Saturday, April 15, 2017

Susan DeMarco, Director, Organizational Development, Exeter Health Resources


Today's guest is Susan Clay DeMarco, Director of Organizational Development for Exeter Health Resources. Exeter Health Resources is a healthcare system that includes the Exeter Hospital, a 100-bed community hospital, Core Physicians, a multispecialty physician group, and Rockingham VNA. 

In this podcast, Sue shares how she started in parks and recreation management, making a transition to organizational development and healthcare later in her career. She is a professional coach, certified by the International Coach Federation, and leads Exeter Health Resources' management and leadership development programs, working with individuals and groups within the organization.

Sue is interviewed in this podcast by University of New Hampshire students Carly Barber and Jessica Fucci. 

 

Links to the Podcast
Soundcloud: https://soundcloud.com/healthleaderforge/sue-demarco-director-of-organizational-development-exeter-hospital
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/ywim4i64X2Q

Podcast Outline

Time         Topic
0:01:34 background and education - parks and recreation, MPA
0:05:49 leadership in outdoor parks, learning HR by doing
0:07:28 healthcare as a second career
0:08:32 what is special about Exeter Hospital
0:10:29 senior education specialist - teaching management skills
0:13:37 what is organizational development (OD)
0:15:10 does every organizaiton have an OD specialist
0:16:04 Why OD?
0:16:56 Talent management and succession planning
0:18:53 favoirte part of being the director of OD
0:19:37 day-to-day responsibilities of the director of OD
0:22:26 working with individuals - coaching
0:24:20 behavioral coaching
0:25:37 new manager training program
0:28:45 onboarding for senior executives
0:34:01 Core Physicians
0:34:44 emotional intelligence
0:37:24 how to improve emotional intelligence
0:40:58 strengths based change and appreciative inquiry
0:43:35 executive coaching
0:47:03 which certifications were most valuable
0:49:58 characteristics of a good OD leader
0:50:56 leadership philosophy
0:52:45 characteristics of a good leader
0:54:06 who did she learn her leadership from
0:56:06 what are the challenges of teaching leadership
0:57:03 leaderhsip lessons the hard way
0:58:05 what does she look for in leaders
0:59:09 what is organizational culture
1:00:51 how do successful leaders shape organizational culture
1:02:06 Sue's mentors
1:04:59 what does a good mentor do
1:06:30 how important are mentors
1:07:05 does she mentor now
1:07:48 professional associations
1:08:52 book recommendation for early careerists
1:09:36 opportunities in organizational development field
1:10:58 advice for early careerists


Topics Discussed:

Exeter Health Resources (Exeter Hospital, Core Physicians)






also of interest:
Kevin Callahan, President and CEO of Exeter Health Resources
Chris Callahan, Vice President, Human Resources, Exeter Health Resources


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Saturday, April 1, 2017

Dr. Skip Homicz, DDS, FAGD, Dental Director, Families First Health and Support Center


Today's guest is Skip Homicz, the Dental Director of Families First in Portsmouth, New Hampshire. Families First is a Federally Qualified Health Center in the seacoast area that provides a range of health care services to all patients, regardless of their ability to pay. Dr. Homicz - a dentist by training - is the Dental Director at the organization. He also serves as a staff dentist as well.

Dr. Homicz is a graduate of Cornell University and Columbia University College of Dental Medicine. He served in the Navy Dental Corps before going into private practice in a small town in New Hampshire. In the early 2000s, he began the dental component of Families First, later serving as the Dental Director and the Director of the oral health component of the homeless outreach program at the center. In 2016, he was awarded the Etherington Award for his achievements in bettering the lives of others through dentistry. 

Also of special note is that this podcast was guest-hosted by Sameer Panesar, a senior at UNH, who was interested in interviewing Dr. Homicz due to Sameer's interest in going to dental school. I talk to Sameer about his takeaway from the interview at the beginning of the podcast. Sameer did a great job with the interview, and I am looking forward to having more students guest host in the future.



Links to the Podcast
Soundcloud: 
Extended version: https://soundcloud.com/healthleaderforge/dr-skip-homicz-dds-director-of-dental-services-families-first
Edited version: https://soundcloud.com/healthleaderforge/dr-skip-homicz-dds-dental-director-families-first-health-and-support-center-edited
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/9RrTDTCMpbQ

Podcast Outline

(this outline applies to the full length version)

Time      Topic
0:03:20 Biology Undergrad at Cornell

0:05:25 Dentistry School at Columbia
0:07:35 US Navy Dental Corps
0:10:52 identity as a dentist
0:11:41 starting a private practice in Antrim, NH
0:15:08 comparing private practice to military practice
0:16:26 32 years of private practice
0:17:44 being the Monadanock Trustee to the NH Dental Society
0:20:07 coming to Families First as Dental Director
0:22:12 what is a federally qualified health center
0:26:19 comparing private practice to practice in an FQHC
0:30:06 why a dental practice in an FQHC
0:32:13 role of the Dental Director
0:34:35 describing the practice
0:36:41 patient volume
0:37:12 scope of service
0:41:07 financing the practice
0:45:08 why do patients come to Families First for dental care?
0:46:38 homeless program
0:50:28 the New Hampshire Dental Society
0:53:22 responsibilities as chairperson and president
0:55:09 what do people misunderstand about dentistry?
0:57:29 leadership philosophy
0:59:53 characteristics and behaviors of a good leader
1:00:53 what do you look for when hiring a leader
1:01:44 leadership learned the hard way
1:03:38 being mentored
1:07:18 being a mentor
1:09:21 what should early careerists know about dental medicine?

Topics Discussed:

Families First Health and Support Center

New Hampshire Dental Society

US Navy Dental Corps

Columbia College of Dental Medicine



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Wednesday, March 15, 2017

Warren K. West, MBA, FACHE, CEO, North Country Healthcare



Today’s guest is Warren West, the CEO of North Country Healthcare. North Country Healthcare is a newly founded system of four critical access hospitals in the North Country of New Hampshire. North Country Healthcare is a unique system because it does not include a larger community hospital or medical center as an anchor.

Warren started his career in healthcare at the age of sixteen when he became a housekeeper at Children’s Specialized Hospital in New Jersey, a rehabilitation hospital where he would eventually rise to vice president for administration. In this podcast we talk about Warren’s career, about his leadership philosophy, and the challenges of providing comprehensive healthcare in a rural setting in a time of massive change in the healthcare industry.

Links to the Podcast
Soundcloud: 
Extended version: https://soundcloud.com/healthleaderforge/warren-k-west-ceo-north-country-healthcare
Edited version: https://soundcloud.com/healthleaderforge/warren-west-ceo-north-country-healthcare-edited
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/rEz9dFkyssc

Podcast Outline
(this outline applies to the full length version)

Time         Topic
0:01:40 starting out in housekeeping at Children's Specialized
0:03:10 Public Service Administration at Waynesburg
0:04:01 Switching to Healthcare Administration, MPA at Seton Hall
0:04:53 returning to Children's Specialized Hospital - security guard to intern
0:05:38 about Children's Specialized Hospital
0:06:37 transition to Assistant Administrator, Children's Specialized Hospital
0:08:30 VP of Administration, decision to leave Children's 
0:09:10 recruited by Healthsouth to be CEO of HealthSouth Meridian Point Rehabilitation Hospital
0:09:52 for-profit vs. not-for-profit healthcare
0:12:04 the transition to CEO
0:13:00 Vice President-Rehabilitation, Neurosciences and Occupational Health Services, Saint Barnabas Healthcare System 
0:14:24 setting goals - personal and professional
0:17:30 President and CEO of Copley Hospital and Health System - lessons learned up till then
0:19:01 challenges at Copley
0:21:16 converting Copley to Critical Access status
0:23:10 Federally Qualified Health Clinic look-alike status 
0:25:51 President and CEO of Littleton Regional Healthcare
0:29:50 the impact of geography on Copley vs. Littleton Regional
0:32:45 Certification of Need (CON) programs
0:36:27 coming in at the top - senior leadership transitions
0:39:08 challenges when taking over Littleton Regional
0:43:30 financing growth - getting access to capital
0:44:26 being the leader of the largest not-for-profit in the region
0:45:24 how does the CEO and the hospital interact with the business community
0:46:34 focus on population health and risk contracting 
0:48:23 North Country Healthcare
0:50:07 the benefit of the affiliation - size, scale, quality
0:51:54 risk based contracting
0:53:09 the genesis of North Country Healthcare
0:55:28 who were the major stakeholders that had to buy in
0:56:12 transition to CEO of North Country Healthcare
0:57:04 board structure of North Country Healthcare and its affiliates
0:59:24 System CEO to hospital presidents
1:00:32 system level efficiencies
1:01:22 ACO participation and "Community Care Organization" or "CCO"
1:04:42 being a fellow of the American College of Healthcare Executives
1:06:18 leadership philosophy
1:07:33 characteristics of a good leader - no "carpet administrators"
1:08:59 leadership lessons learned the hard way
1:10:14 the time limit on leadership
1:10:59 what he looks for in a leader
1:12:31 what does it mean to be a mentor
1:14:31 what does a good mentor do
1:15:21 book recommendation for early careerists
1:15:56 why healthcare administration?


Topics Discussed:

North Country Healthcare

Littleton Regional Healthcare

Copley Hospital

Health Center Program Look-Alikes

Saint Barnabas HealthcareSystem

HealthSouth Meridian PointRehabilitation Hospital

Children's SpecializedHospital

FarleighDickinson University MBA

Seton Hall MPA, Health Care Administration

Waynesburg College



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Wednesday, March 1, 2017

Brigadier General Jeffrey J. Johnson, Commander, Brooke Army Medical Center


Today’s guest is Brigadier General Jeffrey J. Johnson, the commanding general of Brooke Army Medical Center in San Antonio, Texas. Brooke Army Medical Center (BAMC) serves as the largest and most robust military healthcare organization within the Department of Defense (DOD). Both inpatient and outpatient services are provided by approximately 8,500 staff members, including active duty military personnel from each of the uniformed services, federal civilian employees and contractors. Brooke is a Level I Trauma center, and includes a forty bed burn center. It is also a hub for graduate medical education, with more than 30 graduate medical education programs.

General Johnson is a board certified family medicine physician and has served in and commanded a wide range of units, from traditional clinics and hospitals to Special Forces units and the legendary 82nd Airborne, and has deployed in support of the Army’s missions around the world. 

Links to the Podcast
Soundcloud: 
Extended version: https://soundcloud.com/healthleaderforge/brig-gen-jeffrey-j-johnson-commander-brooke-army-medical-center
Edited version: https://soundcloud.com/healthleaderforge/bg-jeffrey-j-johnson-commander-brooke-army-medical-center
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube:  https://youtu.be/f3CE_P6h1OE

Podcast Outline (this timeline refers to the extended version)


Time       Topic 
0:01:55 Evangel university, ROTC
0:05:15 medical School at U of CO Health Sciences Center
0:06:03 what was surprising about medical school
0:07:11 clinical stereotypes - cultures of specialties
0:08:07 confirming his interest in primary care
0:09:10 keeping options open 
0:10:05 Family Medicine residency at Madigan Army Medical Center
0:12:28 Family Medicine vs. Internal Medicine
0:13:08 Why Madigan?
0:14:23 the physician identity
0:16:32 Clinic Command
0:19:17 lessons learned from first command
0:20:09 support from higher command
0:21:27 battalion and group surgeon, 7th Special Forces
0:25:53 observations of healthcare delivery in deveoping countries
0:26:46 director of resident training for Family Medicine
0:28:03 how did prior experience prepare him to run a residency program
0:29:53 life-long learning
0:31:24 challenges and enjoyment of the residency director role
0:33:44 making the decision to continue in the military
0:35:51 division surgeon for 82nd Airborne
0:37:42 comparing roles at 82nd and 7th
0:38:55 combined command surgeon in Baghram, Afghanistan
0:42:36 working with Afghan allies and the Afghan medical system
0:44:12 Commander (CEO) of Irwin Community Hospital
0:45:19 the complexity of the CEO role - comfort with not knowing everything
0:48:29 developing the organization's vision
0:51:15 advisor role in Saudi Arabia
0:53:52 44th Medical Brigade
0:55:50 Office of The Army Surgeon General 
0:57:26 Surgeon, Korea
0:58:20 Brooke Army Medical Center
0:59:45 the difference between an Army Community Hospital and an Army Medical Center
1:00:53 organizational transitions and coming in as the senior leader
1:03:52 senior staff of the organization
1:06:55 the advantages and challenges of having a physician as commander
1:09:13 leadership philosophy
1:11:39 characteristics and behaviors of a good leader - servant leadership
1:13:17 mentorship
1:15:15 advice to early careerists about leadership


Links to topics discussed:


Brooke Army Medical Center


44th Medical Brigade

Irwin Army Community Hospital
Faculty Development at the University of North Carolina-Chapel Hill


Madigan Army Medical Center Family Medicine Residency Program


University of Colorado Health Sciences


Evangel University





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Wednesday, February 15, 2017

Sam Shields, Director, Operational Excellence, Dartmouth-Hitchcock



Today’s guest is Sam Shields, the Director of Operational Excellence at Dartmouth-Hitchcock Health System. In his role as Director, Sam provides leadership and strategic planning for the Value Institute. He has oversight of Performance Improvement, the Project Management Office, and the The Value Institute Learning Center.  He is responsible for developing programs and partnerships to improve patient outcomes and drive the organizational culture of the largest system in New Hampshire, with a reach of over 2 million people, toward operational excellence.

In this podcast we talk about Sam’s career, which began as a chemical engineer working in specialty chemicals. Through experiences in a variety of manufacturing and production roles, Sam became an expert in supply chain management and quality and performance improvement. Like many of my guests, Sam’s road to serving in health care was circuitous. When he joined the Dartmouth-Hitchcock team in 2009 and returned again in 2013, he brought his extensive and diverse experience to bear on improving the functioning of the organization.
Soundcloud: 
Extended version: https://soundcloud.com/healthleaderforge/sam-shields-director-operational-excellence-dartmouth-hitchcock
Abridged version: https://soundcloud.com/healthleaderforge/sam-shields-director-operational-excellence-dartmouth-hitchcock-1
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube:  https://youtu.be/XWjXeg5PSa8

Podcast Outline (this timeline refers to the extended version)


Time       Topic 


0:01:58 University of Massachusetts/Amherst, Chemical Engineering
0:03:11 learning process improvement at Cabot Corporation in Pampa, TX as a production engineer
0:08:10 root cause analysis
0:09:31 the basic tenets of quality management
0:10:41 transition to supervision
0:12:29 MBA - choosing management over technical career
0:13:29 Global Supply Chain Manager for Cabot
0:16:39 Timkin Aerospace Corporation - Supply Chain/Materials Manager
0:17:55 comparing quality management between Cabot and Timkin
0:18:50 comparing organizational culture
0:20:18 Lean Six Sigma at Timkin
0:21:55 flow vs. job shop
0:23:12 kanban
0:23:46 value stream
0:24:58 first time as manager of multiple departments
0:26:44 Momenta - VP of Operations, lessons learned
0:29:46 Dartmouth-Hitchcock Health System
0:31:36 supply chain management for Dartmouth-Hitchcock
0:33:46 transition to healthcare - importance of relationships and credibility
0:38:14 quality management at D-H 
0:39:36 applying prior experience to healthcare
0:40:42 Labsphere - back to manufacturing
0:43:44 returning to Dartmouth-Hitchcock and The Value Institute
0:45:42 the LSS belt structure and certification
0:51:15 getting blackbelt certification
0:51:57 transition to quality vs. supply chain
0:52:53 D-H Sepsis Project and clinical process improvement
1:00:34 advising clinicians as a non-clinician
1:02:39 what allows an effective project to happen
1:04:04 Operational Excellence
1:07:19 journey mapping - voice of the customer
1:09:03 departments under Pperational Excellence
1:10:37 Six Sigma vs. Lean
1:12:24 the influence of previous roles on today
1:14:16 concerns as the Director
1:15:16 leadership philosophy
1:17:09 influences on his leadership philosophy
1:18:37 what does he look for when hiring a leader?
1:20:22 reflecting on lessons learned "the hard way"
1:22:28 where junior leaders go wrong
1:23:43 the importance of professional organizations
1:25:32 book recommendations
1:26:41 advice for early careerists


Links to Topics Discussed


Dartmouth-Hitchcock Health System


The Value Institute


Labsphere, Inc.


Timken


Cabot Corporation


American Society for Quality


National Association for Healthcare Quality


University of Massachusetts, Amherst, Department of Chemical Engineering


Book recommendation:
Execution - the Discipline of Getting Things Done




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Wednesday, February 1, 2017

Thomas C. Lavallee, COO, Alliance Health Management Services


Today’s guest is Thomas Lavallee, the Chief Operating Officer of Alliance Health Management Services. As the COO of Alliance Health Management Services, Tom oversees four skilled nursing facilities that provide both short term rehabilitation and long term care. In his role, Tom is charged with both running the day-to-day operations of the organization as well as exploring growth opportunities.

In this podcast we talk about Tom’s 25 year journey in skilled nursing and long term care, and discuss the future of both the industry and his organization.

I really enjoyed my conversation with Tom because he gives a view of the competitive nature of the long term care market and how the health reform is impacting the industry. He makes a compelling argument for early careerists to consider the field of long term care. I have produced two versions of this podcast – an extended version that includes are complete conversation, and an abridged version.


Links to the Podcast:
Soundcloud: 
Extended version: https://soundcloud.com/healthleaderforge/thomas-c-lavallee-coo-alliance-health-management-services
Abridged version:  https://soundcloud.com/healthleaderforge/abridged-thomas-c-lavallee-coo-alliance-health-management-services
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/p56X84xp2j4

Podcast Outline (this timeline refers to the extended version)

Time         Topic
0:01:44 education
0:02:44 working with individuals with intellectual disabilites
0:04:37 Social Worker - LSW-A, Liberty Commons
0:10:27 Director of Social Services, Liberty Commons
0:12:37 Administrator in Training (AIT) Program
0:14:25 becoming the Administrator for Liberty Commons
0:17:18 making the transition from supervisor to manager
0:19:53 most difficult part of becoming an administrator
0:20:43 organizational transitions, seeking growth
0:24:10 transition for for-profit/family-owned to not-for-profit
0:26:02 becoming the VP of Operations for Oakwood Living Centers
0:26:44 leading through a corporate bankruptcy
0:30:29 transferring to Radius through the bankruptcy process
0:33:44 managing multiple facilities
0:36:23 LTC - a people business
0:37:13 when did he know he was committed to LTC?
0:38:09 Regional Director for Radius
0:39:31 the Radius portfolio
0:40:09 starting a new facility
0:42:49 skilled nursing vs. assisted living
0:45:38 VP of Operations for Radius
0:47:09 senior leadership team at Radius
0:48:11 Alliance Health Management Services
0:52:00 foster care services
0:53:03 finding organizational synergies
0:54:06 role of COO, Alliance Health Management Services
0:56:22 plans for growth
0:57:35 extensions of the business - home health, hospice
1:00:08 the changing nature of LTC
1:03:22 influence of ACOs on LTC
1:06:31 vertical integration into home health
1:07:28 competitive environment
1:08:39 sources of admissions
1:09:35 what makes a good LTC facility?
1:10:55 what makes a good nursing home administrator?
1:11:32 how has the industry changed?
1:12:37 strategic concerns around industry consolidation
1:13:54 leadership philosophy
1:14:56 what he looks for in a leader
1:16:48 organizational culture
1:18:19 mentors and mentorship
1:21:33 importance of certification and professional organizaitons
1:22:49 why LTC for an early careerist?


Links to Topics Discussed


Alliance Health Management Services

Bourne Manor

Liberty Commons

LSW-A

Worcester State

University of Massachusetts, Amherst



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