The median profit margin of U.S. hospitals has fallen to zero percent, according to a Thomson Reuters analysis of hospital finances published March 2. Driven largely by a decline in non-operating revenues, financial strains are apparent in all types of hospitals—small, medium and large community hospitals, and teaching hospitals according to the analysis.

Wisconsin hospitals have not been spared from the enormous impact of the recession. In a Special Report released late in February (www.wha.org/pubArchive/special_reports/WisHospitalsandEconomy2-2009.pdf), WHA detailed the affect the economic downturn is having on Wisconsin hospitals. Using data gathered in a survey of Wisconsin hospitals last November, the WHA Report showed operating margins falling 25 percent in 2008, with total average margins taking an even greater hit and dropping into negative territory.

"Wisconsin hospitals are experiencing the full force of the economic downturn. An unprecedented number of patients are unable to pay their co-payments and deductibles while others are qualifying and receiving Medicaid benefits for the first time in their lives due to loss of employment," according to WHA President Steve Brenton. "In tough economic times, hospitals are on the front lines of the health care safety net in their communities, and their communities are hurting," Brenton added.

The Thomson Reuters study tracked two dozen key financial indicators, using available data to dissect the balance sheets of more than 400 hospitals nationwide. It evaluated trends in revenue and profit, employment levels, closures, inpatient volume, reimbursement rates, and frequency of elective medical treatments to gauge the fiscal health of the nation’s hospitals. The study found the median total margin among the 439 hospitals in the study was zero percent in the third quarter of 2008—a historically unprecedented low—and 50 percent of the hospitals included in the study were unprofitable in the third quarter of 2008.

"Hospitals are facing unprecedented economic stress, and many of the indicators we’re seeing suggest that things will get worse before they get better," said Gary Pickens, chief research officer for the Healthcare business of Thomson Reuters and lead author of the study. "The key metrics we’re watching most closely right now are operating margins and frequency of elective procedures," Pickens added. "If they start to slip, it may usher in a host of contagion effects."

As of March 1, more than 80 percent of the hospitals in Wisconsin have met the voluntary standard set by the Wisconsin Hospital Association to standardize their color-coded patient alerts. The WHA Board of Directors set a goal in 2008 to encourage all hospitals in Wisconsin to implement the standard by March 1. Color-coded wristbands and other visual communication tools used in hospitals alert physicians, nurses and other health care professions to a patient’s unique needs and wishes.

Many Wisconsin hospitals use color-coded alerts as a way of quickly identifying important information about patients. Wristbands, stickers and placards are commonly used to identify allergy warnings, fall risks, or do-not-resuscitate (DNR) orders. However, until now, there has not been a standard that offers direction to hospitals as to what color identifies which alert. Many health professionals work in multiple health care settings, so they must memorize multiple, sometimes conflicting, color-coded alert systems.

The move to standardize color-coded alerts was fueled by reports of serious medical errors being narrowly averted. Standardization of these alerts improves communication across the state and reduces the risk of an error when patients are transferred from one hospital to another, or physicians and staff work in more than one hospital.

"We have a lot of movement of both patients and health care providers in multiple settings, even across state lines," according to Dana Richardson, WHA vice president of quality initiatives. "Standardizing how we alert these professionals to patient conditions just makes good sense. It is our hope to eventually see a national color standard set for these alerts."

Wisconsin and Minnesota have standardized to the same set of colors, while Illinois, Michigan and Indiana are currently reviewing their alert systems.

The standardized colors chosen for alerts in Wisconsin are:

• White or Clear for Patient Identification
• Purple for Do Not Resuscitate
• Red for Allergy
• Yellow for Fall Risk

"Although we did not meet 100 percent goal of statewide standardization by March 1, we are thrilled to be so close, and we are aware of more hospitals that will have this process in place very soon," according to Richardson. "This voluntary, statewide standardization project is yet another example of our hospitals’ commitment to work together to improve the safety of the care they provide to their patients," she added.

Richardson said hospitals are asking patients to remove "social cause" wristbands, which can also be a potential source of confusion for care givers.

For more information related to the color code alert standards and patient safety, visit www.wiCheckPoint.org. Click on consumer information.

A list of hospitals that have standardized their color-coded alerts follows:

Agnesian HealthCare/St. Agnes Hospital, Fond du Lac

Amery Regional Medical Center, Amery

Aspirus Wausau Hospital, Wausau

Aurora BayCare Medical Center, Green Bay

Aurora Lakeland Medical Center, Elkhorn

Aurora Medical Center in Two Rivers

Aurora Medical Center in Hartford

Aurora Medical Center, Oshkosh

Aurora Medical Center-Kenosha, Kenosha

Aurora Memorial Hospital of Burlington, Burlington

Aurora Psychiatric Hospital, Wauwatosa

Aurora Sheboygan Memorial Medical Center, Sheboygan

Aurora Sinai Medical Center, Milwaukee

Aurora St. Luke’s Medical Center, Milwaukee

Aurora St. Luke’s South Shore, Cudahy

Aurora West Allis Medical Center, West Allis

Baldwin Area Medical Center, Baldwin

Bay Area Medical Center, Marinette

Beaver Dam Community Hospitals, Inc., Beaver Dam

Bellin Hospital, Green Bay

Bellin Psychiatric Center, Green Bay

Beloit Memorial Hospital, Beloit

Berlin Memorial Hospital, Berlin

Black River Memorial Hospital, Black River Falls

Boscobel Area Health Care, Boscobel

Burnett Medical Center, Grantsburg

Calumet Medical Center, Chilton

Children’s Hospital of Wisconsin-Fox Valley, Neenah

Chippewa Valley Hospital, Durand

Clement J. Zablocki VA Medical Center, Milwaukee

Columbus Community Hospital, Columbus

Community Memorial Hospital, Menomonee Falls

Cumberland Memorial Hospital, Inc., Cumberland

Curative Care Network, Milwaukee

Fort HealthCare, Fort Atkinson

Franciscan Skemp Healthcare-Mayo Health System, Arcadia

Franciscan Skemp Healthcare-Mayo Health System, La Crosse

Franciscan Skemp Healthcare-Mayo Health System, Sparta

Froedtert Memorial Lutheran Hospital, Milwaukee

Grant Regional Health Center, Lancaster

Hayward Area Memorial Hospital, Hayward

Holy Family Memorial, Inc., Manitowoc

Hudson Hospital & Clinics, Hudson

Indianhead Medical Center/Shell Lake, Shell Lake

Kindred Hospital Milwaukee, Greenfield

Lakeview Medical Center, Rice Lake

Lakeview Specialty Hospital and Rehab, Waterford

Langlade Hospital - An Aspirus Partner, Antigo

Luther Midelfort, Eau Claire

Luther Midelfort Chippewa Valley, Bloomer

Luther Midelfort Northland, Barron

Luther Midelfort Oakridge, Osseo

Memorial Health Center, Medford

Memorial Hospital of Lafayette Co., Darlington

Memorial Medical Center, Ashland

Mercy Health System Corporation, Janesville

Mercy Medical Center, Oshkosh

Mercy Walworth Hospital and Medical Center, Lake Geneva

Meriter Hospital, Madison

Mile Bluff Medical Center, Mauston

Ministry Health Care - Door County Memorial Hospital, Sturgeon Bay

Ministry Health Care - Eagle River Memorial Hospital, Eagle River

Ministry Health Care - Good Samaritan Health Center, Merrill

Ministry Health Care - Howard Young Medical Center, Woodruff

Ministry Health Care - Our Lady of Victory Hospital, Stanley

Ministry Health Care - Sacred Heart Hospital, Tomahawk

Ministry Health Care - Saint Clare’s Hospital, Weston

Ministry Health Care - Saint Joseph’s Hospital, Marshfield

Ministry Health Care - Saint Mary’s Hospital, Rhinelander

Ministry Health Care - Saint Michael’s Hospital, Stevens Point

Monroe Clinic, Monroe

Moundview Memorial Hospital & Clinics, Inc., Friendship

Osceola Medical Center, Osceola

Prairie du Chien Memorial Hospital, Prairie du Chien

Red Cedar Medical Center, Mayo Health System, Menomonie

Reedsburg Area Medical Center, Reedsburg

Richland Hospital, Richland Center

Riverview Hospital Association, Wisconsin Rapids

Rusk County Memorial Hospital and Nursing Home, Ladysmith

Sacred Heart Hospital, Eau Claire

Sauk Prairie Memorial Hospital, Prairie du Sac

Southwest Health Center, Platteville

Spooner Health System, Spooner

St. Clare Hospital & Health Services, Baraboo

St. Croix Regional Medical Center, St. Croix Falls

St. Elizabeth Hospital, Appleton

St. Joseph’s Hospital, Chippewa Falls

St. Joseph’s Hospital, West Bend

St. Mary’s Hospital Medical Center, Green Bay

St. Nicholas Hospital, Sheboygan

St. Vincent Hospital, Green Bay

Stoughton Hospital Association, Stoughton

Tomah Memorial Hospital, Tomah

Upland Hills Health, Inc., Dodgeville

UW Health Partners Watertown Regional Medical Center, Watertown

Waukesha Memorial Hospital, Waukesha

Waupun Memorial Hospital, Waupun

Westfields Hospital, New Richmond

Wheaton Franciscan Healthcare-All Saints, Racine

Wheaton Franciscan Healthcare-Elmbrook Memorial, Brookfield

Wheaton Franciscan Healthcare-Franklin, Franklin

Wheaton Franciscan Healthcare-St. Francis Hospital, Milwaukee

Wheaton Franciscan Healthcare-St. Joseph, Milwaukee

Wheaton Franciscan Healthcare-The Wisconsin Heart Hospital, Wauwatosa

Wild Rose Community Memorial Hospital, Wild Rose

Over 50 hospitals and health systems participated in a WHA conference call on March 5 to hear details about the new hospital assessment and Medicaid payment system being implemented by the Department of Health Services (DHS). WHA staff gave an overview of how assessments were calculated for each hospital and when those assessments are due. Staff also provided a summary of the new payment system and the anticipated timing of those payments. The WHA document "Hospital Assessment - Frequently Asked Questions," was used as the framework for the presentation. It can be found at: www.wha.org/financeAndData/pdf/hospitalAssessmentFAQ.pdf.

The discussion following the presentations generated a number of additional points that will need clarification from DHS, which will be incorporated into the FAQs. WHA expects to host additional conference calls on this issue as the program is rolled out. WHA will also periodically update the FAQs.

Members with questions about the hospital assessment and payment system can contact either George Quinn or Brian Potter at WHA at 608-274-1820.

The Wisconsin Health Care Employee Pride Program gives employees the opportunity to share why they love their career of service to others, while giving the Association a moment to honor and celebrate their contributions to their hospital, community and profession.

A designated leader from administration, human resources, public relations or patient care from WHA member hospitals is asked to coordinate the program. Employees are encouraged to submit to the hospital a one-page essay, poem, or story that explains why they chose to work in health care. From those essays, a committee at the hospital will pick one employee to represent their hospital. That employee will be honored at a reception and dinner May 7 at the Kalahari Resort in Wisconsin Dells.

Last year, 76 hospital employees were honored at the Pride recognition dinner and award ceremony. This year we hope to recognize even more employees and to publicize their essays more widely in an effort to interest others in joining the health care workforce.

The Wisconsin Hospital Association, along with the Wisconsin Society of Healthcare Human Resources Administration and the Wisconsin Organization of Nurse Executives, is proud to sponsor the Wisconsin Health Care Employee Pride Program 2009.

Don’t miss this opportunity to participate in the 2009 Pride Program. Pride Program materials are available on WHA’s Web site at www.wha.org/workforce/pride_2009.aspx. For more information contact Shannon Nelson at snelson@wha.org or Mary Kay Grasmick at mgrasmick@wha.org, or call 608-274-1820.

We really know little about the new President’s plans to "reform" health care, other than the fact that it will be "bold" and partially paid for over ten years by increasing taxes on high income earners and by cutting spending on Medicare, including billions in hospital payment cuts. One Capitol Hill newsletter (The Hill) noted last week that the Obama Administration’s lack of health reform specificity within its’ new budget blueprint "is as provocative for what it leaves out as it is for what’s in it..."

The combination of soaring and promissory rhetoric with sparse detail is a smart and transitory strategy. It’s smart because specificity will provide fodder for opponents. It’s transitory because the details must be cobbled together soon if Congress is to act this year. And that’s the plan.

Perhaps the most anticipated detail is whether or not the plan will require employers to provide coverage for employees ("play or pay")...or...whether instead individuals will be required to secure their own coverage ("individual mandate"). During the Democratic primaries, Obama criticized Senator Clinton for her support for mandatory coverage. But that was last year, and it’s difficult to fathom a "bold" plan that lacks that "detail." Either approach will be sweetened by income-based government subsidies. Those subsidies will be paid for by the $600+ billion in higher incomes taxes and Medicare cuts alluded to earlier. Additional money will be necessary.

For providers and for payers, a key feature of the President’s plan will be the specific role government will play in delivering and paying for coverage. It is highly probable that the approach will retain private health insurance. But the possibility of a "competing" government alternative is likely if one studies current concepts and proposals strongly favored by Democrat Congressional leaders. Exactly how "cost containment" will be achieved is another detail awaiting clarification.

Right now in Washington D.C. it’s just about impossible to find anyone opposed to the notion of a bold health reform initiative that provides universal coverage while containing costs. Groups as diverse as America’s Health Insurance Plans (AHIP) and SEIU appear to have found uncommon ground, at least as it relates to the global vision of reform. But the devil is in the details, and those details will be coming soon.

Steve Brenton
President

WHA Executive Vice President Eric Borgerding this week announced the promotion of Laura Leitch to senior vice president and general counsel. Leitch joined WHA as general counsel in 2002. Since 2006, Leitch has been an attorney with the law firm of Hall Render Killian Heath and Lyman. Prior to her work for WHA, Leitch worked in the private sector and for state and federal agencies in Madison and in Washington, D.C. Leitch received her undergraduate degree from the University of Illinois at Champaign-Urbana and her law degree from the Moritz College of Law at the Ohio State University.

"Laura is a key member of the WHA team, and her skills in health care policy and law are widely recognized," said Borgerding. "Her promotion to senior vice president accurately reflects the broad scope of her responsibilities, the high-level technical and advisory role she plays in our advocacy efforts, and the integral nature of her skills across the entire spectrum of what we do here and as a member of WHA’s outstanding staff."

Wisconsin hospitals have identified increasing the number of nurses that they recruit to leadership positions as a top workforce priority. To assist them, the WHA Foundation supported its third Nurse Leader Succession Program this past February in five locations. The program, which had 74 nurses nominated to participate by the nursing leadership in their hospitals, was designed to identify staff nurses with traits and skills that make them likely to succeed in nurse leadership positions.

The program allows participants to interact with current nursing leaders and middle managers, while providing education options and a toolkit of resources that will serve these nurses well as they progress on their journey to lead.

The programs were held in Green Bay, Pewaukee, Madison, Wausau and Rice Lake. The five Wisconsin Schools of Nursing that offer graduate programs in nursing leadership (UW-Eau Claire, UW-Oshkosh, Bellin College of Nursing, Marquette University and Edgewood College) also participated in the programs by speaking with participants about educational options and providing materials.

Thanks to the WHA Foundation, the program was once again offered at no cost to the participating nurses. The Foundation’s support also allowed the learners to leave each program with a toolkit of ideas and resources, a book, a leadership magazine subscription, and the names of peers and panel members. These toolkit resources were intended to carry the impact of the day into the future and offered continued encouragement, ideas and support while participants think about and plan their future nursing careers.

Program evaluations were extremely positive, with some learners indicating:

• I felt like I really am important in what I do, and others want to see me succeed.
• I am impressed with the versatility in nursing leadership roles.
• Nursing leadership is extremely important to our future.
• One does not have to be afraid to be a nurse leader; there are many opportunities for advancement.
• There are a lot of nurses with the same interests and challenges that I have experienced.

Judy Warmuth, vice president, workforce, WHA, shared, "The feedback I’ve received from nurse executives who sent nurses to this program has been excellent and confirms that the program is effective in identifying and encouraging nurses to move into leadership roles."

Developing nurse leaders is an ongoing challenge for Wisconsin hospitals. WHA is also working with the Wisconsin Organization of Nurse Executives and the Wisconsin Center for Nursing to develop and implement strategies that create interest in leadership roles as well as provide support to nurse leaders who are new to their roles.

Jennifer Frank, director of the WHA Foundation, said, "The Nurse Leader Succession Program has again been successful in creating awareness of career advancement opportunities in highly skilled, talented nurses. We are pleased that we are able to use our resources to support tomorrow’s nurse leaders."

WHA will continue its work with member hospitals to design programs and resources that address workforce issues.

In their continued effort to build relationships with legislators, Affinity Health System invited newly-elected State Rep. Penny Bernard Schaber to visit with hospital and system leadership at St. Elizabeth Hospital in Appleton. Attending the meeting were Affinity Health System CEO Dan Neufelder, St. Elizabeth Hospital President Travis Andersen and Affinity Health System Chief Nursing Executive Tom Veeser.

During their meeting, they discussed important health care topics with Rep. Bernard Schaber and made certain to thank her for her support of the recently-enacted hospital assessment. Other important issues of discussion were health care reform and a proposal to ban the use of mandatory overtime.

With respect to banning the use of mandatory nurse overtime, Tom Veeser provided Rep. Schaber with insight into the impact this "one size fits all" approach has on health care and that it essentially ties the hands of nurse leaders in situations such as a spike in the hospital’s census or other emergencies. Veeser said the underlying issue is nurse fatigue and that this proposal does nothing to address that, nor does the proposal even treat overtime uniformly, as voluntary overtime would not be banned. Rep. Bernard Schaber expressed interest in further dialogue on this issue.

Rep. Bernard Schaber rounded out her visit with a tour of the hospital.

Cong. Paul Ryan Visits Wheaton Franciscan Healthcare - All Saints (Racine)

On Wednesday, February 18, Congressman Paul Ryan visited Wheaton Franciscan Healthcare – All Saints for a roundtable discussion, lunch, and tour. Congressman Ryan spent time talking with senior leaders about the recently passed economic stimulus package and its impact on health care, in addition to his own thoughtful views on health care reform.

Ryan then joined leaders for a tour of the Cardiovascular Institute, including the Emergency Care Center. His presence at All Saints clearly illustrates the continued need for increased awareness and communication between elected officials and health care organizations.

Late this week, Governor Doyle announced $5.8 million in funding—including $3 million in federal funds over the next two years—will be available for strategic workforce training initiatives in Wisconsin. The dollars will be made available through regional economic development groups in seven regions from throughout the state that will work on the initiatives in conjunction with the Department of Workforce Development (DWD). In the announcement, Doyle said the Wisconsin Sector Strategic Workforce Initiatives program will identify the workforce need of high growth sectors and develop ways to meet those needs.

Each region already has health care representatives involved in the process and these individuals will be key in decisions related to funding allocation.

The Wellness Councils of America, through its local affiliate, the Wellness Council of Wisconsin, presented its Gold Well Workplace Award to Aurora Health Care. The Well Workplace designation recognizes efforts that not only improve employee health but also reduce health care expenditures. The award was achieved through the development of results-oriented wellness programs. The designation is awarded throughout the year to employers from around the nation.

Aurora’s initiatives include health risk appraisals and programs on healthy eating and weight management, tobacco use and smoking cessation, stress management, physical activity and medical self-care.

"In a time when the health of our nation’s workers is not what it should be, and health care costs consistently reflect this trend, the Well Workplace initiative provides employers with a powerful approach to stemming the tide of increasing costs," said David Hunnicutt, president of Wellness Councils of America.

The Wellness Council was founded in 1985 by the Wisconsin business community. Membership has grown from nine founding companies to more than 440 organizations representing 450,000 employees. With more than 2,500 member organizations located throughout North America, the organization is highly regarded for its innovative and results-oriented approach to worksite wellness.

The ThedaStar air medical team provides critical training for area communities for pre-hospital providers, hospital staff and EMS volunteers, raising the level of care from the first critical moment a victim needs it most. Last year the crew participated in 70 educational sessions or open houses.

"You can perform the most advanced surgical techniques and have the most talented trauma team, but if the patient is not transported properly, it’s all for nothing," said Dr. Ray Georgen, medical director for the Trauma Center at Theda Clark Medical Center.

The educational programs and trainings were held for groups throughout Winnebago, Outagamie, Calumet, Waupaca, Shawano, Menominee, Waushara, Green Lake, Fond du Lac, Marquette, Manitowoc, Sheboygan and Portage Counties. Local fire, EMS, police and hospital personnel learned how to prepare a scene for a helicopter landing and prepare patients for helicopter transport from hospitals as well as accident scenes. ThedaStar staff also provided safety presentations, helicopter safety presentations and patient assessment and training about specific injuries or conditions.

"The people who get to the patient first—the EMS, fire, police and staff from our referring hospitals—are vital in their survival," said Jeff Grimm, flight nurse for ThedaStar. "The Golden Hour, or the first 60 minutes after a traumatic event, is extremely important. The confidence and ability of those first responders to safely help that patient for air transport is integral in saving minutes and saving lives."

Nearly 60 Poy Sippi, Fremont and Dale firefighters and Poy Sippi, Boom Bay and Dale first responders received free training from ThedaStar staff in 2007.

"Everybody does things a bit differently, and the ThedaStar crew showed us all how to do things the same," said Phil Lewin, service director for Fremont Wolf River EMS. "That is invaluable. When we go to one section of our service area or another, we all know what to expect and what to do. That cannot be taught at a school. Their training is an important community service."

According to recent estimates, about one in three U.S. adults has high blood pressure, but because there are no symptoms, nearly one-third of these people don’t know they have it. In fact, many people have high blood pressure for years without knowing it. Uncontrolled high blood pressure can lead to stroke, heart attack, heart failure or kidney failure. This is why high blood pressure is often called the "silent killer." The only way to tell if you have high blood pressure is to have your blood pressure checked.

Westfields Hospital offers a free weekly blood pressure clinic. Here are just some examples of people who find benefit in having this service available in our community:

Joe & Mary happened to be visiting a patient at the hospital during the blood pressure clinic hours. Seeing the sign, they said, "Why not? Let’s take time to check it out."

"Were we ever glad we did," said Joe. "Mary’s reading was just fine, but mine was very high, said Joe. "I’ve never had a high reading before. We went right over to our clinic and had things checked out. I’m so glad we caught this early on, and I could get things back in control. Had we not run across this opportunity, I’d be a walking time bomb."

Jane is an active mother of two in her 40s. Previously diagnosed with hypertension, she diligently works at living a healthy lifestyle by exercising 3 - 5 times a week and maintaining a healthy weight after successfully losing 20 pounds.

"Since I’m basically a healthy person I don’t visit a clinic very often. I stop at the blood pressure clinic routinely to make sure things are under control. My blood pressure was under control for years, when out-of-the-blue, it took a jump this spring. I had no symptoms so it was a surprise. I made an appointment with my doctor to review my medication and will monitor this situation closely to get back in control. The free screening provided by the hospital is quick and easy for me to use in my busy lifestyle."

Marvin is a veteran of the Vietnam War. He receives his care at the nearest Veteran’s Administration Medical Center, 50 miles away. "The free blood pressure clinic helps me monitor my health in between appointments at the VA. I take a written record of my readings with me when I have appointments. This saves me trips to the Twin Cities. I probably wouldn’t be doing the routine checks, if it weren’t for the convenience of this service."

Shirley has never had high blood pressure. But during a recent injury and rehabilitation her blood pressure spiked. "While I was recovering from my injury I monitored the situation closely. I’m almost 100 percent now and my blood pressure has been coming down. I’m hoping that my high blood pressure was just my body’s response to the injury and not a permanent thing. I guess I’ll be keeping an eye on things. The free blood pressure clinic makes it easy to do."

The vitality of a community depends, in large part, on the health of its residents. In an effort to help the citizens of Franklin and the surrounding communities lead healthy lifestyles, Wheaton Franciscan Healthcare has partnered with the City of Franklin Health Department and the Franklin Public Library to provide free education on a myriad of health topics.

"This series is meeting an expressed need," said Franklin Health Officer Bill Wucherer. "It provides information on health promotion and disease prevention that the local residents are asking for."

"The breadth of expertise that professionals at Wheaton Franciscan Healthcare can provide far exceeds that of the resources I have available to me," Wucherer said. "It’s a great partnership."

About 20 people on average attend each of the programs. Physicians, therapists, registered nurses and other professionals from Wheaton Franciscan Healthcare – Franklin, have provided free education on a number of topics including brain fitness, overall wellness, cholesterol and glucose control, heart healthy exercises, nutrition, implementing and maintaining healthy lifestyle changes, motivation, and programs on women’s and men’s health. Several of the programs also include free screenings such as cholesterol, blood pressure and blood sugar checks.

Dr. Greg Gehred, medical director of the Rock River Free Clinic and a physician on staff at Fort Memorial Hospital, is a compassionate health care professional who enhances both the amount and quality of health care in Jefferson County and surrounding communities.

Dr. Gehred shared his vision, expertise and compassion when the local community most needed it by offering free medical services and medical direction to the Rock River Free Clinic in Jefferson, Wisconsin. The clinic is comprised of area organizations, including Fort HealthCare and UW Health Partners Watertown Regional Medical Center, and other medical volunteers who share the common vision of serving those without medical insurance. For many years the clinic was an unrealized dream because the clinic was without a medical director.

Gail Scott, RN, chair of the clinic and director of the Jefferson County Health Department said, "The administration and staff at Jefferson County Health Department knew there was a dire need for free medical and dental care for low-income individuals and families without health insurance. The one stumbling block was the need to recruit a physician who would agree to be the clinic’s medical director."

In 2002, Dr. Gehred graciously volunteered not only to help get the clinic started but also agreed to be the medical director. Since the clinic opened on March 6, 2003, Dr. Gehred has volunteered countless hours working at the clinic, recruiting other physicians, reviewing policies and procedures, and recruiting pharmacies and hospital labs to be on-call for stat lab results and patient emergencies. He has also gotten other physicians and clinics to donate medications and supplies.

Today, the clinic offers immediate non-emergency care and referrals to specialists as indicated as well as:

• Preventive medical exams for adults
• Medical exams for acute and chronic illness for adults and children with follow up care as needed
• Limited lab tests and x-rays
• Basic eye exams
• Assistance with prescriptions ordered by clinic physicians

Pat C. is one of many patients of the free clinic cared for by Dr. Gehred.

"One of my first impressions of the Rock River Free Clinic was Dr. Gehred and his thoughtfulness, his sincerity and his thoroughness. I was so impressed. He let nothing go by, yet as a person, I really felt he cared about me. I am very thankful that he started this clinic because I could make use of it. Little did I know that, a little over a year ago, I found myself without health insurance, and that’s a scary thing. I’m so grateful that I still have a place to go where integrity and quality of service are not forgotten," Pat said.

Fort HealthCare supports the Rock River Free Clinic by covering the cost of laboratory and radiology expenses incurred by patients. A loyal group of Fort Memorial Hospital physicians and staff regularly volunteer their time and services to the clinic.

In many small Wisconsin communities, blood drives are conducted periodically throughout the year with the assistance of various civic groups and other organizations. Likewise, Stoughton Hospital traditionally offered an annual blood drive at their facility. However, when the hospital was approached by the American Red Cross regarding the missed opportunities that were occurring in their geographic area related to the ability to collect this most vital health care resource, the hospital stepped up to the plate.

Stoughton Hospital discovered many local residents were traveling to Madison or Janesville to donate blood – a most altruistic gesture in of itself. However, the hospital wanted to improve this situation as blood is a vital tool in contemporary medicine. Without it, doctors would not be able to treat injury or disease as effectively as they can.

The hospital hoped that by conducting more frequent blood drives, they could offer more convenient options to area residents who were current blood donors as well as recruit new ones. The hospital’s community education and volunteer coordinators developed a process to assist the American Red Cross in conducting monthly blood drives. The hospital provided their Bryant Health Education Center as a collection site and donated food and beverages for the event, which is held on the third Friday of each month. The hospital’s volunteers also assisted the Red Cross staff with other logistics, including setup, takedown and reception duties.

Additionally, the hospital encouraged blood donation through advertisement of the convenient appointment scheduling processes offered by the Red Cross including a toll-free appointment scheduling telephone number and an on-line blood donation scheduling website. Press releases were developed by hospital staff and distributed monthly to area newspapers highlighting the need and offering poignant stories regarding those who have benefited from blood donation.

Through Stoughton Hospital’s promotion and outreach efforts to community businesses and civic groups, they were able to meet and beat their initial one year goal for units of blood collected. The hospital continues to conduct monthly blood drives and annually increases their goals for collecting the gift of life.

The Aurora Women’s Pavilion at West Allis Memorial Hospital hosts a year-long calendar of special educational series to support women and empower them in making healthy choices. Examples of topics include:

• The Ultimate Nutrition Workshop, a community education series exploring functional nutrition and use of vitamins and nutritional supplements
• Mother/Daughter Heart Health, an educational program to share information about preventing heart disease in women
• A six-week education series designed for the health needs of women 45 years of age or older.

In addition, the hospital hosts the annual Reflections of Wellness, a Self-Care Expo for Women featuring health-related exhibits and presentations.

Submit hospital community benefit stories to Mary Kay Grasmick, editor, at mgrasmick@wha.org.

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