Joey Wahler (Host): It includes some big doings for Jefferson Healthcare.
So we're discussing the year in review.
Our guest is their CEO, Mike Glenn, This is To Your Health
from Jefferson Healthcare.
Thanks so much for joining us.
I'm Joey Walker.
Hi there, Mike.
Welcome.
Mike Glenn, MHA: Hi Joey.
Thanks for having me.
Joey Wahler (Host): Great to have you aboard.
I know you're a busy man these days with the aforementioned, so let's
start with you and yours opening a new building in 2025, adding
new service lines as part of that.
So we'll get into some details in a moment, but overall, what does
that mean for East Jefferson County?
Mike Glenn, MHA: it means fewer trips to Silverdale And for
residents of, port Townsend and.
Chima come in our community to seek specialty healthcare.
And that's kind of been our focus for years, to try to understand what the
healthcare needs of our community are, And then, see if we could, develop them
in a, high quality, patient safe way.
And what we learned is that.
it's easy to count, the number of patient's that need to leave, our
community to seek specialty care that have the means and ability to do so.
but harder you count, are patient's that need specialty care that can't make it to
Silverdale or can't make it to Seattle.
So we were equally motivated, to, improve access, make access more
convenient, for most of our patient's.
but there was a mission orientation to create access, for those patient's that
just could not, go to Silverdale or go to Seattle, particularly repeatedly,
over the course of a treatment.
so that that was very satisfying to be able to accomplish.
Joey Wahler (Host): to pick up on that, it seems like in recent years.
This has been more of a focal point for healthcare leaders
like yourself, hasn't it?
Maybe something that went not noticed enough up until recently, the fact
that those that have trouble getting around don't have the means to do so.
Maybe a little bit of both.
Often that's a big obstacle in their healthcare.
And if you can address that, that goes a long way for both sides, doesn't it?
Mike Glenn, MHA: Absolutely.
but what we learned in, reaching out to our providers, about, their perception
on the new services that we need to offer and how we should offer them, I
was, stunned and alarmed at, the number of discussions that they were having
with patient's where they said, okay, we clearly, we gotta, we gotta get you
to a neurologist, to begin this form of treatment, that will really help you.
and when that resulted in a trip to Seattle, it was a complete non-starter.
So then the discussion was, doc, what can you do locally to help me?
And our providers are amazing.
So they would put together care plans, to the best of their ability, but it really
nos at them knowing that, there is a better care plan, an hour and a half away,
but just not available to this patient.
so they are, many of our primary care providers are over the moon, with these
new services that we are offering because it helps them do, Better, what they show
up to work every day for, and That is to make their patient's healthy and well.
Joey Wahler (Host): Yeah, so definitely a win-win all around.
Now, part of that expansion, of course, was adding radiation-oncology.
So what can you tell us about what most of all that means
for patient's going forward?
Mike Glenn, MHA: many of the specialty services that we offer, you know, some of
them are one or done, you go over, you see the specialists, they address your issue.
Other's maybe believe are quarterly or a couple times a year.
but with radiation therapy.
That is often a, three or four time a week, four to five week, regimen.
And, as, you may be aware, we currently provide medical oncology, so we provide
chemotherapy services for our patient's.
Uh, and that's an important foundational piece to cancer treatment.
But almost half of every patient that goes through a cancer diagnoses
also has, radiation therapy.
so.
Many of our patient's, would be seeking chemotherapy here, And then the
following day, traveling to, Bremerton, Silverdale or Seattle for radiation
therapy and doing that for several weeks.
And this was the most compelling reason for, counting the uncountable.
And what I mean by That is understanding the patient's that would say to their
providers, I just can't do that.
what can you do for me locally?
because.
The addition of radiation therapy, on top of, chemotherapy sometimes
improves, uh, five-year life expectancy.
20, 30%.
so provider has to say, well, we can do this locally and.
There's a, 45, 50% chance that you'll make it five years, which
is kind of a bellwether, for, a successful cancer treatment.
or, if you had radiation therapy, that would jump to 85%.
And so you can imagine how difficult that discussion was, to have
with, uh, providers and patient's.
so we are thrilled, to introduce the service and could not be, more pleased
with how it's being embraced And the patient's that we are, taking care of.
Joey Wahler (Host): Absolutely.
And continuing down the road regarding services.
This expansion also has meant some clinics moving to the hospital's new wing, right?
Mike Glenn, MHA: one of the goals of the new building, was to expand,
existing services, that, the need sort of exceeded the capacity.
so, we increased space in providers in dermatology.
we increased space in our ob GYN, program, And we increased
space in medical oncology.
Another, driving reason was to create space for new services.
we, stood up a, neurology clinic, a pulmonology clinic.
we have an ENT, clinic, our new ENT provider will join us in a few months.
And we have a podiatry, clinic, and our new podiatrist will
join us in a few months.
introducing new services.
in addition to expanding, and improving access to existing
services, were two primary goals.
Joey Wahler (Host): So some big accomplishments there to say the least.
But in addition, how about a few other highlights, if you
will, for you and yours in 2025?
Mike Glenn, MHA: highlight one that probably won't make the marketing
brochures, but certainly is the mantra of, of all 1000 Jefferson
Healthcare employees is we got through it, Remodeling a hospital.
not many folks can relate to how challenging That is, but everybody
can relate to living through remodeling your kitchen, or a
bathroom or any part of your house.
it is just a, continual challenge.
and a series of, minor irritants, to patient's and, staff alike where.
sock cutting and, digging and, pounding and all of that stuff
related to major construction project.
so, that was a grind.
And we are pleased to get on the other side of that.
in addition to that, part of this construction project, meant demolishing
our old kitchen and cafeteria And then building a new one that meant we went,
gosh, two and a half years without having a cafeteria for our employees.
and, for what all of our employees know and many members of our
community know, the biggest rock star at Jefferson Healthcare is
our chef, uh, chef Aaron Stark.
so.
we were, very excited to introduce our new kitchen and cafeteria.
chef Stark is, amazingly, fired up about.
continuing to provide his culinary delights and treats, for patient's,
staff, and community alike.
And it's just so much fun, to go over there at lunch and seeing the place of
buzz again and, seeing our employees, you Take a, well needed, weller deserved
break, but it's very light and area.
It, backs up against an open air courtyard.
And we couldn't be more pleased with, the design And the, quality of construction.
that's a big joy too.
Joey Wahler (Host): So you're obviously wrapping up one strategic plan for 2025.
You've got another one in store.
Are for 26 of course.
Can you give us a preview of what's coming, some of your goals
for the coming year or years?
Mike Glenn, MHA: Yeah.
the timing of that question is, remarkable because, in two weeks I'll be presenting
to the board, kind of the final bounce of our, 26 through 28 strategic plan.
in healthcare, most hospitals, Focus their strategic planning
work on five primary pillars.
those pillars are, quality people, service, growth and finance.
And really, you, you never reached a finish line in
your work to improve quality.
so, we will once again be using those five pillars, to support our work.
the work around quality is, to continue, to improve the quality
of care And the safety of care, for every service, every day.
I mean, it's this, relentless, ongoing pursuit, to get better.
we have an amazing, culture behind that and, teams of people that,
help lead that charge every day.
under the people pillar, we wanna be, an amazing place to work and practice.
And I think, on easy days, that is a goal that, is fairly reasonable to achieve.
But in healthcare there are challenging days.
And so, our focus, going forward is how do we make, Jefferson Healthcare
be an amazing place to work and practice, even though we are in a very
challenging industry, that often, that external pressures, apply a lot of,
headwind, to achieving that goal.
but we have incredibly talented people working on that.
with respect to service, we sort of changed the name of that goal,
to try to relate more to what we think our patient's and really every
patient of healthcare is thinking.
And so the name of our service goal, is make healthcare work better what
has become clear to me is that I learned far more about healthcare
when I'm on the patient side than when I'm on the hospital, CEO side.
I have been helping my elderly parents, the last year and a half
or so, navigate the healthcare system and it is incredibly frustrating.
it, fragmented, it just doesn't work.
So we spent a lot of time talking about what our service goals should be.
And we finally just said, You know what?
I, I think what our community wants, us to be working on.
Is just making our part of that, huge industry work better.
connect, make sure providers are connected, make sure
appointments are, are handed off.
make sure that there's a sensibility, in everything that we do and why we do it.
so That is our, North Star.
With respect to service.
just make healthcare work better as defined by the people that use it.
Next goal is growth, expand local services, more of the same.
last year we spent building these new services.
Now we're gonna, work on making sure that, that they are up and
running and, hitting our targets.
And the last goal is finance.
And really the way we talk about that goal in this kind of rough and
tumble healthcare environment is that we wanna make sure that there's
no other logo ever placed on the Jefferson healthcare sign, that our.
Primary focus with respect to financial performance is to maintain our,
governance and our operating autonomy.
And in order to maintain our, operating autonomy, we have to
maintain our financial autonomy.
so, we manage the finances of this place with that in mind, because our community
and our board has zero appetite, for there to be anyone else in charge.
Of healthcare decisions other than, local leaders.
Joey Wahler (Host): Well, one last one for you, Mike, before we let you go.
You've done such a great comprehensive job of summing up this exciting year
for Jefferson Healthcare in parting, or just say your overall message is.
Is for the Jefferson healthcare community, both on the staff and on the patient side.
so exciting to see and hear about everything that's going on.
How would you sum it all up?
What's the main thing you want everybody to take in from all of this?
Mike Glenn, MHA: I think that, the community, should feel
real good about the level of, access, to care, in our community.
that service that we introduced was the result of under.
Standing either through, hard data that we pulled from our electronic medical record
or soft data, what we picked up from community forums or from discussions with
our, patient's and with our providers.
That these services that we introduced, are the most necessary as defined
by the highest number of people leaving our community for them.
so we're in a great place.
we're gonna work hard to provide those services as efficiently and as, Well as
possible, that will help us be successful.
On the other hand, the bill that was recently passed in Washington, DC around
the 4th of July, eliminates $1 trillion of healthcare funding, from the system.
we are beginning that work, to make sure that we understand how that's going
to impact our community and Jefferson Healthcare, to make sure that, we can
continue to, fulfill our mission.
we can continue to provide all of the services.
top to bottom for our community, we can continue to maintain and grow
employees, in the midst of some pretty serious cutbacks to healthcare funding,
particularly in the Medicaid space.
And you know, the biggest shame to That is, those that will, feel this
the most are those that need the most.
So, it's going to be our mission to make sure that, we are there
for them, regardless of, whether their insurance is active or not.
Joey Wahler (Host): Mike, I'm sure those joining us are comforted,
knowing that you've expressed those sentiments toward the end there, folks,
we trust, you're now more familiar.
With Jefferson Healthcare's year in review.
Mike, congrats on all the work and all the accomplishments.
As you said, just getting it behind you is an accomplishment in and of itself, right?
Best of luck in 2026 and happy New Year to you and yours.
Thanks so much again.
Mike Glenn, MHA: Great.
Thank you Joey.
Joey Wahler (Host): Absolutely.
And for more information, please do visit jefferson healthcare.org.
And if you found this podcast helpful, please do share it on your social media.
Thanks again for being part of Two Year Health from Jefferson Healthcare.