Since she was elevated to CEO of Memorial Health, Maggie Gill has had to balance two seemingly conflicting goals: provide quality health care to a populous that has an overabundance of indigent patients and address financial difficulties of long duration.
Before Gill accepted the CEO position, it looked as if the job were cursed. A revolving door of CEOs passed through the hospital, three in four years, and departed before the ink was dry on their business cards. However, in Maggie Gill, Memorial Health has thrown in its lot with a known entity.
Ms. Gill was adopted into the Memorial Health family in 2004 as the Vice President of Finance and Managed care. In 2005, she was promoted to Chief Operating Officer and in 2011, Memorial Health placed the reigns into her capable hands.
Even when she came to Memorial Health, Ms. Gill was not unknown in the industry. She had five years under her belt as the Chief Financial Officer of Tenet South Florida Health System. There she received the prestigious Tenet Outstanding CFO award three times.
From 2011 on, Ms. Gill has been balancing both the books and the demands of her community. For financial stability, she has worked on partnership programs as well as instituting efficiency and fund-raising efforts within the hospital.
Treatment and expenditure analysis often intersect in junctures that present opportunities for savings. For example, analysis revealed that many return hospital visits may be circumvented by more significant patient education, supplemented by wellness understanding.
To realize these savings, Maggie Gill has supported care coordinators whose job it is to educate patients, particularly those with chronic illnesses who are most likely to require return hospitalizations. Through greater understanding of their conditions, these patients may require fewer hospitalizations. This can result in cost and treatment savings as well as improved quality of life.
Another area of balance being explored by Ms. Gill is preventative care. Educating the populous on healthy living options and practices can help the healthy maintain their health and can prevent complications that lead to hospitalizations. In this area, Ms. Gill is even reaching down into the youth population to inculcate excellent wellness practices that they in turn can use when raising their own families and in assisting in the care of older relatives.
Ms. Gill’s approach has already born fruit in improved financials. Of course, measuring the success of the wellness education program is a longer-term proposition, but Ms. Gill is convinced that this is an area in which the hospital must invest for future gains in both practical and humanistic realms.Categories: Business