Hospital CEO exits continue to slow at the start of the third quarter.
Hospital CEO turnover is slowing down as we head closer to the new year.
According to a new Challenger, Gray & Christmas CEO Turnover Report, the number of CEO changes across US sectors has slowed down as companies brace for a possible recession. This includes the healthcare sector, which was among the top sectors for turnover in recent months.
According to the report, only 3 hospital CEOs left their positions in October. This is a decrease from the 5 CEOs that made changes in September, and the 16 hospital CEOs who left their positions in October 2021.
Year to date, 85 hospital CEOs have left their jobs, either to serve in new positions or to retire. This is ten less than the 95 CEOs who made exits year to date in 2021.
"At the moment, the labor market is still tight, but companies are preparing for a recession. The leaders who are in place now are the ones companies have chosen to lead the company in at least the short-term," Andrew Challenger, senior vice president of Challenger, Gray & Christmas, Inc. said in a statement.
While hospitals and healthcare companies were among the leading sectors in CEO turnover in August (accompanied by technology firms and government and nonprofit entities), the numbers slowed in September and October.
"Job cut announcements are rising and hiring plans have slowed as we conclude 2022. The technology sector is seeing the bulk of these layoffs, and it is also where we are seeing a lot of CEO changes, but generally speaking, companies are holding onto their leaders," Challenger said.
The number of CEO changes at all US companies has slowed. In October the number of exits was 71, down 4% from the 74 announced in September. The number of exits is also 50% less than the 142 CEO exits made in October 2021.
Year to date, US companies have announced 1,040 CEO exits, an 8% decrease from the 1,133 CEOs who made exits through October 2021. The firm notes that this is the lowest January to October exit total since 2017, when 971 CEO exits were announced in that timeframe.
Rob Allen will step into his new role as president and CEO on December 1.
Salt Lake City, Utah-based Intermountain Healthcare has a new permanent president and CEO, following a thorough search process of distinguished healthcare leader candidates from across the country, the health system announced.
The Intermountain Board of Trustees named the organization's longstanding COO, Rob Allen, as the health system's next leader.
Allen, who has served as Intermountain's COO during the past six years, joined the health system in 2008 as a regional operations officer. He's also held positions within the health system including CEO of Park City Medical Center in 2008 and rural region vice president in 2011.
Prior to joining Intermountain, Allen's 25+ years of experience in healthcare leadership also includes serving as CEO for hospitals in Massachusetts, New Jersey, and Wyoming.
"I'm humbled and honored to serve as Intermountain Healthcare’s new president and CEO. I’m privileged to work with an incredible team of 60,000 caregivers and providers across seven states and 630,000 square miles. Every day, they carry forward our mission, one moment and patient interaction at a time," Allen said in a LinkedIn post about the announcement. "Together, we will honor the legacy of excellence at Intermountain by fulfilling our charge to be a model health system that inspires the world. Intermountain is a place for big ideas and even bigger hearts. I look forward to building the future with each of our caregivers and with the people in the communities we serve."
"Rob embodies the Intermountain values and will provide steady, servant leadership to the organization. He has always put our patients and caregivers first," Mike Leavitt, chair of the Intermountain Healthcare board, and former Utah governor and US secretary of Health and Human Services, said in a statement.
Allen will step into his new role and succeed interim president and CEO, Lydia Jumonville, on December 1. Following the leadership transition, Jumonville will serve as the executive sponsor of Integration for the health system until her planned retirement at the end of 2023.
Intermountain's previous permanent CEO, Marc Harrison, MD, announced his plan to retire in August. He stepped down after leading as president and CEO since 2016, to serve in a leadership position for a healthcare platform business with General Catalyst.
Sanford Health and Fairview Health Services have signed a letter of intent to combine into a single health system.
Midwest nonprofit health systems Sanford Health and Fairview Health Services announced today that they have signed a non-binding letter of intent to combine and create a new health system.
The merger will bring together the Sioux Falls, South Dakota-based health system and the Minneapolis, Minnesota-based systems to combine their experience serving rural and urban populations, and hope to provide accessible and equitable healthcare, accelerate population health and value-based care, and drive clinical innovation for rural, urban, and indigenous communities across the Midwest.
The organizations will sign a definitive agreement and following antitrust review, hope to close the deal in 2023. Following the close of the deal, the name of the parent company will be Sanford Health. The health systems will remain as nonprofit organizations, each with their own regional presence, and they will have their own leadership and regional boards within the markets they serve.
Bill Gassen, who currently serves as president and CEO of Sanford Health will serve as president and CEO of the combined system, while Fairview Health Services CEO, James Hereford, will serve as co-CEO for a year following the finalized transaction.
Sanford Health, which is the largest rural health system in the country, serves more than one million patients and 220,000 health plan members and has 47 medical centers across South Dakota, North Dakota, and Minnesota. Fairview Health Services, one of the most geographically accessible health systems in Minnesota, and has 11 hospitals, more than 80 primary and specialty care clinics, and numerous other facilities.
Together, the combined system will have 56 hospitals, 600 care sites, an established health plan, a specialty pharmacy and pharmacy benefit manager, and growing Medicare Advantage options.
"Our organizations are united by a shared commitment to advance the health and well-being of our communities," Gassen said in a statement. "As a combined system, we can do more to expand access to complex and highly specialized care, utilize innovative technology and provide a broader range of virtual services, unlock greater research capabilities and transform the care delivery experience to ensure every patient receives the best care no matter where they live."
"With Sanford Health, Fairview Health Services has found a partner that shares our Midwestern values and our commitment to affordable, accessible and equitable care delivery," Hereford said in a statement. "Our complementary capabilities mean that together, we are uniquely positioned to improve clinical outcomes, develop new care delivery models, expand opportunities for employees and clinicians across our broader operational footprint, and apply our combined resources to positively impact the well-being of our patients and communities today and for decades to come."
What are the benefits of this deal?
According to the FAQ page about the deal, the merger will have many benefits for both organizations, their patients, and their employees.
The combined system will create more patient access to care, including specialized medical care such as advanced diagnostics and treatments, complex surgeries, and nationally ranked subspecialties, and increase access to innovative behavioral health services
Patients will have an increase in access to virtual care capabilities, including the integration of novel technology and leading-edge innovation
Patients will also have more access to accelerated population health and value-based care
Clinicians will have more access to resources, collaboration opportunities, and a more robust peer network
Employees will have new opportunities for career growth and professional development, training, and geographic mobility
The Walgreens-owned primary care company entered a definitive agreement last week to acquire SummitHealth-CityMD.
VillageMD, a Walgreens-owned primary care organization, has penned a deal to acquire primary care and urgent care organization, Summit Health-CityMD.
The $8.9 billion deal, first announced last week, will include a $3.5 billion investment of an even mix of debt and equity from Walgreens Boots Alliance (WBA), which has a 63% ownership stake in VillageMD, to support the acquisition.
Additionally, Evernorth, a subsidiary of Cigna Corporation that creates and connects benefits, pharmacy, and care solutions, will invest in VillageMD and become a minority owner, in an effort to commit to the acceleration of value-based services.
The combined organization will have more than 680 provider locations across 26 markets, creating a multi-payer platform that leverages VillageMD's value-based care expertise and Summit Health-CityMD's primary and multispecialty care expertise.
HealthLeaders reached out to VillageMD and Summit Health-CityMD about what this acquisition will mean for patients and how this deal plays a role in their overall strategy.
"Both VillageMD and Summit Health-CityMD have a shared goal of providing excellent patient experiences while reducing the total cost of care. As part of VillageMD's value-based care model, physicians and APPs work to see their patients at the right time, when they need it, and how they need it. VillageMD’s integrated care model also yields a reduction in patient hospital readmission when a patient sees their providers at the right cadence," the organizations said in a joint statement.
"For Summit Health-CityMD, the integration will support and accelerate its path into value-based care, building on its mission to provide leading primary, specialty, and urgent care while also driving clinical outcomes and cost savings. For VillageMD, it supports the overall mission to transform the way health care is delivered in the United States and in areas like the Northeast and Central Oregon where Summit has a strong presence."
Pending regulatory approval, the deal is expected to close during the first quarter of 2023. "For the foreseeable future, we will continue to operate as separate companies and focus on ensuring a successful transition for employees, physicians, and patients," the organizations said.
Immediately following the acquisition announcement, Moody's Investors Service placed Walgreens' ratings under review for downgrade, due to the investment being financed by cash on hand and debt.
Additionally, only a week after the acquisition announcement, Walgreens and Village MD announced that the organizations opened the first Village Medical at a Walgreens primary care practice in Las Vegas, with more locations scheduled to open in the market by the end of the year.
Carol Campbell, who serves as senior vice president and chief experience officer for Ascension, shares the importance of consumer experience work.
Carol Campbell joined Ascension, a nonprofit Catholic health system headquartered in St. Louis, Missouri, at the beginning of this year as the system's inaugural senior vice president of consumer experience. She now serves as senior vice president and chief experience officer for the health system, which serves 19 states through more than 140 hospitals, where she continues to lead the organization's consumer experience work.
Campbell recently connected with HealthLeaders to share what the first year in her role has looked like so far, what she's looking forward to leading, and how health systems can learn from other sectors when it comes to patient and consumer experience. She also shares the importance of the consumer experience in healthcare and ministry-driven organizations.
This transcript has been lightly edited for clarity and brevity.
HealthLeaders: How does consumer experience play a role in Ascension's overall strategic plan?
Carol Campbell: Our consumers are the core of "why we do what we do." The people and communities we serve are the reason for our focus on delivering a deeply personalized and frictionless experience that reinforces trust, while also providing moments of delight. When we deliver great experiences that bring people back, time and again, we build relationships that deliver value to those we serve, our associates, and our ministry.
HL: What has been your experience leading as SVP and Chief Experience Officer for Ascension?
Campbell: I wish others could feel the level of joy I've experienced in this role; to be part of a mission-based organization so deeply focused on doing what is right for those we serve, especially those who are most vulnerable. Delivering healthcare can be complex, but we try to ensure we're not passing along that complexity to our patients so we can instead bring a positive experience to all we do throughout Ascension.
I've worked for two other well-known big brands where consumer experience is deeply embedded in the organization. But, at Ascension, delivering for our consumers is woven into our identity and who we are at our core as a healing ministry.
I have also experienced an unparalleled level of support at Ascension as we think big and lean into actions to help drive transformation across each touchpoint of the consumer experience.
HL: What short-term and long-term goals were you able to make headway in so far?
Campbell: Ascension has a solid framework to help prioritize what is most important and remove barriers to getting work done, and I've been impressed at how that framework has already enabled progress in our consumer experience work.
We've made great strides in improving access through our call centers, improvements to engage with and help patients navigate our website, and enhancing our capabilities to follow up with patients post-visit.
HL: What are you looking forward to working on in your second year?
Campbell: As with any role, the first year is about deeply listening to understand. I've been visiting our care sites regularly, talking with our frontline teams, and listening to their views on what we need to do to make it easier for them to serve our patients. I love doing this, and don’t expect it to slow down as I head into year two. We now have a refined CX organizational structure and tight priorities, so year two will be about bringing those priorities to life across the many markets we serve.
HL: How has working in consumer experience in other sectors helped you in this role? What can healthcare leaders learn from other sectors when it comes to the patient and consumer experience?
Campbell: The time I've spent working in different industries has helped me build a framework through which I can think about consumer experience as a discipline and identify how consumer needs, attitudes, and behaviors function similarly. We can also look at how other industries address common friction points. For example, healthcare is not the only industry with unpredictable wait times. The airline industry also deals with this challenge. There are exciting ways we can study what other industries do and apply learnings to our environment and dynamics in healthcare to make an impact on those we serve.
I think it's healthy to be curious and explore what others are doing, how consumers respond to those experiences, and what we can learn from them. This includes challenging my team to take note of the day-to-day experiences they have, and how they feel about them. There's a good chance that our team members' own experiences, along with their observations as consumers, could lead to helpful insights to better understand and serve all who come to us for compassionate care.
CEO Roxanna Gapstur, PhD, RN, shares details about the health system's new "Path to 2030" initiative, which includes a commitment to cut greenhouse gas emissions in half by 2030.
WellSpan Health, a nonprofit health system that serves south central Pennsylvania and northern Maryland, has made a commitment to create a greener future for its communities.
Last month, the health system announced it has created a new sustainability strategy called "Path to 2030." With buy-in from the organization's top leaders down to its workforce, the strategy includes multiple industry pledges and actionable steps to take toward WellSpan's commitment to reduce greenhouse gas emissions by 50% by 2030.
In an interview with HealthLeaders, WellSpan President and CEO Roxanna Gapstur, PhD, RN, shares details about the organization's sustainability strategy, which includes diversifying its supply chain, creating sustainable clinical operations, and reducing water, waste, and chemical use.
This transcript has been edited for clarity and brevity.
HealthLeaders: What impact does healthcare have on the environment?
Roxanna Gapstur: According to Practice Greenhealth, which is one of the collaborators we use for our program, our industry creates more than 30 pounds of waste per hospital bed per day.
Eight-and-a-half percent of national greenhouse gas emissions are from healthcare and amount to about $8.3 billion in industry and energy costs.
We tend to also be the highest users of water in our communities as well, especially with hospital care.
HL:Where did the idea for WellSpan's "Path to 2030" sustainability strategy come from?
Gapstur: We all know that environmental factors create additional health threats to our communities. In fact, there have been some estimates that up to 25% of disease burdens and chronic health conditions are impacted by climate change and pollution. There's a great reason for health systems, in general, to want to contribute to having healthier communities, and also contribute to a healthier Earth and climate for all of us, because all of us have that mission.
For us, what that means is a passion for how we can be part of the improvement. We've signed on to two significant industry pledges. The first was the US Department of Health and Human Services Health Care Sector Climate Pledge, and the second is the Healthcare Without Harm climate pledge from the World Health Organization.
We've committed as an organization to reducing greenhouse gas emissions by 50% by 2030 and we'd like to be carbon neutral by 2050. That's a stake in the sand that our board of directors and senior leadership team have made, and it's something that our employees have appreciated.
As an organization that is committed to health equity, we feel it's also really important because as we know, often vulnerable populations take the brunt of climate change inclusion because of the areas where they live.
HL: What are the main aspects of WellSpan's "Path of 2030" sustainability strategy and how does the health system plan on addressing these?
Gapstur: We have three areas of focus.
1. The diversity of our supply chain.
We all know that the supply chain has been disrupted through COVID and one of the things we learned as an organization, and perhaps as an industry, was to have more flexibility in our supply chain. We also take seriously the fact that we're generally the largest employer and we have a large economic impact in our counties across south central Pennsylvania, so diversifying our supply chain is a good thing to do for many reasons, including our sustainability strategy.
We're increasing our reliance on local suppliers, including partnering with local food suppliers, like Bell & Evans' in Lebanon County and Wayne Nell & Sons Meats in Adams County. We'll be purchasing a lot more of our meat, dairy, and produce from local suppliers, which cuts down on transportation time; all of those things that contribute to the environment. It also has the secondary impact of improving the economy in our area because we're reinvesting dollars in our area.
2. Sustainability and clinical operations.
We've had a lot of work going on already at WellSpan Good Samaritan Hospital in Lebanon, where we've taken our first steps with receiving a Practice Greenhealth 2022 partner Recognition Award. We received that because we have reduced medical waste by using centralized bins and reusable sharps containers, and we've been conserving resources in the operating room there and that accounts for about 30% of our hospital waste.
We're moving to reusable hard cases for our surgical kits, we're replacing disposable containers with a fluid management system, and we're reviewing kits annually to eliminate unnecessary supplies. We're also using reprocessing and addressing the carbon footprint of anesthesia gas, and recycling clinical plastics.
Last year, we avoided 112,000 pounds of waste to landfill through clinical device reprocessing alone. It's exciting for us to have that kind of impact so soon in our sustainability journey.
3. Reducing energy and water consumption.
We're going to be introducing hybrid vehicles into our fleet, which means we'll need more charging stations, and we'll also be installing our first charging stations across south central Pennsylvania, and we're expanding that program now.
We're also evaluating plans to expand solar energy. What a lot of people don't know in south central Pennsylvania is that we have a solar farm on our WellSpan Philhaven campus in Mount Gretna. We're going to start to leverage more green energy from there.
We're improving some inefficiencies in our courier service and announcing some specific goals for water waste and chemical use reductions. Those will be good things for our communities, but also for our employees who may be using certain chemicals.
HL:What financial investments have you or will you make for this?
Gapstur: Our CFO has been a member of the project team and this work is borne out of the area that she leads. She's been part of the strategy right from the beginning and is very supportive of the long-term investments that we need to make to improve the climate and improve the health of the community. It's nice to have our CFO on board and our finance committee, knowing that in the short term we may need to spend a little bit more money on certain things in order to get that long-term benefits.
One example of that is we are building a new critical care and surgical tower at our flagship hospital to modernize that whole facility. With that, it is going to become the very first healthcare facility in south central Pennsylvania that is LEED Gold Certified, and that did involve a little bit of extra investment, but we think because that tower is going to be here for many years to come, that it's the right thing to do for the environment and for our teams. There will also be dedicated green space on that campus in a sustainable and energy-efficient design that will promote a great environment for the patients and will have less impact on the community around us.
HL:What advice do you have for other hospitals and health systems on addressing environmental issues?
Gapstur: Consider how sustainability and this kind of work fits into your strategy as an organization. As healthcare organizations, I would also recommend considering how it impacts your vulnerable populations and your health equity strategy as well.
Engaging the board and the senior team is a good thing to do at the beginning of thinking about something like this because it creates a burning platform and a foundation for the work going forward.
Pete November, who became CEO at the beginning of the month, promoted and appointed 10 leaders to the system's top spots.
Ochsner Health announced a new executive leadership team recently, including a new CEO for the New Orleans-based nonprofit academic health system.
At the beginning of November, Pete November succeeded Warner Thomas who left his post after a decade to serve as president and CEO of Sutter Health in Sacramento, California. November has served in numerous leadership positions for Ochsner, most recently serving as executive vice president and CFO for the health system.
Previously, he served as executive vice president and digital health and administrative officer, as well as senior vice president, general counsel, and chief compliance officer for Ochsner.
The new executive leadership team includes the appointments of:
Robert Hart, MD, as chief physician executive for Ochsner Health and president of Ochsner Health
Hart, who most recently served as the health system's CMO, joined Ochsner in 1994 as a pediatrician and internist. In his new role, he will lead the health system's clinical enterprise of more than 4,500 employed and affiliated physicians. He will also lead the creation and growth of world-class healthcare patients. Hart will be "instrumental" in leading all aspects of the organization's clinical and other operations to ensure high-quality care is provided to patients and to ensure the best environment for physicians and providers.
Hulefeld joined the health system in 1998 and has served in numerous leadership positions, including as COO for the organization. In his new role as president and COO, he will lead the clinical operations of the system's 47 hospitals and over 370 clinics. Additionally, he will oversee corporate functions such as information services and Ochsner's North Louisiana region.
Tracey Schiro as executive vice president, chief human resources officer and chief administrative officer
Schiro joined Ochsner in 2007 as assistant vice president of compensation, benefits, and human resources information systems. She most recently served as executive vice president and chief risk and human resources officer on the executive team. She will lead all aspects of human resources for the organization's more than 36,000 employees, as well as leading talent acquisition, compensation and benefits, employee development and learning, and employee wellbeing programs. She will continue to oversee the system's risk factors, including compliance and legal.
Scott Posecai as executive vice president, CFO and treasurer
Posecai, who joined Ochsner in 1987, became CFO in 1995 and held that role until 2001 when Ochsner Clinic and Alton Ochsner Medical Foundation merged. Following the merger, he served as CFO of Ochsner Clinic Foundation and has served as treasurer since 2018. Most recently he served as executive vice president of insurance partnerships and treasurer for Ochsner. He will once again be responsible for the organization's accounting, financial planning and analysis, reimbursement, and revenue cycle functions.
Denise Basow, MD, as executive vice president and chief digital officer
Basow joined Ochsner in 2022 as the system's first chief digital officer. She will continue her role in growing the system's expanding suite of digital programs, which includes innovationOchsner, virtual care, remote patient monitoring, and chronic disease management. Additionally, she will lead Ochsner's physician medical information officers. She will also lead the system's effort in being the most consumer-friendly healthcare organization.
Seoane joined Ochsner in 2001 and has served in numerous leadership roles, including head of Queensland Ochsner Clinical school and medical director of the Ochsner Medical Center Lung Transplant Program. In his new role, he will lead the system's continuum of education, which includes undergraduate, graduate, continuing medical education, and research initiative programs. He will also oversee the system's partnership with the University of Queensland Ochsner Clinical School and continue to serve as the executive leader for Ochsner's Health State initiative. Additionally, Seoane will continue to serve as interim CEO of Ochsner LSU Health System in North Louisiana, associate vice-chancellor of academics for LSU Health Shreveport, and professor of medicine for the University of Queensland.
David Gaines, as executive vice president and chief external affairs officer
Gaines joined the health system in 2010 and most recently served as CEO of health and wellness solutions and senior vice president of public affairs. In his new role he will serve as the organization's voice and liaison with donors, media, elective officials, and community leaders. Gaines will lead the system's marketing, public relations, and communications teams, while overseeing the organization's philanthropy efforts.
Grimes joined Ochsner in 2020 as system vice president and chief diversity officer, where she has driven the organization's diversity and inclusion efforts. She will continue to play a leading role in the organization's workforce and employee strategy and will develop diversity and inclusion policies and practices that promote recruitment, retention, workforce planning, and career development. She also manages Ochsner's health equity strategy in collaboration with Dr. Eboni Price-Hayward.
Additionally, November promoted:
Corwin Harper, as senior vice president and chief growth officer
Harper joined the health system in 2021 as CEO of the system's Northshore and Mississippi Gulf Coast Region. He now serves as the system's first chief growth officer, where he will focus on growth initiatives to find new and nurture existing partnerships and business ventures. Recently, he was honored by the National Association of Health Services Executives for his dedication to creating DEI in healthcare.
Jeffrey Fernandez, as senior vice president, population health and CEO of Ochsner Health Plan
Fernandez began his career with Ochsner Health Plan of Louisiana as an account executive between 1996 to 1998. In 2022 he returned to the organization to serve as CEO of Ochsner Health Plan. He also leads Ochsner Health's efforts in alternative care models. In his newly created position as senior vice president of population health, he will oversee the growth of Ochsner Health Network, which is Louisiana's largest clinical integrated network. He will focus on risk-based and value-based delivery models and the Ochsner Accountable Care Network.
"I'm honored to lead Ochsner with an exceptional team of leaders," November said in a statement. "Our executive team brings a wealth of talent and knowledge to our organization with a mix of longstanding Ochsner leaders bringing a combined 150 years of service at Ochsner to the team, and professionals who recently joined our team with decades of expertise from the nation’s leading healthcare, insurance, and digital health organizations. This is a team that has a proven track record of success and a commitment to servant leadership, inclusivity, and teamwork. I could not be prouder to work with this team."
November and his executive team's appointments come three months after Ochsner Health merged with Rush Health systems, becoming Ochsner Rush Health. This added seven hospitals in Mississippi and Alabama and 30 clinics to Ochsner's growing footprint of more than 40 hospitals and 100 health centers and urgent cares.
The healthcare sector remains one of the top sectors to experience notable monthly job gains.
Employment in the healthcare sector saw notable gains during the month of October, according to the latest U.S. Bureau of Labor Statistics (BLS) employment situation summary.
Following the month prior where the sector returned to its pre-pandemic level, healthcare rose by 53,000 jobs in October.
The ambulatory healthcare sector gained 31,000 jobs, with notable gains found in physicians' offices (+10,000) and home healthcare services (+6,000). Additionally, nursing and residential facilities and hospitals both gained 11,000 jobs each.
During the year, so far, the healthcare sector has gained:
So far in 2022, healthcare sector employment has increased by an average of 47,000 a month, according to the BLS. In 2021, the healthcare sector only gained on average 9,000 jobs a month.
Total nonfarm employment rose by 261,000 in October, and the unemployment rate rose to 3.7%, according to the BLS. Along with the healthcare sector, professional and technical services, and manufacturing, were among the notable job gains during the month.
On average, total nonfarm employment saw an increase of 407,000 jobs on average per month, which is lower than the 562,000 monthly job growth seen in 2021.
BLS reported that Hurricane Ian, which wreaked havoc across southwestern Florida, had no discernible effect on employment and unemployment data for September or October.
Sandra Lindsay, RN, MBA, DHSc, shares insights into her background and new role.
Editor's note: This conversation is a transcript from an episode of the HealthLeaders Podcast. Audio of the full interview can be found here and below.
The first American to be vaccinated against COVID-19 with the Pfizer and BioNTech vaccine was Sandra Lindsay, RN, MBA, DHSc, a nurse leader at Northwell Health in New York. In recognition of that decision, she received the Presidential Medal of Freedom.
Lindsay continues to be a vaccine advocate, and recently became the health system's vice president of public health advocacy, where she will help the organization educate underserved populations to better understand health.
In a recent podcast interview, Lindsay shared her experiences during the pandemic, and gives insights into how her personal background has played a role in her professional life and what she aims to accomplish in her new role.
This transcript has been edited for clarity and brevity.
HealthLeaders: Can you share your personal and professional background and what drew you to working in healthcare?
Sandra Lindsay: I was born in Jamaica, [in the] West Indies, and I migrated here at the age of 18. I completed what we call primary and high school in Jamaica. I came here to pursue my dream of becoming a nurse.
I grew up with my grandparents; my grandmother had chronic illnesses, so I took care of her, and I enjoyed taking care of her. I think, naturally, I was just drawn to becoming a nurse.
When I came here, that journey took some twists and turns. I came here, I think, with $50, not enough to enroll in school. I didn't come on a scholarship and so I had to work to get my application fee for school, for tuition, for books. I worked at local supermarkets [and] convenience stores, I did babysitting, and I remember the day I worked up enough money to apply to a two-year college, Borough of Manhattan Community College, which is where I got my foundation.
I graduated from school in March of 1994 and joined the team at Lenox Hill Hospital as a clinical nurse, or what we call an entry-level registered nurse in the field of oncology. I did that for about three years. Then I was eligible for tuition reimbursement, and I decided to pursue my Bachelor's, get a Master's in business administration, and then went on to get my Doctorate.
It's been a slow, steady journey, but [there is] nothing that I would change about the journey because I've learned so much along the way. And every rung of that ladder has prepared me for where I am today.
HL: In December of 2020 you volunteered to be the first American vaccinated against COVID-19 with the Pfizer and BioNTech vaccine. What was that experience like and what were your experiences during the pandemic?
Lindsay: [I worked] on the frontlines and [led] a team of over 300 people during the pandemic. Every day you did not know what you were going to walk into. There were so many unknowns. It was mentally and physically exhausting. I witnessed overwhelming loss, harm, [and] trauma experienced by myself and others. It was this huge burden that I was carrying around.
I didn't have answers for staff, who, usually in a crisis, are looking to the leader for answers. What was important for me to demonstrate and to share with people was transparency: being open and honest with people that I don't have all the answers, but as soon as I get some insight I would share with them.
When I heard approximately six days after the World Health Organization reported that COVID-19 was a pandemic, [that] Pfizer came out with their intention to develop a vaccine. I was following all of that. I read the initial study and I was comfortable with what was reported in the study findings; [I] weighed the risks versus the benefits. I knew that all the interventions of social distancing, hand hygiene, and wearing our masks were preventative strategies to prevent the spread of the virus, but it wouldn't help us get rid of the virus and curb the harm, the trauma, and the death, like vaccines can do and have been shown to do.
I was very comfortable. I was an advocate. I walked around talking about how much I can't wait for the vaccine to come to market, that I would go wherever the vaccine is being offered, just to get that extra level of protection. I was excited when I heard that the vaccine got emergency use authorization, and that it was coming to New York, and that it was coming to Northwell.
I volunteered to be among the first set of people who got vaccinated at Northwell. I did that in addition to what I saw as my professional responsibility, [but] also my civic duty. We are in the throes of this pandemic, [and] I think it's everybody's responsibility to do their part, to help the situation. I saw it also as protecting myself and my family. I wanted to instill public confidence in the science, particularly among people of color; due to historical experiences, I knew that there would be some fear and hesitation about getting the vaccine. So, those were my reasons for wanting to get vaccinated, and it still remains one of the best decisions that I've made in my life.
HL: What was your experience receiving the Presidential Medal of Freedom?
Lindsay: That was surreal. That was so far out of my thoughts; when I got the call, I thought it was a prank call. This doesn't happen to normal people like me. When I see these medals being given out in the past, I always associated it with celebrities, people of great influence, and so that was the furthest thing from my mind.
But I am really grateful. I share the spotlight, and recognition, and all the accolades that I've gotten with my fellow healthcare workers, nurses, women, woman of color, [and] immigrants. It comes at a timely point in our lives in society when there's so much turmoil, especially among immigrants and what immigrants stand for. I was extremely proud to stand there as an immigrant and have President Biden bestow the highest honor on me. I share this with all these groups that I identify with.
HL: At the beginning of October you were named Northwell Health's VP of public health advocacy. What short-term and long-term initiatives are you excited to lead in this new role?
Lindsay: I'm excited to use my expertise and influence to bring about change. As it relates to my role here at Northwell Health, that is working with the organization to raise health standards, and to provide better health for the diverse communities that we serve. We endeavor to close the health disparities gap and I'm excited to be a part of that, [and] to help the organization to realize its mission of providing compassionate and equitable care.
We're still in the pandemic. COVID is still happening. [We're] still working short-term to continue to educate people about preventing COVID [and] influenza, and educating and encouraging people to get vaccinated.
A long-term goal is helping the organization to do what I call "do health better," before we do healthcare. It's getting into the underserved communities helping them to understand health, [and] working with our different divisions: population health, community health, global health.
It's working with other executives to create sustainable programs, initiatives, and structures so that we can do health better, so that when people do need healthcare, they feel comfortable coming to us as a trusted partner and knowing that we will be there for them.
HL: How does your background as an immigrant, a woman of color, [and] a nurse help define your leadership style?
Lindsay: My current leadership style is a combination of being a servant leader; being of service to people, [and] transformational leadership. It's helping people to develop and grow, starting from wherever they are.
My upbringing has prepared me for this leadership style. Growing up with my grandparents, they were always serving the community, so I saw firsthand what service and giving back was like. When I started as a bedside nurse, it was in service to my patients. As a leader, it was in service to my staff. And now in this vice president role, it's in service to a larger community, both nationally and internationally.
HL: Do you have any advice you'd like to share for women, immigrants, and for people of color who aspire to be leaders in healthcare?
Lindsay: My advice is to— it might sound cliche, but it's true— never give up on your dream. Just stay focused. The journey is going to be windy, and it's not one straight journey, but there is value in those twists and turns.
It's learning the lessons, applying them, [and] surrounding yourself with positive people.
Seek out mentors who can help you to develop and grow. And when you get there, pay it forward to somebody else.
Make a commitment to lifelong learning. It's not just getting the position you want and [then] you're done. There is always something to learn, and that's how you develop and grow as an individual and as an expert in whatever field you decide to get into.
Following six months of closely working with retiring CEO, Randy Oostra, Arturo Polizzi was appointed the new CEO effective November 1.
After serving 25 years with ProMedica, Randy Oostra has retired from his position as CEO. His last day with the nonprofit integrated health system was on October 31.
Effective November 1, Arturo Polizzi, who most recently served as the health system's COO, took over as CEO following a unanimous confirmation from the board of directors, the health system announced.
The leadership change follows a six-month transition period, where Oostra and Polizzi closely worked together to ensure a smooth leadership change for the organization.
"I've worked closely with Arturo for many years, and I'm confident he will be an exceptional CEO for ProMedica," Oostra said in a statement. "We have been working on a transition plan for some time, and despite the challenges brought about by the pandemic, he is well prepared to continue moving the organization toward long-term financial stability and success."
Polizzi, who started his career at ProMedica as an in-house attorney in 1998, has served in various strategic and operational roles for the organization over the past 20 years, including serving as associate general counsel, COO for ProMedica Toledo Hospital and Toledo Children's Hospital, chief human resources officer, president of ProMedica Toledo Hospital and Toledo Children's Hospital, and president of Metro Region Acute Care where he oversaw operations for ProMedica's metro Toledo hospitals. He briefly left the health system to serve as president and CEO of The Christ Hospital Health Network in Cincinnati, Ohio between 2018 and 2020, but came back in 2020 to serve as COO of ProMedica.
"We are pleased to confirm Arturo Polizzi as ProMedica’s next CEO," ProMedica board chairman, Bob LaClair said in a statement. "His extensive, proven leadership at ProMedica and previous health network CEO experience make him a strong asset, and we are confident that Arturo is the ideal choice to further ProMedica’s mission and lead the organization into the future."
LaClair also thanked Oostra for his 25 years of commitment to ProMedica and its communities. "Randy has played a pivotal role in helping to transform health care, establishing ProMedica as a leader in addressing the social determinants of health starting more than a decade ago. He has also embraced the anchor Institution philosophy in a way that few other leaders have, resulting in wide-reaching community support that has been a catalyst for many positive changes. We have been inspired by his leadership and commitment to health care and the community, and we wish him all the best in his next chapter," he said.
Oostra joined ProMedica in 1997 and served as vice president of ProMedica Toledo Hospital. Over the next 25 years, he would serve in numerous hospital president roles. In 2006, he became COO and president of the health system, and in 2009 he took on the role of president and CEO.
Oostra began discussing his retirement and succession plan with the health system board prior to the COVID-19 pandemic, but put those plans on hold to lead the health system through that time of challenge and uncertainty, the health system said.
"Serving ProMedica for the last 25 years has been the highlight of my career," Oostra said in a statement. "Over the years, we have had the pleasure of working with so many dedicated caregivers, board members, and community leaders who have inspired our work daily. As part of ProMedica, I’ve also been grateful for the opportunity to connect with many incredible individuals as we have worked to address the social factors that significantly impact health outcomes. Together, we have made meaningful progress in the way health care is delivered. It has been a true honor and privilege to lead ProMedica and serve our communities."