Meet the RCH Board of Directors Candidates

Dr. Shelbe Darnell of Plainville

Dr. Shelbe Darnell, has chiropractic offices in Plainville and Stockton. She has a Bachelor degree in Human Biology and a Doctorate degree in Chiropractic from Cleveland Chiropractic College in Kansas City. She was raised in Plainville. She and her husband are raising their family in Plainville. Ms. Darnell recently created a non-profit called Parents of Plainville, where she serves as President of the board.

What special skills, talents, or knowledge do you possess that will be an asset to the hospital and the board?

I am a healthcare provider with strong clinical skills, an understanding of patient care, and the ability to effectively co-manage patients with other providers.  I own my own business with two locations.  I am committed to continuous learning and professional development, which I believe will be valuable assets to the hospital and board.  

Why do you want to be a member of the hospital board?

I want to be a member of the hospital board because I am passionate about healthcare and committed to improving patient outcomes. Serving on the board would allow me to give back to the community and contribute meaningfully to shaping the hospital’s future direction.

Are you willing to commit whatever time and support are required to meet the hospital's needs?  

I am willing to commit the time and support that would be required.

Can you support and champion the board's decisions even if you may have cast a dissenting vote?  

Once the board makes a decision, it’s crucial for every member to fully support it, ensuring united action and commitment to the hospital’s goals.  

What do you see as RCH’s greatest challenges?

I believe RCH’s greatest challenges are physician recruitment, employee retention, loss of patient care to surrounding counties and patient privacy.

How should the hospital best overcome those challenges?

The best way to overcome physician recruitment and employee retention is to go to those two populations and ask what keeps them here, what pushes them to look for other jobs, what can we change or improve to keep them here, and then implement those suggestions as best as we can.  

For physician recruitment, there should be a pamphlet with everything Plainville and our county has to offer and prospective candidates should meet community members they have commonalities with: children their age, interests, hobbies, etc.  

Having more providers would generate more 340B claims, generating more revenue.

For loss of patient care to surrounding counties, I believe the atmosphere of the hospital needs to change. The focus needs to be put back on the patient to make them feel well-cared for, important as an individual, and not merely a number, that their care is private, and can trust in the employees to keep it that way. That they are getting the outcomes and best care here at RCH.

 

Dr. Dan Sanchez of Plainville

Dr. Dan Sanchez is a family medicine physician who has served the Rooks County community since 1993. He has owned and operated his practice for over 30 years and successfully co-managed a five-physician expense-sharing group for 20 years.

Dr. Sanchez has served on various boards over the years, as a member and chair. He has collaborated with the hospital on a clinical, administrative, and business level.

What special skills, talents, or knowledge do you possess that will be an asset to the hospital and the board?

I have been a practicing physician in the Hospital District for 30 years. I have had the privilege of collaborating with the hospital on clinical, administrative, and business levels. Having worked with virtually every department in the hospital, a knowledge of the day-to-day operations is an invaluable asset. This knowledge should be, but sometimes is not, a part of a board member’s experience.

I have owned and operated my own practice for 30 years, as well as successfully co-managed a five-physician expense-sharing group for the better part of 20 years. This has included overseeing accounts payable, accounts receivable and human resource management. It is important that a board member be versed in reading, interpreting, and acting on financial reports. I have financial management experience. The hospital board is the governing body and has final say on all hospital operations. I feel I have a deep understanding of many facets of hospital operations.  

Finally, I have experience serving on a variety of boards. I have been a member or chaired these governing bodies. I understood rules of order and the value of strong leadership within the governance structure to produce the most productive results in a reasonable amount of time.  Generically speaking, some board meetings are long out of necessity, yet others are protracted due to lack of focus and meeting leadership.  

Why do you want to be a member of the hospital board?

Recent events have highlighted a need for better collaboration within our healthcare community. The board can set the tone for a hospital’s image within its walls and outward-facing interactions with other healthcare institutions and the public it serves. Our hospital has invested tremendous time and resources to produce an image of high-quality, compassionate care. In the not-so-distant past, we were a positive leader in developing collaborative relationships within and outside of our county. In addition to continuing the board’s excellent history of overall management, I would like to see us make growth and relationships a priority.  

Medical provider recruitment, especially physicians, is an extremely high priority for the hospital right now. I had the privilege of being a part of a successful grassroots effort to recruit physicians 20 years ago. That successful effort ultimately led to five physicians locating in our hospital district. I feel we can do it again, but the effort needs to be very focused. The time and effort spoken in the next question have not been well-demonstrated thus far.  

Are you willing to commit the time and support required to meet the hospital's needs?  

Absolutely. A person with any experience at all realized what a tremendous amount of time a service position like this requires. I feel it is the board leadership’s responsibility to maximize the productivity and efficiency of meetings and any other duties.

Can you support and champion the board's decisions even if you may have cast a dissenting vote?  

It has been my experience that board meetings and their decisions should be the culmination of a process that begins long before the “vote.” There should be conversations and questions designed to deepen understanding and develop consensus. I do feel that there could be rare circumstances where a decision is made with a poor developmental process, leading to a vote that clearly reflects a lack of consensus. Barring overt negligence, I do feel it is the duty of a board member to refrain from destructive reactions and continue to work within procedural boundaries and goodwill to move to a different or better outcome.

What do you see as RCH’s greatest challenges?

• Physician recruitment needs to be our absolute highest priority. Hospitals not terribly far from us are on the verge of closing, in large part because of the absence or shortage of physicians and adequate numbers of providers.

• We need to rebuild bridges within our healthcare community with improved communication and collaboration.

• Regain our identity as a high-quality, compassionate healthcare facility.

When I am out and about wearing Rooks County Health Center logos, many people have commented on how unusual it is to see such a thing from a public/civic entity. It reminds me what a precious, rare environment we have at our hospital. Some very special individuals still here helped build that legacy, and we need to regain that image to its fullest extent possible.

How should the hospital best overcome those challenges?

• Again, place the highest priority on physician recruitment. This will again require the combined efforts of the hospital and the community. Twenty years ago, a single, seemingly insignificant contact started a positive chain of events that led to one of the best-regarded medical communities in Northwest Kansas. A well-respected family medicine physician with the KU School of Medicine has repeatedly observed that a nidus (central) strong core, even if small, can draw in a very solid medical community of like-minded physicians and providers.

• The hospital board and administration need to have regular contact with their healthcare partners locally. This personal relationship forms a bridge that can then become a foundation for problem-solving and developing solutions to challenges that will inevitably arise.

• Refocus our priorities on THE PATIENT. Over and over again, in institutions great and small, a patient-centered philosophy of healthcare delivery gives the highest quality of care. Think of the May Clinic of historically in Kansas, the Halstead Clinic, and the hospital. It is a dedication to delivering the highest possible quality of care that makes or makes those places great and renowned. We have accomplished what some literally laughed at 10-15 years ag—an award-winning rural hospital. We need to get back to that focus. 

 

Mark Schaukowitch of Plainville

Mark Schaukowitch is a rural advocate and grant writer. He holds a Bachelor in Political Science & Communications Studies from the University of Kansas and a Masters in Rhetorical & Communication Studies from Syracuse University. He has family ties to the community.

Mr. Schaukowitch has partnered with city councilman Max Whitney to sponsor the Transparent Opportunities Speaker Series. He has assisted in grant and loan writing for community healthcare and rural water district projects.

What special skills, talents or knowledge do you possess that will be an asset to the hospital and the board?

Special skills—I have doctoral-level research and writing skills that can easily be adapted to any situation. Asking questions and being able to learn and change positions as facts and variables change is one of my core strengths. This is a strength I want to lend to the board.

Talents—I have excellent public and motivational speaking skills.

Knowledge—I have several knowledge sets that will positively benefit the hospital.

• Area Healthcare Needs Knowledge—I have strong knowledge of the aging population of the Northwest Kansas area and their healthcare needs from working with clients who are healthcare providers and advocates. 

• State-level healthcare policy—As part of my work, I research and advise communication strategies around state-level healthcare policy. One current project involves Medicaid Expansion advocacy. This research project has yielded strong, general knowledge of rural hospital financial systems and the revenue streams upon which they depend and how state-level (and to a lesser degree, national level) funding is necessary for rural hospitals to be financially viable.

• Grant writing—I have been a rural grant writer for nearly four years. I am a member of a national community of practice that shares different development strategies and support. This knowledge base and network can positively contribute to the development of a long-term strategic plan for the hospital.

• Local development relationships—I have strong relationships with the Office of Economic Development for Rooks County, the Office of Rural Prosperity, Northwest Development & Planning, and several out-of-state economic development districts.

• State health fund relationships—A virtue of my work is developing strong relationships with state-level health advocates, educational groups, and funders. I also work with several health-focused funds and educational groups, including Thrive Kansas, the United Methodist Health Ministries Fund, the Kansas Health Foundation, and the Sunflower Foundation. I can help leverage these professional relationships for strategic planning, recruitment, and organizational capacity building.

Combined, these knowledge sets position me as an ideal candidate to help guide the hospital’s long-term strategic direction with the rest of the board.

Why do you want to be a member of the hospital board?

I deeply believe in public service. There is no greater public service than healthcare. My professionalism, public speaking, and research skills, health-focused knowledge, and strong work ethic will be unique assets to the board when plotting the hospital’s future.

Are you willing to commit the time and support required to meet the hospital's needs?  

Yes

Can you support and champion the decisions of the board even if you may have cast a dissenting vote?  

Yes

What do you see as RCH’s greatest challenges?

RCH is facing three great challenges.

• Recruitment and Retention—RCH has lost 2/5 doctors in the last 3 years. 2 more doctors are primarily becoming telehealth providers and moving out of the county. That leaves only 1 on-site provider. Effectively, we have lost 4 doctors, which diminishes RCHC’s capacity to provide services and generate revenue.

• Strategic planning—As far as I am aware, RCH does not have a long-term strategic plan. Having a plan for changes in the community and service area as other, less financially privileged hospitals collapse, will be critical if RCH is to survive the influx of patients and changes in community needs over the long term.

• Community leadership—RCH has not been at the center of community strategic planning or development. RCH needs to be a leader in creating community conversations around the health of the community, the community’s needs, and how the hospital’s financial interests serve the interests of the wider community. RCH will need to become a reliable and trustworthy partner to other community organizations to advance its best interests and the interests of the community.

How should the hospital best overcome those challenges?

• Recruitment and Retention—I do not have a specific plan, and any plan will need to be created in consultation with other board members and hospital staff. In general, cutting the costs of uncompensated ER care would lend additional financial stability to make competitive offers. Advocating for Medicaid Expansion is one way of cutting those costs and freeing up funding for additional doctors. Additionally, having a dedicated recruitment officer, tasked with attending medical conferences and medical schools to recruit doctors and nurses, may be a solution.

• Strategic planning—I would propose the board engage in a strategic planning process, with elements open to the public, similar to – but not exactly the same as – the process USD 270 is undertaking. The board will need to debate, and agree on, the goals of the planning process, how the process will and will not involve strategic partners, how the process will interface with the City of Plainville and the county, and how/when the public can have input. Ultimately, I want a public document outlining key areas the hospital can show community leadership in, including doctor/nurse/staff recruitment and retention, community health and well-being, mental health, and community development.  

•  Community leadership—RCH should initiate and sponsor more strategic doing sessions and community listening sessions. We should conduct community health surveys, measuring more than healthy bodies, but healthy communication inside the community, and share the data with elected officials. This data can be used to inform strategic planning for the hospital, healthcare partners, and city and county economic development plans. 

 

Mari Tucker, Plainville

Mari Tucker has over 20 years of experience in grant proposal development and post-award management. She served as the Director of the Office of Sponsored Projects at Washburn University and held director-level positions at the Kansas Board of Regents and North Central Kansas Technical College. Mari was raised in Plainville.

Ms. Tucker is a member of the Plainville Lions Club, Rooks County Health Center Auxiliary, and the Rooks County E-Community Board.

What special skills, talents, or knowledge do you possess that will be an asset to the hospital and the board?

Extensive experience with Federal grants, grant writing and management and nursing education. Rural background and understanding of the challenges facing rural communities.  

I am the Board chair of the Pine Ridge Family Health Center (Topeka), a primary and urgent care clinic serving vulnerable populations.  

Why do you want to be a member of the hospital board?

Being a board member provides the opportunity to shape the future of healthcare in our community and region.

Are you willing to commit the time and support required to meet the hospital's needs?  

Absolutely!

Can you support and champion the board's decisions even if you may have cast a dissenting vote?  

Yes, it is critical to support all opinions and decisions and to respect and value differences of opinion.  

What do you see as RCH’s greatest challenges?

Rising healthcare costs, declining rural populations, and recruitment of healthcare professionals.  

How should the hospital best overcome those challenges?

By thoroughly reviewing/understanding policies and procedures, outreach, education of available services, and great leadership!

 

Jeff Van Dyke, Plainville

Jeff Van Dyke has an extensive background in financial operations, investment banking, commercial and consumer lending, and real estate appraisals. He has a Bachelor of Science in Business Administration from the University of Kansas. He was born in Hays and raised in Plainville.

Mr. Van Dyke has served on the Rooks County Health Center Board since 1996. He was a member of the Plainville Rescue Squad as a diver. He served in the United States Marine Corps and the Kansas National Guard. He currently substitute teaches at Plainville High School.

Why do you want to be a member of the hospital board?

I want to ensure the hospital district has access to the best health care possible. By maintaining a flourishing healthcare facility, we can help Rooks County and its communities recruit economic development and keep what industry we have here.

I had a total hip replacement done at Rooks County Health Center in 2018. I can’t begin to tell you how nice it was for me and my family to have this procedure done right here at home. The care and compassion I received were beyond anything I could have expected.   

It goes without saying that this hospital's culture is focused on patient care and outcomes. To have good patient outcomes, the culture has to take care of patients, hospital staff, and providers. Rooks County Health Center hits a home run on both. As a member of the Board of Trustees, I want to be part of the team that maintains this culture.  

Are you willing to commit the time and support required to meet the hospital's needs?  

Yes. Having been on the board for twenty-eight years and I’m aware of the time it will take to fully execute my duties. I also realize with the new hospital project the time requirements will increase in the years to come.

Can you support and champion the board's decisions even if you may have cast a dissenting vote?  

Yes. The board works as a team, and hence, decisions are made by the board as a whole, not by one or two individuals. It is my duty to support the board's decisions.

What do you see as RCH’s greatest challenges?

The hospital must generate enough cash flow to service its debt and meet all bond covenants. In future years, Medicare depreciation and interest reimbursement will decline. This cash flow will have to be replaced with new revenue sources to ensure the hospital can service its debt. Secondly, recruiting and retaining medical providers is now most likely our number one priority.

How should the hospital best overcome those challenges?

I feel the future for small hospitals is out-patient services and procedures. We must also launch a marketing effort to capture 70% or more of our local market.  We must remain flexible to market demand and be on the cutting edge of technology. We have completed phases one and two of the Hospital’s expansion plan. We now have state-of-the-art MRI, which was the first step in increasing our inventory of services. The new state-of-the-art rehabilitation center, complete with a zero-entry pool, was opened in 2022. Phase Two, “cardiac rehab center,” was completed in 2019. These two phases will offer much-needed service right in our community. Increasing commercial insurance market share will also increase cash flow in future years.

 

Jon Voss, Stockton

Jon Voss is a lifelong resident of Rooks County. He holds a Bachelor's in General Science and Chemistry from Fort Hays University. He was an educator in the Stockton School District for 20 years and then transitioned into the public sector in the Water and Waste Department. He was the Water Superintendent for a portion of his time with the department.

Mr. Voss has served on the Rooks County Health Center Board since 2000. He was on the Stockton Fire Department from 1987 until 2021 and was the fire chief from 2010 to 2021.

What special skills, talents, or knowledge do you possess that will be an asset to the hospital and the board?

I feel like an excellent representative of our community's employees and members. I try to listen to both sides before making a decision.  

Why do you want to be a member of the hospital board?

Healthcare is our community's lifeline. The hospital is one of our biggest assets, and I want to keep it that way.

Are you willing to commit the time and support required to meet the hospital's needs?  

Yes. I entered into a membership committed to the organization.

Can you support and champion the board's decisions even if you may have cast a dissenting vote?  

Yes.

What do you see as RCH’s greatest challenges?

Doctor recruitment, combined with a declining population and increased costs, will be a continual problem. 

How should the hospital best overcome those challenges?

Working together, pulling in new services, and offering more programs that generate revenue. 

 

Jaci Wise, Plainville

Jaci Wise is a young professional born and raised in Rooks County. She and her husband are raising their family in Plainville. She studied Supply Chain Management at the University of Kansas. She is currently a Purchasing Manager at Midwest Energy, Inc.

Ms. Wise is involved in Downtown Plainville, Inc. and Plainville Recreation Commission.

What special skills, talents, or knowledge do you possess that will be an asset to the hospital and the board?

I am driven, open to change, and willing to learn and adapt. I am a young professional who grew up in this area and have the benefit of being treated at this facility for many reasons. I want to be a part of keeping this facility here and keeping the reputation that it has as great as it is now for my future family and community.

Why do you want to be a member of the hospital board?

I think it is important to have variety on any board. A young professional like myself would be beneficial in bringing new knowledge, ideas, perspectives, and resources to the board. Having our hospital operating successfully is important to me as I plan to raise my family in this area and strive to be a voice for the hospital, staff, patients, and the community as a member of the board. I also bring a wealth of contacts and recruiting efforts to the table. I’ve recently graduated from college and know many medical professionals who are excited to build their careers in a strong, rural hospital like ours. 

Are you willing to commit the time and support required to meet the hospital's needs?  

As an active member in the communities I live and work in, I realize serving on any board is a time commitment that includes much more than monthly meetings. I am ready and willing to put forth the effort to be a strong board member working towards the success of our hospital.  

Can you support and champion the board's decisions even if you may have cast a dissenting vote?  

Yes. I am aware that conflict may arise in order for the best decision to be made. Healthy debate and discussion shall be had at the board meeting in a professional manner, with the best interests of the hospital at the forefront of all participants' minds.  

What do you see as RCH’s greatest challenges?

RCH's mission is to consistently exceed the healthcare expectations of our patients and their families while supporting the financial growth and stability of our region.  

I see recruiting healthcare professionals to achieve this mission as our biggest challenge.  

How should the hospital best overcome those challenges?

We can overcome this challenge by using the resources in our communities. We are lucky to have many qualified healthcare professionals in our communities. As a board and facility, we can work with those professionals to create a recruitment plan. Several qualified healthcare professionals have roots in Rooks County but are not practicing here. Let’s make a plan to recruit those back home and begin recruiting the young professionals who are in school pursuing a healthcare path.