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Becker’s Healthcare Podcast
Redefining Care Delivery Through Advanced Practice Nursing Leadership with Priscilla Samuel, DNP
00:14:20
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- [00:00]
A
This is Scott Becker from the Becker's Healthcare Podcast. Thrilled today to be joined by a brilliant leader. We're joined today by Priscilla Samuel and Priscilla is going to talk to us about her career trend. She's watching Mount Sinai and a lot more. Priscilla, can you take a moment and introduce yourself and tell us about your career?
- [00:21]
B
Absolutely. It's a pleasure to be conversing with you this morning. My name is Priscilla Samuel, I am a doctorally prepared board certified family Nurse practitioner and and I have the absolute privilege of serving as the VP for Advanced Practice Nursing at the Mount Sinai Health System headquartered in New York City. I champion nearly 1000 advanced practice nurses and I co lead our center for Advanced Practice Providers along with my fantastic PA counterpart, helping shape the strategic, operational and workforce vision for our App community. I joined the health system in 22 and since then our collective focus has been reimagining our app workforce, strengthening the systems, structures and governance that allows apps to function optimally and deliver exceptional patient centered care. Outside of my current role, I also serve as a Clinical Adjunct professor at Columbia University School of Graduate Nursing, which keeps me connected to the next generation of NP leaders. And on a personal note, outside of my professional life, being a proud wife and mother of three remarkable children is what anchors me, keeps me grounded and reminds me daily of the humanity at the heart of the work that we do. That's a little bit about me. Now let me tell you a little bit about our system that I'm honored to serve. Mansa and I. As you know, Scott has spent nearly two centuries marrying compassionate care with scientific audacity. From world leading research to groundbreaking clinical discussion discoveries to establishing the nation's first AI department in an academic medical center, ours is a system that believes the future of medicine must be both intelligent and ethical. We have over 40,000 employees, over 2,000 apps anchored by the School of Medicine and our exceptional School of Nursing. We have built an ecosystem where discovery, education and compassionate care thrive together. However, my greatest point of pride is that long before the national conversation shifted, Mount Sinai recognized the power and promise of Advanced practice providers. Apps are not just seen as clinicians, they are indispensable partners in care. Expanding access, elevating quality and embodying our mission. Being part of Mount Sinai Health System means contributing to a mission bigger and bolder than any one role. And it certainly is a privilege to be part of that story.
- [03:07]
A
So simply remarkable. And talk for a second Priscilla about the trend you're watching with advanced practitioners. As you mentioned before this became clear, where everybody was moving towards Mount Sinai was early on in being really all in on advanced practitioners. Is this a solution to sort of the primary care shortage going forward? How do we work with it to really make sure we take care of our nation's populations? And I'll just, I'll just say for the audience sake that you're both assistant vice president, Mount Sinai, I think an associate or professor at Columbia. I mean, what a, what a remarkable career. But, but tell us about sort of the trend you're seeing in AP advanced practitioners and is this what we need to help solve the primary care crisis?
- [03:51]
B
Absolutely. So in the app space, the biggest trend I'm watching is the shift toward true innovation cultures. We're finally moving past the when good ideas got buried in bureaucracy under cautious fortresses, if you will. So forward thinking systems really are creating environments where apps can test, learn and lead. And that's unlocking a level of contagious creativity we haven't seen before. The second major trend is the redefinition of the app workforce itself, or the ascendance of the apps. And national data points to the same reality that apps are no longer supportive clinicians. They are a strategic engine, expanding access, improving throughput and driving care models that are more nimble, equitable and responsive to the wider community. Needs AI and technology is another big one for apps. AI isn't about replacement, it's about elevation. Apps need what I like to call algorithmic astuteness. Knowing how to use technology and AI to anticipate needs, streamline workflows and make smarter decisions without losing the human judgment that defines our profession. And finally, workforce sustainability is front and center. Burnout is real. It has been the silent pandemic. And apps are asking for more than scheduled tweaks. They, along with other clinicians, want meaningful work, flexibility and the systems that actually support them. Safe to say, a resilient app workforce is the foundation of not only a resilient health system, but a resilient landscape of healthcare across our country. But even with all of this momentum, everything ultimately comes back to one unshakable principle, one unassailable truth, which is the patient must remain at the heart of every transformation. So whether we're redesigning app led care models, integrating technology or digital tools, or rethinking team based practice, the real measure of success is the experience of the person we're serving. Patient centered transformation isn't a trend. It is the North Star guide that guides everything else. So when I look at the landscape, innovation cultures, empowered apps, AI supported practice, workforce Sustainability. I don't see isolated trends, Scott. I see interconnected forces shaping healthcare into something more dynamic, more humane and more prepared for whatever comes next.
- [06:48]
A
Thank you very, very much. And Priscilla, in this quickly changing time and really I saw a stat last year that the U.S. started about 23,000 people in med school. Last year we had about 200,000 nurses matriculate. And with these differences it seems so clear that more and more of the workflow is going to have to go through advanced practitioners because we're just not creating nearly enough physicians to keep anywhere near up. What are you most focused on and excited about as you see this development and growth? And how do we continue to evolve both advanced practitioners to make sure training and education is fantastic and physicians as well? How do you do those in a thrive, thrive way?
- [07:33]
B
Yeah, and I'll, you know, I'll just start off by underscoring the point that apps are part of the solutioning. When I reflect on our journey over the past year with stands out most is just how transformative this period has been for our health system. We're not changing for the sake of change. We're really moving with purpose, guided by clear leadership and a shared vision. And at the heart of this work is our central LED framework. And it's important to say this isn't about centralizing control. It's about amplifying capability and scaling pockets of excellence. It's about creating a strong structure where collaboration feels natural, innovation is encouraged and accountability is shared. In that environment, our apps are practicing at the very top of their training, delivering care that's high quality, evidence based, financially sound and deeply responsive to patient needs. And the results have been energizing. We're seeing success across multiple service lines, validating what national experts have been saying for years. Apps aren't just adjunct supporting care, they are driving access, productivity and the economics of care delivery. They are a true revenue engine and a strategic asset. We've seen firsthand our apps are delivering some of the strongest access and experience scores in the system. Their impact stories aren't just feel good moments. They're proof of a workforce that's clinically sharp, operationally agile and deeply committed to patient centered care. One of the things I'm most proud of is our dramatic reduction in turnover, now well below the national average. At a time when burnout is hitting health care everywhere, we've really taken a different path. Engagement is high, our teams feel supported and that's not accidental. It is a result of intentional leadership and culture that understands that when you invest in People, they invest in patients. So what excites me most is the horizon ahead. A future where apps will continue to sit at the center of care redesign, where innovation becomes part of our daily rhythm, and where our system stands as a national exemplar of what's possible when leadership, strategy and humanity truly align. So we're not just adapting to the future, Scott, we're shaping it. And the last six to 18 months have really shown us just how powerfully our people, our purpose, and our progress are moving in the same direction.
- [10:20]
A
Thank you. And truly remarkable. You've had this magnificent career as a leader, as an advanced practitioner, as a teacher, a professor. Talk for a second about what advice would you give to emerging leaders about either career growth, sustainability, staying passionate, or about just being a leader. What advice do you give?
- [10:43]
B
Sure. So it's reflection time. When I think about leadership, I've learned that it's no longer about holding a position, it's about holding a purpose. And in healthcare, where human vulnerability meets scientific possibility and cutting edge innovation, that purpose feels both profound and early urgent. One of the most meaningful lessons I've learned is the power of intellectual curiosity. Early in my career, I assumed leaders needed to have all the answers. And over time, I've realized the real magic happens when you create psychological safety, when people feel free to question, to experiment, and even at times, to fail. That really creates the environment and conditions where innovation actually can take root. I've also learned that leadership, like healthcare, is a team sport. The days of clinicians and administrators living in separate worlds don't serve anyone. The most meaningful progress I've seen has come from bridging those silos and weaving together the clinical, the operational, and the human side of care. Another lesson, of course, is around technology. Technology and AI isn't something to fear, but it does require discernment. And so I've learned when to trust it, when to question it, and how to use it responsibly. It's not about replacing judgment, it's about enhancing it. And perhaps the most personal lesson for me has been around the workforce. Burnout, for example, isn't a character flaw. It's not a personal failing. It is a system signal. I've come to understand that flexibility, meaning and dignity aren't perks and luxuries. They are the foundation of a sustainable health care environment. When we invest in people, they invest in patients. And through all of this, one truth keeps resurfacing. Never lose sight of the patient. Amidst the metrics, the dashboards, leadership is ultimately an act of service, improving the lived experience of individuals and communities. So when I think about what I'd offer to emerging leaders, it's really this. Stay curious, stay collaborative, stay technologically fluent, stay humane, and stay anchored in purpose. These aren't directives, they are lessons I'm still learning every day.
- [13:18]
A
Thank you. Let me ask you another question, because you're a lifelong learner, you're incredibly an incredible leader. You are an incredibly poised speaker. And just in terms, if you're comfortable talking about it, did that come naturally to you? Did you have to work at it? Any, any thoughts there?
- [13:35]
B
Oh, well, thank you, Scott, for your kind words. I, I have to say that one of the axioms that I hold on true to is carpe diem, really seizing the moment, taking every moment to learn, to grow, to reflect. You know, that is fundamental to a good clinician as well, right. To being a reflective practitioner. And I've applied those principles in my day to day living as well.
- [14:05]
A
I love that. I want to thank you, Priscilla, for joining us on the Beckers Healthcare podcast. What a remarkable career and what remarkable leadership. It's such an important part of healthcare today. Thank you for joining us.
- [14:16]
B
Thank you very much. It's my pleasure.