Lake Region Healthcare

6 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 3 high as it is at other health systems, but it is higher than 10 years ago. Says Patterson, “we expected a shortage of medical providers and nurses even before COVID but that shortage is real and amplified in the rural areas.” To support a work/life balance and employee satisfaction, Lake Region measures the engagement scores of all staff and providers. All our people are surveyed regularly in an effort to identify burnout before it becomes a bigger issue and to support improved workplace experiences. “(Doctor) stability is very important for rural communities because many of our patients have lived here many years, or are from families with deep community roots,” Patterson says. “We strive to provide that sense of stability as best we can.” COVID was a challenging time for all in healthcare but Lake Region became an even stronger organization because of it. Fortunately, Lake Region never fell into a “critical” situation where it couldn’t meet the collective needs of the community, says Mattson. It dealt with occasional virus surges while retaining a purpose-based mindset. Mattson, Patterson, and their colleagues on the executive team have created a master strategic plan to ensure financial stability, a high level of patient experience, best-in-class professional service, and continued system growth, among other goals. Hiring the “best and brightest leaders”with a “people first’ mindset will help Lake Region thrive despite such headwinds as staff turnover and medical equipment supply chain shortages and delays. “Healthcare is changing constantly and it requires us to be innovative in our approach to everything,” Patterson says. This includes establishing new partnerships and protocols with third-party payers for reimbursements. It also includes creating a “space planning approach” for growth that ensures there is enough room for efficient operations and patient care as expansion continues. New services recently added, such as a new plastic and reconstructive surgery offering that is of particular interest to oncology patients, burn victims, and others who have specific medical needs. The strategic plan helps to identify other needs, such as a new CT scanner at Fergus Falls Hospital and a new medical distribution system that will help manage the safe and secure delivery of patient pharmaceuticals. LAKE REGION HEALTHCARE