Thanks, Danny, for sharing my report. I know there are still many challenges ahead, but I hope this analysis helps our community—and OMC employees—better understand the seriousness of the situation. We have to be honest with ourselves: there will be no hospital without a sustainable, long-term business model.
I was frankly stunned to learn that only 2 out of 80 providers are meeting the 50th-percentile productivity benchmark used by similar hospitals. That suggests something very different is happening at OMC. The next hundred days are critical. We need to execute with urgency and discipline—it will define not just OMC’s future, but that of our entire community.
Totally agree. Do you realize that OMC was burning cash so fast, that maybe they were six months away from not making payroll if things continued to deteriorate? OMC is already in technical breach of its loan covenants. If the alternative is closing the hospital down, I would argue we must do whatever is necessary - especially since other rural hospitals have found a way to create a viable business. This isn't a "for profit" argument. I merely want to protect the 1500 jobs (our largest employer) and safeguard the healthcare needs for 80,000 people in Clallam County. We must prioritize OMC's survival. This is not hyperbole.
Changing national healthcare policy is way above my pay grade. Since we know that is unrealistic, we have to find a way to adapt and work with what we got - especially given the very real near term risks to our local community. I read US healthcare costs are more than 2X as a percent of GDP when compared to Israel and Costa Rica. I can’t imagine the US ever finding the efficiencies to cut healthcare as a percentage of GDP in half of what they are currently doing. I hear you loud and clear though. I tried retiring for five years. The high deductible healthcare insurance premiums and service costs exceeded more than $35,000 per year for my family. I had to go back to work.
Thanks, Danny, for sharing my report. I know there are still many challenges ahead, but I hope this analysis helps our community—and OMC employees—better understand the seriousness of the situation. We have to be honest with ourselves: there will be no hospital without a sustainable, long-term business model.
I was frankly stunned to learn that only 2 out of 80 providers are meeting the 50th-percentile productivity benchmark used by similar hospitals. That suggests something very different is happening at OMC. The next hundred days are critical. We need to execute with urgency and discipline—it will define not just OMC’s future, but that of our entire community.
Totally agree. Do you realize that OMC was burning cash so fast, that maybe they were six months away from not making payroll if things continued to deteriorate? OMC is already in technical breach of its loan covenants. If the alternative is closing the hospital down, I would argue we must do whatever is necessary - especially since other rural hospitals have found a way to create a viable business. This isn't a "for profit" argument. I merely want to protect the 1500 jobs (our largest employer) and safeguard the healthcare needs for 80,000 people in Clallam County. We must prioritize OMC's survival. This is not hyperbole.
Changing national healthcare policy is way above my pay grade. Since we know that is unrealistic, we have to find a way to adapt and work with what we got - especially given the very real near term risks to our local community. I read US healthcare costs are more than 2X as a percent of GDP when compared to Israel and Costa Rica. I can’t imagine the US ever finding the efficiencies to cut healthcare as a percentage of GDP in half of what they are currently doing. I hear you loud and clear though. I tried retiring for five years. The high deductible healthcare insurance premiums and service costs exceeded more than $35,000 per year for my family. I had to go back to work.