3 min read April 2024 — In an interview with Focus:, Ralph Castillo, chief executive officer of Morgan Medical Center, discussed recent achievements, collaborations to meet community healthcare needs, strategies to navigate challenges in the industry, and his optimistic outlook for the future despite an ongoing dispute with the city.
What have been some of the key achievements for Morgan Medical Center over the past year?
We celebrated our fifth anniversary in our new building in December, marking our presence as a relatively new hospital despite Morgan Medical’s founding in 1960, making us over 60 years old. Over the past year, we’ve expanded the breadth and depth of our services and have seen an increase in the number of people we serve. We’ve added significant clinical equipment and continued to recruit physicians to meet the evolving needs of our communities.
One of our notable investments was in the nurse call system, an essential infrastructure component that enhances patient care, particularly for those confined to their beds, with a cost of about $800,000. Additionally, we’ve invested in a new chemistry analyzer, an $800,000 investment that is set to come online soon. Despite challenges such as prolonged supply chain issues post-COVID, we’ve managed to add new staff and update some of our software systems.
Another substantial addition has been a $2 million physician-assisted robot for our joint replacement program initiated last summer. This investment is significant for us, especially because orthopedic services often lead residents out of the county. The availability of this technology encourages residents, particularly from Morgan County, to opt for treatments closer to home. This capability not only demonstrates our financial strength but also underscores the hospital authority’s support in allowing us to allocate resources effectively to serve our communities better.
How does the center ensure collaboration and partnerships to meet the evolving healthcare needs of the community?
This year marks my 12th anniversary at Morgan Medical, stepping into my 13th year. One of my key contributions has been introducing our vision statement: Patient-Focused Center of Excellence. This vision mandates that everyone, regardless of their role, is responsible for patient care. Although we’re not equipped for procedures like cardiac surgery due to limitations in staffing and resources, we’re committed to offering sophisticated services such as joint replacement surgeries. We’ve partnered with an orthopedic surgeon from Athens, who visits us twice a month, and we’re actively recruiting a partner to provide more consistent care.
Our new chemistry analyzer provides the capability for early detection of myocardial infarctions (MI) through the use of a high sensitivity troponin test, saving valuable time when intervention is critically needed. This test not only aids in early detection but also reduces the intervals to rule out an MI which reduces the visit time for the Emergency Department patients. This technology is considered the gold standard for MI detection. This new technology allows us to identify difficult-to-diagnosis MI’s to stabilize and transfer patients more efficiently if a heart attack is identified.
In addition to surgical advancements, we’re leveraging telemedicine to access specialized care, such as tele-neurology for stroke care, through certification as a Remote Stroke Treatment Center by the Georgia Department of Public Health. Despite lacking neurologists on staff, we utilize technology to connect with specialists, crucial for treating strokes where every moment counts. As a designated Level 4 trauma center in Georgia, we have sophisticated diagnostic equipment such as a CT scanner, and a physician on-site 24/7 in recognition of the challenges and importance of trauma care in rural settings.
Furthermore, our accreditation by the Joint Commission reflects our commitment to high standards of care, mandatory for Medicare services but also beneficial in guiding our practices. Our financial stability allows us to invest in training, equipment, and infrastructure, ensuring we’re poised to meet the future healthcare needs of our community.
How do you continue to improve healthcare services despite the ongoing dispute with the city?
Five years ago, we moved to a new hospital facility from our original Eisenhower-era building, recognizing the need for modern infrastructure to better attain our healthcare goals. This transition, underpinned by solid financial planning, highlights our organization’s robustness.
The sale of the Morgan Memorial Hospital site, near Madison’s westerly entrance, has met a zoning challenge. While the Hospital Authority as a governmental entity is not subject to Madison zoning laws, the city has taken the position that its long use as a hospital is not grandfathered and the proposed high-end, acute care and behavioral health hospital must comply with newly enacted zoning laws. The hospital was forced to file suit to protect its ability to sell the building to the highest – and best – bidder. While we won on appeal, the city continues to fight and has escalated the dispute to the Georgia Supreme Court.
Selling the old hospital property will fund enhancements in our service and facilities. Despite the legal issues posed by the city, our commitment to improving healthcare for our community remains unwavering.
What challenges does the healthcare industry currently face, and what strategies do you have in place to navigate through those?
Behavioral health represents a significant challenge not only for us but across the nation. Mental health issues require careful, non-stigmatizing management while ensuring patient safety. This complex issue, reminiscent of the difficult decision to take car keys away from an elderly parent, underscores the need for compassionate, effective treatment for individuals whose mental health impacts their daily lives.
Another major challenge is the political and economic issue of uninsured or indigent patients. Many without health insurance lack access to primary care, leading to emergency room visits for conditions that could have been managed or prevented and resulting in costly care. Despite efforts like the Affordable Care Act, systemic issues, and defensive medicine practices due to legal concerns complicate the provision of care for uninsured patients. Our hospital receives some tax support for indigent care, but it covers only a fraction of the cost.
Workforce aging and shortages present a third challenge. The healthcare industry struggles to replace retiring professionals quickly enough to meet demand, especially given the aging population. Attracting a new generation of healthcare workers is crucial, yet complicated by hurdles such as passing drug tests and background checks, which surprisingly disqualify many potential candidates.
To navigate these challenges, our strategies focus on advocating for comprehensive behavioral health services, improving access to primary care to reduce emergency room dependency, and actively recruiting and training the next generation of healthcare professionals. We also emphasize the importance of community and governmental support to address the financial aspects of indigent care. Balancing compassion with practical solutions, our goal is to ensure high-quality, accessible healthcare for all community members.
What is your outlook for Morgan Medical Center and the healthcare industry in the next few years?
Despite facing numerous challenges, I remain optimistic about the future of Morgan Medical Center and the broader healthcare industry. Our strength lies in our incredible team. Their dedication and can-do attitude have consistently enabled us to rise to any occasion.
Our commitment to being a Patient-Focused Center of Excellence is a testament to our staff’s mindset and the quality of care we provide, particularly in a rural community like ours. We have deep connections with our patients, knowing them personally, which enriches the care we deliver.
Our patient satisfaction scores are a point of pride, reflecting our local operation’s effectiveness. Unlike surrounding hospitals, which are part of larger, billion-dollar entities, Morgan Medical stands as an independent hospital solely focused on serving Morgan County. This autonomy allows us to concentrate on our community and staff, fostering a supportive and efficient environment for healthcare delivery.
Our relationships with regional hospitals like Piedmont Athens and St. Mary’s in Athens enhance our capabilities, ensuring we can refer patients for specialized care when necessary. Yet, our independence is our strength, allowing us to prioritize our community’s health above all else.
Though healthcare is inherently challenging, and the loss of a patient deeply affects us, our resilience, community focus, and dedication to excellence position us well for the future. I’m optimistic, buoyed by our team’s spirit and commitment to service, and confident in our continued ability to provide exceptional care to our community.
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