July 30, 2025 • 17 mins
David McCready is president and chief executive officer of Southcoast Health. Southcoast Health serves communities across southeastern Massachusetts and Rhode Island as the largest provider of primary and specialty care in the region. The not-for-profit, charitable system includes three acute care hospitals – Charlton Memorial in Fall River, St. Luke’s in New Bedford (a Level II Trauma Center), and Tobey in Wareham – as well as a network of over 900 physicians, hospitalists, and midlevel practitioners.David joined Southcoast in October 2023 from Brigham and Women’s Faulkner Hospital where he served as president for 5 years. In addition, David served for 18 years as a member of the leadership team at Brigham and Women’s Hospital, including as senior vice president of a variety of clinical and non-clinical departments including inpatient services, surgical and procedural services, ambulatory operations, imaging, real estate, facilities/engineering, and all support services. David served as an instructor in the Master of Clinical Service Operations program at Harvard Medical School from 2019 to 2022.With a strong operations, strategy and finance background and focus, David served as a finance project leader for Partners HealthCare System before becoming the executive administrator and then vice chair for administration and finance for the 1,200-faculty member Department of Medicine at Brigham and Women’s Hospital.In addition to his extensive hospital-based experience, David currently serves on the Massachusetts Health & Hospital Associations (MHA)‘s Board of Trustees and is an at-large policy delegate for the American Hospital Association’s New England region. He held leadership roles at PricewaterhouseCoopers and Highmark Blue Cross Blue Shield earlier in his career. He attended the University of Pittsburgh where he earned his BS, MBA, and MHA, and trained as a William H. Ford Fellow for Healthcare Administration from 1994-1996.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
iHeartRadio providence CEOs. You should know. This week we have
the CEO from South Coast Health. Welcome David McCrady. Thank
you for coming on.
Speaker 2 (00:07):
How are you, Adam, pleasure to meet you. I'm doing
fine today, looking forward to chatting with you.
Speaker 1 (00:12):
Awesome. Well, thank you for coming on. We appreciate it
for sure. For people that may not be familiar. Can
you tell me a little bit more about South Coast Health?
Speaker 2 (00:19):
Yeah, happy to so. South Coast Health is a not
for profit community health system in the southeastern part of Massachusetts.
So if you kind of know the geography of Massachusetts,
you know south of Boston, as far west as a
providence in De Rhode Island, as north as maybe Taunton,
(00:42):
and then when you go east, you're heading over to
the capes Cape cod and so that entire region within
that sort of broad parameters that I laid out there
are where we provide services. South Coast Health as a
system has existed for almost thirty years. Back in nineteen
ninety six, three of our local hospitals community acute care
(01:05):
hospitals came together to form South Coast Health, and two
of those hospitals were founded back in the eighteen hundred.
So Charlton Memorial Hospital in Fall River was founded in
eighteen eighty five, so a long time ago. And then
Saint Luke's Hospital where I am broadcasting to you here
(01:25):
today in New Bedford was founded in eighteen eighty four,
so those two hospitals have been around a while. They
didn't look quite like this back then, but nonetheless we
existed here. And then the third hospital, Toby Hospital in Wareham,
was founded in nineteen thirty eight, so three hospitals existed
and separate, as lots of community hospitals did around the country.
(01:47):
And then back almost thirty years ago, the three of
them decided to come together and figure it out together,
and since then we've been growing, integrating service as much
as possible. Today, in twenty five we have about nine
hundred providers in our in our system and our network.
We have about forty physician practices all over the region,
(02:09):
and believe it or not, we have almost eighty six
hundred employees here. So South Coast Health is by far
the largest employer in this entire region. And you know
that it's important for us in terms of our obligation
to the community, not only to provide really good medical
(02:31):
care to our community. But also we're the employer of
much of the community as well, so we take that
responsibility very very seriously as well.
Speaker 1 (02:38):
Awesome, tell me a little bit more about the mission
of South Coast Health and how it is unique.
Speaker 2 (02:44):
Well, it's the South Coast region is kind of a
distinctive region, and so one of the really great things
about what we try to do here is provide the
very best expert clinical care to our patients. But we
(03:05):
combine that with what we try to make sure as
a level of care, like actual care and compassion for
our patients, that is just as important as sort of
the medical stuff that we're doing to our patients. So
the services that we delivered, the technology that we have,
the special instrumentation, all the things that we have is
(03:27):
as important as the actual care that we provide to
the patients as well. So we want someone, we want
our patients to come to our facilities and feel like
they're really taking care of comprehensively as a person, not
just as a patient with something being done too, but
we really care for them as people as well. And
the reason I brought up the unique geography is that
(03:49):
because we're kind of circumscribed as a region. Oftentimes our
patients are our neighbors or our friends, our families sometimes,
so we see patients in our facilities all the time
that we see we see across the street in our homes.
There's there's something that's something that's really special about taking
care of your loved ones or your family of your
(04:11):
loved ones, or family of your employees that sort of
really puts a sort of punctuates the fact that the
care that we're taking, in additions to the expertise, is
really important to the overall overall experience that we try
to extend to our to our patients.
Speaker 1 (04:26):
Amazing. Tell me a little bit more about the value
that I know you kind of talked about a little
bit there, but the value that South Coast Health is
providing to the community at large.
Speaker 2 (04:35):
Our first obligations as an organization is to just provide
the very best, highest quality, safe care that we possibly can.
And that's you know, that's sort of a packed a
sacred pack that every healthcare provider has with its patients.
You go and you put your trust in the doctors,
the nurses, whoever it is who's taking care of you,
(04:57):
and so you know, we we we do everything we
possibly can to make sure that that's the case, and
we check ourselves constantly, not only with the satisfaction surveys
in the feedback that we get from the patients, but
also there are many now sort of objective clinical outcomes
metrics that are published that the government keeps track of that,
(05:19):
insurance companies keep track of that, you know, keep us
on our toes to make sure that that level of
quality and safe care that we're delivering is indeed what
we want and expect it to be. So we're very
committed to that and we do this organization does a
terrific job with that as well. There's also, you know,
a part of our mission that has to do with
(05:39):
taking care of our community itself. So we take care
of the individuals. Every person who comes in we take
care of. But because we're such a big presence in
this region, because we're so important to this region, the
large employer, what have you, that we need to make
sure that our ears are always open to what the
community actually needs from us. You know, in addition to
(05:59):
provide really good medical care, there's lots of other things
that we do we sort of try to analyze to
understand in addition to medical care, what could we contribute.
Are there services that are sort of paramedical, not necessarily
traditional clinical that we can provide. Is there are there
community services like helping to address food and security. Are
(06:23):
there other social services conditions that we can sort of
add to or support financially or otherwise that are important
for the community. And then we also know that there
are there are plenty of other services clinically oriented services
that we don't provide ourselves that we partner with other
organizations for to make sure that we're helping them as well. So,
(06:45):
for instance, the community health centers in our major cities,
they rely on us as partners and likewise to take
care of certain patients in certain ways that really isn't
in our sweet spots as a healthcare system. So there's
a modesty or a humility in terms of how we
approach our mission to really be plugged into what the
(07:06):
community needs, not just what we think it needs, but
listening to them and providing that. Last year twenty twenty four,
I think we were I think we provided somewhere around
twenty four now maybe twenty nine million dollars of community
benefits to our region. And we're proud of being able
to support to the region in other ways as well.
Speaker 1 (07:28):
That's awesome. David. Can you tell us more specifically about
you about what drew you to a career in healthcare.
Speaker 2 (07:33):
Well, I come from a family of nurses, and my
mom's a nurse. She doesn't practice anymore, but she still
keeps her her license active just in case she's in
her eighties, but just in case, she still has her license.
And lots of events and uncles and others who were nurses,
and so I had exposure to the healthcare system from
the clinical side indirectly through them. But what I decided
(07:58):
after I sort of worked my way through college and
did a little psychiatric social work direct care, I realized
that my calling isn't so much on the direct patient
care side, but I really enjoy the business side of
health care. And the cool thing about my work and
the work that we do here as a as an
organization is that I get to combine the sort of
(08:21):
my you know, sort of emotional passion around taking care
of people with the sort of the cerebral part of
running an effective business so that we can deliver patient care, so,
you know, in a hospital in a healthcare system. It's
it's it's both. We have to be able to take
good care of patients, but I got to pay the
bills too, write and so we got to run the
(08:42):
organization as a business so that we can survive financially
and reinvest in the future and pay salaries and everything
else we have to pay. But what's great about what's
great about healthcare administration, this kind of work that I do,
is that we are we are running an organization to
(09:03):
make money. But it's not a mean. It's a means
to an end. We have to generate. We have to
be responsible in how we run the organization to generate
a little bit of a profit, a little bit of
a margin to reinvest in the future. But that's a
means to an end, not the end in and of itself.
We're not here just to make money. We're here to
take care of patients. But we have to run a
(09:23):
successful business to be able to deliver that mission. So
the juxtaposition of the business side of this work that
I do and that the heart part of it, the
emotional part of it that's really appealing to me, coming
together has made a really interesting and usually a fun career.
Speaker 1 (09:38):
Yeah, that's very that's very cool, very cool. We know
there is a workforce shortage right now in healthcare. You know,
not only here in New England, but around the country.
What are you doing to address that?
Speaker 2 (09:47):
It's you're right, it's a pinch everywhere. You know. The
pandemic didn't do us any favors in terms of the workforce,
and lots of all of us hospital administrators saw a
decent portion of our workforce fallout, decide to take up
a different line of work. A lot of folks who
(10:09):
were maybe toward the end of their careers decided that
they would retire, you know, just forget it, just close
up shopping and call it a call it a career.
And so what we were left with at the end
of the pandemic was a pretty significant workforce shortage in healthcare.
And so, you know, when things started to open up
and our patients, all of our patients who are a
(10:30):
little bit sicker, a little bit more needy than they
ever have been, you know, post pandemic, the the the
the draw on our clinical services, the demand from our
patients was bigger than ever with the reduced workforce. So
you're you're right that this is This is affected every
healthcare organization around the country, probably around the world. So
(10:53):
you know, we we uh sort of licked our wounds
a little bit and then realized, like, we got to
solve this ourselves. We have to sort of lean into
this and figure out how we can understand which parts
of the workforce we have shortages now, which are going
to sort of move in a shortage direction and time
getting ahead of that and starting to train our own
(11:15):
or bring in our own to be more active participants
in the recruitment and the training of staff, versus the
luxury that we had in the past, which was to
be sort of passively post position. You have thirty applicants,
you get someone great, move on. It doesn't really work
anymore healthcare with the supply and demand change in the workforce.
(11:36):
So we get creative, and a lot of folks have
gotten creative around the country. So for instance, we got
to train our own, right and so we have lots
of nurses working in all of our facilities, and we
have a particular shortage and our nurses, nurses who work
in the perioperative areas, which is a highly skilled area
that a nurse right out of nursing school or working
(11:57):
on a general medical floor isn't prepared yet to take
care of So we created a South Coast Health a
program called Perry Up one O one Perry Operative meaning
R one oh one our own in house training situation
where program where we take ten nurses a year from
who are already employed here, who are general nurses who
have an interest in learning how to work in the
(12:19):
O R. We train them ourselves, We pay them a
little bit more, we have a career path for them,
and they're thrilled. Right, We've decided to think about the
other specialty areas sub specialty areas of nursing around the
health system and start similar training programs as well. They're here,
why not train our own. The other thing that we're
very active in doing is partnering with the educational organizations
(12:43):
in our region. And there's a lot. There's Bridgewater State University,
there's UMass Dartmouth, there's Bristol Community Colleges. There's lots of
others right around us who are they're excellent schools, and
what those academic leaders want to know from us is
what do we need so that they can start to
prepare their students. You know, four or five years in advance,
(13:04):
so that when they graduate they have the skills that
our students have the skills that we can directly hire
the men and get them to work right. So that
sort of channel between the academic institutions and us as
an employer actively cultivating that channel to make sure that
we get in a couple of years the types of
future employees that we need trained in the right way
(13:25):
is something that we're really paying attention to as well.
So those are some of the more creative things that
we're trying to do to solve this problem ourselves.
Speaker 1 (13:34):
Awesome, Tell me a little bit about more of your
hope for the future.
Speaker 2 (13:37):
Well, you know, we're going to be just fine. South
Coast Health as a bright future. I don't have any
doubt that that's the case. We have all the tools,
all the assets that we need, and we have some brilliant,
brilliant people working here. And as I said earlier, everyone
has a big heart here. We're all committed to this
region and this organization because we're taking care of our
(13:58):
own so we all wanted to be successful, and therefore,
by default it's going to be successful. We will continue
to use the resources that we have both talent and
financial to invest in the future. We will lean into
particular service lines, clinical service lines that we are exquisitely
talented in that the patients need and invest in them
(14:21):
in a big way. For instance, hard and vascular is
sort of the jewel in our crown of clinical Offferge.
We are absolutely amazing at hard and vascular here. We're
so good we rival any academic medical center in this entire,
entire state in hard and vascular. Orthopedics is a very
strong suit for us, and there's no shortage of all
(14:44):
of us who have sore knees or hips who are
going to need some help in the future. So that's
a growing patient base and our expertise is extraordinary there.
Brain and spine everything, neurological everything with our spines, rology, neurosurgery,
brain surgery, all those types of things. We're very good
at that and there's a lot of need for that
(15:05):
here as well. Cancer cancer services. We have two very
very busy, unfortunately unfortunately busy cancer centers, one in fall
River at Charlton and one in fair Haven, Beautiful facilities
with latest state of the art equipment to take care
of our patients who increasingly have cancer diagnoses that we
(15:25):
can help manage or in some cases cure. So we'll
keep investing in all of our services and those four
in particular. And then I guess the last thing I'll
say is that you know, for two more things. One
is that we keep a near toward what the community
really needs and we try to adapt to that. And
then secondly, you know, it's all about our people. So
(15:46):
we're just a bunch of buildings without our people, a
bunch of buildings and equipment. It's the talent, the culture,
the people who we have in this organization who are
so committed to take care of these patients that we
want to continue to cultivate. So I want one of
my highest priorities is to make sure that we have
a culture of inclusion, a culture of empowerment, one that
(16:07):
makes this organization an employer of choice. People have lots
of options as to where they want to work, especially
clinical people, they can go anywhere they want. We want
them to choose to work and want to work at
South Coast Health and we'll do everything we can to
make sure that we continue to be a great place
for people to come to work and start and end careers.
Speaker 1 (16:25):
Awesome how can somebody find out more about South Coast Health.
Speaker 2 (16:28):
Well, we have a wonderful website that is actively managed.
It's at www dot south Coast dot org. Everything that
you need to know is there, and please follow us
on social media where all of our social media our
team does a terrific job in keeping us current and
keeping the public aware of what we're doing. And any
(16:48):
other channel we'd love to hear from from our patients
and any of your listeners who are interested in our services.
Speaker 1 (16:54):
Thank you so much for that insightful interview, CEO David
McCrady from South co South appreciate it, pleasure, Adam, thank
you very much
iHeartRadio providence CEOs. You should know. This week we have
the CEO from South Coast Health. Welcome David McCrady. Thank
you for coming on.
Speaker 2 (00:07):
How are you, Adam, pleasure to meet you. I'm doing
fine today, looking forward to chatting with you.
Speaker 1 (00:12):
Awesome. Well, thank you for coming on. We appreciate it
for sure. For people that may not be familiar. Can
you tell me a little bit more about South Coast Health?
Speaker 2 (00:19):
Yeah, happy to so. South Coast Health is a not
for profit community health system in the southeastern part of Massachusetts.
So if you kind of know the geography of Massachusetts,
you know south of Boston, as far west as a
providence in De Rhode Island, as north as maybe Taunton,
(00:42):
and then when you go east, you're heading over to
the capes Cape cod and so that entire region within
that sort of broad parameters that I laid out there
are where we provide services. South Coast Health as a
system has existed for almost thirty years. Back in nineteen
ninety six, three of our local hospitals community acute care
(01:05):
hospitals came together to form South Coast Health, and two
of those hospitals were founded back in the eighteen hundred.
So Charlton Memorial Hospital in Fall River was founded in
eighteen eighty five, so a long time ago. And then
Saint Luke's Hospital where I am broadcasting to you here
(01:25):
today in New Bedford was founded in eighteen eighty four,
so those two hospitals have been around a while. They
didn't look quite like this back then, but nonetheless we
existed here. And then the third hospital, Toby Hospital in Wareham,
was founded in nineteen thirty eight, so three hospitals existed
and separate, as lots of community hospitals did around the country.
(01:47):
And then back almost thirty years ago, the three of
them decided to come together and figure it out together,
and since then we've been growing, integrating service as much
as possible. Today, in twenty five we have about nine
hundred providers in our in our system and our network.
We have about forty physician practices all over the region,
(02:09):
and believe it or not, we have almost eighty six
hundred employees here. So South Coast Health is by far
the largest employer in this entire region. And you know
that it's important for us in terms of our obligation
to the community, not only to provide really good medical
(02:31):
care to our community. But also we're the employer of
much of the community as well, so we take that
responsibility very very seriously as well.
Speaker 1 (02:38):
Awesome, tell me a little bit more about the mission
of South Coast Health and how it is unique.
Speaker 2 (02:44):
Well, it's the South Coast region is kind of a
distinctive region, and so one of the really great things
about what we try to do here is provide the
very best expert clinical care to our patients. But we
(03:05):
combine that with what we try to make sure as
a level of care, like actual care and compassion for
our patients, that is just as important as sort of
the medical stuff that we're doing to our patients. So
the services that we delivered, the technology that we have,
the special instrumentation, all the things that we have is
(03:27):
as important as the actual care that we provide to
the patients as well. So we want someone, we want
our patients to come to our facilities and feel like
they're really taking care of comprehensively as a person, not
just as a patient with something being done too, but
we really care for them as people as well. And
the reason I brought up the unique geography is that
(03:49):
because we're kind of circumscribed as a region. Oftentimes our
patients are our neighbors or our friends, our families sometimes,
so we see patients in our facilities all the time
that we see we see across the street in our homes.
There's there's something that's something that's really special about taking
care of your loved ones or your family of your
(04:11):
loved ones, or family of your employees that sort of
really puts a sort of punctuates the fact that the
care that we're taking, in additions to the expertise, is
really important to the overall overall experience that we try
to extend to our to our patients.
Speaker 1 (04:26):
Amazing. Tell me a little bit more about the value
that I know you kind of talked about a little
bit there, but the value that South Coast Health is
providing to the community at large.
Speaker 2 (04:35):
Our first obligations as an organization is to just provide
the very best, highest quality, safe care that we possibly can.
And that's you know, that's sort of a packed a
sacred pack that every healthcare provider has with its patients.
You go and you put your trust in the doctors,
the nurses, whoever it is who's taking care of you,
(04:57):
and so you know, we we we do everything we
possibly can to make sure that that's the case, and
we check ourselves constantly, not only with the satisfaction surveys
in the feedback that we get from the patients, but
also there are many now sort of objective clinical outcomes
metrics that are published that the government keeps track of that,
(05:19):
insurance companies keep track of that, you know, keep us
on our toes to make sure that that level of
quality and safe care that we're delivering is indeed what
we want and expect it to be. So we're very
committed to that and we do this organization does a
terrific job with that as well. There's also, you know,
a part of our mission that has to do with
(05:39):
taking care of our community itself. So we take care
of the individuals. Every person who comes in we take
care of. But because we're such a big presence in
this region, because we're so important to this region, the
large employer, what have you, that we need to make
sure that our ears are always open to what the
community actually needs from us. You know, in addition to
(05:59):
provide really good medical care, there's lots of other things
that we do we sort of try to analyze to
understand in addition to medical care, what could we contribute.
Are there services that are sort of paramedical, not necessarily
traditional clinical that we can provide. Is there are there
community services like helping to address food and security. Are
(06:23):
there other social services conditions that we can sort of
add to or support financially or otherwise that are important
for the community. And then we also know that there
are there are plenty of other services clinically oriented services
that we don't provide ourselves that we partner with other
organizations for to make sure that we're helping them as well. So,
(06:45):
for instance, the community health centers in our major cities,
they rely on us as partners and likewise to take
care of certain patients in certain ways that really isn't
in our sweet spots as a healthcare system. So there's
a modesty or a humility in terms of how we
approach our mission to really be plugged into what the
(07:06):
community needs, not just what we think it needs, but
listening to them and providing that. Last year twenty twenty four,
I think we were I think we provided somewhere around
twenty four now maybe twenty nine million dollars of community
benefits to our region. And we're proud of being able
to support to the region in other ways as well.
Speaker 1 (07:28):
That's awesome. David. Can you tell us more specifically about
you about what drew you to a career in healthcare.
Speaker 2 (07:33):
Well, I come from a family of nurses, and my
mom's a nurse. She doesn't practice anymore, but she still
keeps her her license active just in case she's in
her eighties, but just in case, she still has her license.
And lots of events and uncles and others who were nurses,
and so I had exposure to the healthcare system from
the clinical side indirectly through them. But what I decided
(07:58):
after I sort of worked my way through college and
did a little psychiatric social work direct care, I realized
that my calling isn't so much on the direct patient
care side, but I really enjoy the business side of
health care. And the cool thing about my work and
the work that we do here as a as an
organization is that I get to combine the sort of
(08:21):
my you know, sort of emotional passion around taking care
of people with the sort of the cerebral part of
running an effective business so that we can deliver patient care, so,
you know, in a hospital in a healthcare system. It's
it's it's both. We have to be able to take
good care of patients, but I got to pay the
bills too, write and so we got to run the
(08:42):
organization as a business so that we can survive financially
and reinvest in the future and pay salaries and everything
else we have to pay. But what's great about what's
great about healthcare administration, this kind of work that I do,
is that we are we are running an organization to
(09:03):
make money. But it's not a mean. It's a means
to an end. We have to generate. We have to
be responsible in how we run the organization to generate
a little bit of a profit, a little bit of
a margin to reinvest in the future. But that's a
means to an end, not the end in and of itself.
We're not here just to make money. We're here to
take care of patients. But we have to run a
(09:23):
successful business to be able to deliver that mission. So
the juxtaposition of the business side of this work that
I do and that the heart part of it, the
emotional part of it that's really appealing to me, coming
together has made a really interesting and usually a fun career.
Speaker 1 (09:38):
Yeah, that's very that's very cool, very cool. We know
there is a workforce shortage right now in healthcare. You know,
not only here in New England, but around the country.
What are you doing to address that?
Speaker 2 (09:47):
It's you're right, it's a pinch everywhere. You know. The
pandemic didn't do us any favors in terms of the workforce,
and lots of all of us hospital administrators saw a
decent portion of our workforce fallout, decide to take up
a different line of work. A lot of folks who
(10:09):
were maybe toward the end of their careers decided that
they would retire, you know, just forget it, just close
up shopping and call it a call it a career.
And so what we were left with at the end
of the pandemic was a pretty significant workforce shortage in healthcare.
And so, you know, when things started to open up
and our patients, all of our patients who are a
(10:30):
little bit sicker, a little bit more needy than they
ever have been, you know, post pandemic, the the the
the draw on our clinical services, the demand from our
patients was bigger than ever with the reduced workforce. So
you're you're right that this is This is affected every
healthcare organization around the country, probably around the world. So
(10:53):
you know, we we uh sort of licked our wounds
a little bit and then realized, like, we got to
solve this ourselves. We have to sort of lean into
this and figure out how we can understand which parts
of the workforce we have shortages now, which are going
to sort of move in a shortage direction and time
getting ahead of that and starting to train our own
(11:15):
or bring in our own to be more active participants
in the recruitment and the training of staff, versus the
luxury that we had in the past, which was to
be sort of passively post position. You have thirty applicants,
you get someone great, move on. It doesn't really work
anymore healthcare with the supply and demand change in the workforce.
(11:36):
So we get creative, and a lot of folks have
gotten creative around the country. So for instance, we got
to train our own, right and so we have lots
of nurses working in all of our facilities, and we
have a particular shortage and our nurses, nurses who work
in the perioperative areas, which is a highly skilled area
that a nurse right out of nursing school or working
(11:57):
on a general medical floor isn't prepared yet to take
care of So we created a South Coast Health a
program called Perry Up one O one Perry Operative meaning
R one oh one our own in house training situation
where program where we take ten nurses a year from
who are already employed here, who are general nurses who
have an interest in learning how to work in the
(12:19):
O R. We train them ourselves, We pay them a
little bit more, we have a career path for them,
and they're thrilled. Right, We've decided to think about the
other specialty areas sub specialty areas of nursing around the
health system and start similar training programs as well. They're here,
why not train our own. The other thing that we're
very active in doing is partnering with the educational organizations
(12:43):
in our region. And there's a lot. There's Bridgewater State University,
there's UMass Dartmouth, there's Bristol Community Colleges. There's lots of
others right around us who are they're excellent schools, and
what those academic leaders want to know from us is
what do we need so that they can start to
prepare their students. You know, four or five years in advance,
(13:04):
so that when they graduate they have the skills that
our students have the skills that we can directly hire
the men and get them to work right. So that
sort of channel between the academic institutions and us as
an employer actively cultivating that channel to make sure that
we get in a couple of years the types of
future employees that we need trained in the right way
(13:25):
is something that we're really paying attention to as well.
So those are some of the more creative things that
we're trying to do to solve this problem ourselves.
Speaker 1 (13:34):
Awesome, Tell me a little bit about more of your
hope for the future.
Speaker 2 (13:37):
Well, you know, we're going to be just fine. South
Coast Health as a bright future. I don't have any
doubt that that's the case. We have all the tools,
all the assets that we need, and we have some brilliant,
brilliant people working here. And as I said earlier, everyone
has a big heart here. We're all committed to this
region and this organization because we're taking care of our
(13:58):
own so we all wanted to be successful, and therefore,
by default it's going to be successful. We will continue
to use the resources that we have both talent and
financial to invest in the future. We will lean into
particular service lines, clinical service lines that we are exquisitely
talented in that the patients need and invest in them
(14:21):
in a big way. For instance, hard and vascular is
sort of the jewel in our crown of clinical Offferge.
We are absolutely amazing at hard and vascular here. We're
so good we rival any academic medical center in this entire,
entire state in hard and vascular. Orthopedics is a very
strong suit for us, and there's no shortage of all
(14:44):
of us who have sore knees or hips who are
going to need some help in the future. So that's
a growing patient base and our expertise is extraordinary there.
Brain and spine everything, neurological everything with our spines, rology, neurosurgery,
brain surgery, all those types of things. We're very good
at that and there's a lot of need for that
(15:05):
here as well. Cancer cancer services. We have two very
very busy, unfortunately unfortunately busy cancer centers, one in fall
River at Charlton and one in fair Haven, Beautiful facilities
with latest state of the art equipment to take care
of our patients who increasingly have cancer diagnoses that we
(15:25):
can help manage or in some cases cure. So we'll
keep investing in all of our services and those four
in particular. And then I guess the last thing I'll
say is that you know, for two more things. One
is that we keep a near toward what the community
really needs and we try to adapt to that. And
then secondly, you know, it's all about our people. So
(15:46):
we're just a bunch of buildings without our people, a
bunch of buildings and equipment. It's the talent, the culture,
the people who we have in this organization who are
so committed to take care of these patients that we
want to continue to cultivate. So I want one of
my highest priorities is to make sure that we have
a culture of inclusion, a culture of empowerment, one that
(16:07):
makes this organization an employer of choice. People have lots
of options as to where they want to work, especially
clinical people, they can go anywhere they want. We want
them to choose to work and want to work at
South Coast Health and we'll do everything we can to
make sure that we continue to be a great place
for people to come to work and start and end careers.
Speaker 1 (16:25):
Awesome how can somebody find out more about South Coast Health.
Speaker 2 (16:28):
Well, we have a wonderful website that is actively managed.
It's at www dot south Coast dot org. Everything that
you need to know is there, and please follow us
on social media where all of our social media our
team does a terrific job in keeping us current and
keeping the public aware of what we're doing. And any
(16:48):
other channel we'd love to hear from from our patients
and any of your listeners who are interested in our services.
Speaker 1 (16:54):
Thank you so much for that insightful interview, CEO David
McCrady from South co South appreciate it, pleasure, Adam, thank
you very much
Popular Podcasts
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com