Becker's Healthcare Podcast: Raymond Hino, CEO of Southern Coos Hospital & Health Center

Episode Overview
This episode features Laura Deardel interviewing Raymond Hino, CEO of Southern Coos Hospital & Health Center in Bandon, Oregon. The discussion centers on the unique challenges and rewards of running a rural critical access hospital, recent and ongoing strategic initiatives (including opening a retail pharmacy), and the broader headwinds and innovations shaping healthcare delivery in rural communities. Hino shares insights into his career, current projects, future priorities, and the collaborative strategies he’s pursuing to ensure financial sustainability and quality care in a challenging healthcare environment.

1. Raymond Hino’s Background & the Appeal of Rural Hospital Leadership

[01:02–05:42]

• Career Path:

  • Began career entirely in healthcare administration.
  • Started in investor-owned, for-profit urban hospitals; transitioned to leading rural hospitals after seeking his first CEO role.
  • Has worked across several states: CA, TX, NM, MT, and now, Oregon.
  • Found his niche in small, rural facilities, currently serving as CEO of a 21-bed critical access hospital.

• Attraction to Rural Hospitals:

  • Enjoys the "personal, family feel"—knows individual staff and community members intimately.
  • Sees the hospital as a lifeblood for the community—often the largest employer and primary healthcare provider.
  • Finds fulfillment in the challenge of “wearing many hats” due to leaner staffing.

"I know everybody in our facility and I know their backstories and their family situation. I love the fact that I know quite a bit about almost everybody that works for me and also in the community as well."
— Raymond Hino [04:11]

2. Recent High-Impact Initiatives at Southern Coos

[05:42–09:40]

• EHR System Upgrade:

  • Undertook a conversion to the Epic electronic health record system: major connectivity and operational step forward for a small facility.

• Opening of Retail Pharmacy:

  • Anticipated increased community need for pharmacy services before the closure of the town's only major retail pharmacy (Rite Aid).
  • Launched a hospital-operated retail pharmacy in June 2025, just 30 days after Rite Aid closed.
  • Project required retrofitting space, hiring new personnel, engaging partners (notably Cardinal Health), and adapting to 340B outpatient protocols.
  • Resulted in immediate, higher-than-expected utilization and filled a critical healthcare gap in the community.

"On June 17th of this year, 2025, we opened our retail pharmacy. And it’s been a huge success...our statistics, our utilization numbers have been much higher than what we initially anticipated."
— Raymond Hino [09:11]

3. Current Priorities & Strategic Concerns

[10:05–14:40]

• Adapting to Policy & Funding Shifts:

  • Focused on implications of HR1 and Oregon’s Rural Health Transformation Program, particularly with a population heavily reliant on Medicare and Medicaid.
  • Highlighted statewide struggles: over 50% of Oregon hospitals running negative margins; only 25% currently financially healthy.

• Sustainability & Revenue Diversification:

  • Identified financial sustainability as the number one challenge.
  • Pursuing new revenue-generating services: retail pharmacy, revitalized surgical department, and specialized geriatric psychiatric services.

• Clinical & Service Expansion:

  • Invested $800,000 to renovate the sterile processing department, enabling the re-launch of the surgery program after pandemic closure.
  • Launching Senior Life Solutions program: group therapy and psychiatric support targeted at local retirees and caregivers.

"Financial success, sustainability for our facility are going to be our number one challenge. And the way that we’re addressing that is through looking at the potential for new services, new service lines that make sense for a small facility in our community."
— Raymond Hino [12:29]

4. The Biggest Challenge for the Year Ahead

[15:11–16:40]

• Turning the Corner to Profitability:
  • As a district hospital with tax support, Southern Coos has often broken even, but is now striving for consistent profitability to ensure long-term service to the community.
  • Efficiency improvements and careful monitoring of costs and revenue streams are key.

"The hardest thing...is to move the needle as far as getting over the hump from basically a break-even over to a profitable, sustainable facility that is going to be here to serve this community for the next 50 years."
— Raymond Hino [16:25]

5. The Power of Collaboration: Clinically Integrated Networks

[17:09–20:01]

• Forming a Rural Hospital Network in Oregon:

  • Leading an initiative to create a clinically integrated network among 13 independent rural hospitals in Oregon.
  • Seeks to leverage group bargaining power, value-based care models, and shared services for operational efficiencies.
  • Inspired by similar successful networks in North Dakota and Colorado.

• Benefits Sought:

  • Stronger negotiating position with payers.
  • Potential for shared purchasing and service delivery efficiencies.
  • Expanded partnership opportunities, both federal and state supported.

"We’re starting to think about how can we band together...using the power of larger numbers for negotiation of payer contracting is one of the major opportunities."
— Raymond Hino [18:13]

6. Facility Expansion and Community Partnership

[20:10–22:06]

• Long-Term Infrastructure Planning:
  • Secured a $171,000 grant from local leader Bandon Dunes Golf Resort’s foundation to fund a master facility plan.
  • Planning future expansion and potential replacement of current hospital infrastructure to serve the community for the next 25 years.

"Last year in 2024, we celebrated our 25th year of service in our current hospital facility, which we outgrew long ago. And now we’re planning for the next 25 years."
— Raymond Hino [21:04]

• The Power of Local Relationships:
  • Emphasizes collaboration with major local employers, local government, and other healthcare providers as crucial for future success.

Memorable Quotes & Moments

Personal Connection to Rural Health:

"I just thrive and love that environment."
— Raymond Hino [05:32]

Optimism Despite Adversity:

"We’re not thinking of it in terms of devastation...we’re thinking in terms of, you know, where can we grow, where can we build, where can we create new systems that are going to benefit our community and support our facility."
— Raymond Hino [20:13]

Conclusion and Forward Look

Raymond Hino’s leadership story offers a template for nimble, community-based adaptability in rural healthcare. Through bold service expansions, creative partnerships, and a deep understanding of local needs, Southern Coos is working to rewrite the financial and operational narrative often facing rural hospitals. Hino’s optimism and strategic foresight underscore the crucial role such institutions play—not just in health delivery, but in the economic and social life of their communities.

Key Timestamps for Reference:

• 01:02 – Raymond Hino’s background
• 05:42 – Major initiatives: EHR conversion & pharmacy launch
• 09:40 – Pharmacy impact & lessons learned
• 10:05 – External pressures: Policy, funding, Medicaid/Medicare
• 12:29 – Financial sustainability & service expansion
• 15:11 – The path toward profitability
• 17:09 – Building a clinically integrated network
• 20:10 – Facility planning and community partnership

This summary captures the substantive dialogue of the episode, offering indispensable takeaways for healthcare professionals, rural leaders, and anyone interested in the evolving landscape of U.S. healthcare delivery.