Madeline Ashley

As maternity care closures and OB-GYN shortages increase nationwide, San Jose, Calif.-based Good Samaritan Hospital is embracing a new approach to help tackle these challenges.

The 474-bed hospital, part of Nashville, Tenn.-based HCA Healthcare, has adopted a midwifery-integrated model to help with care access and provider workload management.

Becker’s connected with Patrick Rohan, CEO of Good Samaritan Hospital, to discuss how this model is enhancing care continuity, improving patient satisfaction and addressing maternal health disparities.

Editor’s note: Responses have been lightly edited for clarity and length. 

Question: What drove your decision to pursue a midwifery-integrated model at Good Samaritan Hospital?

Patrick Rohan: With maternity wards shuttering across the country and obstetric workforce shortages on the rise, it’s imperative that health systems rethink how they approach maternal healthcare. At Good Samaritan Hospital, we’re leading that shift through our partnership with a midwifery-led care model that integrates with our current care structure. These models not only ensure high-quality, continuous care for patients but also alleviate pressure on OBs by allowing skilled midwives to lead care for the majority of low-risk pregnancies. 

Q: How has the shift toward collaborative maternity care changed outcomes or care delivery at your facility?

PR: Easing provider burden is a major focus across the healthcare ecosystem. By identifying higher-risk cases earlier through more proactive, continuous care, we ensure our OBs are brought in when most critical — leading to more efficient provider utilization and reduced burnout across our staff. Patients benefit from more proactive, right-sized care throughout pregnancy and postpartum, and we’ve seen measurable improvement in patient satisfaction and continuity of care. As we near the delivery of our first cohort of shared patients, we’re confident we’ll see improved birth outcomes as well.

Q: In what ways has this model helped address maternal health disparities in your community?

PR: This 360-degree, patient-centered care model is designed to close the gaps that disproportionately affect underserved communities. Through a combination of clinically excellent, culturally competent care and wraparound services, we ensure that patients are supported physically, mentally and emotionally from preconception through postpartum.

This includes home postpartum visits, doula support, lactation counseling, mental health support and 24/7 virtual care — all of which reduce access barriers yet often fall outside of traditional maternal healthcare. The hybrid nature of the model, supported by a tech-enabled platform for remote monitoring and continuous patient engagement, allows us to meet patients where they are. We’re already seeing improved patient satisfaction, underscoring the clinical and equity-driven impact of this approach.

Q: What lessons have you learned from implementing this approach that might be helpful for other hospital leaders navigating similar challenges?

PR: One of the most important lessons so far is the value of choosing the right partner. Good Samaritan Hospital is proud to expand its current women’s services to offer moms more options when it comes to their prenatal, delivery and postnatal care. While this collaborative model is still in its early stages, we’ve seen firsthand how a well-aligned partnership — grounded in shared values around safety, equity, and whole-person care — can catalyze meaningful innovation in a legacy care model.

We also learned that thoughtful integration matters. Instead of replacing existing structures, this model enhances our care delivery by layering in a midwifery-led approach for low-risk patients, which protects the bandwidth of our OBs and promotes better care continuity for all. Even in this early phase, we’ve seen increased engagement from both patients and staff, which is a clear signal that the model resonates and fills a long-standing gap in maternal care in our community.

For other hospitals navigating obstetrics staffing shortages or looking to improve maternal health outcomes, we’d encourage them to rethink the traditional silos in care delivery. Embracing collaboration — across disciplines, roles and modalities — can open the door to a more sustainable and patient-centered future.
The post How 1 California hospital is rethinking maternity care appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

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In late May, Newark, Del.-based ChristianaCare shared plans to purchase five outpatient locations in Pennsylvania from Upland, Pa.-based Crozer Health Pennsylvania for $50.3 million. 

The purchase comes after Crozer shared plans to close and lay off its employees in late April. Crozer shut down its Ridley Park, Pa.-based Taylor Hospital on April 26 and its Crozer-Chester Medical Center in Upland on May 2.

ChristianaCare’s acquisition included one facility in Broomall, one in Havertown, two in Glen Mills and one in Media, Pa. The locations will complete the health system’s new campuses and neighborhood hospitals being constructed in Southeastern Pennsylvania.

Becker’s connected with Jennifer Schwartz, chief strategy and legal officer for ChristianaCare, to discuss how the acquisition fits into the system’s broader effort to create a connected network of care, grow services based on community needs and deepen regional impact through legal guidance and targeted investment.

Editor’s note: Responses have been lightly edited for length and clarity. 

Question: How does this acquisition support ChristianaCare’s long-term growth strategy in the region?

Jennifer Schwartz: These facilities will accelerate our strategy to expand convenient care in the communities we serve, keeping care close to home or even in the home. These facilities will become part of the network of care that we are building in Southeastern Pennsylvania anchored by our new campuses and neighborhood hospitals coming to West Grove, Aston and Springfield.

At the same time, we continue to make investments in Delaware and Maryland to bring new treatments and technologies and create new access to care throughout the communities we serve.

Q: How are you deciding which services to continue or grow at the new site?

JS: Our goal is to keep these sites open and provide care that’s aligned to community needs. ChristianaCare is actively assessing the programs and services that are provided at these outpatient centers to determine which services to continue, restart or grow.

 Q: What role does legal strategy play in successful acquisitions like this one? 

JS: The ability to combine legal expertise with strategic acumen is essential. Every health system should have a great legal team able to support its strategic initiatives.

Q: What opportunities do you see next for ChristianaCare to deepen its regional impact?

JS: We will continue to look for opportunities in our region to further our mission of caring for more and more of our neighbors by expanding the availability of convenient, high-quality care.
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Editor’s note: This story will be updated continuously.
1. Steve Febus will retire from his role as CFO of Pullman (Wash.) Regional Hospital in January 2026 after 38 years with the facility.
2. Stephen “Jan” Grigsby Jr. exited his role as CFO of Brunswick, Ga.-based Southeast Georgia Health System. John Stanton is serving as interim CFO.
3. Sean Barden, executive vice president and CFO of Fredericksburg, Va.-based Mary Washington Healthcare will retire after more than 18 years in the role.
4. Marcia Zwanziger has shared plans to retire as CFO of Huron (S.D.) Regional Medical Center. Joel Nelson will serve as interim vice president and CFO.
5. Matt Morgan will exit his role as vice president and CFO of Monterey, Calif.-based Montage Health in August.
6. Michael O’Dell will exit Alliance, Neb.-based Box Butte General Hospital at the end of June.
7. Darrin Montalvo will exit his role as executive vice president and CFO of Vancouver, Wash.-based PeaceHealth on July 11.
8. Jon Dingledine, COO and CFO of Coldwater, Ohio-based Mercer Health, was promoted to CEO, effective July 1.
9. Daniel Morissette will retire as senior executive vice president and CFO of Chicago-based CommonSpirit at the end of October.
10. John Kren retired as CFO of Jackson Hole, Wyo.-based St. John’s Health in April after serving as CFO since 2009. Mitch Watson will succeed Mr. Kren.
11. Coby LaBlue exited her role as CFO of Powell (Wyo.) Valley Healthcare in May.
12. Maggie Hamilton-Beyer is retiring as CFO of Knoxville (Iowa) Hospital and Clinics at the end of June after more than 40 years in various healthcare leadership roles. Sean Dhabalt will succeed her.
13. Allison Viramontes has shared plans to exit her role as CFO of Mayo Clinic in Arizona.
14. Jeanne McKerrigan exited her role as CFO of Scottsbluff, Neb.-based Regional West Health Services.
15. Jeff Ehlers is retiring after 26 years as CFO of Marysville, Ohio-based Memorial Health.
16. John Mordach left his role as executive vice president and CFO of Philadelphia-based Jefferson Health.
17.  Derek Rozier, CFO of Hinesville, Ga.-based Liberty Regional Medical Center, was promoted to CEO. Mr. Rozier succeeded Tammy Mims, who is retiring.
18. Andy Knutson, CFO of Onamia, Minn.-based Mille Lacs Health System, will leave his role to succeed CEO Bill Nelson, who is exiting after 16 years in the role.
19. Beth Ward, executive vice president and CFO of Georgetown, S.C.-based Tidelands Health, has shared plans to retire. Erin Beadle will succeed Ms. Ward.
20. Dan Rieber has shared plans to retire from Aurora, Colo.-based UCHealth.
21. Lance Mason, CFO of Livingston (Tenn.) Regional Hospital, will exit his role to take over as hospital CEO March 31. Mr. Mason will succeed Tim McGill, who is retiring May 1.
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Leaders at St. Louis-based SSM Health have found value in walking the walk. The system’s “Walk a Mile in Your Shoes” program puts system executives in the shoes of employees who perform front-line daily operations to help them understand the roles better.

The program was launched in fall 2023 and brings leaders out of their offices and to the front lines each quarter. During the visits, which run between two and four hours, leaders immerse themselves in a new department, observing workflows, asking questions and learning directly from employees, according to an article on the Catholic Health Association reported. 

Becker’s connected with the following SSM Health leaders to discuss the program and how it continues to shape leadership engagement, staff morale and operational improvements across the region: 

Damon Harbison, president of SSM Health St. Mary’s Hospital in Centralia, Ill., and SSM Health Good Samaritan Hospital in Mount Vernon, Ill.

Tammy Jackson, regional vice president of patient Care Services and Chief Nursing Officer for SSM Health Southern Illinois

Monica Heinzman, regional vice president of operations for SSM Health Southern Illinois and site administrator for SSM Health Good Samaritan Hospital

Hollie Colle, regional vice president of operations for SSM Health Southern Illinois

Barbara Gowler, regional director of human resources for SSM Health Southern Illinois

SSM Health Southern Illinois comprises two regional hospitals in Mount Vernon and Centralia, employing more than 120 physicians and involving eight family health centers and multiple specialty programs, according to its website. 

Editor’s note: Responses have been lightly edited for length and clarity.

Question: What kind of feedback have front-line employees shared about the impact of executive participation on morale and engagement?

Front-line employees have consistently shared positive feedback about executive participation. Many express appreciation for leaders who genuinely listen, ask thoughtful questions, and engage as part of the team. This presence fosters trust, boosts morale and creates a sense of being heard and valued. Staff enjoy showcasing their work, discussing challenges and highlighting successes. The informal setting — often with leaders dressed in scrubs or similar attire — makes conversations more relaxed and authentic. Departments not yet visited request to be next on the list, showing the program’s growing popularity and impact on engagement.

Q: How is employee input during these visits tracked and followed up on to ensure tangible improvements?

Employee input is actively gathered and followed up on by each participating leader. Notes are often taken discreetly during visits, and feedback is shared with department leaders or escalated to appropriate councils or work groups. Some issues are resolved in real time, while others are discussed at the executive level to determine feasibility and next steps. Leaders often reconnect with teams during future visits to follow up on previous concerns, reinforcing accountability and trust. This approach ensures that feedback is not only heard but acted upon, with a focus on continuous improvement and closing the loop.

Q: Has the program influenced any changes in workforce policies, staffing decisions or support resources?

While not every visit results in policy changes, the program has influenced several meaningful improvements. Leaders have used insights from these visits to advocate for staffing resources, clarify existing policies, and initiate process improvements. For example, feedback has led to listening sessions during times of leadership transition, capital requests for outdated equipment, and regional workgroup discussions on systemic issues. Even when changes aren’t immediately possible, the program strengthens understanding and reinforces the importance of front-line perspectives in decision-making.

Q: What advice would you have for other system leaders looking to implement a similar program?

The advice is simple: Just do it. SSM Health recommends planning ahead, being intentional with time, and approaching the experience with an open mind and willingness to learn. Even a few hours each quarter can yield significant benefits in terms of team connection, trust building and operational insight. It’s important to be present, avoid judgment and focus on listening and learning. The experience not only benefits front-line teams but also reenergizes leaders by reconnecting them with the heart of the organization.
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Shamiq Syed has been named CFO of Secaucus, N.J.-based Hudson Regional Hospital, according to a July 17 LinkedIn post.

The hospital is part of Secaucus-based Hudson Regional Health, a four-hospital system that was formed in late May as the last step in Bayonne, N.J.-based CarePoint Health System’s bankruptcy exit. 

Prior to his new role, Mr. Syed served as CFO of CarePoint Health System, according to his LinkedIn page.
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Dallas-based Steward Health Care filed a lawsuit July 15 in bankruptcy court against its former chairman and CEO, Ralph de la Torre, MD, and other top system executives, claiming they conducted insider transactions that drained Steward’s assets and contributed to financial collapse. 

Steward sought Chapter 11 protection May 6, 2024, and has since worked to sell or close its 31-hospitals — many of which have drawn criticism for poor working conditions, substandard patient care, aging and unsafe facilities, and have faced lawsuits filed by unpaid vendors. 

Dr. de la Torre, who also drew criticism for his lavish lifestyle amid the system’s downfall, “amicably separated” from Steward on Oct. 1 and sued the Health, Education, Labor and Pensions Committee on Sept. 30 after it held him in contempt for skipping a committee hearing for which he was subpoenaed. 

Steward’s 68-page lawsuit, obtained by Becker’s, outlined claims of self-dealing, breach of fiduciary duty and fraudulent transfers in its allegations. It named former Steward leaders, including Dr. de la Torre, former Steward Executive Vice President for Physician Services Michael Callum, First Bristol Corp. Co-CEO James Karam and former Steward President Sanjay Shetty, MD.

The lawsuit pointed to an $111 million dividend in January 2021, while Steward was allegedly insolvent, that was allegedly received by Steward board members including Dr. de la Torre, Mr. Callum and Mr. Karam. Dr. de la Torre received $81.5 million of the dividend and used $30 million of it to purchase a “superyacht,” the lawsuit said.

“In orchestrating the $111M Dividend, [Dr.] de la Torre was grossly negligent and breached the duties of care, loyalty and good faith that he owed to [Steward],” the lawsuit said. “[Mr.] Callum and [Mr.] Karam were likewise grossly negligent and breached their duties of care, loyalty and good faith.”

Dallas-based Tenet Healthcare was also listed as a defendant in the lawsuit regarding Steward’s purchase of five Tenet hospitals in Florida for around $1.1 billion in August 2022. The lawsuit claimed Tenet’s facilities were initially valued at $895 million by Steward, but a higher price was paid due to Dr. de la Torre’s “personal desire to build a hospital empire in the Miami area, rather than on any independent financial analysis,” the lawsuit said.

“Not only did [Steward] overpay, but [Dr.] de la Torre pushed the deal through before Steward could complete the closely-related sale of five Steward hospitals in Utah, which [Steward] expected to rely upon to provide it with the liquidity needed for the Tenet Transaction to succeed,” the lawsuit said. 

Steward claimed Tenet received a fraudulent transfer in connection with the deal, which included almost $209 million in cash that Steward contributed. It argued that Steward did not receive reasonably equivalent value for the payment and was left with an “unreasonably small capital in relation to its business both before and after making such payment.”

Steward also claimed that the proceeds of its 2022 value-based care assets sale to CareMax were diverted, with only $60.5 million of the $194 million sale going to the system. It alleged that the remainder went to entities run by Dr. de la Torre and other insiders. 

The lawsuit is seeking to gain hundreds of millions of dollars, hold defendants liable for damages that stem through fraud and breaches of duty and to disallow certain creditor claims. 

“Dr. de la Torre disputes the allegations of wrongdoing and will vigorously defend himself against them,” a spokesperson for Dr. de la Torre said in a July 16 statement shared with Becker’s.

The lawsuit comes after Steward received bankruptcy court approval July 16 to move forward with a liquidation plan to repay creditors with the lawsuit proceeds from previous system owners and insiders, Reuters reported.

Steward plans to seek more than $3 billion in legal claims against former creditors, insurers and insiders that received payment as the system headed toward bankruptcy. Steward has said recovering 13% of the claims would be enough to cover its bankruptcy costs, Reuters reported.

Becker’s has reached out to Steward Health Care and Tenet Healthcare for comment and will update this story should more information become available. 
The post Steward sues former CEO, Tenet in bid to claw back billions appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

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Pullman (Wash.) Regional Hospital CFO Steve Febus has shared plans to retire in January 2026 after 38 years with the hospital.

During his tenure at Pullman Regional, Mr. Febus served as controller, director of revenue cycle and fiscal, and then CFO, according to a July 16 news release shared with Becker’s. 

Mr. Febus witnessed Pullman’s transformation from a facility with a small emergency department and no doctors to a regional hospital supporting more than 50 physicians and 16 clinics. He helped lead the hospital through the development of capital projects and service expansions, while aiding its transition to a new facility, the release said.

Pullman Regional is conducting a national search for a new CFO and seeks to fill the role in late 2025.
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Newark, Del.-based ChristianaCare and Marlton, N.J.-based Virtua Health have signed a nonbinding letter of intent to form a regional nonprofit health system.

The system would comprise care in more than 10 counties across Delaware, Maryland, New Jersey and Pennsylvania, nearly 30,000 employees, more than 600 care sites and academic programs with more than 500 fellows and residents, according to a July 16 news release. 

It would also focus on enhanced care access for behavioral health, primary and urgent care, along with a proposed maternal risk program that would support more than 15,000 births annually. 

“Our vision for this new health system  — when Medicare and Medicaid are facing cuts and many hospitals are struggling to stay open — gives me hope and excitement for our future and for the health of our neighbors,” George Foutrakis, chair of the ChristianaCare health system board, said. 

ChristianaCare and Virtua Health will work to negotiate and sign definitive agreements while also seeking regulatory approval. Both systems will run as separate, independent parties during negotiations, the release added.

Virtua Health, a nonprofit academic system, comprises five hospitals, two freestanding emergency departments, 42 ASCs, 38 primary care locations, 30 physical therapy and rehabilitation practices and more than 400 additional sites. It employs 15,000 workers, including 3,000 affiliated clinicians and doctors.

ChristianaCare, a nonprofit teaching health system, comprises three hospitals, home health care, urgent care centers, a freestanding emergency department, a level 1 trauma center, a level 3 neonatal ICU and a comprehensive stroke center.
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Now half way through the year, Detroit-based Henry Ford Health is still reaping the rewards of a financially sound fiscal 2024, after seeing a major leap in operating income last year, up to $294.2 million from $80.5 million in 2023.

Robin Damschroder, executive vice president, president of value-based enterprise and CFO of Henry Ford Health, said during a Becker’s CFO+Revenue Cycle Podcast episode that success can be attributed to early gains from the system’s joint venture with Ascension Michigan, strong performance from its Health Alliance Plan insurance arm and strategic cost containment. 

“First and foremost, we had some early wins in our joint venture with the Ascension Michigan facilities,” Ms. Damschroder said. “Those benefits came early. They were things from changing our group purchasing organization, so we got some rate wins on our contracts. For example, almost $35 million.”

Henry Ford Health launched its joint venture with Ascension Michigan on Oct. 1, 2024, bringing around 50,000 employees across more than 550 sites in Michigan under Henry Ford Health’s wing. 

As the joint venture integration continues, Ms. Damschroder said a key focus is merging five electronic medical record platforms into Henry Ford Health’s platform. 

“Collectively, we are working on about $250 million in what we call ‘tier-one synergies,” she said. “We have worked through integrating and getting to our shared governance set up. A lot of our focus originally … has been around cultural alignment. How can we gain quick operational efficiencies together and really getting some of those quick wins while we work at this larger technology transformation.”

Following the passage of the One Big Beautiful Bill Act, Ms. Damschroder said the system did a significant amount of scenario planning, and reviewed each initiative carefully. 

The legislation is expected to decrease Medicaid spending by nearly $1 trillion, with the number of uninsured individuals expected to increase by 11.8 million by 2034, according to the  Congressional Budget Office.

“When we look at it, the implications are a bit above the median of what we could have expected, but certainly not the worst-case scenario that was out there,” she said. “[Some] of these regulations, particularly when it comes to eligibility, work requirements and redetermination, the states are going to decide on sort of the final implementation rules. Michigan might experience something different than in Indiana or California or Texas. So we anticipate we might see some of those in 2026 and 2027 but the major, major cuts are expected to happen 2028 to 2032.”

Ms. Damschroder offered three pieces of leadership advice as healthcare leaders work to understand the legislation’s impact on their organizations.

“It’s about transparency and collaboration,” she said. You’ve got to prioritize open communication and cross functional teamwork at this time, followed by strategic investment. Even as we’re looking at cuts, we’re going to have to make key investments in order to get at the savings that we’re going to need to reduce our cost structures. Finally, we’ve got to adapt, right? We’ve got to adapt our structures. Sometimes it’s times like this, when you look at a crisis and see all the challenges, it really brings you opportunities that you haven’t been able to push past. I think we have the opportunity from a leadership perspective to step up.”
The post Henry Ford Health, Ascension Michigan’s JV going strong nearly 1 year in appeared first on Becker’s Hospital Review | Healthcare News & Analysis.

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Murray-Calloway County Hospital in Murray, Ky., has named Brian Craven CFO. 

In his new role, Mr. Craven, who has more than 25 years of financial healthcare experience, will lead financial operations for the hospital, including budgeting, financial reporting and revenue cycle management, according to a July 7 hospital news release shared with Becker’s. 

Prior to his new role, Mr. Craven served as CEO of Ironwood Healthcare Solutions, a CFO provider for rural hospitals, according to his LinkedIn page.
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