Progress Le ader Special Focus
Jefferson Healthcare: Access to care expanding with more providers Salaries contribute an estimated $134,000 daily to local economy
Q. Jefferson Healthcare was one of the only health care organizations to respond to threats by the American Civil Liberties Union as they relate to providing women’s health care. Jefferson Healthcare established an advisory committee, and as a result of that work, the Women’s Clinic was born. How well is that women’s clinic being used today? Was that a successful project?
Allison Arthur aarthur@ptleader.com Jefferson Healthcare is the largest employer in Jefferson County, with more than 500 employees spread out between the hospital in Port Townsend and its clinics in Port Townsend, Port Ludlow and Quilcene. In the past year, the health care system has created 94 new jobs, has worked on access and quality, and has expanded its services. The Leader reached out to Jefferson Healthcare CEO Mike Glenn with a series of questions about the changes he has seen in this past year as well as changes expected to occur in the future. His answers follow.
A. Our Women’s Clinic was the result of Jane Albee and several primary care providers who identified a need in our community. After a multiyear search we hired Ann Hoffman, D.O. Independent of those efforts, the ACLU challenged rural hospitals across the state to improve access to family planning and reproductive services. Jefferson Healthcare not only responded with improved access to reproductive services, but also developed a primary-careclinic-based surgical and medical abortion program. Jefferson Healthcare is the only rural hospital providing these services in Washington state. The Jefferson Healthcare Women’s Clinic and Primary Care Clinic have given women in the community access to care unparalleled in other rural areas of the state. Our ultimate goal is to support a healthier community for Jefferson County. By providing the services here on the peninsula, we can minimize travel, time away from loved ones and decrease stress, all factors which contribute to the whole health of a patient.
Q. What, in your mind, has been the biggest change at Jefferson Healthcare in the past year that will benefit the community as a whole, long-term? A. Over the last few years, Jefferson Healthcare has quietly become a fully accredited, awardwinning rural health system. In the last year alone, we created 94 new jobs to serve our ever growing community. We are proud of the personalized care and medical excellence we deliver, which is the drive in everything we do. We are invested in the continued long-term health of the community. Q. You’ve added a number of physicians in the past year and opened clinics in both Port Ludlow and Port Townsend. Can you share how many physicians you’ve brought into the system and if any have specialties that the hospital didn’t have in the past? A. Since 2015, we have added 29 providers to the Jefferson Healthcare team. In 2017, we introduced seven primary care providers to staff our primary care clinics, and eight specialty care providers to staff our Dermatology, Orthopedics, General Surgery, Cardiology, Women’s Health and Wound Care clinics. The dedication to increased access became a major priority for 2017, which resulted in the identified need to recruit additional primary care providers, the creation of care teams and the development of an Express Clinic. Through the implementation of provider care teams, Jefferson Healthcare has enhanced support and access to care by partnering advanced practice providers with MDs. At the beginning of February, Jefferson Healthcare recruited three new providers and opened the Express Clinic to provide same-day access to non-emergent care. The addition of the Express Clinic will also improve access times in our primary care clinics and our emergency room. The Women’s Health Clinic opened in the spring of 2017 and provides the full range of women’s health, wellness and preventative care services. The summer of 2017 brought high-quality dermatological services to the community with the arrival of Dr. Claire Haycox and Leah Laymen, ARNP. Dr. Haycox and Leah have made it their mission to educate the community on the importance of skin health. The new building in 2016 allowed for Cardiology to expand
Jefferson Healthcare CEO Mike Glenn updated Jefferson Healthcare commissioners last year on progress on a number of projects, including a proposal to purchase Discovery Behavioral Healthcare, the largest provider of mental health care in Jefferson County. That effort did not work out, but the two organizations have since agreed to co-recruit a CEO to operate Discovery Behavioral Healthcare and to provide behavioral health program development to Jefferson Healthcare. Photos by Allison Arthur
“We know we will have to learn to do more with less and adapt to new payment models as they develop – we are confident we can make the transition.” Mike Glenn CEO Jefferson Healthcare
For those familiar with Jefferson Healthcare, the new Express Clinic is where the old Emergency Department entrance was before the hospital added a new Emergency Services and Specialty Building. The entrance is market by a green door and is north of where the existing emergency entrance is now. The Express Clinic, opened earlier this month, is for people who need non-emergent care.
Jefferson Healthcare’s financial impact on community Year Employees 2013 516 2014 542 2015 556 2016 608 2017 682
Value of salaries and wages $35.5 million $37 million $39 million $42 million $45 million
Source: Jefferson Healthcare
services, with the addition of cardiologist Matthew Voorsanger, M.D. Together, Dr. David Tinker and Dr. Voorsanger work closely with Cardiac Services and Diagnostic Imaging to use advanced diagnostics and treatment of heart disease by using the latest noninvasive cardiology imaging – techniques that are safe and painless and get you back home the same day without a trip off the peninsula. Q. Although Jefferson Healthcare wasn’t able to acquire Discovery Behavioral Healthcare in 2017, you have talked about a better affiliation with
that private, nonprofit mental health provider in Port Townsend. Can you share how that affiliation has changed and if there are any plans for changes this year? A. Jefferson Healthcare and Discovery Behavioral Healthcare have agreed to pursue a shared leadership model to expand services and further clinical and operational integration. The two organizations have agreed to co-recruit a CEO to operate Discovery Behavioral Healthcare and to provide behavioral health program development to Jefferson Healthcare.
Jefferson Healthcare’s total amount of support to Discovery Behavioral Healthcare and providers now exceeds $280,000 annually. Our affiliation with Discovery Behavioral Healthcare continues to integrate behavioral health in the community, which is important because the behavioral health landscape is set to change dramatically in 2020. Q. At one time there was talk about providing mental health in a building with transitional housing. What happened to that proposal? A. There is certainly a need in our community for transitional housing and additional services for homeless, mentally ill residents. Jefferson Healthcare has presented a vision of such a facility and is willing to organize a community fundraising and grant-writing effort in order to capitalize such a project. Currently, we are partnering with OlyCAP and Discovery Behavioral Healthcare to subsidize the loss of funding from federal and state agencies. This one-year pilot will utilize already existing low-income housing in the community and coordinate social, behavioral and medical services for participants.
Q. Jefferson Healthcare is the largest single public employer in Jefferson County. How many employees do you have, full-time and part-time, and how much of an increase is that from a decade ago? A. Jefferson Healthcare hospital is the largest employer in Jefferson County. In December 2013, we employed 516 full- and part-time employees with $35.5 million in salaries and wages; in 2014, we had 542 employees and $37 million in salaries and wages; in 2015, it was 556 employees and $39 million in salaries and wages; 2016, we employed 608 and $42 million in salaries and wages; and at the end of 2017, we had approximately 682 full- and part-time employees, and spent almost $45,000,000 in annual salaries and wages. The salaries from Jefferson Healthcare contribute an estimated $134,000 daily into our local economy. Q. How is the system doing financially? Since most of your patients are either on Medicare or Medicaid, do you have any concerns about the future, financially, for health care service in Jefferson County? A. Jefferson Healthcare is doing well, and we continue to outperform our peer organizations. However, given our small amount of tax support, financial viability continues to be a concern for hospital leadership. While it is true we are a public organization, the reality is we operate in a very competitive, rough-and-tumble business environment heavily influenced by policy and decisions made in Olympia and Washington, D.C. During the last three years, Jefferson Healthcare has experienced significant growth, and has invested heavily in adding new services, facilities and equipment to meet the community need. With the growth, we have See healthcare, page 5▼
C 2 • Wednesday, February 28, 2018
Port Townsend & Jefferson County Leader
progress
WorkSource career center moves to Port Townsend Computer resources available to job seekers Chris Tucker ctucker@ptleader.com After years in Port Hadlock, WorkSource is hanging its shingle in Port Townsend to improve access to employment and training services in Jefferson County. The center is now located at 915 Sheridan St. in Port Townsend, across the street from Jefferson Healthcare Medical Center. WorkSource’s new location is temporary, for 18 months, until a new permanent facility is secured. “This temporary move makes sense,” said Margaret Hess, WorkSource center administrator. “It’s in town, on the transit line and near other agencies that serve the same customers.” Hess said that when WorkSource does move to a permanent facility – in about September 2019 – that it would be located somewhere in Port Townsend. Supporting agencies such as the Economic Development Council and Chamber of Commerce are also based in the city. Phone numbers for WorkSource remain the same, and job seekers may call the center at 360-379-4401. Employers may reach a business representative by calling 360-337-4812 or by sending an email to jeffersonbusiness@esd.wa.gov. WorkSource is a partnership of nonprofit organizations, government agencies, and community and technical colleges that offers employment and training services to job seekers and businesses. Individuals who have been laid off from a job, are rethinking their career or are just starting out can get help searching for work, assessing and building skills, exploring careers and training opportunities, and connecting with employers that are hiring. Services for business include: candidate recruiting through the WorkSource website (worksourcewa.
“This temporary move makes sense. It’s in town, on the transit line and near other agencies that serve the same customers.” Margaret Hess administrator WorkSource
From left: Lucas Jacoby, Bill Darrington and Jaclynne Harrell listen to instructor John Krouse at WorkSource’s new location, 915 Sheridan St. in Port Townsend, on Wednesday, Feb. 21. Photos by Chris Tucker
Learn more For more information about WorkSource, Washington’s job-match site and to search for jobs and talent, visit worksourcewa.com. Unemployment insurance information is available at esd.wa.gov.
The new location of WorkSource Jefferson County.
com), job fairs and hiring events; training and skills acquisition for existing workers; and labor market data. The new center also offers free use of computers, internet and Wi-Fi access, copiers, phones and paper for employment-related activities.
John Krouse of WorkSource Jefferson County, instructs a class at WorkSource’s new location, 915 Sheridan St. in Port Townsend, on Wednesday, Feb. 21. At left are Jaclynne Harrell and Aaron Jones.
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Port Townsend & Jefferson County Leader
Wednesday, February 28, 2018 • C 3
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The Port Townsend Paper Corp. has been a major employer in Jefferson County since it opened in 1929. Crown Paper Group, which owns the mill, says it plans to “optimize our recycled and wood fiber areas” this year. Three trucks full of wood fibers were lined up Monday making deliveries to the mill. Behind the trucks, steam rises from the aerated stabilization basin, a pond that treats roughly 10 million gallons of water a day that comes from the mill. The pond also is considered a source of odor pollution. Photo by Allison Arthur
Mill forges ahead to stay ‘competitive, reliable’ Changes to continue; ‘focus on running the business’ not talking about possible sale Allison Arthur aarthur@ptleader.com Crown Paper Group executives estimate they have pumped $90 million into improvements at Port Townsend Paper Corp. since buying the mill in 2015. And because of that $90 million investment, mill officials have acknowledged that “the business would be of interest to multiple parties,” a euphemism for the possibility that it could be for sale. Mill spokesperson Alan Ulman wrote in an email in early January that CEO Steve Klinger had said that “the progress has been comprehensive and rapid, and as such, the business would be of interest to multiple parties.” Klinger also said in that same release, “While we understand and appreciate this, we are focused on running the business, and not commenting on any speculation.” The mill employs 280 people, most of
whom live in Jefferson County, and has been the county’s largest private employer since it opened in 1929. The Leader recently invited Klinger to comment on what the future holds for the mill this year. Through Ulman, Klinger responded to the following questions.
issues been remedied to your satisfaction? Are profits up? Is that equipment now working out?
A. We have not been adversely affected by currency rates, nor do we expect to be.
A. In 2017, we installed new equipment on the paper machine (and a silencer on the new equipment) that improved efficiency and reduced noise to normal background levels.
Q. Are there any plans this year to make changes that address odor complaints being raised by MillOdorous? If so, what?
Q. Since purchasing the Port Townsend Paper Corp. in 2015, you estimate that you have invested $90 million in improvements at the mill. How much are you investing this year and what’s left to be done, in your mind, to make the mill the best it can be?
Q. In the fall of 2016, you converted to compressed natural gas (CNG) to fuel the boilers. How is that going? Are you seeing the savings you expected? A. Our conversion to compressed natural gas has been successful, improving boiler efficiency and reducing greenhouse gas by 23 percent.
Site- Cure d Ultr aviolet Ceramic Fort ified Waterbor ne Woo d Floor Finish A. When we acquired the mill, we developed and began executing a plan to improve competitiveness through strategic capital investments and maintenance updates. We have achieved positive results, improving overall mill productivity and reliability each year. We expect continued improvement in 2018. This year we will develop a plan and investment strategy to optimize our recycled and wood fiber areas, and will continue to evaluate other opportunities to improve operations and invest in maintenance.
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Q. There’s been a lot of talk nationally about trade agreements. Where is the kraft paper you make in Port Townsend going these days – aside from your mills in Canada? A. We export most of our unbleached kraft pulp to Asia, and have seen no change in our ability to do so. Q. You said last year that the Trump administration appears to be focused on foreign currency issues “which are relevant to us.” Any thoughts on that this year in terms of how Trump has changed the economic climate?
40% More Durable than traditio nal 2-component Q. Last fall, you installed equipment that madeFinishes the paper machines work more efficiently. Have immediate cure - immediate Use the noise WelcomeSafe to for the Next the environment RETHINK YOUR FLOORS • SITE-CURED ULTRA VIOLET
A. In 2015, we began developing and executing a focused maintenance plan [for] the aerated stabilization basin [ASB]. We have invested $2.5 million to improve the basin’s performance, including a planned dredging program, predictive and preventative maintenance and cleaning, and studies with wastewater experts to improve system efficiency. We plan to continue these efforts. Q. You are still the biggest single private employer in Jefferson County. Where do you fit into the community in terms of contributions to the community? Have you made any major donations to any organization that you could share? A. We match 100 percent of our employees’ donations to the United Good Neighbors. Our employees are highly engaged in fulfilling our environmental obligations.
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The turnaround time on a standard floor finish is three to four days, after which the finish is dry but not ”cured” that is an important but often misunderstood distinction. Until a finish has “cured” which requires anywhere from a week to a month depending on the product and conditions, its very susceptible to scratches. You may be able to walk across the floor within a couple of hours but the fumes can be intense and its out of the question to place any kind of furniture or rugs or to use the space normally. UV systems achieve the same cure in a matter of seconds. It's really quite amazing and I think the only people not using this technology are the ones who don’t know about it or understand it. Brent Linder is the Owner of Design Hardwoods in Port Townsend, learn more at uvelite.com or call to make an appointment in his Port Townsend Showroom. 360385-0112
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C 4 • Wednesday, February 28, 2018
Port Townsend & Jefferson County Leader
PROGRESS
Art to save land Artist Aloura Remy holds up two of the artistic cards that she hopes will help her raise money for Jefferson Land Trust. Jefferson Land Trust is a private, nonprofit conservation organization in Jefferson County that serves to preserve open space, farmland, wetlands and wildlife corridors. Remy sells her artwork at the Port Townsend Food Co-op on March 11, 18 and 25. In years past, Remy has sold her artwork to raise money for Dove House Advocacy Services and the Audubon Society. “Aloura’s a nature fanatic,” said Remy’s mother, Adelita Jorquera. For more information, visit alourasart.com. Photo by Chris Tucker
Kids get an academic challenge with UW program Pilot program takes place at Fort Worden March 24 CHRIS TUCKER CTUCKER@PTLEADER.COM Students in grades 3-8 have an opportunity to challenge themselves academically, and have fun while doing it, as the University of Washington’s Robinson Center for Young Scholars tries out a pilot program at Fort Worden in March. The program accepts as many as 50 families, said Carol Light, a Port Townsend–based teacher and parent who has helped bring about the program. The program is being coordinated with the Port Townsend School District. “The hope is that we can build this and make it kind of a center for interesting academic enrichment for kids,” Light said.
Light said she is encouraged by the fact that the half of the spaces in the program have been sold as of Feb. 23. The classes are to be held on Saturday, March 24 from 10 a.m. to 3 p.m. at 200 Battery Way in Fort Worden. “Everybody involved with this is giving something. I’m giving funding to it personally. I know that Fort Worden has been very generous with us,” Light said. The program is suited for children who are interested in a challenge, “but the beautiful thing about this program is you don’t have to be labeled ‘highly capable,’” Light said. “Anyone can go.” Light teaches creative writing, literature and composition off and on as an adjunct professor at the UW. She also works with kids in the Port Townsend School District’s OCEAN program. She has lived in Port Townsend for 24 years. Light said that while high
school athletics programs, such as football or track, receive a lot of attention, not as much emphasis is put on academic enrichment programs outside of school, aside from programs such as mock trial or Knowledge Bowl.
“The hope is that we can build this and make it kind of a center for interesting academic enrichment for kids.” Carol Light PARENT AND TEACHER PORT TOWNSEND
The UW program is intended to take up some of that slack, and to show children how much fun learning can be; for example, discovering
the elegance and beauty and patterns in mathematics, Light said. “That kind of thing, there’s not much out there,” Light said. Courses include the philosophy course Liberty vs. Security, the science course Sustainable Systems Thinking, the math course Threeact Problem Solving, among others. There are also courses specially designed for parents who attend. The program works with parents and gets them involved, so they can challenge their children and nurture their academic potential. Light hopes that if the pilot program is successful, the program could be expanded next year. “School can sometimes be stultifying … this is a way to help wake up their intellect,” Light said. Light said the program has been based at the UW campus in Seattle, but that the UW had
also reached out to other school districts in the state. “Outreach is part of the mission of the University of Washington,” Light said. Light said she had sat in on some of the classes at the UW. “It was inspiring to see all of these kids so engaged in learning,” Light said of what she saw at the UW’s Seattle campus, adding that the classes are hands-on, innovative and small in size. A schedule of classes, course descriptions and other information is available online at robinsoncenter.uw.edu/event/ take-the-challenge. Priority registration is for Port Townsend families and educators. Early registration began on Feb. 15, with general registration beginning March 1. The cost of the program is $40 per family, and financial aid is available for families that qualify for free and reduced lunch.
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Port Townsend & Jefferson County Leader
Wednesday, February 28, 2018 • C 5
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Kitsap Bank remodels Port Townsend branch Same familiar faces, new customer service technology Kirk Boxleitner kboxleitner@ptleader.com Feb. 26 marks Kitsap Bank’s first day of business in its newly remodeled Port Townsend branch, right next door to its former building. After a short soft opening, Kitsap Bank plans to announce an official grand opening and ribboncutting ceremony for the branch. Kitsap Bank moved into a building that had once housed a KFC, but according to Shannon Childs, senior vice president and marketing director for Kitsap Bank, the fact that the base structure was an old KFC didn’t add to their construction challenges. “This was an extensive remodel,” Childs said. “Remodels are always more difficult than new construction from an engineering standpoint, because you have to bring the structure up to current standards before you even begin adding the remodeled features you see at the end of the project.” Childs noted that the new building “meets or exceeds” code requirements “in every area,” and is designed to be “extremely energy efficient,” even before solar power is included. “We added additional insulation throughout, upgraded the windows and doors, and installed state-of-the-art electrical and HVAC systems and controls,” Childs said. Childs elaborated that
April Hill, left, senior customer service specialist at the Port Townsend branch of Kitsap Bank, deposits a check for Julie Knott at the branch’s new facility. Photo by Kirk Boxleitner
the new facility retains much the same footprint as the old one, “not extremely large,” but with a slightly reconfigured layout, with the door facing the street to make it more accessible and welcoming, plus touches such as reclaimed teak on the walls, a map of Port Townsend and a compass carved into the ceiling. Childs explained that Kitsap Bank started planning for this project using the remodel concept in May 2016, and by July 2017, it was underway
with remodel-related construction activity. One adjustment that Port Townsend Kitsap Bank customers won’t have to make is getting to know new staff members. “Our Port Townsend branch employs six individuals, all of whom are people our customers are acquainted with from their service over the years,” Childs said. “During the opening weeks, there will also be two additional Kitsap Bank employees helping customers to become
acquainted with the new branch and technology upgrades.” One of those upgrades involves the walk-up and drive-thru ATMs, which now allow customers to talk to staff tellers inside through interactive touchscreens during regular Monday-Friday banking hours, from 9 a.m. to 5 p.m. “You still have the option of inserting your card and using the ATM as usual,” Childs said. “But now, if you need to speak to a teller, and you
don’t want to wait in the lobby, or you don’t want to walk through the rain or leave your kids in the car, you can go to the outdoor machine, or you can stay in your car.” The touchscreen tellers can deposit or cash checks, down to the penny, with a scanner to verify your ID and a slot where your coins come out. “And if you don’t want others to overhear your conversation, you can either plug headphones into the audio jack, or
switch to real-time texting on the screen, instead of talking,” Childs said. “There are a lot of choices in banking, and we’re grateful for the trust and confidence folks have in Kitsap Bank,” said Steve Politakis, CEO of Kitsap Bank, which also has branches in Port Hadlock and Port Ludlow. “We love this community, and we have a great staff that works hard to earn that trust. We’re invested in Jefferson County, and looking to the long term here.”
Healthcare: Changes ▼Continued from page 1
seen an increase in both expenses and revenues from increased volumes. Overall, we are doing well financially, though the pressures have increased as expenses increase and payors continue to push for models that would reduce reimbursement. Q. Looking forward this year, what kinds of changes are in store for Jefferson Healthcare? A. While it will take a few months to calculate settlements and finalize our year-end income statement, 2017 was a year with a positive change in net position and increased cash flows. Our preliminary net income was $1.4M (1.4 percent margin), with 95 days of cash on hand. Looking
forward, there are certainly challenges on the horizon. Most of our patients have coverage through Medicare or Medicaid, meaning that decisions made in Olympia and Washington, D.C., are incredibly important to our position and financial health. We are embracing change with models like our accountable care organization and are remaining nimble wherever possible so we can maneuver through changes. Additionally, our strategy is to be proactive with our lobbying efforts, both individually and in partnership with Washington State Hospital Association. We know we will have to learn to do more with less and adapt to new payment models as they develop – we are confident we can make the transition.
“We are proud of the personalized care and medical excellence we deliver, which is the drive in everything we do. We are invested in the continued longterm health of the community.” Mike Glenn CEO Jefferson Healthcare
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Port Townsend & Jefferson County Leader
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