Chuck Bohlmann tells us how this hospital became a regional provider with community support.

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Chuck Bohlmann, VP

Built in 1916, Iroquois Memorial is becoming a full-scale regional healthcare organization. Today the hospital has 49 staffed beds and a range of specialties. Watseka is home to the main campus as well as the Iroquois Regional Health Center, a new facility housing several outpatient services including hospice; home health; physical, occupational, and speech therapy; sports medicine; and a durable medical business.

The organization also has three rural health certified clinics more than 10 miles from campus, one each to the east, west, and south. In addition, a paramedic-level ambulance service in Watseka and Gilman provides primary service and advanced life support to outlying ambulance services staffed mostly by volunteers and offering only basic life support.

Making changes
In 1996, Iroquois Memorial built an outpatient center for visiting specialists to treat patients a couple days a week without forcing them to drive long distances. Since that time, growth continued unabated, due in large part to philanthropy campaigns raising more than $5 million.

“People believe deeply that we are their hospital,” Bohlmann said. “They show it not only by using our services, but by donating to important projects when the need arises.”

With community support, Iroquois Memorial began renovations and upgrades to buildings, medical and office equipment, and started new programs. Recently, the hospital opened a new surgery center with four operating suites and additional outpatient procedure rooms. The hospital also opened a new sleep lab this year and added two new pulmonologists to the staff.

One of Iroquois Memorial’s most impressive upgrades is a new 64-slice CT, an investment made a few months after recruiting a progressive new radiology group. It enabled the hospital to offer exams and procedures previously done elsewhere. The hospital is also in the process of installing a new nuclear medicine camera, further expanding its capabilities. The organization also recently partnered with a radiation oncologist’s office on campus, allowing residents to receive radiation therapy close to home.

The hospital has a five-year plan for IT initiatives alone. In 2000, the hospital didn’t have a central network connecting the organization. Since then, Iroquois Memorial installed a health information system, allowing staff to communicate real time information between departments, as well as with outlying clinics. With the addition     of a PACS system two years ago and an EMR installation that should be completed in the next two years, the hospital is perhaps in better position than some of its competitors.

“We are at a level now that is higher than many similarly sized hospitals,” Bohlmann said. “These upgrades go back to our initial strategy of bringing providers, services, and technologies to the community that were unavailable.”

Continued cooperation
With little change in Medicare and Medicaid reimbursement, management looks to enhance revenue and control expenses. Day-to-day operations at Iroquois Memorial are run by the executive team, made up of the organization’s CEO and three VPs, including Bohlmann. But the driving force behind strategic initiatives is the volunteer board of directors.

The nine-member board receives advice and recommendations from the executive team but has the final say-so on major decisions. This gives Watseka and other county towns input in the process, as the board is comprised of community members. Watseka’s mayor, the county board chairman, and a local circuit judge are each responsible for appointing three board members.

“The appointments ensure a wide demographic representation,” Bohlmann said. “Every two years the board goes on retreat with a facilitator who helps guide them as an outside source on state and national healthcare trends.”

To make continued growth as smooth as possible, a medical staff development plan is in place to recruit new physicians. Several specialties have been targeted for growth, including family practice, OB-GYN, general surgery, and orthopedic surgery. The organization has been fortunate to have little nursing turnover; however, it has relationships with two local community colleges, on-site continuing education, and an internal scholarship funding program called “Grow Your Own” to help with recruitment and education of younger nurses and technical staff.

Iroquois Memorial’s importance is underscored by its status as the largest area employer. With added civic responsibility, Iroquois Memorial is committed to regional communities, stepping up in times of need. After record floods earlier this year, the hospital offered a large space at the health center as a temporary warehouse for donated food and clothing. To protect the safety of residents whose homes were damaged, the hospital is organizing an informational seminar on dealing with the aftermath, such as toxic mold.

“We wish we weren’t the largest employer in the community but we are, so we do everything we can to help recruit new business to the area. That brings the potential for more patients, more commercial and private payers, and reduces our dependence on government payers.” Bohlmann said, noting several hospital managers serve on local business development associations as well as the Watseka Chamber of Commerce. “

The organization also never passes up an opportunity to speak on the hospital’s behalf. Providers, caregivers, and administrators are often guest speakers at community events, like church and civic organization meetings. This provides opportunities to answer questions and enlighten people about what the hospital has to offer.

“It is a great reward for us to see people realize we can perform procedures or provide services they thought were only available at big hospitals,” Bohlmann said. “We are not only making care convenient, we are building community confidence in us. It is important to tell our story to as many audiences as we can.”