NEW SERIES – CEO INSIDER
Over the next several issues of the IHA quarterly newsletter, we will feature CEOs from each of the five Regions that make up our membership (i.e., Capital District, North Country, Mohawk Valley, Southern Tier, and Central New York).
This quarter, we introduce you to our CEOs from Central New York:
- Felissa Koernig, CEO at Oneida Health
- Michael C. Backus, President & CEO of Oswego Health
We asked our Central New York CEOs the following questions:
- What are the most important issues your organization is focusing on in 2024 and beyond?
- What are the top three traits you look for in building your executive team?
- How is running a hospital in Upstate/Rural NY the same or different than elsewhere in NYS or in other States?
- When thinking about building partnerships in your community, whether with other health care providers or social care providers, what issues do you consider most important?
- As a leader in Upstate/Rural New York, what are your proudest achievements and or future goals for your organization?
- What do you think are the biggest challenges facing Upstate/Rural New York healthcare?
- If resources were plentiful, what services or programming would you prioritize in service to your patients and community?
Here’s what they had to say…
Felissa Koernig, CEO at Oneida Health
1. What are the most important issues your organization is focusing on in 2024 and beyond? Our organization’s top focuses are workforce and access to ensure we have the right caregivers in place to meet the healthcare needs of the community. We are also focusing on improving health equity, addressing social determinants of health, and integrating technology to streamline patient care. All these items are essential to being successful in access and workforce.
2. What are the top three traits you look for in building your executive team? The top three things that I look for are:
- Collaborative Spirit: Working well with others and fostering a team-oriented environment is crucial for success.
- Visionary Leadership: The ability to see the big picture and strategically plan for the future is essential.
- Resilience: The capacity to adapt to challenges and maintain focus on our mission, especially in the face of adversity.
3. How is running a hospital in upstate/rural New York the same as or different from elsewhere in New York State or other states? Running a hospital in Upstate/Rural NY presents unique challenges compared to urban areas, such as a smaller patient population and limited access to specialized services. However, the commitment to community health and patient-centered care remains consistent across the state. Rural hospitals often face resource constraints and workforce shortages, making collaboration between local providers, both in healthcare and other industries, essential to ensure comprehensive care.
4. When thinking about building partnerships in your community, whether with other healthcare providers or social care providers, what issues do you consider most important? When evaluating partnerships, I prioritize the commitment to the local community, alignment of missions, and resilience in overcoming challenges. While financial stability and size are important, it’s crucial that potential partners demonstrate a genuine connection to our community and a history of collaboration. Understanding these intangibles helps ensure that our partnerships are built on trust and shared goals, ultimately benefiting our patients and the community.
5. As a leader in upstate/rural New York, what are your proudest achievements and/or future goals for your organization? In my short time in this role, I am proud of our progress in expanding access to care, particularly through the establishment of a new Primary Care location and the enhancement of orthopedic and GI services. My future goals include addressing the shortage of primary care and behavioral health services and ensuring that our community has reliable access to high-demand services, even during times of turnover. We are committed to building a resilient healthcare system that meets the needs of our patients.
6. What do you think are the biggest challenges facing upstate/rural New York healthcare? Addressing financial sustainability for rural hospitals is vital to ensuring the healthcare system is able to continue meeting the needs of our patients. With the thin margins in our hospitals, the limited resources have been prioritized to ensure competitiveness in the workforce and adequate staffing. For Upstate/Rural New York this has constrained our ability to invest in aging infrastructure to include facilities and equipment. Updating the age and condition of our healthcare system is essential to continuing to provide quality care in the future.
7. If resources were plentiful, what services or programming would you prioritize in service to your patients and community? If resources were abundant, I would prioritize expanding mental health services, enhancing telehealth capabilities, and developing community wellness programs focused on preventive care. Additionally, investing in workforce development initiatives to attract and retain healthcare professionals in rural areas would be crucial. These efforts would help create a more comprehensive and accessible healthcare system for our community.
Michael C. Backus, President & CEO of Oswego Health
1. What are the most important issues your organization is focusing on in 2024 and beyond? Our organization has always been focused on quality care delivery, so we perpetually lead with initiatives around standards. Looking ahead to 2025 (and beyond), we are focused on addressing several critical issues.
Access to affordable healthcare remains a top priority. We are committed to improving the accessibility of our services, expanding our reach to underserved communities, and ensuring that all individuals, regardless of their background, have access to timely, effective healthcare. As part of our growth strategy, we are actively exploring opportunities to expand our services beyond Oswego County, strategically positioning ourselves to meet the evolving healthcare needs of neighboring regions. This expansion will increase access and ensure that we can continue serving a broader population with the same excellence and compassion that defines our organization.
Recruitment and retention are equal parts essential for maintaining a strong, compassionate team at Oswego Health. We understand that our employees are our most valuable asset, and we are focused on attracting top talent and fostering a work environment that emphasizes professional growth, work-life balance, and employee well-being. To retain our skilled workforce, we will continue investing in comprehensive training programs and creating pathways for advancement.
Another key focus is negotiating rates with insurance providers. We recognize that fair reimbursement rates are critical to maintaining the sustainability of our services while providing affordable care. We will continue to work closely with insurance partners to advocate for reasonable rates that reflect the quality of care we deliver, ensuring a balance between financial viability and patient access.
Finally, we are dedicated to supporting our employees by providing them with the necessary tools, resources, and technology to perform their jobs at the highest level. Whether through upgrading our IT infrastructure, offering ongoing professional development opportunities, or ensuring our teams have the support they need, we are committed to fostering an environment that empowers our workforce to excel in their roles and deliver exceptional care.
These priorities, driven by our commitment to our patients and employees, will guide our strategies and initiatives as we move forward into the next phase of our organization’s growth.
2. What are the top three traits you look for in building your executive team? When building our executive leadership team, I prioritize three core traits to ensure we have the leadership needed to drive our organization’s success and foster a culture of excellence.
Genuine leadership is paramount. I seek authentic individuals who commit to our mission, vision, and values. Genuine leaders build trust and inspire their teams through consistency, honesty, and a shared passion for making a positive impact.
Transparency is equally crucial. Effective communication and openness are key to strong collaboration within any organization, especially an executive leadership team. I seek leaders who are comfortable being transparent, sharing successes and challenges, and who believe in fostering an environment where information flows freely, enabling informed decision-making and building confidence.
Lastly, I highly value leaders unafraid to roll up their sleeves and get involved at all levels. It’s essential to have individuals who lead by example, are hands-on, and are willing to take on challenges directly. This trait ensures that our executive leadership team remains connected to the day-to-day operations, understands the complexities of our work, and sets the tone for a culture of teamwork and accountability.
These traits—genuineness, transparency, and a willingness to roll up our collective sleeves—are vital for fostering a cohesive, effective leadership team that can drive our organization forward with purpose and clarity.
3. How is running a hospital in Upstate/Rural NY the same or different than elsewhere in NYS or other States? Oswego Health is a sole community, hospital-led health system. Running such an organization in Upstate New York, which can be both urban and rural, presents unique challenges and opportunities, especially compared to hospitals in strictly urban areas or other states. As a sole community safety net hospital, we are critical in providing essential healthcare to underserved populations in a region with limited access to care. This responsibility comes with challenges distinct from those faced by hospitals in urban centers such as barriers to transportation and childcare.
One of the most significant differences is the state’s funding distribution. In rural areas, we often encounter disparities in the allocation of resources, which can impact our ability to invest in infrastructure, technology, and personnel. While urban hospitals may benefit from a more extensive patient base and robust funding channels, rural hospitals find creative ways to optimize resources while still delivering high-quality care. This disparity requires ongoing advocacy for fair reimbursement rates and more equitable distribution of state funds to ensure that our rural communities have access to the same level of care as those in larger cities.
Additionally, a deep understanding of the unique needs of our population is essential when planning care delivery in rural areas of New York State. This may include addressing higher rates of chronic diseases, aging populations, and socioeconomic factors contributing to health disparities. Given the geographic isolation and limited workforce development initiatives, we face challenges in recruiting and retaining healthcare professionals.
Despite these challenges, running a rural hospital also offers the opportunity to foster close-knit relationships with patients and the community and to implement innovative solutions that can serve as models for healthcare delivery in underserved areas. By leveraging technology, telemedicine, and community partnerships, Oswego Health bridges the gap and ensures patients receive high-quality healthcare, regardless of location.
4. When thinking about building partnerships in your community, whether with other health care providers or social care providers, what issues do you consider most important? Building meaningful partnerships within our community is essential to fulfilling our mission of providing high-quality, accessible care to our residents. As an independent healthcare system, collaboration is key to overcoming our unique challenges, especially in a rural setting where resources can be limited.
One of the most important factors when considering potential partnerships is alignment with our mission and values. We prioritize working with organizations that share our commitment to patient-centered care, equity, and the well-being of our community. This shared vision ensures that all parties work toward the same goals and can effectively contribute to the broader healthcare landscape.
Additionally, we focus on complementary expertise. Whether collaborating with other healthcare providers or social care organizations, our partners must bring complementary skills and resources. This allows us to offer a more comprehensive, integrated approach that addresses medical needs and social determinants of health, such as housing, nutrition, and transportation.
Finally, sustainability and long-term impact are critical considerations. We look for partnerships built to last, focusing on long-term solutions rather than short-term fixes. This means ensuring that we can create a lasting impact on the health of our community while maintaining the stability and sustainability of our organization and partners.
By prioritizing alignment, complementary expertise, and long-term sustainability, we can build strong partnerships that help us provide the best possible care to our community’s residents.
5. As a leader in Upstate/Rural New York, what are your proudest achievements and future goals for your organization? As a leader, my proudest achievement is witnessing the transformative shift in the culture at Oswego Health. Over the past few years, we have worked tirelessly to foster an environment where our employees feel empowered, supported, and valued. The positive impact of this cultural shift has been profound — our team is happier and more engaged, which directly translates into the quality of care we provide to our patients. This collective sense of purpose and well-being strengthens our brand, reputation, and legacy as a trusted healthcare system that has proudly served the Oswego community for over 143 years.
One of the most fulfilling aspects of my role is hearing the patient stories—the heartfelt accounts of how our team has made a difference in their lives. I am always inspired by the genuine care that our staff provides, and these stories serve as a reminder of why we do what we do. This direct connection with our patients drives us to continue improving and innovating.
One of our key goals is to continue building on this momentum by investing in our people and sustaining a culture of excellence. We are committed to ensuring that our employees have the tools, training, and support they need to thrive and feel connected to our mission at every level of the organization.
6. What do you think are the biggest challenges facing Upstate/Rural New York healthcare? One of the biggest challenges facing healthcare generally is the overall cost of care in the COVID-19 post-pandemic era. Rural areas feel this pressure acutely as healthcare providers often struggle with lower reimbursement rates, making it difficult to maintain financial sustainability while continuing to offer high-quality care. These challenges are compounded by the unique demographic and economic factors in rural communities, including a higher percentage of elderly patients and a greater prevalence of chronic conditions, all of which require more intensive care and resources.
The disparity in reimbursement rates compared to urban centers creates financial pressure on rural healthcare systems, potentially limiting our ability to invest in technology, staff, and infrastructure necessary for continuous improvement. As a result, hospitals like ours must navigate these financial constraints while ensuring that access to care is not compromised.
We are committed to advocating for more equitable insurance rates that reflect the cost of delivering quality healthcare in rural areas. By doing so, we aim to ensure that patients in Central New York continue receiving the care they deserve while strengthening the long-term viability of rural healthcare systems like ours.
7. If resources were plentiful, what services or programming would you prioritize in service to your patients and community? If resources were plentiful, my top priority would be to enhance access to care within our community, particularly by addressing one of the most significant challenges in rural areas—transportation. In rural communities like ours, many residents face barriers to reaching healthcare services due to long travel distances, limited public transportation options, and financial constraints. This often results in delayed or missed care, negatively impacting health outcomes.
If resources were available, my goal would be to make access to care as local as possible, ensuring that every resident—whether in Oswego County or neighboring areas—can receive the care they need without the burden of long travel times. This could include enhancing telemedicine offerings and establishing more local care facilities for specialized services.
By bringing healthcare closer to home, we make it more convenient for our patients and their families and foster a more integrated, sustainable healthcare model that can better address the unique needs of rural communities. Our focus would be ensuring that all community members, no matter where they live, have access to high-quality, timely care without the added stress and obstacles of long-distance travel.