​Thomas Crabtree, MD, FACS

 

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

Board members play an essential role in creating the new center. Members need to be advocates for the community and help determine what is needed and what is sustainable. We need to be advocates for the patient assuring access for all and stellar clinical care delivery. And we need to be stewards of the taxpayer’s and donor’s resources and shepherd a center that is financially solvent and able to grow.

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

The biggest impact a board member can have in keeping medical costs low is to augment the community’s access to and participation in preventive care. This is not a short-term fix. This includes but is not limited to increased primary care services for all ages, skin cancer screenings, noninvasive GI health screenings, BP checks and other health fares and health education events, school clinic support, helping screen for safe households and substance abuse issues and of course maximizing our participation in county, state and federal programs that support the same. Each of these efforts will reduce costs in the long run. Collectively, these efforts will foster a healthier community and one that costs less to care for on an individual and community wide basis.

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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?

Healthcare is a human right. Patients, especially those from marginalized and underserved populations avoid healthcare for any number of reasons from cost to transportation issues to job and childcare concerns. Each of these can be addressed and help improve access. Unfortunately, the current administration has added fear of deportation to this list. The clinic is and needs to remain a safe, welcoming and judgement free space for all.

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

TRMC needs to continue to assure women have access to fair, unbiased, clinically sound reproductive healthcare. The board must protect and preserve this autonomy.

 

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

Mental health services are truly a challenge to access in our region. The center has made significant strides in improving access to mental health specialists but more can be done. The addition of augmented primary care services and mental health screening, adding additional full time mental health professionals and most importantly availing ourselves of the ever increasing and effective tele (remote) mental and behavioral health services is essential. Mental health is the foundation on which all our health is built. The center recognizes that.

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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 biggest opportunity I see in moving to a new facility is increased space. With increased space comes a chance to increase patient flow of all types and augment revenue to support all operations.

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

TRMC should continue to explore partnering with state organizations like the Colorado Rural Health Center (CHRC) and larger multistate healthcare concerns like Intermountain Health. CRHC provides programs that improve quality of care, increase funding and reimbursement, address workforce shortages, and assist with emergency preparedness. CRHC also administers numerous other programs that provide technical assistance, grant dollars, grant-writing assistance, low-cost access to capital medical equipment and state and national advocacy. We do not take full advantage of these programs. Expanding our relationship with groups like Intermountain Health can also provide increased access to specialty services, on site consultants and perhaps eventually financial partnerships to better secure our future. Finally, TRMC must continue and expand our strong relationship with the real estate and financial institutions in our community to assure accessible workforce housing.

 

Share something about your own experience with the Med Center.

TRMC saved my life. 2 years ago I presented to the emergency room with a severe pneumonia. Dr. Koelliker and team expeditiously diagnosed the problem and packaged me up for transport to higher level care. I arrested on arrival to St Mary’s in Grand Junction and was intubated for 9 days before recovering. I was eventually diagnosed with leukemia (the actual cause of my pneumonia) and underwent care for months in Denver. Impressively TRMC was there for me every step of the way during my long recovery. As a physician I was my own worst patient and doctor, but the TRMC team overcame my worst instincts to gut it out. I am forever grateful.

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

TRMC is a jewel in the rough. It provides best practice healthcare in emergency, primary care and referral environments and does so in a resource constrained rural environment. Still, TRMC is not yet sure what it can or should be when it grows up. Should it continue to focus on current services only? Should it expand services? Should it streamline some services? How best to answer those questions? How best to implement changes remains both an opportunity as well as a challenge. The opportunity to ask those questions is our biggest strength. Potentially answering them wrong is our biggest weakness.

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

All current clinical services are well subscribed and first rate. Still, access to primary care, nonurgent specialty services and mental health services is a challenge.

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

I have spent the last 35 years as both a practicing physician in rural environments and a business owner delivering and managing healthcare in rural environments. My business AMI Expeditionary Healthcare provides rural health services around the world in settings very similar to Telluride. I understand the rural health landscape from both a clinical and business perspective as well as anyone can.

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

I have envisioned, built, staffed, managed, and expanded a number of rural healthcare clinics over the last 15 years. Each of these required successful fundraising from a range of stakeholders to include governments, municipalities, private donors, private equity, and business concerns.

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

I understand rural healthcare from both a clinical and a business perspective.

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

I’m your neighbor, a community physician and, if given the chance, dedicated to serving on the board and carrying on the fantastic care TRMC provides with an informed eye as to how to best grow.