Since joining the Cox Monett team on May 31, Maroc has been busy acquainting herself with the CoxHealth system as well as getting to know the talented physicians and staff who serve the local hospital.
"Our staff, the physicians and middle level providers certainly are a strength of Cox Monett," said Maroc. "On my very first visit, I noticed the friendliness of the people, not only those working at the hospital but the community. Everyone here is dedicated to providing the best patient experience possible."
With a background in nursing, Maroc understands patient care. The Des Moines, Iowa, native, who earned a master's degree in hospital administration from Des Moines University and a bachelor of science degree in nursing from Grandview University, began her career in healthcare as an oncology nurse. Over time, Maroc naturally gravitated to administrative positions, eventually serving as director of patient care services, director of nursing and director of quality services at Marengo Memorial Hospital in Marengo, Iowa.
In 1998, the board at Marengo Memorial turned to Maroc to serve as interim administrator, and under her leadership, the small rural hospital experienced a major financial turnaround.
"When the board hired me to fill in, the hospital was in a severe financial situation. I thought I was looking at closing down a hospital and laying off staff," said Maroc. "A month or so after I took the interim role, things were starting to straighten out. I did a lot of different things to get the hospital back in a more stable position, and the board reached out to the community and money was raised to keep the doors open."
In 10 months time, a contract with University of Iowa Hospitals and Clinics (UIHC) was signed to manage the hospital, and UIHC brought in their own CEO to run the hospital. When that CEO left, Maroc applied for the permanent position and was hired full time in January of 2002.
"By that time, I had helped prepare the hospital to receive its critical access hospital (CAH) designation (which Cox Monett also holds)," Maroc said. "We had a high enough Medicare population that this designation had a favorable impact on the hospital."
Maroc also successfully guided Marengo Memorial through a major building expansion that doubled the size of the healthcare facility. The new addition was dedicated in May of 2006 in conjunction with a celebration of the hospital's 50th anniversary, marking a major move forward for the hospital and the community, Maroc said.
Maroc's interest in the position at Cox Monett was fueled by her desire to live closer to her daughter and grandchildren who had recently moved to southern Illinois.
"A recruiter called me about the position in Monett, and as she started to tell me about the hospital, I realized one of my dear friends and my son-in-law's family live in Springfield," explained Maroc. "I guess you could say the holes in the cheese just started to line up."
Maroc is also excited about the challenges of leading a hospital that is larger than Marengo Memorial. She also noted that the emergency room volume is higher in Monett than in Marengo and Monett also offers an obstetrics program, which the Iowa hospital did not.
"There's so much business and industry here," said Maroc. "At some point, I'd like to do a community needs assessment, which will allow us to come up with a plan for growth based on what the community needs."
One of Maroc's most pressing challenges is recruiting new physicians. She is currently working in collaboration with Regional Services and the Ferrell-Duncan Clinic to bring a general surgeon, an orthopedic surgeon and increase access to other physicians like an ear, nose and throat specialist to Monett. In the coming months, Maroc also expects to welcome several family practice physicians and an OB doctor to the local medical staff.
"Physicians drive volume at the hospital," said Maroc, " so this is a priority."
Maroc also hopes to provide a vision for the entire Cox Monett staff that will positively impact patient care.
"Every single person who works here needs to have a clear knowledge of how they impact the patient experience," said Maroc.
Right now, Cox Monett department heads are participating in a training program in Springfield entitled "Experience Excellence," which Maroc believes will support her goals for the hospital.
"They are learning skills and tools needed to improve the individual patient experience," said Maroc. "The government is moving toward a value-based purchasing model, which means your preception of your care is going to drive our performance.
"It's a train the trainer type program, so our leaders will get trained and then get everyone at the hospital on board," said Maroc.
Another challenge that faces Maroc is assessing the needs associated with an aging facility.
"These repairs often require the spending of capital dollars," said Maroc. "The engineering department in Springfield is going to do an assessment on key systems of the facility, so we can make better informed decisions."
Efficiency in operations will remain another of Maroc's goals as Cox Monett's top administrator.
"The system is very committed to Cox Monett being successful, and in turn, I want to be successful and be a good financial steward," said Maroc. "Our financial strength will ensure we can sustain healthcare services for the community.
"If we can be as lean as we can without compromising patient care, it will make us a stronger organization."
When Maroc is not working, she enjoys scrapbooking, exercising and gardening. She and her husband, Jim, who is a retired family physician, recently bought a house in Monett and are still in the process of getting unpacked and situated in their new home.
"I was very involved in the community in Marengo, and I want to get involved here," said Maroc. "At some point, I want to be able to get out and meet the business leaders, and I also hope to become involved with the chamber and other groups."