March of 2007 will mark the 2nd anniversary of Bridges Medical Center operating as a member of the Benedictine Health System (BHS). Over the past two years employees, patients, residents, and friends close to Bridges Medical Center have been involved in change, or better stated, the transformation of a healthcare system. One of our priorities during this transformation has been focusing on process. Why do we do what we do? Do we only do the job because it provides a paycheck? What does our community need and expect of us? Are we meeting those expectations? These questions become easier to answer as staff buy into the mission and values of the organization. Bridges’ mission of the promotion of individual, group and community wellness is supported by the BHS core values of hospitality, stewardship, respect and justice. Bridges is driving the transformation by using the mission statement as a guide and basing our strategic objectives around those four core values.

All that sounds great in theory but how does it transpire into results, something tangible? Commitment to a vision and goal setting has been a primary focus at Bridges. Medical staff recruitment has been the number one priority since I started at Bridges in July of 2005. Without quality medical staff and dedicated employees, all the programs, philosophies, strategies and planning will be worth less than the paper it is printed on. Our goal has been to recruit and retain staff that believe in our mission and values and will be committed to the organization and our community.

I feel we have been extremely successful in the recruitment of exceptional providers and high quality professional staff. Aesthetically speaking, it has been said that Bridges is one of the nicest facilities in the country. However, bricks and mortar only go so far. Without quality professionals you just don’t make the grade. With Dr. Martsching and Dr. Peterson joining our existing providers, Renae Galbrecht and Angie Skyberg, and the addition of several therapy professionals and other support staff joining our team, I feel Bridges has raised the bar in the quality of healthcare services we provide. Our commitment to the community demands that we provide the highest level of professional staff.

I have been asked by many in the community “How is it going out there”? I love to hear that question because it gives me the opportunity to share our success stories. Like every business, Bridges needs to generate enough revenue to cover expenses and have some left over for future needs. Bridges has taken steps to ensure our viability as a business including the addition of new programs and services, diversification, collaboration with other healthcare organizations, utilization of resources from BHS, negotiation of new contracts and agreements with vendors and suppliers, and investment in our staff to make sure they have the tools they need to perform at the highest level. The end result has been roughly a 3% operating margin which is in the normal range for a facility our size. This margin allows us to put money aside each month for new services and technologies. So in short, the answer to the question is, things are going well. Financially we have stabilized and have had a positive bottom line for the past 24 months. Operationally we have been able to recruit quality providers and staff and are excited as we look to the future.

What’s next at Bridges Medical Center? Our vision is to continue to grow and provide essential services our community deserves. We will continue to invest in technology to keep up with the advancing science of medicine. The Benedictine Health System and Bridges Medical Center have made a strong commitment to our mission and values and will continue to provide you with the best healthcare available.