August 9, 2025 • 8 mins
This episode features Helen Johnson, CEO of Helen Newberry Joy Hospital and Healthcare Center, who shares how the hospital is addressing rural healthcare challenges through strategic partnerships, innovative housing solutions, and specialty care expansion. She also reflects on her first year of leadership and what it will take to build a thriving, resilient organization in the years ahead.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
This is Laura Duda with the Becker's Healthcare
podcast.
I'm thrilled today to be joined by Helen
Johnson, chief executive officer at Helen Newberry Joy
Hospital and Healthcare Center. Helen, it's a pleasure
to have you on the podcast today.
Thank you, Laura. I appreciate you having me.
Absolutely. And, you know, I'm excited for our
conversation because I know there's so much happening
right now and it's truly a dynamic time
(00:21):
for health care, especially in the rural setting,
which I know, you know, overseeing a rural
hospital in Michigan is certainly a huge task,
but I can imagine a lot of fun
as well. And so I'm looking forward to
learning more from you. But before we dive
in, can you introduce yourself and tell us
a little bit about Helen Newberry Joy Hospital
and Health Care Center?
Yes. Thank you. So I'm Helen Johnson.
(00:43):
I have worked at the hospital. This is
I'm coming up on a year next month.
I've been in health care for a little
over thirty years and worked all over the
beautiful state of Michigan,
mostly by wonderful lakeshore communities and
out in our rural
areas. So, currently, I work for Helen Newberry
Joy Hospital and Health Care Center and have
(01:03):
the privilege of being their chief executive officer.
We are a community,
critical access hospital in Newberry, Michigan
and 25 beds, and we also have a
39 bed long term care facility attached.
And that's fantastic. And I know what a
great institution and resource for the community. I'm
curious. What's your biggest winner success story from
(01:25):
your first year?
So it's quite a interesting opportunity to come
in and have the opportunity that I did
put on my plate.
So
right as I started, we were awarded,
state appropriations and a USDA loan in excess
of over $7,000,000,
and we just completed last week a ribbon
(01:46):
cutting
for our Gibson Family Health Clinic,
and that area has primary care and behavioral
health services in it for our community.
And really excited to complete those renovations and
then start kicking off more renovations in other
areas
and investing in bringing
these great facilities to our community.
(02:06):
Well, fantastic. I know, you know, it's just
having those facilities and the resources in order
to continue to expand access to care is
so important in investing in the community as
well. Yes. You know?
Absolutely. What are some of the two to
three top issues that you're focused on and,
spending a lot of your time thinking about?
Yeah. So we have a lot of the
similar challenges that most of the other hospitals
(02:28):
have and health care systems around the country,
except we're just on a smaller scale, and
there's just few of us trying to figure
all of that out here. So a lot
of it is around staffing,
really trying to do really good recruitment plans,
making sure that those recruitment plans support some
of our strategic growth.
And one interesting
solution to that that we've come up with
(02:50):
is a really neat housing,
plan that we do where we've purchased some
homes in the community, and we rent those
homes out to our travelers.
We rent them out to,
either professionals or executives that may be
positions moving to the area because there is
a housing crunch here also, like there is
in a lot of other areas around the
(03:12):
country. So
the same problems that we're seeing in our
communities
with
employment,
housing
are also the problems of the hospital. So
we're working with our community to try and
solve those.
It's fascinating to hear. And, you know, truly,
it seems that the hospital is stepping up
and filling some gaps,
that are are so important,
(03:33):
to community to grow and develop,
within the community right now. So that's, you
know, great to hear. And, I'm excited that
you have the opportunity to continue to bring,
caregivers and clinicians into the community. What does
that look like for you? Where do you
see some of those big growth opportunities over
the next few years or so?
Yeah. So being an independent hospital allows us
(03:54):
to independently contract
with specific providers. So I have specialists that
come to
this facility,
some from some from the Traverse City area,
which is around two hours away. We have
orthopedic specialists that come from there. We're able
to contract with a general surgery group out
of the Petoskey area,
OB services that are coming from the Marquette
(04:16):
area.
So
it's kind of that hub and spoke model,
where we're not necessarily
employing them. Because we're small, we only need
a small fraction
of those providers' time. So we're very lucky
that we're able to go out and find
these very skilled professionals
that work in other larger markets that are
willing to come and provide those services in
(04:38):
our community.
So finding what our community needs and then
trying to find those providers that are willing
to come and work and partner with us,
that's kinda where the magic is happening.
That makes a lot of sense. Are there
any,
specialty areas or even just primary care when
you're looking at, you know, the next couple
of of years, even the next decade,
(05:00):
as spaces where you see potential,
more growth or or more areas where you
think there'll be more need within the community?
Yeah. Certainly,
partnerships are really important to us. So one
partnership that we're exploring is working with two
other hospitals in the Eastern Upper Peninsula,
and and we're working as a collaborative
to bring in three oncologists
(05:22):
that would be shared between our three facilities.
And we're in a geographic area that's,
geographic square mile of the same size as
Connecticut.
So bringing being able to bring in three
oncologists to support practice in that area
is really important because
none of us would be able to have
that much coverage
(05:43):
individually.
So oncology is definitely an area. Orthopedics
would be another area that we would be
looking at.
It's a long way to travel for some
of those
joint replacement
procedures. So if we can bring some of
those things closer to home, we're going to
be investigating that to see if that might
be possible in our hospital and our community.
(06:04):
Got it. That makes a lot of sense.
And, you know, really, I know,
it will be helpful in critical services
to have close to home as you mentioned.
Now before we wrap up here, I'm curious.
What do you see, or think it will
take over to lead the organization over the
next five years? How do you create a
a thriving organization, and what type of leadership
styles are really critical, especially during times of,
(06:27):
lots of change in accelerated growth?
Well, I think the word unprecedented
has been beat to death, so I probably
wouldn't say we're in unprecedented
times.
But there is
so many different
issues and struggles that are in our everyday
life. And I think that great leaders are
gonna have to be incredibly adaptable and flexible
(06:49):
over the next five years.
The rate of change magnifies, it feels like,
every year. So
I look at our strategic plan as something
that needs to be reactive
and something that we need to be able
to pull off the shelf really easily and
adapt to whatever is coming at us, whether
it's Medicaid cuts
(07:09):
from the federal government,
whether it is,
a loss of a provider, which in
our area, one provider could be the entire
service line. So I think to thrive in
the next five years, you really do have
to be able to, you know, do the
Wayne Gretzky thing and skate in front of
that puck.
Absolutely. And and, you know, easier said than
(07:31):
done, I know, in many ways. But, as
we've talked about here, certain things you can
do in order to,
put yourself in the best position for success,
whether it's those creative partnerships or building up
the team and and community in a strong
and meaningful way. So, I appreciate your time
today, Helen. This has been a lot of
fun, and I look forward to connecting with
you again soon as well as meeting you,
(07:52):
in person at our CEO, CFO roundtable,
here in November. I think it's gonna be
just such a critical time to make connections
and continue these types of discussions about how
health care organizations can thrive and, make sure
they're able to create those types of connections
and partnerships that will support, their existence in
the future.
Absolutely. I'm very much looking forward to
(08:12):
partnering with people and learning more at the
conference in November.
This is Laura Duda with the Becker's Healthcare
podcast.
I'm thrilled today to be joined by Helen
Johnson, chief executive officer at Helen Newberry Joy
Hospital and Healthcare Center. Helen, it's a pleasure
to have you on the podcast today.
Thank you, Laura. I appreciate you having me.
Absolutely. And, you know, I'm excited for our
conversation because I know there's so much happening
right now and it's truly a dynamic time
(00:21):
for health care, especially in the rural setting,
which I know, you know, overseeing a rural
hospital in Michigan is certainly a huge task,
but I can imagine a lot of fun
as well. And so I'm looking forward to
learning more from you. But before we dive
in, can you introduce yourself and tell us
a little bit about Helen Newberry Joy Hospital
and Health Care Center?
Yes. Thank you. So I'm Helen Johnson.
(00:43):
I have worked at the hospital. This is
I'm coming up on a year next month.
I've been in health care for a little
over thirty years and worked all over the
beautiful state of Michigan,
mostly by wonderful lakeshore communities and
out in our rural
areas. So, currently, I work for Helen Newberry
Joy Hospital and Health Care Center and have
(01:03):
the privilege of being their chief executive officer.
We are a community,
critical access hospital in Newberry, Michigan
and 25 beds, and we also have a
39 bed long term care facility attached.
And that's fantastic. And I know what a
great institution and resource for the community. I'm
curious. What's your biggest winner success story from
(01:25):
your first year?
So it's quite a interesting opportunity to come
in and have the opportunity that I did
put on my plate.
So
right as I started, we were awarded,
state appropriations and a USDA loan in excess
of over $7,000,000,
and we just completed last week a ribbon
(01:46):
cutting
for our Gibson Family Health Clinic,
and that area has primary care and behavioral
health services in it for our community.
And really excited to complete those renovations and
then start kicking off more renovations in other
areas
and investing in bringing
these great facilities to our community.
(02:06):
Well, fantastic. I know, you know, it's just
having those facilities and the resources in order
to continue to expand access to care is
so important in investing in the community as
well. Yes. You know?
Absolutely. What are some of the two to
three top issues that you're focused on and,
spending a lot of your time thinking about?
Yeah. So we have a lot of the
similar challenges that most of the other hospitals
(02:28):
have and health care systems around the country,
except we're just on a smaller scale, and
there's just few of us trying to figure
all of that out here. So a lot
of it is around staffing,
really trying to do really good recruitment plans,
making sure that those recruitment plans support some
of our strategic growth.
And one interesting
solution to that that we've come up with
(02:50):
is a really neat housing,
plan that we do where we've purchased some
homes in the community, and we rent those
homes out to our travelers.
We rent them out to,
either professionals or executives that may be
positions moving to the area because there is
a housing crunch here also, like there is
in a lot of other areas around the
(03:12):
country. So
the same problems that we're seeing in our
communities
with
employment,
housing
are also the problems of the hospital. So
we're working with our community to try and
solve those.
It's fascinating to hear. And, you know, truly,
it seems that the hospital is stepping up
and filling some gaps,
that are are so important,
(03:33):
to community to grow and develop,
within the community right now. So that's, you
know, great to hear. And, I'm excited that
you have the opportunity to continue to bring,
caregivers and clinicians into the community. What does
that look like for you? Where do you
see some of those big growth opportunities over
the next few years or so?
Yeah. So being an independent hospital allows us
(03:54):
to independently contract
with specific providers. So I have specialists that
come to
this facility,
some from some from the Traverse City area,
which is around two hours away. We have
orthopedic specialists that come from there. We're able
to contract with a general surgery group out
of the Petoskey area,
OB services that are coming from the Marquette
(04:16):
area.
So
it's kind of that hub and spoke model,
where we're not necessarily
employing them. Because we're small, we only need
a small fraction
of those providers' time. So we're very lucky
that we're able to go out and find
these very skilled professionals
that work in other larger markets that are
willing to come and provide those services in
(04:38):
our community.
So finding what our community needs and then
trying to find those providers that are willing
to come and work and partner with us,
that's kinda where the magic is happening.
That makes a lot of sense. Are there
any,
specialty areas or even just primary care when
you're looking at, you know, the next couple
of of years, even the next decade,
(05:00):
as spaces where you see potential,
more growth or or more areas where you
think there'll be more need within the community?
Yeah. Certainly,
partnerships are really important to us. So one
partnership that we're exploring is working with two
other hospitals in the Eastern Upper Peninsula,
and and we're working as a collaborative
to bring in three oncologists
(05:22):
that would be shared between our three facilities.
And we're in a geographic area that's,
geographic square mile of the same size as
Connecticut.
So bringing being able to bring in three
oncologists to support practice in that area
is really important because
none of us would be able to have
that much coverage
(05:43):
individually.
So oncology is definitely an area. Orthopedics
would be another area that we would be
looking at.
It's a long way to travel for some
of those
joint replacement
procedures. So if we can bring some of
those things closer to home, we're going to
be investigating that to see if that might
be possible in our hospital and our community.
(06:04):
Got it. That makes a lot of sense.
And, you know, really, I know,
it will be helpful in critical services
to have close to home as you mentioned.
Now before we wrap up here, I'm curious.
What do you see, or think it will
take over to lead the organization over the
next five years? How do you create a
a thriving organization, and what type of leadership
styles are really critical, especially during times of,
(06:27):
lots of change in accelerated growth?
Well, I think the word unprecedented
has been beat to death, so I probably
wouldn't say we're in unprecedented
times.
But there is
so many different
issues and struggles that are in our everyday
life. And I think that great leaders are
gonna have to be incredibly adaptable and flexible
(06:49):
over the next five years.
The rate of change magnifies, it feels like,
every year. So
I look at our strategic plan as something
that needs to be reactive
and something that we need to be able
to pull off the shelf really easily and
adapt to whatever is coming at us, whether
it's Medicaid cuts
(07:09):
from the federal government,
whether it is,
a loss of a provider, which in
our area, one provider could be the entire
service line. So I think to thrive in
the next five years, you really do have
to be able to, you know, do the
Wayne Gretzky thing and skate in front of
that puck.
Absolutely. And and, you know, easier said than
(07:31):
done, I know, in many ways. But, as
we've talked about here, certain things you can
do in order to,
put yourself in the best position for success,
whether it's those creative partnerships or building up
the team and and community in a strong
and meaningful way. So, I appreciate your time
today, Helen. This has been a lot of
fun, and I look forward to connecting with
you again soon as well as meeting you,
(07:52):
in person at our CEO, CFO roundtable,
here in November. I think it's gonna be
just such a critical time to make connections
and continue these types of discussions about how
health care organizations can thrive and, make sure
they're able to create those types of connections
and partnerships that will support, their existence in
the future.
Absolutely. I'm very much looking forward to
(08:12):
partnering with people and learning more at the
conference in November.
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