An experienced CEO and health care systems executive, Tim Schmidt recently became vice president of healthcare operations for Medistar. Tim Schmidt, formerly the interim CEO of Sparks Health System, concurrently serves as the Chief Executive Officer of the Bay Area Regional Medical Center in Texas.
The Bay Area Regional Medical Center, an acute-care hospital in Webster, Texas, recently announced an upcoming four-story expansion. The expansion will double the capacity of the facility, which currently includes 104 beds as well as a full-service emergency room, five operating rooms, and laboratory facilities with state-of-the-art equipment. The expansion will further advance the hospital's technological capabilities while expanding emergency room and general treatment facilities.
Plans for the expanded hospital include a three-floor build-out that features a floor dedicated completely to women's services. The hospital will gain 12 emergency treatment rooms, including three trauma rooms, as well as an interventional radiology suite, five operating suites, and two cardiac catheterization labs. The completed hospital will be able to serve 200 patients and will span more than 330,000 square feet.
Recognized for his ability to improve EBITDA and manage staff, Tim Schmidt has committed more than two decades to the field of health care, serving as CEO for numerous facilities across the nation. The former interim CEO for Sparks Health System, Tim Schmidt leverages his expertise in physician relations and employee engagement to carry out his responsibilities at Bay Area Regional Medical Center and Medistar, where he is chief executive officer and vice president of health care operations, respectively.
According to Gallup, employee engagement impacts patient safety, customer ratings, productivity, and turnover, among other key areas of a health care institution. To ensure the highest quality of care and services are provided, a health care organization should make employee engagement a priority.
Leaders can do this by developing employee engagement practices that occur year-round. Making it a strategic focus allows an organization to create road maps for developing employee development programs and other activities that can strengthen its team and overall care. For example, a health care organization should track engagement during regular rounding with staff, one-on-one meetings, and team meetings. During an interview with Becker’s Hospital Review, author Vicki Hess stated non-performance-related meetings serve as a good tool for evaluating employee motivation and utilizing the information to encourage specific behaviors.