the most rewarding part of my position .”
During his time as a health care executive , Lauffer has overcome many significant challenges while achieving great outcomes . He oversaw the completion of the Cardiac Percutaneous Intervention ( CPI ) project at Saint Francis Hospital in 2007 . Authorized by the West Virginia Health Care Authority as a pilot project , CPI was trialed to see if angioplasty and stenting could be safely performed in hospitals without on-site cardiac open-heart services . This six-year project saved countless lives and led to the approval of CPI at other hospitals in the Mountain State . Lauffer also initiated the Thomas Health Cares initiative and helped bring Thomas Hospital out of Chapter 11 Bankruptcy during a global pandemic .
“ Bankruptcy in West Virginia is often associated with closures and financial ruin ,” he says . “ Our board , physicians and employees opted to move forward courageously with a vision to survive and preserve the organization ’ s future . It
took more than three years to achieve this goal , and it would not have been possible without our dedicated board , physicians and employees who continued providing needed clinical services to the community without interruption .”
Lauffer has been the recipient of several awards , including the 2004 Alderson Broaddus University Alumni Achievement Award , the American Heart Association ’ s Gold Heart and the Regents Award from the West Virginia chapter of the American College of Healthcare Executives . Whether it is pursuing a personal goal or working on a clinical project , Lauffer attributes his success to his persistence and ability to adapt .
“ The only constant in life is change . As a leader in health care , I have learned the only things you can do are adapt and focus on the things you can control ,” he says . “ Persistence in what I have set as a goal , communicating it to others and developing relationships common to the goal are what have made me successful .” •
Thomas Health Rises from Financial Challenges
In early 2020 , the coronavirus pandemic began its now widespread transmission in the U . S ., having both predicted and unforeseen impacts across the nation . Even before COVID-19 cases began their steady climb , U . S . hospitals struggled with negative margins , with the median margin only being 3.5 % according to the American Hospital Association . When the pandemic emerged , many hospitals had to stop all but the most urgent non-COVID care .
More than three years ago , Thomas Health became a Chapter 11 debtor — also known as a form of bankruptcy that involves the reorganization of a debtor ’ s business affairs , debts and assets . With buy-in from the board , physicians and staff , President and CEO Dan Lauffer worked to bring Thomas Health out of bankruptcy , all while facing challenges from the pandemic this last year .
Facing continuing debt pressures from poor assumptions about the future when the debt was incurred in 2008 , Lauffer ’ s goal was to look toward restructuring Thomas Health ’ s long-term debt .
“ Health care is critical to our region , and to many of us , it is personal ,” he says . “ My wife and I have both had surgery at Thomas Health , my son was born at Thomas Memorial Hospital , and other family members and friends have received care from Thomas Health over the years . It was important to me that the organization survive for the future and to provide choices for patients for care . Thomas Health is and should be considered a community asset , whether it is a water crisis or a natural disaster .”
After a reorganization , Thomas emerged from bankruptcy on September 28 , 2020 .
“ It is truly remarkable , and I could not have worked with a better , more dedicated group of employees , management executives , physicians and board ,” says Lauffer .
WWW . WVEXECUTIVE . COM WINTER 2021 113