Vital Signs - February 2001

Washoe Medical System

A Comprehensive Approach to Care

by Linda Fine

In the Northern Nevada marketplace, healthcare — specifically hospital healthcare — is a competitive business. But with 529 beds and 54 percent of the market share, Washoe Medical Center has emerged as the biggest and toughest kid on the block. Established in 1862 as a hospital to treat smallpox victims, Washoe Med, as the locals call it, falls under the umbrella of its parent organization, Washoe Health System. As a not-for-profit entity of Washoe Health System, the medical center supports acute and skilled care for all ages and types of patients.

It is the only Northern Nevada facility to offer specialized services such as an accredited Level II state-designated trauma center, a pediatric intensive care unit, apheresis therapy, dialysis, computed radiography, a child life program and a comprehensive cancer treatment program.

Washoe Health System was established in 1985, and since then has grown to encompass a wide variety of healthcare and insurance services, including Washoe Medical Center. While the main hospital is located at 77 Pringle Way in Reno, services are also available at a number of off-site locations not only in the Truckee Meadows, but also in Carson City. In fact, attesting to its expanding sphere of influence, Washoe Health System and Barton HealthCare System of South Lake Tahoe recently finalized an agreement to assume equal ownership of Carson Valley Medical Center in Gardnerville.

Washoe Medical Center employs over 2,000 people and has 738 physicians on staff, while the entire Washoe Health System employs close to 3,600. Annually, the medical center provides care to more than 18,000 inpatients, 120,000 outpatients and 60,000 emergency and trauma patients from the local community, Northern Nevada and northeastern California. And because Reno attracts tourists from around the globe, it also serves a worldwide clientele.

With statistics like these and a large and diverse client base, attention to customer need has emerged as the system’s mantra. Jim Miller, president and chief executive officer of Washoe Health System, has been a part of the organization since 1983 when he joined Washoe Medical Center as controller. A promotion to chief financial officer in 1988 was followed 11 years later by his elevation to president and CEO in January 1999.

"When I accepted this position, my vision was to address customer service," Miller said. "Essentially, I set a standard to improve it. We owe it to the community to provide good service. We want the people to keep their acquisition of healthcare services local, and we do this by providing service." Miller said he bases his vision on a model that solicits staff ideas and interaction. His input comes from nine teams. "We ask our employees to sit down and make decisions as to how they deal with customers - employees are customers too," he added. "Employees know firsthand what needs to be done."

For nearly six months, the teams have worked together to organize the strategies that will bring Miller's vision to fruition.

Miller said he sees the future as innovative and aggressive. "Since conversion in 1985 from a government organization to a private, non-profit organization, we’ve been focused on maintaining a comprehensive healthcare system, not just a hospital." Governed by its board of directors, Washoe Health System offers access to a wide range of services and facilities. The main categories consist of Washoe Medical Center with its own board of governors. It is joined by Health Continuum Services, providing such facilities as Washoe Village, a health campus and acute rehabilitation hospital. Within this division is also Washoe Therapy Center, Washoe Imaging and Breast Center, Washoe Home Care Services and Health Enhancement Services, whose mission it is to attend to ailments like diabetes, congestive heart failure and several other diseases. Physician Services includes internal medicine, family practice and pediatric care centers strategically located throughout the community. This group focuses on seniors, obstetric and gynecological needs, employee health and even dermatology. The health maintenance organization, Hometown Health Plan, manages the insurance needs of its members.

Not content with the status quo, expansion of the physical plant continues along with the expansion of services. Construction of the Plaza at Washoe remains on schedule, with occupancy expected during the first quarter of 2001. This structure, funded by Pacific Medical Buildings, is an office complex soon to be occupied by a variety of physician specialties. It will also house some of the services and programs of Washoe Health Systems.

According to Miller, the various components of Washoe Health System are working together to build a healthcare network that provides quality, cost-effective services to the communities it serves.