FLEMING -- Though the financial road ahead is a bumpy one, Auburn Memorial Hospital's temporary chief gave community leaders plenty to be proud of Tuesday.
Despite recent losses in the millions of dollars, AMH Interim Chief Executive Officer Mark Gregson encouraged expanding key services and recruiting medical professionals to a few dozen Cayuga County Chamber of Commerce members at a luncheon in Fleming.
The first step was avoiding closure in a report issued by the Commission on Health Care Facilities in the 21st Century in December.
"That is a big deal," Gregson said, calling the decision to keep the hospital open a "platinum seal of approval" to move forward.
Gregson, who arrived late last year and may have a permanent replacement by spring, did not shy away from the financial troubles the hospital experienced. AMH posted at least $5 million in losses in each of the last two years.
However there have been financial triumphs as well. A majority of last year's loss was one-time costs aimed at a turnaround. The hospital recently collected $4.4 million to match a state grant -- the largest in AMH history -- that will go toward major renovation.
"The real gain will come in the future by providing more services," Gregson said.
Pain management, mammography, military veteran medical care and behavioral health programs all have good bases with room for improvement. The budding Fingerlakes Weight-Loss Program targeting care for obese patients recently received rare recognition from Blue Cross Blue Shield.
Like other communities across the country, Auburn will need to continue close work with physicians in the county and use programming to recruit others, Gregson said.
On the service side, a emergency room fast-track needs to be further developed. AMH already offers separate consultation to non-critical ER cases to reduce wait times a few days a week.
A viable hospital can have economic development implications for the community as well. An aggressive, well-known hospital can play a big role in helping attract people and business to a region, said Gregson, who has served as a hospital administrator in six states.
Read the full report in Wednesday's edition of The Citizen.
The first step was avoiding closure in a report issued by the Commission on Health Care Facilities in the 21st Century in December.
"That is a big deal," Gregson said, calling the decision to keep the hospital open a "platinum seal of approval" to move forward.
Gregson, who arrived late last year and may have a permanent replacement by spring, did not shy away from the financial troubles the hospital experienced. AMH posted at least $5 million in losses in each of the last two years.
However there have been financial triumphs as well. A majority of last year's loss was one-time costs aimed at a turnaround. The hospital recently collected $4.4 million to match a state grant -- the largest in AMH history -- that will go toward major renovation.
"The real gain will come in the future by providing more services," Gregson said.
Pain management, mammography, military veteran medical care and behavioral health programs all have good bases with room for improvement. The budding Fingerlakes Weight-Loss Program targeting care for obese patients recently received rare recognition from Blue Cross Blue Shield.
Like other communities across the country, Auburn will need to continue close work with physicians in the county and use programming to recruit others, Gregson said.
On the service side, a emergency room fast-track needs to be further developed. AMH already offers separate consultation to non-critical ER cases to reduce wait times a few days a week.
A viable hospital can have economic development implications for the community as well. An aggressive, well-known hospital can play a big role in helping attract people and business to a region, said Gregson, who has served as a hospital administrator in six states.
Read the full report in Wednesday's edition of The Citizen.
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