Central Baptist Hospital: More Than Medicine - Health Executive - RedCoat Publishing - Inside Healthcare

Kentucky-based Central Baptist Hospital is in a state of transition, both physically and strategically, as staff, physicians, and administrators look at what will best suit the healthcare needs of their community. As president and CEO of the hospital, one of five in the Kentucky Baptist Healthcare System, Bill Sisson understands the importance of each step he and his team take in planning for the future of healthcare.

Bill Sisson, President and CEO

“If we look at healthcare in the next 25 years, we know our current physical plant will not meet what we see as the future of medicine,” he said. “We’re seeing more non-invasive diagnostic and surgical procedures, which have increased the number of short-stay, high-acuity cases.”

The most difficult challenge in planning for a new hospital campus, he said, is anticipating patient and community need beyond the next 25 years. The hospital’s administration has begun the planning process to develop the replacement hospital campus, which is anticipated to take place over a 10-year period at an estimated cost of $600 million. Before enlisting the help of an architect or incorporating the suggestions of the hospital’s staff regarding detailed space planning, the team is looking at what services will be most beneficial, both for the hospital and the community, in the first stages of transitioning to a new campus.

Sisson anticipates initially moving two service lines to the new campus. “We’re doing financial modeling to ensure that whatever services are located there will be financially viable. We don’t want to be in a situation where we’re putting a service on the new campus that has to be subsidized by our current campus,” said Sisson.

Reaching out
Sisson has been with Baptist Health System for nearly 30 years and president and CEO of Central Baptist Hospital for more than 20. His philosophy since the start has been to ensure that all employees act as owners of the hospital so patients feel Central Baptist is where they want to receive care. Three years ago, the hospital began reaching out beyond its walls by developing outpatient diagnostic centers and primary care practices throughout the Lexington area.

Each of the centers is located within a 10-mile radius of the campus, with the newest center opened in May. When asked if the development of these centers will help increase his hospital’s marketshare, Sisson put forth the philosophy that has been the guiding spirit of the hospital since his arrival.

“I don’t worry about marketshare because I don’t think that’s what we’re in business for,” he said. “I worry about providing excellent care and doing what we should be doing, which is making sure our patients are well cared for and that we have the best outcomes possible. If we do those things, marketshare will take care of itself.”

The four outpatient diagnostic centers and six primary care physician offices have accomplished this goal. By putting primary care physicians and diagnostic centers throughout the city, patients now have better access to care and to the hospital. Development of these centers has resulted in increased volumes in diagnostic and primary care and has increased admissions to Central Baptist Hospital’s hospitalist program.

In addition to outpatient diagnostic centers, Central Baptist Hospital works closely with other community resources (including hospice, the health department, a local homeless healthcare outreach program, and the Fayette County school system) and has developed one of the strongest diabetic teaching and outreach programs in the state. The program is so strong, in fact, that the American Diabetes Foundation asked the hospital to become the honorary chair for the diabetes foundation in Lexington.

“We do genetic counseling and offer a range of services in oncology,” said Sisson. “We have an extensive research department engaged in multiple clinical trials that we extend to our patients who may not have an opportunity to receive those services elsewhere.”

Viability of competition
Over the years, Central Baptist Hospital has stayed on the cutting edge of technology. As one of the early adopters of a catheter system for interventional and EP (electrophysiology) studies, Central Baptist Hospital was the first hospital in the world to offer the Stereotaxis Niobe Navigation system. The hospital has also worked with McKesson for years to develop an EMR medication administration pharmacy program. Last year, the hospital installed the state’s only Cyberknife, which is used for the non-invasive treatment of previously inoperable lesions.

For the last three years, Central Baptist Hospital has also been ranked one of the top 10 best places to work in Kentucky. The key, said Sisson, is reinforcing the hospital’s mission and values and rewarding employees who demonstrate exceptional care and service. But while the hospital is flourishing and the future looks bright, Sisson cannot forget the main concern he has for the healthcare industry as a whole.

“We in healthcare are not providing solutions for the crisis we face today,” he said. “At some point, we have got to, as an industry, begin meeting together to figure out ways we can impact the way healthcare is delivered.”

One of Sisson’s main concerns is getting healthcare providers to work collaboratively rather than competitively. Competition in healthcare, he said, neither lowers prices nor increases quality. It only takes away from the goal all healthcare employees, administrators, and organizations should be focused on: taking care of patients.

“Let’s put the people who work in healthcare, as well as leaders who are willing to make a difference, together to have a conversation about how we can fix healthcare,” Sisson said. “Our ability to look at the viability of competition in healthcare will determine the strength of the industry moving forward.”

< Previous Story		Next Story >

CURRENT ISSUE

CATEGORIES

HEALTH SOLUTIONS