force behind MWM's able option for managing all technology program that utilizes an array of Georgia, Tennessee, Florida, and now Arkansas. size facility. missing success a true dedication to customer serviceservice. gap for centers, nursing homes, funeral homes, jails, andsingle-tiered all clients including multiand is its focus on customer aste streams in any facility. Wesize are proud of our forclient highly specialized solutions the MWM is also proud to work with organizations across health care systems, surgery centers, medical had a decades.TheSince daywaste one,industry MWM once consistently entities that service health and care ourindustry. stewardship ofgenerate medical waste. Customer First Mindset the countryhomes, on a consulting basis. nursing funeral homes, jails, and gap in dedication to true customer service. We are proud of our environment. client service the In an industry demonstrates that customer care is a priority. “We focus all entities that generate medical waste. "Since day one, MWM has consistently MWM is proud to be recognized as with ever-changing, strict Another driving force behind MWM’s success is its focus nd our stewardship of the Medical Waste Management serves clients including demonstrated that customer care is each our on being a single point of contact and meeting with a competitor in the industry and a regulatory guidelines, Medical on customer service. The "We medical waste industry was nvironment. In an industry with multi- and single-tiered health care systems, surgery A NEW APPROACH priority," says Chunn. focus on being Waste Management makes viable option for managing all it a Approach A New of our customers on a local basis,” says Chunn. technology The Integrated Cost Solutions platform is a single point of contact and meeting with missing a true dedication to customer service gap for ver-changing,top strictpriority regulatory centers, nursing homes, funeral homes, jails, and all to continually adapt to waste streams in any size facility. MWM’s niche. Through outside-the-box each of our customers on a local basis." these changes to better serve our decades. day one, service, MWM consistently uidelines, Medical Waste entitiesSolutions that generate medical is waste. The Integrated Cost MWM’s Through hard work, Since excellent and its thinking, this platform innovative company finds Through hardcustomer work, excellent We are proud of our client service customers and their communities. demonstrates that customer care is a priority. “We focus Management makes it a top to help save itsthinking, partners this money while customer service, andtoitsstreamline development of niche. Throughways outside-the-box development of innovative ways customer and our stewardship of the on being a single point ofstreamline contact and meeting with each helping them meet their sustainability innovative ways to customer riority to continually adapt to For more information, innovative company finds ways to help save its needs, MWM has earned two Waste360, 40 Under 40 environment. In an industry with goals. Through recycling or a waste needs, MWM has earned two A New Approach of our customers on a local basis,” saysWaste360, Chunn. hese changesplease to better contact: serve our ever-changing, strict regulatory program 40 team Under awards. The to team from partners money reduction while helping themwhich meetutilizes their reusable awards. The from40 MSM looks forward offering the Taylor Chunn, SVP ustomers and their communities. guidelines, Medical Waste equipment to divert waste from landfills, MSM looks forward to offering the same The Integrated Cost Solutions platform is MWM’s Through hard work, excellent customer service, and its For more information, please 17950 Fabrication Row, D6 sustainability goals. Through recycling or a waste same level of service to the members of the Arkansas contact Taylor Chunn, SVP MWM is demonstrating success in driving level of service to the members of the Management makes it a top niche. Through outside-the-box thinking, this development of innovative ways to streamline customer Covington, LA 7435 reduction program whichcustomers’ utilizes reusable Hospital Arkansas Association.Hospital Association. down costs.equipment In a market where priority to continually adapt to 985.951.9026 ph 17950 Fabrication Row, D6 innovative company finds ways to help save its needs, MWM has earned two Waste360, 40 Under 40 costs are increasing across the board, these changes ourwaste from landfills, MWM is demonstrating Covington, LA 888-959-2783 7435 divert fax to bettertoserve partners strives money while helping each them customer meet their awards. The team from MSM looks forward to offering the MWM to ensure 985.951.9026 ph customers and their communities. Taylor@medewastemgmt.net success in drivingreceives down customers’ costs. In a market For more information, please steady and transparent pricing. 888-959-2783 fax sustainability goals. Through recycling or a waste same level of service to the members of the Arkansas www.medwastemgmt.net Taylor@medewastemgmt.netcontact Taylor Chunn, SVP “Most people think of medical waste where costs are increasing across the board, MWM reduction program which utilizes reusable equipment Hospital Association. www.medwastemgmt.net as blood and needles,” says Mark Steffan, 17950 Fabrication Row, D6

through compliant work practices

Covington, LA 7435 strives 985.951.9026 ph SUMMER 2022 | ARKANSAS HOSPITALS 888-959-2783 fax Taylor@medewastemgmt.net

MWM is demonstrating divert waste from landfills,steady customer receives and to ensure to each success in driving down customers’ costs. In a market where costs are increasing across the board, MWM

A GROWING CONCERN FOR HEALTH CARE

Meet STOPit Solutions

STOPit Solutions was founded in 2013 with a vision to fight cyberbullying. Our founder, Todd Schobel, was inspired by the heart-wrenching story of Amanda Todd, a victim of online predation and relentless cyberbullying by her peers. Amanda shared her story via flashcards in a YouTube video; she then took her own life at just 15 years of age. Amanda’s story still forms the core of our mission and passion, but our focus has transformed and expanded. Today, STOPit Solutions effectively builds safer, healthier places to learn, work, and live for all those who are a part of or impacted by your organization. By providing comprehensive safety and wellness solutions, our experts help your organization protect employees’ physical, social, and emotional well-being. In short, STOPit Solutions uses cuttingedge technology to give every person in your organization a safe place to report inappropriate workplace behavior. Today, we are proud to call more than 7,000 organizations our partners ... and we are just getting started. As the world’s attention to safety and wellness continues to grow in importance, we remain committed to delivering innovative solutions that protect and save lives every day. As a new endorsed vendor of the Arkansas Hospital Association, we stand ready to help your organization meet its goals in safe workplace reporting.

BEYOND THE SCHOOL ENVIRONMENT

While our original focus was helping students in need within the school setting, we quickly learned that employees, also, face daunting workplace behavior challenges. Challenges include harassment in the workplace, hostile work environments or cultures, and a variety of inappropriate workplace behaviors. A growing chorus of employee voices across many work environments is bringing to light employee fears when reporting negative workplace issues. STOPit Solutions partners with your organization to create safe and trusted private communication channels. These channels raise employees’ confidence levels when they must report inappropriate behaviors. Creation of these channels addresses employee reporting reluctancy. It also provides a platform where content and resources supporting workers’ physical and mental well-being can be confidentially delivered. Companies using STOPit Solutions report more than 50% of their incidents anonymously through our mobile app, which is designed for the comfort and security of the user. Through use of our platform and your employees’ timely, safe reporting, your organization can deal proactively with the root causes of issues, potentially avoiding dangerous workplace situations.

Throughout the pandemic (and even prior to 2020), health care employees have indicated a host of physical and mental health challenges caused by the pandemic’s stressors. The results of a recent survey¹ of health care workers show the impact: • Stressed out and stretched too thin: 93% of health care workers were experiencing stress, 86% reported experiencing anxiety, 77% reported frustration, 76% reported exhaustion and burnout, and 75% said they were overwhelmed. • Worried about exposing loved ones: 76% of health care workers with children reported that they were worried about exposing their child to COVID-19. Nearly half were worried about exposing their spouse or partner, and 47% were worried that they would expose their older adult family member(s). • Emotionally and physically exhausted: Emotional exhaustion was the most common response to changes noted in how health care workers were feeling over the previous three months (82%), followed by trouble with sleep (70%), physical exhaustion (68%), and work-related dread (63%). Over half of the workers surveyed said they were experiencing changes in appetite (57%), had physical symptoms like headache or stomachache (56%), were questioning their career path (55%), experienced compassion fatigue (52%), and felt a heightened awareness of or attention to being exposed (52%). Nurses reported having a higher exposure to COVID-19 (41%), and they were more likely to feel too tired (67%) compared to other health care workers (63%). • Not getting enough emotional support: 39% of health care workers said that they did not feel that they had adequate emotional support. Nurses were even less likely to report emotional support (45%). • Struggling with parenting: Among people with children, half reported they are lacking quality time or are unable to support their children or be a “present” parent. • These challenges greatly impact organizations and the employees within them. STOPit’s platforms can also engage employees who feel a need to call out for help with these mental health challenges.

HOW STOPit SOLUTIONS CAN HELP

By utilizing our STOPit or HELPme solutions and services, your hospital community can: • Provide help, support, and resources for your employees. • Provide immediate access to trained crisis counselors. • Promote a “come-forward” work culture. • Address concerns or negative feelings early. • Detect/deter serious issues. • Prevent lawsuits/mitigate risk. • Document and report incidents/ inquiries. • Improve employee retention. For more information on STOPit Solutions, please contact Kevin Askew – kaskew@stopitsolutions.com or Nick Zema – nzema@stopitsolutions.com

¹Reference: https://mhanational.org/mental-health-healthcare-workers-covid-19 ARKANSAS HOSPITALS | SUMMER 2022 59

COACH'S PLAYBOOK

Workforce Challenges by Kay Kendall

orkforce challenges are not new; countless books, articles, and watercooler discussions have mulled over the topic in recent years. But, in the wake of the cataclysmic workplace upheaval brought about by the COVID-19 pandemic, finding solutions to our workforce challenges is now of critical importance. Workforce shortages aren’t restricted only to health care these days; workers everywhere are reevaluating their priorities and options. Many industries are struggling to find employees, and there are many potential employees who are unwilling to opt for “just any job.” In many cases, the balance of power has shifted from employers to workers.

TWO SIDES OF THE COIN

On one side of the coin – the workforce challenge coin – are managers and leaders, many of whom today face an unfamiliar workforce. Many employees have been operating for more than two years in a virtual workspace that required distanced communication mechanisms with employees. Traditional means of oversight and management have given way to scheduled check-ins and Zoom meetings. Gone are the days of casual interactions with employees and keeping a finger on the pulse of employee engagement. 60 SUMMER 2022 | ARKANSAS HOSPITALS

Do you know the drivers of workforce engagement for your employees? Are they different than they might have been prior to the pandemic?

And what about employees who were hired during the pandemic, who never had the chance to be immediately immersed in the culture of the organization? How do we make up for that time and not be further polarized by a division between the “old gang” and the new “interlopers?” On the other side of the coin are employees, many of whom are returning to a new “normal.” This environment contains vestiges of the pre-pandemic workplace, “givens” that were willingly forsaken to accommodate a virtual workplace: commutes (at a time while fuel prices are rising), much less workday flexibility, and even the return to workplace attire rather than our being able to work wearing the tee-shirts and yoga pants to which some of us grew accustomed. A great deal of employee autonomy was gained during the pandemic, and it may be difficult for many employees to accept a return of the old hierarchy and the old schedules.

HOW THE BALDRIGE EXCELLENCE FRAMEWORK CAN HELP

One of the most powerful aspects of the Baldrige Excellence Framework is that it offers no answers. The criteria comprise only questions, and it’s incumbent on senior leaders to discuss them, examine responses, and identify the approaches that are right for their organizations. In addition to questions about processes and systems, there are several that are key to identifying and addressing current workforce challenges. In the Organizational Profile, applicants are asked to identify the drivers of workforce engagement and how they might differ across segments of your workforce.

Do you know the drivers of workforce engagement for your employees? Are they different than they might have been prior to the pandemic? Do they vary across different demographics of employees, by race and ethnicity, by gender identity and sexual orientation, by generation? And how do you know? This is a key question summing up the Baldrige approach for “management by fact.” Some other questions straight out of the Baldrige Excellence Framework that could be powerful conversation starters in your next Senior Leadership meeting (along with a few additions from me): • Other than values, what are the characteristics of your organizational culture? Are they the same or different since the onset of the pandemic? • How do you, as senior leaders, communicate with, engage the entire workforce, and encourage frank, two-way conversation? What communication practices you initiated during the pandemic are useful and should be continued? • How do you cultivate organizational agility and resilience? How do you encourage intelligent risktaking, which is a key component of both? • What are your key workforce plans to support your short- and long-term strategic objectives and action plans? Are they explicit? Have they been communicated to your employees? • How do you collect and transfer (and leverage) workforce knowledge? What organizational knowledge might you have lost with retiring and departing workers? Can you recapture it? ARKANSAS HOSPITALS | SUMMER 2022 61

• How do you foster an organizational culture that is characterized by open communication, high performance, patient safety, and an engaged workforce? What are some of the tools that reinforce an organization’s culture? How can you capitalize on them? • How do you ensure that your performance management, performance development, and career development approaches promote equity and inclusion for a diverse workforce and different workforce groups and segments? Do all your employees feel a sense of belonging? As leaders, you’ve faced workforce challenges over the past two years that were unlike any others faced in your career. The first step for tackling the workforce challenges of today is reorienting yourself to the “new normal,” including changes in the drivers of workforce engagement. Reflect on the questions above, then ask yourself, as indicated in the Framework and its management by fact, “How do I know?”

The team at BaldrigeCoach would be glad to help guide your hospital’s quest for process improvement. As CEO and Principal of BaldrigeCoach, Kay Kendall coaches organizations on their paths to performance excellence using the Malcolm Baldrige National Quality Award Criteria as a framework. Her team, working with health care and other organizations, has mentored 24 National Quality Award recipients. In each edition of Arkansas Hospitals, Kay offers readers quality improvement tips from her coaching playbook. Contact Kay at 972.489.3611 or Kay@Baldrige-Coach.com.

62 SUMMER 2022 | ARKANSAS HOSPITALS

Leaders in Medical Education New York Institute of Technology College of Osteopathic Medicine (NYITCOM) at Arkansas State University is committed to training talented physicians who aspire to become servant leaders that positively impact their communities. Contact us to learn more about the two degree programs offered on our Jonesboro campus: Doctor of Osteopathic Medicine (D.O.) Master of Science, Biomedical Sciences

Training Physicians In Arkansas, For Arkansas

nyit.edu/arkansas | 870.680.8816 | ComjbAdmissions@nyit.edu ARKANSAS HOSPITALS | SUMMER 2022 63

By Bythe theNumbers Numbers By the Numbers CONTINUED CONTINUED

CONTINUED

WHERE WE STAND

Health Care Workforce Overview Clinician ClinicianWorkforce WorkforceShortages Shortages

Clinician Workforce Shortages Nursing Nursing Shortages Shortages and and High High Demand NursingDemand Shortages

Physician Physician Shortages Shortages

Physician Shortages • •A primary A primary care care shortage shortage is projected is projected to to bebe 107 107 between between 21,400 21,400 and and 55,200 55,200 physicians physicians byby 2033. 2033.

• A primary care shortage is projected to be

107 • •Abetween large A large portion portion of and of thethe physician physician workforce workforce is 21,400 55,200 physicians byis2033. 108 108 nearing nearing traditional traditional retirement retirement age. age.

• A large portion of the physician workforce is • •The The U.S. U.S. is projected is projected to to experience experience a 108 shortage a shortage of of nearing traditional retirement age. more more than than 7,900 7,900 intensivist intensivist physicians physicians during during thethe 109 109 pandemic. • pandemic. The U.S. is projected to experience a shortage of more than 7,900 intensivist physicians during the • •In In early early August August 2020, 2626 states states were were at at risk risk forfor 109 2020, pandemic. 110 110 shortages shortages of of intensivists. intensivists. • In early August 2020, 26 states were at risk for shortages of intensivists.110

and High Demand

• •Demand Demand forfor registered registered nurses nurses is expected is expected to to grow grow byby 12% 12% (much (much higher higher than than thethe average average forfor most most • professions). Demand for registered nurses iswill expected to grow professions). 371,500 371,500 new new RN RN jobs jobs will bebe added added 111 111 by 12% (much higher than the average for most byby 2028. 2028.

professions). 371,500 new RN jobs will be added

111travel • •Demand Demand forfor travel nurses nurses to to care care forfor COVID-19 COVID-19 by 2028. patients patients climbed climbed 239% 239% from from September September 2020’s 2020’s 112 112 12,800 jobjob openings openings to to 30,880 30,880 onto on Jan. Jan. 4,for 2021. 4, 2021. • 12,800 Demand for travel nurses care COVID-19

patients climbed 239% from September 2020’s

• •Nurse Nurse practitioner practitioner employment employment will will grow grow by4, by 52% 52% 112 12,800 job openings to 30,880 on Jan. 2021. between between 2019 2019 and and 2029, 2029, likely likely asas a response a response to to thethe 113 113 primary care care physician physician shortage. shortage. • primary Nurse practitioner employment will grow by 52%

between 2019 and 2029, likely as a response to the primary care physician shortage.113

6 of 6 of the the 1010 Fastest Fastest Growing Growing Occupations Occupations Are Are Related Related toto 118118 Health Health Care Care 6 of the 10 Fastest Growing

Trends Trends and and Expectations Expectations

Trends and Expectations • •More More women women areare becoming becoming physicians: physicians: 36.3% 36.3% of of 114 114 thethe 2019 2019 physician physician workforce workforce vs.28.3% vs.28.3% in in 2007. 2007. •• •More More men men areare becoming becoming nurses: nurses: 2.2% 2.2% of of nurses nursesof More women are becoming physicians: 36.3% 115 115 were were male male in in 1960 1960 vs.vs. 12% 12% in in 2019. 2019. the 2019 physician workforce vs.28.3% in 2007.114 • •From From thethe current current 2626 states states and and territories territories that • More men are becoming nurses: 2.2% ofthat nurses grant grant nurse nurse practitioners practitioners fullfull practice practice authority, authority, 115 were male in 1960 vs. 12% in 2019. more more areare likely likely to to follow follow suit suit based based onon thethe pressing pressing need need forfor primary primary care care providers providers and and • From the current 26 states and territories that recommendations recommendations byby thethe National National Academy Academy of of grant nurse practitioners fullofpractice authority, Medicine Medicine and and National National Council Council of State State Boards Boards of of more are to follow suit based on the 116likely 116 Nursing. Nursing.

pressing need for primary care providers and recommendations by the National Academy • •More More physicians physicians areare specializing specializing in in sports sports of 117 117 of Medicine and National Council ofand State Boards medicine: medicine: up up 55.3% 55.3% between between 2014 2014 and 2019. 2019. Nursing.116 • More physicians are specializing in sports medicine: up 55.3% between 2014 and 2019.117

Occupations Are Related to Health Care

Percentage Percentage Growth, Growth, Projected Projected 2019-2029 2019-2029 118 JOB JOB

GROWTH GROWTH %%

Percentage Growth, Projected 2019-2029 #2#2 Nurse Nurse practitioners practitioners 52.4% 52.4% JOB #5#5 Occupational Occupational therapy therapy assistants assistants

GROWTH % 34.5% 34.5%

#2 Nurse practitioners #6#6 Home Home health health & personal & personal care care aides aides

52.4% 33.7% 33.7%

#5 Occupational therapy assistants #7#7 Physical Physical therapist therapist assistants assistants

34.5% 32.6% 32.6%

#6 Home health &services personal care aides 31.5% 33.7% #8#8 Medical Medical & health & health services managers managers 31.5% #7Physician Physical therapist assistants #9#9 Physician assistants assistants

32.6% 31.3% 31.3%

#8 Medical & health services managers

31.5%

#9 Physician assistants

31.3%

HEALTH HEALTH CARE CARE TALENT TALENT SCAN SCAN

2727

HEALTH CARE TALENT SCAN

FEARLESS HEALTH. Arkansas Blue Cross and Blue Shield is committed to the health of Arkansans. A whole person approach to health, including physical and behavioral well-being. And we recognize that total health is influenced by many factors, including medical history, genetics, lifestyle, environment, nutrition, safety and physical activity. We also realize it will take all healthcare providers working together to ensure future generations of Arkansans are their healthiest so they can fear less and live their best life. Fearless health.

00436.01.01-0322 ARKANSAS HOSPITALS | SUMMER 2022 65

CONSTRUCTION

INDUSTRIAL

E XC AVAT I O N

E N V I R O N M E N TA L

WE BUILD PLACES FOR FAMILIES

Ronald McDonald House Charities (RMHC) of Arkoma knew families deserved a worry-free space to stay while their children received care at Mercy Hospital in Fort Smith. To give those families the house they deserved, RMHC worked with Nabholz to build a 9,096-square-foot guest facility with 11 guest rooms, a commercial kitchen, dining room, laundry, and playground.

1 . 8 7 7. N A B H O L Z | n a b h o l z . c o m

SERVICE