Robert "Bob" Patterson

 

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

Without the generous donations from members of our community, a new medical center might not be possible without a substantial property tax increase. The most significant obstacle to proceeding with the new center is securing those donations by earning the confidence of our community.

 

To support that, I see my role as focused on the following key areas:

1. Minimizing ongoing operational losses.

2. Continuing the process of restoring the community's confidence in the TRMC leadership's ability to execute effectively.

3. Building and refining a sustainable operating model for the new TRMC.

4. Identifying the clinical services to be offered locally, along with a plan for future expansion.

5. Raising funds to accelerate construction while minimizing additional tax increases.​

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

Small rural healthcare providers, like TRMC, face daunting challenges from large healthcare giants who favor their own doctors with higher reimbursements and offer below-market payments to independent and out-of-network doctors. While emergency services are treated a bit differently, these aggressive business practices affect our other services.

To keep medical costs low, I will focus on the following key areas:

1. Minimizing ongoing operating losses.

2. Ensuring that payer reimbursement rates are maximized.

3. Utilizing technology to enhance availability, affordability, and efficiency.

4. Partnering with other regional providers and hospital systems to guarantee access to all needed clinical specialties.

5. Providing tools to assist community members in navigating to the necessary clinical specialties.

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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?

Health equity is the result of subsidizing care for one group within a community by another. For profitable medical centers, health equity programs often redistribute profits to subsidize the care for the underserved. 

 

For medical centers operating consistently at a loss (like TRMC), there are no profits to subsidize care. Who should pay more? So far, our answer has been charitable donors and taxpayers.

 

To ensure we maintain our equitable healthcare access, I will focus on:

1. Minimizing ongoing operating losses,

2. Ensuring that we maximize all federal and state programs to offset unreimbursed care,

3. Securing charitable contributions specifically targeted to assist our marginalized and underserved populations.

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

I am a believer in ‘a woman’s right to choose’ and that the TRMC should operate in compliance with all applicable state and federal laws in support of that right.

 

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

I believe that mental health is a significant issue in our community and that TRMC should be a point of access to our local providers and to those available remotely. 

My decade of experience innovating health care delivery suggests that we explore the use of technology to augment local providers to offer a lower-cost, more convenient access to mental health care. I have seen great success using technology to provide more people access to mental health care at a lower cost and with very positive clinical outcomes

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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?

​My goal in joining the board of TRMC is to help build a self-sustaining healthcare system that ensures the viability of our beloved community for people of all ages.​​

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

I will focus on exploring partnerships in the following areas:

1. Regional clinical specialists - to make Telluride a viable community for people of all ages

2. Regional hospital systems - to make care accessible while we expand our healthcare services

3. Technology - to use technology for diagnosis, remote care and monitoring

4. Transportation - to quickly move people to the care they need

5. Specialized expertise - to finance, construct, and operate efficiently

 

Share something about your own experience with the Med Center.

A recent routine check-up with my primary care doctor at the Chair 7 Clinic identified a rising risk of cancer. My doctor shared two options: 1) watchfully wait or 2) investigate further with a specialist in Grand Junction. She offered a referral and, to my good fortune, and through further testing, we discovered an advancing cancer which I had surgically removed. My experience with healthcare in our community demonstrates the need for excellent local care with a connection to healthcare elsewhere. Making those connections seamless, cost-effective, and efficient is a goal for TRMC.

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

Strengths:
High-quality physicians and clinical staff
A good patient experience

Weaknesses:

Questionable sustainability - due to ongoing operating losses

Management turnover

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

My personal experiences with the medical center have demonstrated its proficiency in matters of primary care and orthopedic care. Those experiences were indicative of a solid foundation for our future

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

I have been a significant contributor to the pioneering use of technology to deliver remote care and patient monitoring. I have helped millions of people use technology to receive care, and monitor conditions, like:

• Pre-diabetes and diabetes,

• Cardiovascular disease,

• Behavioral health,

• Injuries and conditions that require physical therapy.

           

I have also helped to build healthcare navigation tools that help people understand where to go for care and what that care will cost them out-of-pocket.

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

Two examples:

Establishing a charitable foundation: After the sudden death of a friend, I helped form a committee that has raised more than $1M for the benefit of inner city children in Philadelphia. The funds are used for college scholarships for these amazing kids.

 

Innovating healthcare for large populations: I worked with several large employers to allocate more than $100+M in corporate funds for the implementation of technology-based programs to help provide care and monitoring of chronic conditions (diabetes, etc.) for the express purposes of slowing the progression of these diseases and lowering the costs of healthcare.

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

My most important skill is my ability to promote discussion, engage in dialogue and build consensus. I am committed to decisive action after open, honest, and direct conversations in which opposing ideas are included. This skill is essential in board governance, prudent innovation, and operational oversight.

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

My wife and I are full-time residents in Mountain Village since 2021, together with our two dogs. We are avid hikers, skiers, mountain bikers and golfers.

 

You can find me on the lacrosse field with the Telluride High School boys lacrosse team and working with the Telluride Airport Board.

 

I am passionate about and bring urgency to our regional healthcare system because my health issues/events may require more than our current healthcare system can provide. I will pursue improvements as if my life depends on it. As it possibly may.