Kelli Duprey

 

As a board member what do you see your role being in creating a new Med Center?

First, we need to secure land asap. According to Paul Reich on the KOTO interview, that is still in flux. Next we need to clearly understand what services that we need in order to build out the blueprint. The board should also be working on how to fund it and work with the foundation on fundraising. This should be a top priority.

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As a board member what role would you play in keeping medical costs low for our community?

The board first needs to ensure that the med center is financially sound and not have to go back to the community to fund its shortfalls. We should be using the medical center foundation to ensure that medical costs are affordable to the community. The med center should also explore partnerships and or buying groups to allow them to purchase goods at more reasonable prices if they do not already do this.

 

Given the current administration's challenges to public health policies and equitable healthcare access, how do you see the clinic's responsibility in safeguarding and promoting health equity, particularly for marginalized and underserved populations?

The med center should continue to support and promote health equity. I believe that through technology solutions, we can bring better health care to the underserved communities.

 

What do you believe is the Telluride Regional Medical Center’s role regarding women's reproductive rights?

This is an individual person decision not a organizations. We should support whatever decisions that a women makes in regard to their body.

 

What do you see as the Telluride Regional Medical Center’s role in mental health care in our region?

The medical center should continue to provide counseling and treatment for all behavioral health issues. They should also continue to partner with Tri-County and other mental health professionals. I would also suggest exploring more online solutions to support the shortfall of therapist we have in the area. I would also encourage the medical center to on an ongoing basis continue to recruit for these roles.

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What opportunities do you see for the Telluride Regional Medical Center to adapt its current model when moving to a new facility?

The medical center should continue to offer the core programs it currently supports (primary care, emergency and behavioral health). With the new medical center, we have the opportunity to expand on those services that should include access to other specialist besides orthopedics. The board should identify what are the most needed and determine a path forward by using technology and partnerships.

 

What type of partners would you want to see TRMC working with?

We should partner with other medical centers that could bring in services that would compliment or add to our offerings. As mentioned above, we should also be partnering with technology and online platforms to support our needs.

 

Share something about your own experience with the Med Center.

A big advantage of the our medical center is that it is small and family like. They have in the past always tried to find solutions to your problems. I felt that they used to be very responsive. In the last few years, I have become frustrated with not being able to get timely appointment or call backs. I have and many of my colleagues experienced errors in the quality of work. I had a blood test that was done incorrectly that caused me to have to go to another facility. Also, many times it is faster to go to Montrose to get blood work.

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What do you see to be the strengths and weaknesses of TRMC?

Strengths are the talented and dedicated professional that work there. Also, the family like support. The main weakness is the finance and billing department. Today, they still have millions of uncollected receivables and do not have a mastery in optimal billing systems.

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Please share some of your thoughts on the current services offered at the Med Center.

As stated above, the med center does a good job with its current offerings although they do not currently meet the needs of our growing and aging community. We need access to more specialists.

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Tell us about experience you have in Rural Health or running a rural business.

I lived in a rural area in Ohio from birth until my mid twenties. My family was still living in that area until recently. I am my parents main care giver. They also had to drive to see specialist although in recent years, a lot of that was done through Telehealth and technology. I also worked as a director of hospital pharmacy in a rural health system so I know the challenges and struggles that we have and how we might be able to solve many of them.

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Tell us about a successful fundraising experience that you have had.

I run a nonprofit, so I have to raised money every year to keep our nonprofit running. Through grants, donations and fundraising events we usually raise $200- 250K a year. I was on the SMRC board and we did successful fundraising events every year. I have recently rejoined the board.

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What is the number one skill or experience that you think you bring to board?

I am a passionate and experienced health care leader. I have dedicated my whole care to improving the health of others. I also have a sense of urgency to move our med center along.

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Is there anything else you want to tell voters about yourself?

My family have lived and been involved in the community since 2016. My involvement has included SMRC board and hotline, Telluride Human Society and Paws to Read at the Library with our dog, Wrigley.

I started my career as a pediatric/OBGYN pharmacist at a large teaching hospital and then became the Director of Pharmacy at a small community hospital. I then went on to work in the pharmaceutical industry for 30 years in various roles (marketing, sales, operations, managed markets( negotiating with insurance companies) and general management. My last role before retiring was leading a $12B business unit in pharmaceuticals. I have extensive board and governance experience. I have also led numerous technology solutions to increase efficiency and efficacy in various health care settings.

I currently lead a nonprofit, OurBrainBank for Glioblastoma (a rare brain cancer), so I have a deep understanding of how important governance, financial stability and fundraising are for success.

In summary, I am a passionate healthcare leader that brings operation, finance, marketing, problem solving, fundraising and knowledge of technology solutions.

Most importantly, I am fully dedicated to the continued success of the medical center!

For more information about me, please read my LinkedIn profile.