like to call the meeting to order. We're
going to twice Tyson have a few words
to the flag of the United States of
America and to the republic for which it
stands. One nation under God,
indivisible, with liberty and justice
for all.
>> Few reminders before we get going.
Please state your name and title when
you first begin speaking. Public comment
will be allowed to the extent that it's
on topic. Persons participating via Zoom
are currently muted. If you have a
comment, then please let Mark know via
the chat function. Mark will then inform
Chairman Trinkle can take up the comment
in a manner that doesn't disrupt the
agenda. And if the executive session is
needed, then we'll mute and turn off the
video. And when we're done, we'll turn
everything back on.
>> Heather, you there?
>> I am. Can you hear me?
>> Sure can.
>> Okay. I've got about five things today.
The first is um last week the Kansas
Department of Commerce announced a $1
million of available awards for
attraction development grants. That
could mean um the B29 museum, the
Philly, the historical museum,
essentially any um museum or attraction
that needs funds to improve the visitor
experience, quality of life, or increase
tourism. It's a 6040 grant. um they
intend to award about 10 of them, but
wanted to just announce that publicly
for anybody who might be listening to
this um that any of our local
attractions might be able to apply for
that. [gasps]
Uh also last week um connected with the
city of Sawyer as well as the Kansas
Corporation Commission about trying to
close out the the national GA the
natural gas grant. Luckily, because the
amount of the grant for the city of
Sawyer, borrowing something unexpected
in the next 30 days, the project will be
under a million dollars. So, that will
avoid the need for a audit for them. Um,
so we've been communicating with the KCC
about trying to close out the project
and any other expense needs that the
city would need to have in that final
reporting to be paid for by the grant,
not the city of Sawyer.
the unemployment statistics for the
month of July came out. Pratt is at 3.8%
which is the same as the state.
Interestingly, both Reno and Kya County,
so the two counties that border us are
both trending higher. I suspect Pratt
County will trend higher given what's
happened at the hospital in August, but
I'm keeping an eye on the unemployment
rate currently. Well, in July, there are
172 individuals in Pratt on unemployment
seeking employment.
Um
the
state workforce um the local workforce
board coordinator has reached out to me last week asking for
some assistance with things going on at
the hospital connected with Tyson. Um
they've been instructed to talk directly
with Workforce One so that they have
what they need to help both local
employers as well as people who've been
displaced to make sure that everyone is able to access the most benefits as
possible. I did receive an email today
from the from the HR director at the
hospital asking for some more
information. I directed them back to
workforce one. Um the PAEDC met last
Wednesday,
reviewed um two one grand application as
well as um the updates
related to um Country Club Estates, the trailer park that um has new
ownership and significant improvements
and then approved um an incentive
application for Pratt family practice.
I'll stop there and stand for any
questions.
I don't have any questions.
>> I I don't have any questions. Is the
workforce I guess I do. Is the workforce
» workforce one?
>> Yeah, I don't know how to put this
politically correct. Are they running up
against the wall with the hospital? Is
that the problem or just not
communicating?
I think that there some leadership
communications to them would assist them
in knowing uh making sure that all the
possible programs that are available. Uh
they know exactly what people would and
would not qualify for. I I I hope that
we knock down that little hurdle last
week. Not 100% certain of that, but it's
really about a communication issue.
>> Okay.
>> I don't have anything, Heather.
>> Thank you.
want to come up
and Pratt Senior Center. Um I'm just
here to ask approval on um hiring
Shannon back as custodian. She took
medical leave and is able to come back
now. Um the other person didn't work
out.
[clears throat]
» Doctor's not
>> I'm not familiar with what exactly
happened on the medical leave.
Was anything reported to you?
>> There was there was no leave.
>> Yeah. I I think she just
she went ahead and resigned due to her
health conditions and
>> is she capable of working out?
>> She is um talked to her very lengthy
about that and she's going to go down to
20 hours now. So that'll help. And she
actually is on a trial basis this last
week with me and is doing fine
>> as a volunt as a volunteer.
>> As a volunteer.
>> Yeah.
>> Just to see if it would work out. She
assured me that
she would be okay.
>> I'll make a motion to hire Shannon Crow
part-time as a dishwasher custodian at
the senior center for 1194.
I'll second the motion.
>> Been moved and second we hire or prep
senior center hire Shannon Crow for
custo parttime custodian dishwasher for
1194 an hour. All in favor say I.
>> I oppose. Same sign. Motion carried.
probably need new paperwork for just a
>> She said she couldn't and we said wait
till tomorrow.
>> Okay. Or if you want you can stop by and
get a part-time um employee packet
upstairs. Okay.
>> And Susan can get that for you and that
way she can look it over and have it
filled out.
>> Okay.
>> Bye.
>> Thank you.
want to do Doug stuff now or? Yep.
>> He said he wasn't He said he wasn't
coming in.
>> Correct. Yep. However you guys want to
do it.
>> We got a bridge contract for
Kirk and Michael to inspect our bridges.
I will note that four of those bridges
are the cities.
» I could guess at some point.
>> Okay. the costs going up like we're
doing.
>> Yeah.
>> But I make a motion to sign contract
with Kirk and Michael to inspect.
» I knew how many bridges,
but I don't remember.
Is crap done good enough?
[laughter]
It's a semi bridge inspection that
>> there are 92 bridges
at $150 each.
36 FSA off systems, six others, six
others are citys.
Yeah. For a total cost of $41,400.
I'll move that we sign the agreement
with Kirkham and Michael. Second move
and second we sign the agreement with
Kirk and Michael to inspect bridges.
All in favor say
>> I.
post same sign. Motion carried.
It needed a seal too.
come up. Now you guys can come on up if
you want to
» watch your names
energy resources developer solar and
polarish
>> Samantha Misbet project manager for the
NES ES thermal line and the rep.
» My my spill's kind of quick. So, we're about to finish construction on
the solar project. Pretty much all the
panels are installed now. We're just
moving through our energization process
before we we bring the project online.
So, we'll have a formal commissioning
event for that. And once we have those
dates, we'll we'll share it with the
county. Um so, anyone that wants to
attend can come out and see. But
everything's pretty much on track for
that project to be online end of
September. So,
>> sounds good.
» Great. Um, I'm here today for the
Nanisca thermal storage project or the
thermal line um for our involvement
within the project. Um, we are going to
be mobilizing pretty soon. So, wanted to
have a kickoff meeting with the county.
So, thank you for having us today. Um,
we are looking to be mobilizing and
having some activities occur for
construction starting here in the next
couple weeks with primarily construction
happening in the second week of
September. Um, we've engaged with
Kirkham and Michael for the
pre-inventory of everything. So, that
activity's been done and wanted to come
here today to talk through any items
with y'all and see if there's any
questions or anything from you guys that
we could be more diligent in for the
project.
>> All you're doing is just running a lot.
>> Yeah. Which you started on.
>> Um I think we're going to start closer
to the Pratt Energy site, come from that
way and go down. Um we do we have we're
working with Kirk and Michael too on our
uh road map for the hall route and we're
thinking we may be having an amendment
on that on the southeast 70th a there's
a structure that um said that would be
best to go around. So I have the
document of what we're proposing and we
can go over that with you guys any time
today. Um and then we'll file the
official amendment after we've had our
kickoff with Kirkham and Michael.
Just make sure that Doug's aware.
>> Yes.
>> Yeah. Yeah. Because we had our local
emergency planning committee
>> meeting Thursday and the people putting
in the
» old whatever it is. Graphite.
>> Okay.
>> Deal.
>> Okay.
>> They gave a little spiel on it
>> and tore up.
>> Mhm.
>> Yep.
>> Yeah.
>> Yep. So, and this is all underground.
Yes,
>> correct. All underground on board.
>> And then I think kind of on that note
with with how these project there's some
synergy on the road utilization. So
we've been working with Kirk and
Michaels on exactly kind of the cycle of
how we appropriately close these out. So
I mean at the end of the day, every
project that utilizes any given road,
there's going to be a close out for that
project once work is complete regardless
departing. So all the roads will be
covered. There's just some overlap. We
just processed an amendment last week on
the storage project um because we needed
water for dust mitigation and we
recognized that where we're pulling the
water from we didn't have that that
section of the road parted out for the
battery storage. We only had it for the
solar. So you want to have it amended so
that we could have that included. So now
the so the battery storage will be
obligated to close out
» three or four days on a
>> Yeah. And similar like for the thermal
storage project, it'll it'll work the
same like a lot on 70th will get closed
out by the thermal storage project.
>> Yep.
>> Are you using the same lay down yard for
this for your line?
>> Different lay down yard for ours. Um but
it's the same that is in our produce
agreement currently.
>> Okay.
>> We're doing one bridge inspection out
there, so you might be able to knock one
off your list. There you go. One on
seven.
You sure? [laughter]
>> We got 91 more to go.
» Well, appreciate that.
>> You guys come in and see us. Question
about suits.
>> Yes.
» Wonderful.
>> You have anything else?
>> Yeah.
>> When did you say you expect to start
that?
um first to second week of September for
starting construction. Roughly three
months, three and a half months is what?
Yeah. Is what we're expecting. Um we're
hoping to have this done by the end of
the year.
>> Who's your contractor?
>> Uh Brink is our EPC.
>> Okay.
>> Yes.
>> Good.
All righty. Awesome. Thank you. Thank
you. Appreciate it.
do the minutes.
>> Make a motion to approve the minutes
from August 17th, 2026.
>> Second move and second we approve the
minutes from August 17th, 2026. All in
favor say I. I. Oppos. Same sign. Motion
carried.
» Terry, did you have those bids on you?
>> I did.
>> My head that work.
Barry Williamson, Pratt County Fire
Rescue Captain.
Uh, got a new rescue truck here a while
back that you guys approved and uh,
we've been looking for some tires for
it. Most of the tires on the truck are
more than 15 years old. They do have
tread still on them. However, um, 15
years, that's that's quite a long time
on tires and you're just looking for
trouble, especially an emergency
vehicle. Um, we've got several bids. Um,
we got one bid from uh, Ace Auto in
Havland, which was the cheapest bid. It
was 1701. The second cheapest was 1,800,
which was Diamond Truck here in Pratt,
which is a local company. Um, we did
receive a bid from Cooper Tire. It was
2400. And then most recently, we
received a bid from, um,
>> Mitch Withers.
for $2,100. They're almost
all identical tires. Uh they're the Dino
Track. They're not super aggressive in
my opinion. We don't need super
aggressive truck uh tires for that. Um
95% of our miles stay on on roads. And
so if we need aggressive tires, we're
probably going somewhere we don't need
anyway. And so we talked we had talked
about using more of a local company,
which would be Diamond Truck Center for
the amount of $1,800.
Um, that's for six tires and they are 16
ply tires.
» Dino track.
» They're not Michelin or, you know, but
um, no more miles in the rescue trucks
get on them. They really don't they they
time out before they wear out.
>> Yeah. So,
the old Rescue 301 that we have has
18,000 miles on it, and it's a 2003
model, so it's 13 13 years or 23 years
old.
>> Is that a good tire, Tom?
>> I sold a lot of them. [laughter]
» Yeah,
I'd like to keep it local. I appreciate
having bidding on it, but
I'd like to keep it local.
>> I think we should, too.
>> I don't know what you guys think.
>> I do.
You know,
>> also would like to keep it local in case
we have trouble with the tires. We could
just run up to Diamond Truck Center and not nothing against Cooper, but
their bid is just, in my opinion, too
high.
>> Yeah.
Well, I thought Diamond was out of
business, but I guess not. So, and
that's for $1,71.
>> I don't know. That's the 1800
>> $1,800.
>> 1701 was was a
>> greed. It's all sitting this way on my
email, so I got to turn it.
>> Well, you can thank your sheep for that.
[laughter]
» $1,800, right?
>> Mhm.
>> Yeah. All right. I'll make a motion we
purchase six tires from Diamond Truck
Center for the new rescue truck for
$1,800.
>> Secondly, moving a second. We purchase
six new tires for the new rescue truck
from Diamond Truck
>> Truck Center for $1,800. All in favor
say I. I. Oppose. Same sign. Motion
carried.
>> Thank you, commissioners.
>> Thank you, Terry.
We want to anybody
have anything
>> else? Yeah,
>> I have the um
>> Well, if you guys want to take that upg.
» Yep. Um, and I do have the replacements
on my special equipment plan. Um, so
this isn't replacing, this is adding,
but this will be there two that we don't
have to replace next year when it's time
to do it. So I can um cover that with my
special equipment, but I would like to
add two um pole pads. There are
electronic pole books that we use for
election. Um, I would like an additional
one at our help table and also um an
additional pole worker checking people
in during election to make it a little
faster.
» I don't have a problem.
>> I don't either.
>> Hey, perfect.
>> You make a motion?
>> Yeah.
I'll make a make a I'll make a motion to
what do you call these things again?
>> Um electronic poll books PBS.
>> You've got two units.
>> Yep. Two additional units.
>> Two additional units from Atkins
Election Service for $3,68.
>> Second the motion. A move and second we
buy two e pole books from Atkins
Election Services for 368.
All in favor say I.
>> I. Oppose. Same sign. Motion carried.
>> Will you make sure the minute show
special equipment?
>> Yep.
>> Oh yeah. Sorry I didn't put that in my
motion.
We need to talk about number six.
>> I mean, it's up to you guys.
>> I don't think
>> contact that I had with Mr. Newbie. I
mean, he'd asked that this be placed on
the agenda. It sounds like there's
subsequent
contact with the clerk's office. I told
him that if he had information he wanted
to present, he needed to get on the
agenda. My understanding that he hasn't
provided any information.
>> I have not received anything.
>> Okay.
>> Sounds good.
>> Check my email.
>> You got anything?
>> I mean, additionally on data centers, um
to the extent that the issue comes up,
uh I think most of the public is aware
we're working on our comprehensive plan
right now. It's something that the
gentleman that came in from Adam Jones
that discussed an overlay potentially
for data centers. So we're aware of the
topic
>> and to the extent action needs to be
taken it will be taken but it'll be
taken in a thoughtful manner.
>> Yeah. I mean we have a process of
public hearings and all that. Y
to the planning board. Yeah. All that.
Yeah.
The comprehensive plan.
You got anything else?
I want to do the vouchers right now.
I'll make a motion to approve the
voucher.
>> I'll second it.
>> We're waiting till 3:00 till our group
comes in.
>> You guys don't have anything on data
center.
May move and seconded yet.
>> Mhm.
>> Okay.
>> We had voted on it. Been moved and
seconded to pay the voucher. All in
favor say I. I. Post. Same sign. I'll
get caught back out.
You can this
two or three piles.
Damn, how are you?
>> Good. How's everybody?
» Living the dream, sweating away.
>> Cooler days are coming.
sooner or later.
Sure.
complain about their record.
Ours was $11,638.
Thank you. Yours is on top. Thank you.
>> Which is funny since we didn't even have
air for a couple days.
» You think that would help a little?
[laughter]
Hopefully it did.
>> Yeah. Right.
>> Mr. Ham, have you got something you want
to start?
>> Had a question.
>> Sure. Come on up. Tell
>> them time.
>> Yeah, we've got plenty of time.
>> Well, thank you.
>> Yeah.
>> Um, I just had a
>> might introduce yourself.
>> I'm Kevin Ham and I'm here with Ham
Auction and Real Estate today. I was
just showing a property to someone
looking at a building and
we left and he called me as he was
leaving and said, "Hey,
there's this
property over here by the hospital next
to well, I guess it's part of the old
EMS and it goes wrap around the corner
of the grassy field north of the old
rehab place." He said, "Is that for
sale? Can that be bought? Can we split
that off and build a new business in
Pratt?
>> Part of that's currently under contract.
>> Yeah, it's under the bonds.
>> Well, PFP is currently contracted to buy
>> all of it.
>> Part of it.
>> right? Because I thought they were doing
the old rehab building
to the north, which leaves Okay.
>> six additional lots that are frontage.
Uh
>> so the frontage towards the ditch going
west
>> going
>> northward
>> north would be
>> north from the building
>> right going north but what would be
available would be the frontage along
first street
>> that's correct
>> six lots there but
>> two two
>> yeah so you'd have two frontage lots and
remaining four would be uh to the extent
that the county
>> right
>> is interested in selling that so I Guess
that's my question. That's they just
need to know, hey, is the county
interested in possibly selling that?
>> I'm not interested in selling it.
>> Yeah. My thoughts are if it's related to
the hospital, that's one thing, but if
it's not,
>> this would not be related to the
hospital.
>> You know, we're already got parking
issues there. And
so
that area has basically been dedicated
for healthc care
>> purposes for needles.
>> Yeah. I mean
>> that's what I
>> Yeah. I mean
that's originally what the hospital
wanted. You know, they didn't want
anybody in
>> Right. And I knew that was part of a
future plan. You know, they built all
the new parking places there in recent
years, but we're still full, which is a
good thing.
>> Yeah. Yeah.
So, I just needed to let him know if
that's something we would consider or or
not.
>> Had somebody else asked, we told him no,
too.
>> Yeah.
>> Okay.
>> If it's related to medical care or
something, that'd be different. But
>> to my knowledge, this wouldn't be,
>> right?
>> But it'd be another business in Pratt,
which
>> yeah,
>> we need understand.
>> Yeah,
>> we've got
>> it's good frontage, good access. It
would just be a good location for
another business.
>> Lots out east.
>> Yeah.
>> Along 54.
>> It's not
>> right. But that that could be developed.
>> Yes.
>> Okay.
>> If that helps you. Remember I
got the appraisal on that one, didn't
we?
>> Yes, we did. It's been years ago at this
point.
>> Yeah. We have to get it reappraised.
>> Mhm. Um there is water but there's no
sewer.
>> Do you have to you do your own septic
out there?
>> Okay.
>> Unless the city would
>> Yeah. You're in the city zoning extr
territorial zoning out there too. So
have some city stuff to deal with.
>> Mhm.
>> Not that you couldn't that.
>> Oh yeah.
>> But it's along the highway.
>> It's understood.
>> So lots
>> there's four lots. Okay.
>> All right. It's not loted yet.
>> It's not. But when they
>> When they do, it'll be divided into
four.
>> Yeah.
>> Unless somebody buys it all.
>> Yeah.
And somebody could buy two lots
and have five acres and
>> Okay.
>> It's pretty good chunk.
>> Yeah.
>> All right. I'll let them know about
that. And
this would not be available. That's what
I needed to know.
>> Okay. Gentlemen,
>> get out there business.
>> Brian, [laughter]
» thank you guys.
>> Thank you.
>> Brian, you want to come on up?
>> Sure.
>> If you got something for us,
>> I do real quick.
» Yeah.
» Oh, let's see. It's not too bad. I do
have a part- timerr that I'd like to
start. He just got his EMT. His name's
Riley Null. Um, like I said, part-time,
so he'll be filling in when he can. Um,
he was at the hospital at the uh,
switchboard, but he just got his EMT, so
he's looking to get into that line of
work. So, he's got a full-time job, but
looking to get parttime. Liz and Pratt.
I'll make a motion we hire Riley Null at
1450 an hour for part-time EMS. I'll
>> second the motion.
>> Move and second we hire Riley Null for
part-time EMS at 1450 an hour. All in
favor say I.
>> I oppose. Same sign. Motion carried.
>> Uh the next thing I need your approval
on because it's over $1,000. I need to
buy some new batteries for our cardiac
monitors. looking at eight total, which
would give us two brand new ones per
cardiac monitor for the grand total of
$4,97.
Have the quote if anybody wants to see
it.
>> Those aren't the ones I
>> I think IV pumps you just brought here.
>> Yeah.
>> Okay.
>> Yeah, this one I reached out to Striker
themselves, which I actually get a
better deal from them. So,
but I do have that. If anybody wants to
see that,
>> I can order them direct from them and
they'll ship them to me. But
I'll make a motion we buy
eight eight batteries for cardiac
monitors from Striker for $4,97.
>> Move the motion.
>> Been moved and second we buy eight
batteries from Striker for the
cardiac monitors for $4,97.
All in favor say I. I I oppose. Same
sign. Motion carried.
>> Regular budget or
>> Yeah.
>> need to sign one.
>> No, no, that can come out of regular
budget. It's no big deal. Um the last
one I have I looked at this oh a few
years back and it was nice, but it wasn't what I would
consider a necessity. Um but we're kind
of getting to that. It is a company
called OneOS. Um, it's an app that would
go on the phones, uh, either of our
people or the truck phones. They don't
have to keep it on their phone. It's
tied in with our protocols. So, if we
get a chest pain, they can they can type
in chest pain. It's going to bring the
protocol up, but then if they want to
give a medication, it's going to tie
directly to that medication
um, and it'll tell them the exact dose
range um, that we have. And it's come a
long way. Does a lot of other different
things. The nice thing now is it talks
to our electronic patient care report.
So if we click that we gave fentanyl or
morphine, it'll document that in the
patient care report. Um it was really
designed for pediatric because when you
have a pediatric dose, it's all weight
based and a lot of our meds are becoming
weight based. So it calculates that. Now
we still do the calculation on paper to
make sure we're right, but it's kind of
one step to make sure we don't make a
mistake. Um, there's also a built-in
what we call a MAC check, medication
check. They would actually have to scan
the medication to make sure they're
giving the right medication.
>> So, we're not paralyzing people.
>> Exactly.
>> There's been a lot of that which is
>> Yeah.
>> 100% avoidable, but this kind of gives
us that uh peace of mind. Um, the total
cost to start it um because they have to
do some implementation is $3,450.
$2,500 a year is what it would be after
that.
>> After that.
>> Yeah. Um but they go in and they put our
protocols in. Now, another reason I I've
kind of been pushing for this here
recently is sometimes our medications
come in different concentrations based
on what we can buy.
>> And so all I would have to do is go in
there and tell it what concentration we
have on the trucks and it would change
the dose automatically. So that 2 in the
morning call when they're going, "Oh,
our our medication used to be this and
this. I'm used to drawing up this."
Again, it gives us that peace of mind to
know we're not going to make them.
>> When you scan it, it'll know
concentration.
>> Um I have to put it in as a correct
concentration. Yeah. But we have we're about three different vendors we
buy from, four different vendors now we
buy from based on availability. It's
getting crazy out there. Um, but this
would definitely for pediatrics was kind
of what it where it started, but now it
goes to adults and they've just added so
much more to it. Um, I've been on the
phone and some webinars with their
salesman and I think for the price it's
definitely uh worth the money. Yeah.
>> To your backup, you know.
>> Yeah.
>> Safety aspect.
>> They do sell a scale that goes on the
cot so it could actually weigh the
patient. Uh, I talked to one of the
division chiefs in uh, Reno County. They
just went with this. They didn't buy the
scale for their trucks that they just
said it was too much of a cost. And they
are expensive. That would add about
$8,000 to this. And I'm like,
let's not. We have we have other ways
that we can we can get a pretty good
weight on the kiddos. So, um, if you're
okay with that, the initial cost would
be $3,450
and then it'd be another two years after
that, 2500 each year, which again can
come out of the regular
>> regular budget. Yeah.
>> In the motion, the original 3,000
>> should be on that.
>> I'll make it 3,000.
>> I see what it's called.
>> Oh, one dose. Yeah.
>> Yeah. Uh, I'll make a motion that we uh
buy one dose.
What you call this?
>> Uh, basically a medication app.
>> A medication app for $3,450.
» I'll second a motion. It's
>> been moved and second we buy a
medication app from one dose for $3,450.
All in favor say I. I. Oppose. Same
sign. Motion carried. Need a sign
>> that one? No, doesn't need a signature
either. I'm going to be talking to him
again tomorrow on the phone so he can
kind of show me the admin side. But just
everything I've seen so far, it uh seems
like it's going to be a pretty good
deal.
>> Nice to have a backup.
>> Yes.
>> Know things are happening.
>> You're trying to do math in your head.
>> Yep. It can be a little a little crazy.
Luckily, knock on wood, we haven't had
any mistakes, but all it takes is one
and
>> yeah,
>> we're in trouble and the person's in
trouble. So, that's all I've got unless
you guys have anything. We did a a
pediatric advanced life support with the
same company that did our uh advanced
life support uh class, advanced cardiac
life support, free of charge again. So,
that saved me about $2,500 having those
two classes and they were amazing
classes. So, we're going to have them
back for some more continuing ed
classes. So, we should have our annual
inspection coming up next month, but
we're gearing up for that. We'll do just
fine, I'm sure.
>> Air conditioner still surviving out
there. They got nothing off.
>> We had to repair the other one, the same
one again.
>> Then the crew quarters.
>> Uhhuh. And then the mini split in the
medication room went out and so we've
been calling them and rattling their
cage to come get that fixed. Apparently
when they came out to fix it, they
overcharged it. So now they have to come
back and pull everything out and put it
back in. So that's on them. We're not
paying for it.
>> We have to pay the initial one. But
yeah, it's just uh got to have that. But
at least the crew quarters are cool now.
That went about a couple weeks without
that. So that was a little rough for
them.
>> Sure. They weren't fighting over
different rooms.
>> All the rooms were out. That one air
conditioner does all five rooms. Yeah.
>> I thought there was one for two and Mm-
No, the other two uh mini splits, one
does the medication room and then the uh
server room, I think. Server room. Yeah.
>> So,
>> yeah, they were able to blow some fans
and keep it fairly cool back there, but
not quite as comfortable as they like.
But they didn't complain too much.
>> At least I didn't answer any texts.
It all worked. [laughter]
Well, thank you.
Didn't
see any questions on Zoom yet.
>> Brian, if you want [clears throat] to go
upstairs and get a part-time packet,
>> different than what you might have
emailed me.
>> That was last. Yeah. All of them have
been they get updated every year with
all the 2026 stuff. Okay, I'll
>> go there. Yep.
Anybody
have anything else?
» No, we stop right now.
» We're just waiting for the Beaver
Consulting Services to come in and give
us public update on PRMC.
at 3:00.
» You guys have to wait around for that
unless you want.
>> Yeah.
>> Just going to hang around in case you
had any more questions on um the kickoff
for the the thermal line construction or
if you wanted to take a look at the
proposed road agreement edits. I have it
on my laptop, but nothing's finalized
yet.
>> I just send it to Doug and then he'll
send it to then he'll send it to us.
Yeah,
» Kirkham. Kirkham,
I gave the okay on the last one. Uh,
goes that route. That's fine.
>> Okay.
>> Um, just make sure Doug's aware of
everything as well.
>> All right.
Then we have another additional member
with us today. Um, Josh, if you wanted
to introduce yourself.
>> I'm Josh Oakley. I'm the regional one
set manager for the proud farman
that
two down in Oklahoma and then the one
over in Wellington as well.
» Have they started on your thermal stuff
out energy
>> getting ready to? Yeah,
>> I've seen a crane.
>> Yeah, they told us Thursday. They
actually had a drawing of the building
where the water and the what's in them
graphite and and all this stuff. It was
pretty interesting
>> cuz they're going to heat that.
>> Yeah, that run the steam for their
>> Yep. That's where they're going to get
their steam to
>> for the ethanol.
>> Is this still the first one in the state
of Kansas you guys? Yes. So far,
» it seemed cool. Couple years ago,
[laughter]
>> they said their other one is in South
Dakota and um they have two of PCC
linemen there.
>> He said that there's going to be a lot
of work
and
>> they they um last week partnered with
PCC. Oh, did they? Um, and they'll be
needing a bunch more of their students.
And
>> you do.
» Thank you all. Appreciate it.
>> All right. Thanks. Thanks for doing it.
>> Yeah.
>> Thank you for the information.
>> Safe travels. Thank you.
The Jo president was saying at the
taxity lunch today, I think he said
they've got
800 and some students out there right
now. Over 10,000 credit hours.
No, my wife busy.
» Yeah, he said what did he say? I think
87% full on the dorms right now.
Well, they're probably saving them quite
a bit of money.
>> $30,000 a month.
>> Oh, wow.
Motel's probably not happy to not
told me that.
>> Okay.
>> One reason I knew it.
Find out that my wife's about to lose
her mind out there because she does all
the financial aid stuff and the feds
program doesn't work.
These kids can't get their money.
They're all upset.
Nothing they've done is is right.
So, they have all this stuff in queue
and waiting on the federal government.
Yeah.
The world
I will say that
our ditches are bad in the county and we
know it.
We've got tractors torn apart. We've got
tractors stranded on the side of the
road.
The new ones aren't going to get here
till now, maybe till the end of
September,
but they are doing the best they can
with what they've got.
Bob, if you want to come up, you can.
We're not going to start till three, but
» in the hot seat
» we're just caught up in
Is Brett coming in?
>> Had to go see a physician real quick. He
should be getting the next 10 minutes.
» What's coming?
I met with him for about an hour last
Tuesday.
» Send me a text number.
>> It's a really small world. He was a
resident on my floor when I staff
assistant at Haymaker Hall at K State.
>> I had not seen him I have not seen him
since college and he ends up being the
intern. So it was just a really
somebody for about 40 years when they
surface again.
He'd like me if I remember you after.
>> Well, actually, [laughter] he said, "Oh,
no." He said, "You wrote me up." I said,
"After [laughter]
» made an impression on him,
>> I guess." So, he remembered me more than
I remember him.
Oh, Dave.
>> Oh, Dave.
>> We're just waiting.
>> We're done until 30.
>> No, you're not interested at all.
What are you doing these days?
>> Don't know yet. Just whatever you want.
[laughter]
» Looked at my retirement. I'm going to
work till I'm dead. I think
it's good. Good job for us at Global
Methodist. Mhm.
» expect anything different out of it.
382 said they were up a few students and
Skyline was down a few students this
year
is what they were saying at the lunchon
today.
>> Notice a lot of schools got
reclassified.
is playing six man this year.
>> I think Skyland is playing six man this
year.
>> Is that what they got? I can't remember.
I know Cuttingham got moved up to eight,
>> but my little tiny middle schooler is on
there and he's about this big.
I'm hoping the other teams look small,
too. I told him cross country was really
cool and he should just stick with that.
» How you doing?
>> Nice to meet you.
» Tyson, nice to meet you.
>> We're just waiting.
>> Nice to meet you.
>> Sasha.
>> Yes.
>> Sasha.
>> We're just waiting until three. Okay.
It's just you two. You want to go up
there?
I'll sit back here.
>> I think it's just me.
>> This is Jack. He's on our county
hospital board. He's the chair of that
board. But I know there's a lot of
different for
it did say he was going to try to join.
He was in a trial but
you on there.
>> I don't see
24.
» I've seen 43.
>> Yeah.
» Couple big ones during the public
safety.
>> Yeah.
Well, and our RNR is next month, so
[laughter]
>> yeah,
>> there's always that.
» You didn't have to remind us of that.
>> Sorry about that. [laughter]
>> Well, I I had a small panic attack
because not not really, but I panicked a
little bit because um it was on a
Tuesday.
>> I was like, why are we doing this on
Tuesday? Monday's holiday.
>> Right. Right. And then Mark figured out
because I think you were like, I
wondered about that and we couldn't
figure out why it was on Tuesday instead
of Monday.
>> Yeah.
Y'all got PR figured out yet?
>> Places in the hospital or the community?
» Places to eat
here for a lot more than I have.
>> I end up eating in the hotel a lot. Been
but I've had a great steak at uh uptown.
>> Had a couple of h I had a double burger
double hamburger there. had uh went to
had the taco pizza or taco hamburger.
>> Oh yeah,
>> I got the large. I didn't realize it'd
be that big.
>> Yeah. Yeah.
>> But I powered through. [laughter]
» Like never leave a man behind, never
leave food behind.
» The supposed known for those.
>> Yeah.
heard there's a special a secret
ingredient.
» He said he thought there was a special
>> secret ingredient I was told.
>> I don't know.
>> Is it a beef or a pork or is it a mix?
>> It's pork.
>> It is 100% pork.
>> I think so
because he makes them different than the
original Charlie. Charlie
>> Charlie uses different sauce than
what he uses.
Can't remember if he uses spaghetti
sauce, but he uses
>> Yeah. I don't don't know.
>> Made a baste or the hell that
>> we used to have pizza taco wars in town.
There were two
>> of
» Wasn't my granddaughter
still
is Hutch?
>> Yeah.
Last time I had one, it was out of the
truck, but that would have been years
ago.
>> It's Pacos. It's Danny Hoffman. She
>> Oh, that's Yeah, Wonder.
>> She has it in Hutcherson.
>> And she's had it there for gosh over 10
years now. And she does um take them
bakes
>> down here at the farmers market. And she
gets quite a bit like in the hundreds,
thousand. But she has all of his stuff
that he used to have like the um the
rafts. Those are so good. Something
cheesy.
>> Yes, something cheesy. You can order.
Uhhuh. Yep. You can order that.
>> So,
>> table,
>> but she she likes Yeah. Right. There's
no there's no pool tables or writing on
the wall.
>> Yeah. Okay. Well, my name on the wall,
>> right?
>> Yeah.
>> Right. A little bit of ash in there,
maybe. [laughter]
>> I heard that was one of the secret
ingredients.
>> Yeah. Yeah.
>> Yeah. though.
But she lets you like Charlie like I
would almost ask for like no sauce
sometimes and he would get mad at me.
But um Danny allows you like she makes
like a supreme one that has like olives
and onions and green peppers. Yeah.
>> Makes me hungry.
>> I know.
» Yeah. Boy, the temperatures are you
strap in front of the car and drive
home. Be ready to eat.
>> Yeah.
I can remember where Charlie was out
there by Isn't it where Dairy Queen's at
or
>> Yeah, like on First Street in that
strip.
>> Verizon is now.
>> Yep. Go home.
>> Mhm.
>> I got a good tour from Gary Barker. He
gave me a
>> Okay. He showed me were all the old
banks, all the old gas stations, the old
high the old high school, the new high
school, the competing high school that
was not merged 60 years ago.
Got a little politics with that.
[laughter]
» Yep.
tour director.
>> I did. Yeah. Can't believe how many
baseball diamonds you guys have. It's a
tremendous community.
>> They're full on the weekends.
>> Yeah.
>> So active.
>> Blight center size of a football field.
I joined so
several acres and acres of parks in each
state, too.
>> It's amazing.
>> Yeah.
Back to back even
>> separated by
small rivers maybe or
>> Clemens and Sixth Street probably. Yeah.
>> And during Christmas they
>> they said
>> ton of lights.
>> That's what they said.
>> What did this go up like November one or
something?
>> It goes up right after Thanksgiving,
didn't it? Don't they turn them on
Thanksgiving Day? I
>> think so.
>> Oh, okay.
>> Time frame.
>> Yeah. And then they have a parade and
Santa turned them on or whatever.
>> Well, the amazing thing is how many
hotels you have. I grew up in Blake,
Kansas. We had one little tiny hotel.
>> You guys have a lot of choices.
>> They're pretty well
even during the middle of the week.
>> I know. I was shocked how full the hotel
stay was.
» Lot of ball tournaments here during the
summer.
>> Yeah.
get another minute here. Uh
just to give everybody on Zoom and
everything
if you do have questions, I just ask
that you wait till
the commissioners and and and be there
are done. We'll probably answer some of
your questions. Uh if you do have a
question and you type it up here on the
Zoom thing, we're going to need your
full name for the record.
And I would just ask that
we don't bring individuals
into this or talk about your medical
conditions or anything like that. Close
enough. [laughter]
>> We're gonna get what we get.
>> Yeah. Yeah. I just I don't want the feed
blowing up while we're having a
conversation here. And uh so if you
could just hold off on your questions
still afterwards, that'd be much
appreciated. Thank you.
Bill, do you want to come up with them
or No. Okay. Do you guys want to start
introduce yourselves and 3 o'clock? So,
>> sure.
>> I'm Bob Pel. I'm one of the consultants
and the lead consultant on this project
with Beer Consultants.
>> I'm Brett Coleman. I'm the interim CEO
with Beer Consult.
So, I thought maybe just it might help
just kind of talk a little bit about
what we've been doing kind of what we
see and then also I think maybe give you
a little view of what you're maybe going
to see as we go forward if that helps.
>> Yes.
>> And then maybe that'll help with you
know direct questions or something too.
So I think as are aware um we've been
working not quite two months now seven
eight weeks and really just you know
focus on trying to a figure out what's
going on and status and then what's
necessary to uh maintain stability of
the organization. So I'm um on-site and
then also remote for a number of people
on our team. Uh I I Jim Brown I think
you guys have met our finance Daryl
Nelson our physician probably has spent
the most time on site up until the
middle August. Now Brett's here four
days a week and so um a lot of time and
we've had a few other people uh revenue
cycle and some other folks kind of
sprinkled in and then done a lot of just
phone calls Zoom kind of stuff um as
well to just really to understand. So, a
lot of time spent interviewing uh
physicians, the leadership, the board
from the hospital of course, and trying
to just kind of put together a plan that
I I would say it's kind of in a short
term. There's kind of a short-term piece
which we're kind of wrapped up now. Move
to the intermediate, then there's more
of the long term. the short term really
focused on uh trying to get the
organization to a position of greater
financial stability and lots of
challenges the organization has but
that's really just the focus and a piece
of it's so in our business it's two
things it's are you managing your
expenses and are you managing revenue
cycle the money coming in and so that's
really the focus is on kind of both of
those sets of processes um with the
expense reductions you know hospitals
typically anywhere from 45 to 65% of
their expense budget is actually
personnel.
>> It's just we are a very health care
healthcare is a very people intensive
work and so that's a big chunk of the
expense that you spend and so that's
also tends to be one of the places that
you look for savings and that's been
true over the last several weeks. um
just looking at just operations of the
hospital, the clinics, how are we doing
things and maybe should we be doing them
differently and that's there's kind of
that short-term piece of that and then
really a lot of that's happening in this
inter intermediate session when Brett's
here every day. Uh, one of the things
he's spent a lot of time with the
department leaders, which I think have
all pretty much have all just stood up
and really been super helpful, creative,
and problem solving. And that's what we
want to see. Um, because that's those
are the people are going to carry you.
Again, if you're a hospital leader, you
know, your department leaders are the
ones who are actually running the place.
And you guys have got some good folks
here in the community to do that. And
that's and that is really showing you
some folks who really have to just take
an initiative. you might talk about
something and they're implementing it
the next day which is amazing. So that's
good stuff but so there's that piece on
operations and also revenue cycle and
for PR and C um the focus has pretty
much had to look at all parts of that.
So we have a what we call a front end
where you're collecting the information.
You get pre-authorizations etc for
people to actually have their
procedures. Certainly when they're there
for their procedure you're getting them
checked in. Make sure you get all the
data is correct so you can make a claim
to an insurance company. And then on the
back end is actually the coding the
billing and actual collections. Um we
were seeing um improvement and quite
honestly a big part of that is back now
it would be almost five months ago four
months ago they had moved to a new
revenue cycle company and I think
they've done a good job of kind of a
calming the waters and b we're starting
to see improvements in what they're
collecting and so people are being build
correctly. Um, internally in our
industry, we use a term called a clean
claims rate
>> and that had fallen to somewhere in the
40%s over the last year and now is above
90%. And that's really been the work of
this company and the internal folks at
Brett in the last three to four months.
Something that actually predated our
involvement. Um, it was kind of things
were getting on the path. I think now um
Brett working with the local leadership
is just making sure it stays on the path
and that we continue to see the benefits
of that because if you're doing a lot of
work and you're never collecting
anything for it that does not help your
financial situation. Um and I always
want to be fair about that with the
patients and also you know make sure
that there's integrity in that revenue
cycle system and I think we're starting
to see that that's u getting cleaned up.
It takes a long time. The piece we
actually talked about the hospital board
today is there's a certainly some gaps
too with what we call payer contracting.
And so this is where you have contracts
with Blue Cross, Etna, United, the other
big uh commercial payers. And are you getting a reimbursement rate
that's fair as compared to your peers
and also to what it costs you to provide
a service and I think um not
surprisingly there's gaps there. That's
probably true of 102 of the 103
hospitals you would talk to. there's
always opportunity of pair of
contracting but that's also a longer
term that falls into that one year
two-year fix actually
>> um but again I think the big part about
that was creating stability making sure
we had just knowledge and I think in the
last you know seven eight weeks we've
made some strides there and a lot of it
just has to do with the integrity of the
information making sure that stuff's
actually accurate um
one of our part of one of our
deliverables is actually looking at
leadership and also the just workforce.
Um there have been adjustments in
workforce and that is and so hospital is
a little strange about that in that you
can't just turn something off because
you have patients involved and so
there's kind of a windown period. So,
we're actually midst that with a couple
of services. We're uh finding patients
new homes while the service is being
turned off. That typically is a 30-day
window. And so, some of that will come
to an end here about the end of this
month as well. And so, it's some shifts
of patients to other services. And and
the reason for this is is purely
financial. Um it's not does say anything
about the people who are doing the
service certainly is not necessarily
convenient for the patients but you just
you can't um you can't keep providing a
lot of services that are losing money
when you are struggling yourself
financially as an organization um and
you know as with Brett here as the
interim CEO which is now day nine
[laughter]
um I mean as part of the leadership
transition um there's a interim chief
nursing officer who's also been named
we're going to try to move that, you
know, find that right person for that
role first. And saying that though, that
probably won't happen until sometime in
Octoberish because it just takes a
little bit to go through that process.
And we want to make sure we get the
right person. Um, but we're also
optimistic that that person can be an
internal promotion to be somebody from
the organization or from the county uh
already. And then really the long term
is just looking at starting to build
kind of these road maps for some of
these different areas that'll take you
out the next few months or several
months. And it kind of depends on the
area um what that looks like. One of the
things, one of the deliverables
will actually be some cash projections.
And so the hospital board would actually
get so you know, here's your 13-week
projection, here's your 26- week
projection, because that's really you
you've got to a keep an eye on that, but
two, you just kind of have to have an
idea of so what does that look like? Um
last week had some of the best cash
collections of the entire year. And so
that's encouraging. um one it means some
of the revenue cycle things are starting
to happen correctly but also that it
starts to provide a little breathing
room because at the same time I've been
kind of leading a lot of our expense
reduction efforts. Brett's now stepping
in to kind of take take on some of that
but really to focus on the revenue cycle
piece and see your revenue hopefully
then gets back above your expenses. And
so that's um again we feel like we're
making progress with that and
it's some of that data kind of lags. So,
for example, the the hospital just
finished their pay period on Saturday
and so you've got to go through your
payroll processing uh all the pieces of
that and so it won't be till later this
week that we actually know so what was
our salary expense for that pay period
so we can compare it then to the
previous ones
>> and so there's always going to be some
data lags but I think you guys will also
see kind of going forward from now on um
what you'll see is some reductions in
expense both on the salary and the non-
salary and then we're going to hit
another plateau because that'll be when
everything's been implemented that's
been identified so far and then at the
same time you hopefully we'll see the
revenue kind of coming up and then it
will also plateau and hope what we're
trying to do is at a minimum be this and
hopefully be the revenue be higher than
the expense. So that's kind of just the
focus um of the work so far. Um, as far
as the there was in our, you know, part
of our arrangement or agreement is to
provide some deliverables and you're
going to start to see those um, in
September. Some of those will be just,
you know, kind of here's the report.
There'll be a few pages. They're not
going to be some lengthy.
>> You can't go past three or four pages or
Brett and I lose interest. So, we've got
to keep it somewhat concise. Um I think
and I think some of those we'll be able
just to distribute to the hospital board
and like to Tyson. Um and others I think
we're probably going to want to talk
through just because it you're just
you're probably just going to say what
is this or what does this actually mean?
>> And so I think you'll you'll get the
information. It's just a matter of you
know again we we just probably have to
schedule time um to walk through that
all that stuff.
So I don't know if there's I don't know
if that kind of helps paint the picture.
Oh, I guess um the look forward is um so
of course Brett's here. We'll have the
deliverables. It'll start to a lot of
that will come actually in September,
probably the last of that in the very
beginning of October. And then it's kind
of that by then we'll know where we are
with matching up. And so then we'll know
what levers we need to start pulling
again to try to get things in line. I
think we're pretty comfortable that
we're in a pretty good spot. We just
have to kind of see where everything
actually matches up
>> and then also what you can sustain
because that's really the key issue is
the sustainability.
>> Uh we have seen progress in the last few
weeks and I give credit to some of the
local finance team. Um they've been able
to get ahead enough on cash that we're able to pay down some of the
accounts payable. And so it's just but
what does that look like? You know, I
think that's really the question. um
what does it look like over the next six
months, 12 months, etc.
>> So
what's the total in debt
that they are at?
» Uh so all in somewhere north of 14
million.
>> It's probably a little more than that.
So they have about 11 million accounts
payable,
>> 5 million line of credit give or take.
These are round numbers. They're a
little lower actually. Each one I'm
giving you is that well round it up to
the million. Um so that's that's 16 and
then a longer term one that's right at
around million3. So around 173
>> 17 or so.
And I don't know if you guys are aware,
but
you do have a rent credit bond payment
coming up that I'm going to assume that
you're not going to make and we're going
to have to deal with bond counsel on
that.
» I didn't know if you guys knew that.
>> Well, yeah. Yeah. As I say, I think so.
I think there's a probably they're
planning to have a another meeting or
conference with you guys about what
steps to take for that.
>> It's coming up quick and I know
>> reached out to bond council to just
identify what's in the surplus sales tax
reserve fund to make sure that it they'd
be able to do a rate credit if that's
what they desire to do.
uh on the revenue cycle.
Uh
yeah, I think Tammy and Bill when we met
in our small groups,
they were got down into the 40 46 or
something like that. I think when they
started and it was going up. Uh
and you've got it up to 90% now. You say
>> Yeah. The last few weeks I always
mispronounced the vendor's name.
>> Mr. B E S T.
>> Yeah, there they've been in the 94 95%
clean. So, it's a clean claim going out.
Still doesn't mean that like that
insurance company's going to pay it, but
at least the claim is going through all
the scrubbers and going to them
>> going to
>> correctly.
>> Is that And this is
just because I know the trouble they
were having with their billing program.
Is that because of the billing program
or it just wasn't done right to begin
with or because I know at one time they
were want like $3 million for a new
billing program
>> to solve this issue but
>> so I
>> I'm just curious.
>> Yeah. Um I would say it's a bunch of
things. I don't know that there's any
one single item that caused that.
>> Uh the actual software itself I mean
it's just a piece of software. Mhm.
>> So
it all always comes back to what goes in
is
>> you know what's going to come out and
then also are there glitches or problems
>> and I think we have all the above. Um
the the way you get to clean claims up
is you resolve all those things.
>> I mean that's they were working on you
guys.
>> Yeah. It's almost like at a point that
might have been an April one issue is
not now the what's going to be the
September one issue with Rev Cycle. It's
there's still stuff to be done, believe
me. But it's I think we're kind of
moving through some of the um
say lower level issues
>> and now we're to figuring out so why is
this or that happening with a claim or
group of claims?
>> Yeah.
» Uh
the vendor's still okay with you guys.
Nobody's threatened to come hang you
from a tree or
>> nobody no one's going to threaten to
hang Brett, but um I mean I part of it
is like you got to keep communication
with them and also they have to see that
there's progress.
>> Progress. Yes.
>> And I think um with some of the changes
I think they see that there's progress
or at least an attempt to have things be
done differently and that that does
matter. And you know the vendors are
also looking at this very long term. um
they don't want anything to happen to
this hospital either because they just
lost a couple.
>> Sure.
>> And so I think if they continue to give
us some grace and we're able to keep
moving more money to them, then I mean
it's going to take a long time, guys.
You don't dig out of this.
>> Understand.
>> This is a multi-year process to get out
from this. So
>> yeah, and that's always the end goal
here is
>> Yes. to keep them
>> to where they can sustain and dig
theirelves out of the hole.
>> I think we're pretty optimistic about
what we've seen over the last, you know,
six, seven weeks that we've been here.
There's, and I think we might have
talked about this when we were meeting
individually. There's no reason this
hospital cannot be successful.
>> None whatsoever. There's no reason that
this place can't be successful. And it's
just a matter of um knowing what levers
to grab a hold of and which ones to pull
and which ones to push.
Long term, I would even say this
hospital has one of the best payer mixes
in the state.
>> There's I would pay you mean
>> I mean like Yeah. 25.
>> Yeah. The the percentage of your
patients who actually have insurance
>> um commercial insurance is actually
abnormally high. So it means your
employers in the county a tend to have
insurance for their employees and b it
tends to be reputable.
>> Well, I can tell you that. How many
millions of dollars you have? Well, no,
but I'm just saying so when when you
have a, you know, a commercial air mix
in Pre County like around 50%. That's
like way high. That's that's good.
>> And so that's one of the reasons you say
this place has all kinds of opportunity
to be successful.
>> Yeah.
Is the bank working with you too, I'm
assuming, on those loans or
>> Well,
>> nobody's pulling the rug yet.
>> No one's pulled the rug. I mean, there's
uh I mean, the uh that the EDS, the food
service, and the housekeeping company
pulled out,
>> but we took it over oursel, so that was
uh Sedexo
>> Marriott. Um I don't consider that a
loss actually. Um we have I mean the re
the risk is like your implants, your
anesthesia.
Um your travelers, the people nurses
where you don't have a nurse and you're
paying a third party company. Um you
know those are those are the kind of
liabilities that that if to your point
no one can force us into bankruptcy and
a for-profit can't force a non forprofit
into bankruptcy. So, we're not going to
go bankrupt because a vendor sued us and
said, "We want to force you into
bankruptcy." Things stop supplying you.
>> Um, that's the risk I think is the next
60 days are the the days that where
we're still paying out PTO for people
we've released. Um, so we still have the
salary expense and we don't have and the
revenue is starting to come up. So these
are the days that I at 60 days I feel
like that monkey is going to be off our
back and we're going to be in a lot
better position.
>> So you'll be able to do surgeries
because you can
>> we we're doing surgery. We're getting
the stuff right now. Okay.
>> But we just have to we have to it's
>> an everyday meeting about who you're
going to pay today. Mhm.
>> So, and then you have if you have 200
vendors at a hospital, there's 200
people that want to talk to you and you
can't do your regular job if you're
talking to 200 people.
» I think again, one of the indicators we
would watch is that, you know, what's
the balance on the line of credit? And
if every two weeks it's going down,
then that's a sign that you're getting
more cash in.
>> Yeah.
>> And so, you're starting to close that
gap. And again, that's that's one of the
things we would watch. Yeah. and we see
indication that that's what the
direction we're going to be headed. So
>> yeah, that's the number one. The two
things I ask for every day is how much
did we cash that we collect, what's our
account, what's our line of credit,
what's our accounts payable.
>> Those three numbers control if we're
making progress or not. Those are the
only three numbers you have to know
right now.
>> Everything else is details.
>> So in 60 days, you'll kind of
have a better picture for your long
term.
>> Well, I think the long term is very
optimistic. I mean, the I reviewed your
Blue Cross Blue Shield contract this
weekend and there's plans plenty of room
for upside. I I mean, this hospital can
make a lot of money. Literally can be
very profitable. But to get Blue Cross
and Blue Shield to sit down and like a
meeting like this and discuss rates,
they don't even meet with KU with North
Kansas City. They don't care. This is
the rate you're going to take. So, we'll
have to be creative um in how we get
them to the table. But, I have some
ideas.
>> Offer them pizza taco.
>> That was on the table. [laughter]
» I think that's that's part of the root.
It's like there is no you can't point to
any one thing and say this is why we got
here because there's a bunch of reasons
for that. And there's also there's not
one thing that we're going to do that's
going to flip the switch the other
direction either.
>> And I didn't mean to.
>> Yeah. No, I
>> and my questions about the revenue side.
I just know that they were working on it
and they were making progress
>> before you got here. So,
>> yeah. One of the things that happened
too with COVID, the hospitals got a
bunch of money from CO. every hospital
was very healthy after COVID um through
COVID and after COVID right then October
of 2020 they got some big grants from
the federal government and then you know
the the credits that they got for um
FICA and expenses like that but everyone
thought that healthc care would go back
to what it was before COVID in terms of
volumes and the way people approached
healthcare and people haven't
>> and so you had to adjust bust your
expenses in 21, 22, 23
to the new reality. And if you didn't do
that, and [clears throat] then in 24
when they made a change from one billing
company to another billing company that
was immediately bought out, then you
finally got to the right billing company
in 26, April of 26.
between the expense and the the expense
that you thought would be what it had
always been
>> but shifted after COVID and the revenue
cycle that happened when you went with a
different billing company. Those were
the two years when you got in your hole.
>> So literally this is one of those things
where this h this is like this hospital
is a great a great swimmer. They could
swim 5 miles, but if they're underwater
for 6 minutes, it ain't going to be
good.
>> So, we just got to prevent the six
minutes.
>> Yeah. Gotcha.
» And it sounds like you guys are working
on it.
>> Very much so.
>> Yes.
>> The the Blue Cross thing is a one to
twoyear. I mean, I don't think we could
get it done in a year, but I think we
could get it done in two years. But it's Blue Cross. It's United. It's
Sigma. It's Etna. It's every payer out
there is underpaying you. By Medicare,
you're recognized as Soul Community
Hospital, which gives you additional
reimbursement.
>> So, we got to make sure we get the full
advantage of that with the payers
because Medicare does it automatically.
>> These guys may not.
>> Got to fight them for
>> Exactly. So, we And maybe they're
willing to automatically give you five
or 8%. We need more. When we're the only
hospital doing babies and practically 60
miles, we got we can't be paid $5,000 or
$10,000 for a baby. Maybe we need 15 or
20,000.
>> And they don't. That's the thing where
you're going to just have to hold the
line on that.
» Well, I think everybody knows dealing
with insurance is never fun. So, yeah.
So you guys are kind of optimistic that
>> I'm very I have honestly I have no doubt
if they make it through the next 60
days. I I literally have no doubt
>> they can take theelves out of it.
>> I mean I'm I'm 98% confir
>> I'm I'm 98% confident. I won't say I'm
100 because I, you know, anything I
could be mis misreading something,
>> but this hospital has the payer mix that
typically should be making 6 to12
million.
So, am I confident that we could get to
that? Yeah. Will it happen in time frame
that we're not underwater six minutes?
That's the part I'm nervous about.
» I know that's what you were telling me
Tuesday when I met with you.
>> Yeah.
questions here.
» I see David's on. We might check with
David.
>> David, can you hear us? Or where'd you
go? Oh, there you are.
>> Yes. Thanks, guys. I can hear you just
fine. No, I don't have any questions.
really appreciate the the comments and
um information that have been provided
and just very encouraged uh by what I'm
hearing. That's that's all good news.
Very excited for the incoming leadership
and welcome Brett and I just just hope
that that uh continues to move forward.
Looking forward to hearing about and
seeing the progress.
>> Thanks David.
>> Frankie, you are on here. You got
anything?
He's muted, I think.
>> Yeah. No, I don't. I think it sounded
great.
>> Okay. All right. Well, I
>> I feel better.
That's
>> going the right direction.
>> Yeah.
>> I hope the public does, too.
>> You just have to have some time to get
work through all it. So we have
>> in the future this time
>> we have some questions Mr. Craig Newbie
>> looks like more like comments.
>> Yeah,
he's talking about bond payment. That's
30-day eviction notice. I'm not going to
do that.
» And of course, he wants copies of
>> Yeah, Craig. To the extent that you want
to make a coral request, you're welcome
to email me. You've been provided what I
have, though.
» I think Mr. Newbie dropped off.
>> Yeah.
he said he did, but
>> I think we
>> Okay. Does anybody else out there on
Zoom have any questions or concerns?
I'll give you a couple minutes here to
get your questions typed. If you do,
don't forget to include your full name.
I have heard from around town that uh
they're pretty impressed with this guy.
So, I think you got the right guy in
there. We did.
I know. I met with him for an hour last
Tuesday. I was very impressed.
>> Going to do a fantastic job.
>> He's got less gray gray hair than he
should
[laughter]
looks like for Christmas.
>> Yeah, exactly.
when you come into these hospitals, and
I'm not trying to rag on anybody, is has
there been anybody this much in debt
before that you've dealt with?
>> Um,
so the the financial situation here is
worse than any other place that I've
been involved with uh from the Yeah,
it's like when I can't remember yours.
So you have the financial piece which I
think we're I have our hands around the
community perception piece. I' I've seen
this before.
>> Um that's as difficult or more difficult
to work through than the financial
>> I'm sure.
>> And I think that's um we're going to
need a lot of folks to pull in on that.
And it's just by the way it's not about
it is not about the care that's being
given. We actually heard from a patient
whose father passed here recently at the
hospital and just gave a glowing
response about the staff who were taking
care of that that family member, right?
And so we got to make sure people um I
mean you may be upset with this or that
policy or change or whatever, but the
folks doing the care uh just let them do
their jobs. And that's that is rarely
where the problems are. You know, PRMC
actually um has a pretty strong
sustainable
consistent history of good uh quality
care.
>> Oh yeah.
>> You guys have been recognized multiple
times the organization has
>> and I would really worry if that was
upside down
>> as well as the other things because now
you have a third pot that's really
difficult and that's harder to fix than
the financial.
>> We don't have that issue here which is
good.
um it allows us to focus on the
financial piece and then the you know
quite honestly if you want to earn back
trust in the community it just takes
time and you got to demonstrate
consistency.
>> I think financially it's more of a
liquidity. So it's like you got a
hundred cows and no one will buy one
>> and you got to beat them and you don't
have any money in the bank and so you
know that's it's not really that you
don't have plenty of ability to make
money. It's more that you have a
liquidity crisis.
>> Yeah. And and to the employees I mean
they're great in
Do you have a question from
>> with the travel staff? So, let me read
the question.
>> Jesse Ever says, "What can you do to
depend less on the travel staff?" I'm
assuming you prefer to have local
employees over travel.
>> Yeah. So, the answer to that is always
um you'd always prefer to have your own
people than the travel staff. The travel
staff, they do fill a need, right? When
you have a gap, they're that's the best
sometimes the only and best way to do
that. Uh so there's with some of the
changes that were made some folks have
moved into new roles and the number of
travel staff at PRMC will be about half
of what it was in July as we roll into
September. So about half those folks are
exited and out the door and then it
really is you got to find the people to
fill the right
hospital.
>> Yeah. Oh no. I mean it's the same thing
everywhere. Um, but it is, you know,
what can you what can you do to move
people around so that you don't have to
get into that
>> because it's expensive a and b these are
not people are going to
>> be with you. I mean, they're not
necessarily going to be here in six
months and so that's maybe not helpful
to the community. You'd rather have
somebody who's here.
>> How's all the physicians
working to work with and working with?
So I guess we can both answer this one.
>> So physicians are physicians, right? I
don't know that matters about the
geography,
>> right?
>> Um
>> what they're looking what they're
looking for is a place where they can do
be a doctor, do their thing, they get
support, they get questions answered
when they have questions, and they get
resources. And you can kind of meet kind
of the basic needs. most physicians do
just great kind of doing their own
thing. You guys have an interesting mix
here in that you have a independent
primary care group.
>> Um, and it's it's actually growing.
That's atypical of what you would see
around the state. And so that's actually
that's a huge asset that you have that.
Um, you know, the biggest challenge for
rural areas, and it's no different here
in Pratt, is you've got some folks who
are looking at retirement a handful of
years out and it's the you've got to
strategize now about what who you're
going to replace with because recruiting
physicians is not easy and it just takes
a long time to train a physician. I
think people always think it's 14 years
for a cardiologist.
>> I mean, it's just you really got to have
a long runway. um even an orthopedic
surgeon the residency is five years and
then if they do a fellowship it's six
seven or eight and so you think about
that as yeah
>> when you're thinking about hiring
somebody you've really got to pre-plan
um so you know the physicians here I
would say for the most part have
actually been pretty open with us about
all kinds of stuff uh there's people
who've got concerns you know a lot
related to past things and we've tried
to listen one time and then say we're
going to look ahead now and for the most
part I would say all the physicians are
looking ahead because I think they just
needed to see that and and sometimes you know quite honestly you just got to
say you just got to vent and get it off
your your chest and if somebody's
willing to sit and listen to you do that
um then it's kind of you can shift to so
now what's the future they're I would
say they're all very vested in what's
happened in this community there's 100%
we can't let anything happen to the
hospital we are not going to we are not
going to let our community down. I think
that's I I Yeah, I I think that's 100%.
>> Yeah, I've met with I think most every
one of them oneon-one. Um super
positive. Um there was a discussion or a
rumor going around that we were going to
close PMIG. We're not closing um uh
Pratt Medical Internal Group. So um I
think the physicians are in town.
they're going to stay. They're part of
the community. Um they want to help. Uh
I think they want,
you know, when we fix our billing,
sometimes we're fixing their billing,
too.
>> And so, you know, maybe they have
reasons to be frustrated historically.
And so maybe we've maybe sometimes you
just have to start with I'm sorry. And I think if you're you can really never
be too humble as a hospital CEO.
>> [laughter]
>> He got he got me used to eating a lot of
crow. So,
>> you know, I think that mixes the two is
that it's not
>> nobody's blessed with being perfect.
>> And a couple of physicians have I think
they've taken ownership, you know, of
that too. And that just helps. I'm not
saying it solves everything. It just
helps you get back to okay, so can we
work this out?
>> Yeah. What? Uh,
I have a lot of friends in Dodge.
Apparently, you guys got a clinic out
there. I don't know what's going on with
the hospital with Dodge, but nobody
wants to go there.
>> I'm a little worried about that clinic.
>> I've talked to the I've talked to the uh
two clinic managers over that.
>> Um, we actually rent two suites of one
building. We're gonna we're going to
consolidate into one suite, but we're
not eliminating any of the providers
there.
>> So
changes as a way to one on our side
reduce overhead. I don't know if we can
really speak to the issues with the
hospital and dodge other than I I also
hear the same things about there's just
a lot of dissatisfaction.
But I don't so far for us that's not
been a bad thing.
[clears throat and laughter]
>> Well, no, I mean I'm just telling you
it's not necessarily a bad thing for us.
And then some of the specialists,
specifically the surgeons, have such a
wide circle that they draw patients
from.
>> And part of this because there's not
options. Yeah. Right.
>> Yeah.
>> Um and so that's why it's important to
kind of keep those relationships,
but we also have not we're not going to
get involved in somebody else's
problems. We got Yeah.
>> enough of our own to
>> take care of first.
>> And I'll tell you from being I've been
at three hospitals over the last 21
years. I've never seen a hospital that
didn't have patients that that were mad
at it and people that loved it and
people in between.
>> And um most there's the people that are
mad at it, they all think the best care
is 100 miles away and the people that
love it would never go anywhere else.
And um the fact that it just came to
Pratt is the only surprising thing.
[clears throat]
>> Well, I think
A lot of that is just frustration and I
think they'll get over that once you
guys get it on the right track.
At least I hope so.
» Well, this has been very good
to hear.
We appreciate you coming in and
informing the public about it.
>> Yes. Our pleasure.
>> Yeah.
>> We're servants to you guys. We
appreciate you bringing us in. I think
we can make a difference for the
hospital and for the community and we
want to do it.
>> Thank you. That's what everybody want to
hear. Susan, you got a question.
>> Can I ask a question?
>> Susan Mayberry. I'm a business owner in
town. Appreciate everything you guys are
doing. I've heard wonderful things. I'm
sorry that
this happened, but uh I have a lot of
friends that work at the hospital and
they're literally physical, mentally
sick and don't know their jobs at stake.
I know you have to cut situations. Are
they being and I'm not asking you to
bring in more therapists. Are they just
being talked to and treated properly and
letting them there not knowing dayto day
if they can survive or if they're going
to have a paycheck? Well, not we do have
a company that comes in I think once a
week. Is it that the workforce
>> workforce comes in? Was it once a week
or once every two weeks?
>> Once a week on Thursdays.
>> But there's not the expenses that we've
cut. There's not a lot of there's no
deep cuts that I see that are necessary
>> going forward.
>> Yeah. Going forward. The cuts that have
been made are the cuts that have been
made.
>> Thank you.
>> And I also think um I mean it's an
effort. Rex's making a real effort to be
available to the leaders and also to
Brown and be available just to talk to
the staff. Yeah, I mean my experience
when that's going to go further than any
of us send
>> I have heard a memo they're still scared
that
>> yeah don't send me a memo give me a guy
to talk to or guy just give me somebody
to talk to and I think that's what we've
been trying to do is just make that
availability
this yeah
>> this process probably got to be one of
the most stressful things you can yeah
take an organization through
>> yes
>> and it also is not immediate and we we
actually talked about that internally is
Um,
is it better to just go like it's Friday
and you know you make all these changes
or do you space it out while you're
thinking through things and also we have
patience that we have to consider. So
you can't just say we're going to stop
something on Friday necessarily
>> because it actually may need to be 30 or
even 60 days past that Friday. But with
the communication piece, um I would
think most people already know um and
most people know the people who've been
that have lost employment
>> because I don't think that's been kept
like as a secret or anything. I think
everybody knows about that.
>> It's that working through piece is a
little weird in our industry.
>> It's probably paranoid still.
>> Well, yeah.
And somebody may have been told two
weeks ago that your position is going to
end three weeks from now and they have
to keep working,
>> right?
>> Which is also different than a lot of
other industries where, you know, if
you're one of the factories in Witchaw,
you get your notice and you're done that
day.
>> Yeah.
>> And in our world, it typically doesn't
work that way. And it's just by virtue
of we've got people we need to take care
of and or find them a new place to get
care.
>> Yeah. So, I think we made the changes up
front in general. And I think now it's a
matter of making sure those changes get
implemented. But um just helping people
find opportunities, work smarter, not
harder. Um you know, in a rural
hospital, you have a ton of you wear a
lot of hats. I worked at a 25 bed
hospital up to a 285 bed hospital and
it's great. in a 285 bed hospital
because you got somebody for every title
in the world and in a 25 bed hospital
you may have four people with those
titles and so um I do think people are
stressed out but I see a big I
[clears throat] see a big change in the
three this is my third week coming so
ninth day um I meet daily with managers
and directors and um I think they feel
very encouraged when you hear that you
had your best cash day that you've had
all year long and that you're now at 95%
clean claims instead of 45.
You know, things in a sense kind of
happened quickly in terms of the two
years of billing. It wasn't like this
slowly happened over 10 years. And so it
kind of happened quickly in a sense. And
so the changes have had to be kind of
quick because of the liquidity
situation. And I would the way I would
describe it is like
for whatever reason some people like you
know I'm not like this but some people
would rather have 20,000 in their
checking account and $20,000 on their
credit card because they like to have
cash even though they're paying a high
credit interest rate and some people
like to have zero cash and 20 zero
credit card balance. The hospital for a
long time had if you even look back five
years had kept a fairly high accounts
payable balance where they were taking a
little bit longer to pay people just as
a way of that's just was the preference
of some whoever was you know at that
time. So when you have like a 40-day hit
to your cash or a 60-day hit to your
cash if you're at zero accounts payable
and you have a hit you go to 60 days. If
you're at 60 days, then you have a
60-day hit, you're at 120 days. And so,
because of the way that we'd kind of
managed accounts payable in the past, it
created more stress when there was a
liquidity crisis.
I guess my only other comment too would
be is
organizations get into trouble when they
don't react to the environment changing
and you stay out of trouble is if
there's some other something else
happens whatever in the environment
PRMC's just needs to really respond to
that in the moment and not wait and and
so there that's why there may always be
future changes
>> of course
>> 100% opportunity for that
>> but it's the what's the learning is is
to help everybody everybody um
specifically in leadership understand
that part of my role is to respond and
always be reading the environment
because it can be a good read because
you're going to get 3% this year from
Blue Cross instead of two or it could be
a bad read and that there's an employer
locally who goes out of business and so
that you have x more people that don't
have insurance. I mean, he says, "What
are you doing to always be flexible and
respond to what's going on in the world
around you?" And in healthcare, that can
be at federal, state, county.
>> Yeah.
>> Or across the street level. You just
have to always be ready to respond to
that and not just kind of sit and hope
it's going to get better, you know?
>> Right. There's things and I'll just add
this just um you know our sometimes like
you some businesses have different
philosophy about how often they raise
their their prices. Like sometimes you
might think well I'm going to do 2%
every year for the next four years and
that'll be 8%. Other people are like I'm
not going to do anything because I don't
want people to complain that I'm always
raising prices. I'll just do it every
four years. Take the hit then raise
prices 8%.
Sometimes when I look at your guys's
cost report, which is basically your tax
return, you have areas where Medicare
will pay you the greater of whatever you
charged or whatever the allowable is.
Sometimes your charges are below your
allowable. So, we need to raise rates
and that's something needs to just I
think best practice is annually. Um, and
so there's there's things on the revenue
cycle that are related to how much we
charge for things too that we need to
that we're focused on. So I mean there's a thousand moving parts in a
hospital. That's why you do it for 28
years and you still learn new things.
Um, so, uh, I think we'll, we're
definitely on the road to recovery and I
think everyone's gonna, if we get
through the the PTO payouts over the
next 60 to 90 days, whatever they are,
and get to the other side, I'm very
optimistic.
>> Thank you. Thank you for all you're
doing.
>> Terry Williamson, community member, um,
what what do you see? You know, I know
you mentioned 17.3 give or take. Yeah,
I'm a numbers guy.
>> What are you looking at like six months
and 12 months down the road?
>> What What would you like to see that
number decrease to?
>> Oh, man. That's a tough
>> I know. Zero, of course, but that's
>> that's not going to happen.
>> right? Well, what I would do is I would
try and if I let's say in 17 if I'm at
17, let's just use 17 and let's say I
could get it down to 15. What I would do
is I would leave the money on the line
of credit near the five million and pay
down my accounts payable so I could get
my vendors so that they would see
progress first. So I think
realistically,
you know, six months you you're going to
still have payouts. You really only have
four months of, you know, expense
benefit. I think your expense benefit
could be around a quarter million a
month. So you're looking at a million
dollars there. I think on the revenue
side you should have at least I think on
the revenue side you could have even
just with the tweaks we're making at
least a quarter million. So I think you
could have at least 2 million less. I
mean that would kind of be my goal
>> in six months.
>> Yeah because that's really just mostly
that's that's mostly really just four
months of impact.
>> Look at starting now crazy.
>> Yeah.
>> Well the I mean like we still have PTO
our big PTO we have a $60,000 PTO
payout. September 3rd. So you still have
big expenses.
So on the salary side, even though we've
made the adjustments, you don't really
get the benefit
because we when people leave, you pay
out the PTO.
>> So with this path, they could take 10
years to zero out.
>> Not to say no, not at all.
>> I don't think it'll be it won't be 10
years. No, I think you could get Yeah, I
think the big thing is your Blue Cross
and your commercial insurance if you and
I think that'll take not less than one
year. Hopefully, not more than two
years. You could see increases from your
managed care plan. You know, you would
negotiate for like a threeyear because
they won't be able to swallow like a 21%
in one year. Then maybe they maybe they
can, but they probably be they may not
approve that, but they might agree to
three three sevens.
So you get them 21% increase over three
years. So you do three-year contracts.
So then you you don't do those all on
the same day. So that if you have to
terminate one, you're not get you're not
putting yourself at risk all on one day.
>> So you got to be smart about those
contracts. Say one, one's a two-year,
one's a fouryear, one's a threeyear, and
you negotiate for longer term contracts
that get you where you want to be.
They'll say, "We can't get you there the
next year." You say, "Can you get me
there in four years, three years?" And
so, you got to kind of you just to get
them to the table, it's going to take
six months and they will play go fish
forever if they can. You may have to go
non-participating with some of the
insurance companies, which will make um
members nervous. They'll send a letter,
you can't go to the hospital anymore.
They'll try and scare the members. So,
we have to have a whole strategy around
that. That's not just something you just
like send a letter and just figure, you
know, we'll figure it out when it
happens. It's a whole strategy. But that
strategy is probably worth $15 million a
year when it's all done. But when it's
all done, it's probably four years from
now. But that's how you get to 6 to 12
million a year.
» Does that work real good? When's our
next when's our next hospital update
like a meeting like this?
>> Well, we haven't talked about that, I
guess.
>> Question.
>> Yeah, I see that. Yeah, Jesse Ever, but
I think we already covered that. Will
there be any more layoffs?
I mean there's I mean I got ideas that
will like of implementation of um like I
don't want to name specific jobs but
things that AI will replace
that it it really I hate to say it AI is
one of those kind of dirty words where
it's like
no one wants to use it but everybody
uses it you hate it and you love it and
um but those aren't like 20 FTS 10 FTs 5
FTS That's one here, one there.
>> It's but it's things that make you more
efficient where you're using five people
before maybe now you know only need four
because the technology makes it better.
So will there be more layoffs as
technology evolves.
>> I think it pretty gets back to you got
to respond to the environment. So if
volume shifts out of a program then
you've got to look at how you resource
the program.
>> I don't know. So I think layoffs that
word has a certain connotation like
you're going to have this date and a
bunch of people lose their jobs versus
what's quite honestly more normal is
that people are responding to what's
happening in their market. They're
either adding or losing or shifting
resources. That's what people typically
would do.
>> And so you know with people leaving you
have folks who we terminate for cause.
There's people who resign on their own.
>> Yeah. And then you have this adjustment
um when things are like what we've had
to do because things were out of kilter
and then you just have what's I would
say more normal run-of-the-mill. This
came up.
>> Yeah.
>> Uh we have a new ability to do this
differently and so we now used to have
four people doing it. Now we only need
three.
>> And so arguably is that a layoff of one?
Okay. Maybe depend on what terminology
you want to use. I just think that's to
me is just more normal.
>> Yeah.
got to be more efficient.
>> I think just take advantage of what is
available. That's
>> yeah a good example of that and we have
one of their one of our AI ideas is
probably maybe save us two FTEs but we
have to an opening for those two people
somewhere else and I told them to go
talk to them first before we fill it
externally. We're never going to try and
fill a position externally that we can
move someone internally. We don't
>> we want people losing a job. That's not
what
>> some of the people who are in the roles
that were eliminated are [clears throat]
actually the ones who are now taking
some of the contract nurse jobs and so
we're getting rid of the contractors.
We're keeping the people there. There's
some retraining that we're doing and
we're funding uh the hospital is but
it's just a way of so arguably who got
laid off? Well, ultimately the contract
person.
>> Yeah, that's right. So I mean again it
all depends on some of the semantics I
know but it's kind of like so what is
actually happening
>> I know some of them are going to go to
work for family practice too I think
they have
interest in hiring a few of them.
>> Yeah.
Hopefully we would want people to
find placement here.
>> Yeah sure. I think there with the
contract positions that were open, there
was plenty there was there's been plenty
of positions open
if you want to work ICU, med surge, the
floor surgery, would you have to train
in that department for six months before
you felt before you released from to do
that job independently? Probably did.
But we offered them those jobs. Some
people I mean and there's I'm I'm not
criticizing people that didn't take
those jobs. Some of those jobs are
12-hour shifts. People have kids. They
can't work 12 hours. Some people
sometimes those jobs mean you got to
lift patients. Some people can't lift
patients, you know. So, we're not
looking to really um even the people
that have left we had there and there
will be on average probably seven I
would I don't know what the hospital
turnover is. Most hospitals if you're at
10% you're doing pretty good. So over
the next 12 year, next year you're going
to lose 20 people just to to normal
turnover.
>> Yeah. In Kansas, the hospital turnover
is just under 20%.
>> Okay.
>> So
>> yeah. Yeah. I mean, yeah, 10%'s ideal.
>> 20 to 50 people leave just naturally in
a year. I you always try to hopefully be
less than that, but
» yeah. So, I'm not optimistic that people
I don't think very many people will lose
their job because they didn't have a
choice. People lose their job because
they don't want the choice.
» Okay.
» You think we can have another meeting
like this in 30 days?
>> Hey man, when you guys when you guys
call the call us to the mountain,
Muhammad shows up.
I think this has been beneficial for
everyone, but including the public. I
appreciate you guys coming in and
talking through everything.
>> We get a lot of questions.
>> Yeah, we didn't have answers. So,
hopefully we got the answers.
>> It might maybe like an early October or
something. That might
>> I guess I'm trying to think timing wise.
>> I'd say 60 days. I'd do 60 days just so
I'll have I told you I was I told Morgan
60 to 90 and I think that's kind of the
more of the timeline but I think 60 to
90 days we're gonna I'll be able to tell
you who's rolled off how what are where
we're at on expenses. I'm going to
create a little dashboard that I'll
share with you guys if you want that
I'll show you kind of like because there
was there were plenty of warning signs.
So I'm going to create a dashboard so
that you won't there won't be any
mysteries.
>> Okay. You won't have to look through a
100 pages. You'll look at one page and
know if the warning ch signs are
flashing.
>> Oh, we appreciate that.
>> Yeah. The simpler the better because I
don't
» I don't want to.
>> Yeah.
» I appreciate you guys the work you're
doing.
>> Appreciate it. Thanks.
We'll probably be in touch on the
credit deal whenever we hear back from
>> cancel.
>> Okay, sounds good.
>> Thanks, guys.
>> Thank you very much.
>> Thanks, Tyson. Thanks, Rick. Thanks,
Mor.
>> Thank you.
» Thanks.
Anybody
have anything else?
» Second move and second weird. All in
favor say I.
>> I oppose. Same side with your arms.