Helen Johnson, CEO of Helen Newberry Joy Hospital and Healthcare Center

Summary

Summary of Becker’s Healthcare Podcast Episode Featuring Helen Johnson, CEO of Helen Newberry Joy Hospital and Healthcare Center

Release Date: August 10, 2025

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Introduction

In this enlightening episode of the Becker’s Healthcare Podcast, host Laura Duda engages in a meaningful conversation with Helen Johnson, the Chief Executive Officer of Helen Newberry Joy Hospital and Healthcare Center. Helen brings over three decades of extensive experience in Michigan's healthcare landscape, particularly focusing on rural communities. Together, they delve into the challenges and triumphs of managing a rural hospital, strategic growth initiatives, and the essential qualities required for leadership in today's dynamic healthcare environment.

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Helen Johnson and Helen Newberry Joy Hospital

Helen Johnson begins by introducing herself and providing a comprehensive overview of her role and the institution she leads.

"I have worked at the hospital. I'm coming up on a year next month. I've been in healthcare for a little over 30 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 Healthcare center and have 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."
[00:15-01:18]

This introduction highlights the hospital's pivotal role in providing essential healthcare services to the rural population of Newberry, Michigan, including both acute care and long-term services.

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Major Achievements and Successes

Reflecting on her inaugural year as CEO, Helen shares significant accomplishments that have positively impacted the community.

"Right as I started, we were awarded state appropriations and a USDA loan in excess of over $7 million. And we just completed last week a ribbon 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."
[01:26-02:06]

The successful acquisition of substantial funding and the establishment of the Gibson Family Health Clinic mark significant milestones, enabling the hospital to expand its primary and behavioral health services, thereby enhancing community healthcare access.

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Top Issues and Strategic Focus

Helen delves into the primary challenges facing the hospital, particularly emphasizing staffing and housing—issues that resonate both within the healthcare sector and the broader community.

"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 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 physicians moving to the area, because there is a housing crunch here also like there is in a lot of other areas around the 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."
[02:24-03:24]

To address staffing shortages, Helen highlights an innovative housing solution where the hospital purchases and rents homes to traveling professionals and executives, thereby mitigating local housing shortages and supporting recruitment efforts. This strategy not only aids the hospital but also contributes to alleviating the community's housing challenges.

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Growth Opportunities and Collaborative Partnerships

Looking towards the future, Helen emphasizes the importance of strategic partnerships in expanding specialized healthcare services.

"One partnership that we're exploring is working with two other hospitals in the Eastern Upper Peninsula, and we're working as a collaborative to bring in three oncologists that would be shared between our three facilities. And we're in a geographic area that's geographic square miles of the same size as Connecticut. So 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 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. Our hospital and our community got it."
[05:08-06:05]

By collaborating with neighboring hospitals to share oncologists, Helen aims to provide comprehensive cancer care without overextending individual institutions. Additionally, there is a focus on expanding orthopedic services to reduce the need for patients to travel long distances for joint replacements, thereby enhancing local healthcare delivery.

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Leadership in a Dynamic Healthcare Environment

When discussing effective leadership amidst rapid changes, Helen underscores the necessity for adaptability and proactive strategic planning.

"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 going to have to be incredibly adaptable and flexible 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. 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 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."
[06:30-07:29]

Helen emphasizes that effective leadership in healthcare requires the ability to swiftly adapt to changes such as policy shifts and provider shortages. By maintaining a flexible strategic plan, leaders can proactively address challenges and seize opportunities, ensuring the organization's resilience and continued success.

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Conclusion

As the episode wraps up, Laura commends Helen for her innovative approaches and commitment to community health.

"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 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 in person at our CEO CFO Roundtable here in November. I think it's going to be just such a critical time to make connections and continue these types of discussions about how healthcare 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."
[07:29-08:10]

Helen reciprocates the enthusiasm, expressing eagerness to engage in future collaborations and continue fostering meaningful connections within the healthcare community.

"Absolutely. I'm very much looking forward to partnering with people and learning more at the conference in November."
[08:10]

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Notable Quotes

• Helen Johnson on Housing Solutions:

  "We rent those homes out to either professionals or executives that may be physicians moving to the area, because there is a housing crunch here also like there is in a lot of other areas around the country."
  [02:24]

• Helen Johnson on Specialist Partnerships:

  "It's kind of that hub and spoke model where we're not necessarily employing them because we're small... finding those providers that are willing to come and work and partner with us, that's kind of where the magic is happening."
  [04:50]

• Helen Johnson on Leadership Adaptability:

  "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."
  [06:30]

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Final Thoughts

Helen Johnson's leadership at Helen Newberry Joy Hospital exemplifies a forward-thinking and community-centric approach to healthcare management. Her strategies in securing funding, fostering partnerships, and implementing innovative staffing solutions not only address immediate challenges but also lay a strong foundation for sustainable growth and enhanced healthcare delivery in rural Michigan. This episode offers valuable insights for healthcare leaders aiming to navigate the complexities of rural healthcare administration effectively.

Transcript

[A]

This is Laura Duda with the Beckers 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.

[B]

Thank you, Laura. I appreciate you having me.

[A]

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 for healthcare, 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. 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 Healthcare Center? Yes.

[B]

Thank you. So I'm Helen Johnson. I have worked at the hospital. I'm coming up on a year next month. I've been in healthcare for a little over 30 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 Healthcare center and have 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.

[A]

That's fantastic. And I know what a great institution, a resource for the community. I'm curious, what's your biggest win or success story from your first year?

[B]

So it's quite an interesting opportunity to come in and have the opportunity that I did put on my plate. So really right as I started, we were awarded state appropriations and a USDA loan in excess of over $7 million. And we just completed last week a ribbon 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.

[A]

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 now. 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?

[B]

Yeah, so we have a lot of the similar challenges that most of the other hospitals 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 out 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 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 physicians moving to the area, because there is a housing crunch here also like there is in a lot of other areas around the 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.

[A]

That's fascinating to hear. And, you know, truly, it seems like the hospital is stepping up and filling some gaps that are so important to continue to grow and develop within the community right now. So that's 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?

[B]

Yeah, so being an independent hospital allows us 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 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. 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 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 kind of where the magic is happening.

[A]

That makes a lot of sense. Are there any specialty areas or even just primary care when you're looking at the next couple of years, years, even the next decade as spaces where you see potential more growth or more areas where you think there'll be more need within the community?

[B]

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 we're working as a collaborative to bring in three oncologists that would be shared between our three facilities. And we're in a geographic area that's geographic square miles of the same size as Connecticut. So 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 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. Our hospital and our community got it.

[A]

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 in order to lead an organization over the next five years? How do you create a thriving organization? And what type of leadership styles are really critical, especially during times of lots of change in accelerated growth?

[B]

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 going to have to be incredibly adaptable and flexible 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. 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 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.

[A]

Absolutely. And, you know, easier said than 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 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 in person at our CEO CFO Roundtable here in November. I think it's going to be just such a critical time to make connections and continue these types of discussions about how healthcare 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.

[B]

Absolutely. I'm very much looking forward to partnering with people and learning more at the conference in November.