The Biblical parable of the Good Samaritan tells of a man who is beaten, stripped of his clothes and left for dead in the middle of a road by robbers. A priest and another man see the man and pass him by, while a third man, from the ancient Israeli city of Samaria, cares for him by treating his wounds and ultimately taking him to an inn. 

The message of the parable – a lesson in how others should be treated – is taken to heart every day by a community hospital in Vincennes, Ind., that shares its name. “We want to take care of everyone, regardless of their ability to pay or their socioeconomic background,” President and CEO Rob McLin says. “We are constantly focused on doing the right thing.”

This philosophy is also reflected in Good Samaritan’s values of patience, respect, integrity, dignity and excellence, which it expresses in the acronym PRIDE. “We work hard to treat everyone like family, whether it’s our coworkers, patients or visitors,” McLin says. 

A ‘World-Class Facility’

Good Samaritan Hospital has lived the lesson of its namesake parable since its establishment in 1908. The hospital serves its home community of about 18,000 people as well as a 10-county service area with a total population of roughly 40,000 people in southwestern Indiana and southeastern Illinois.

The hospital offers a broad range of medical services and employs the use of advanced technology. Good Samaritan’s imaging center utilizes two 64-slice CT scanners with the capacity to provide virtual colonoscopies, cardiac angiograms and cardiac imaging. In its Dayson Heart Center, the hospital uses two cardiac catheterization labs for diagnostics as well as pacemaker insertion, stenting and implantable defibrillator insertions. 

Good Samaritan also features a same-day surgery center, which features surgical suites designed with physician input. The hospital’s 25,000-square-foot Cancer Pavilion features a linear accelerator that uses intensity-modulated radiation therapy, one of the most advanced methods of delivering radiation therapy available. The pavilion also houses 12 infusion suites and other amenities for patients and families. 

These and other features make Good Samaritan attractive not only to patients, but to the doctors, staff and other professionals treating them. “As a part of our recruitment efforts to find the best and brightest employees and doctors, we focus on having a world-class facility and a culture that our people can be proud of,” McLin says. “We are market-competitive when talking about physician and staff pay, but we are always centered around the idea of having a place that once people see it, they can believe in what we do.”

Ongoing Initiatives

Good Samaritan’s ambition to have a world-class hospital was realized in July 2015 when it opened the Gibault Memorial Tower, a 165-bed facility that now serves as Good Samaritan’s main inpatient care center. Patient beds were formerly located in an outdated facility that opened in 1968.

Each of the $109 million facility’s five floors has a specialty care area. These include focuses on cardiology, intensive care, pediatrics, medical surgery, joint replacement, women’s health and oncology.

The new tower is one of three recent and ongoing hospital initiatives intended to help the hospital improve its services and stature. In June, Good Samaritan Hospital will implement the Epic electronic health record system. “This is a significant project focused toward having a far better integration of patient data,” McLin says.

The hospital also recently entered into a consortium with three other community hospitals in Indiana. The hospitals, in conjunction with University of Indiana, will begin offering a residency program for doctor training in 2017.

Continuous Improvement

The residency program is just one method of recruitment and improvement for the hospital. Good Samaritan employs a full-time recruiter to find physicians and refine the hospital’s strategic recruitment plan. “We regularly assess our needs and look at what our competitors are doing, and determine the staffing holes that need to be filled here,” McLin says. 

Physicians and staff members also have the opportunity to have the hospital pay up to 90 percent of their continuing education costs. Encouraging staff members to further their education is one way the hospital attains its goal of engaging employees and improving Good Samaritan’s operations. 

“The single biggest thing we do, from a physician standpoint, is create an environment where there is a feeling of shared ownership and work with staff to make shared leadership decisions,” McLin explains. “We focus on helping our employees build their careers and give them an opportunity to advance – we want people here who are lifers.”

The hospital also emphasizes continuous process improvement through its embrace of Lean Six Sigma methodology for the healthcare market. Every employee at Good Samaritan is trained at the Lean Six Sigma yellow belt level, and 35 people in the organization have attained green belts. Eleven employees have reached the black belt level, including the two leaders of the hospital’s Lean Six Sigma department.

“We try to focus every individual here on our vision, which is to be the regional center of excellence in health and wellness,” McLin says. “We try to keep people focused on making decisions today that will help us attain that vision tomorrow.” 

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