Scott reiner adventist health president and ceo

Scott Reiner is the chief executive officer of Adventist Health. Scott has been in his current role since A registered nurse with nearly 30 years of healthcare leadership, Scott has a passion for mission, especially serving the underserved. He is committed to quality, experience, consumer value and expanding mission into the community. As CEO, he is responsible for setting the vision and direction of Adventist Health and positioning the organization for growth.

Read more …. Scott Reiner We have made a decision within the last six months with a lot of pre-work to move the organization from hospital-centric to a health-centric organization so that we can better take care of all populations before they even become patients. The conversation included Scott weighing in on the fact that he believes it is not necessary for most health systems to stand down elective surgeries as a standard policy during a public health crisis.

Scott updated us on the new Adventist Health organizational structure with three divisions: the care division, well being division and managed health division. Scott Reiner Know what your role is, and empower those who are held accountable and are knowledgeable to do the work and get out of their way.

Well, good morning Scott and welcome. Judging by where you went to school, you must be from California. Is that true? Scott Reiner Pretty close. Yeah, I grew up in Maryland, ironically, but when about 16 I moved to California. Went to high school, college, and graduate school all in California. Gary Bisbee So a little bit East to start with, and then West. Did you work as a nurse before you pursued your MHA degree?

Scott Reiner I did. Yeah, I actually was a nurse for about five or six years. Early on, I was starting to taste a little bit about what management was. I actually really learned to enjoy the idea of the care of the patient and the business side of it.

And of course, that goes together with administration. So I moved from nursing to director of nursing to eventually manage care and healthcare experience related to the managing physician practices. So I kind of used that clinical background to launch into the business side of healthcare. Scott Reiner So a family member who has been kind of a mentor to me has talked to me about it for a very long time.

So probably about five years into nursing. I started to taste, like I said, some of the management responsibilities. I had been in all areas that hospital CEOs oversee. I understand their passion. Because of that, we use the higher slanting towards clinical effectiveness and quality and safety. I actually think it helped quite a bit on growing the organization because one thing links to the other as far as pathology goes. You know how the microcosm of the physician relationship works really well.

And then moving forward to being a CEO of a health system. But this first clinical care pursuit was very helpful. And that is the improvement of the health of populations. And so we have made a decision within the last six months with a lot of pre-work to move the organization from hospital-centric to a health-centric organization. So that we can better take care of all populations way before they become patients. So I think that will be the most important decision and ultimately rewarding decision.

Probably pass my tenure. But let me follow up with the question about the most rewarding decision to the most difficult decision. Scott Reiner Toughest decisions are never about entering something right? I would say the toughest decision making is actually shaping the portfolio. And so making decisions to exit markets because people love their hospitals and they should. Those are probably the toughest actually. Gary Bisbee I could definitely see that.

Will you please bring us up to speed on Adventist Health as it is today, Scott? So we can probably talk about that later. We serve a lot of disadvantaged populations, socioeconomic or even health status from East Los Angeles to a lot of farming migrants, field workers, and hospitals in Central California, Northern California, and some very poor communities. It really is how the organization was built. We have also been moving into the population health business of managing Medicaid population.

So we have north of , risk medical and this is certainly in the state of California population or members that we manage the full health for. We have large integrated physician practices about physicians and our providers that are part of a statewide network in the state of California and a couple hundred more physicians in Portland, Oregon area. We are a part of a faith based tradition. And our sponsorship is the Adventist church who had a very long term over year passion around improving health.

And so we take that very seriously a whole person health. Physical, mental, spiritual,and social care of our communities and patients. I could go on. That pyramid is not easy.

We have a very aggressive cost structure in order to manage that population. Scott Reiner Good question. Seven years ago, I started as a CEO. We had an organization that was very hospital-centric. And I think we were doing well but to be perfectly honest, we were pretty average. We really were behind on I would say quality and experience. We were behind on growth or average, I should say in all these areas, and very federated. So we did not have an operating model that was a health system operating models.

It was a collection of individual organizations doing good stuff in their community. So I realized early on that we had to do two things, we had to create a new operating model that would create a health system, which we could aggregate scale, given our pair mix, we had to get to top quartile on operating performance. So I made a decision at that point that we have a tremendous amount of body of work to do.

So I asked Bill who reports to me to be the President and essentially drive the business, drive the operations, and drive the implementation of a lot for strategy. I have spent the last bit of time really building out the case for change modifying managing the culture, creating greater presence in this country, and driving a lot of a strategy and really reforming our governance. So we kind of work as a team. We split up the work and we work tandemly and a lot of things in order to get the job done.

I have found that quite effective. And it seems to work for organizations. Gary Bisbee I think as health systems continue to grow and healthcare becomes more complex. Can you share that with us, Scott? Scott Reiner Our original strategy was rounding up the Round And like I said, creating certainly a tight operating model health system running at the top everywhere we can manage. So you know, everybody does sell these markers out.

We really have done an excellent job of doing that. But is that really significant? Significance to me would be, are we really transforming our communities and transforming the populations we have? So our strategy that we just rolled out March one, which is pretty much the same day we rolled out a shelter in place for the state of California, we launched a new strategy to create a health company with the ultimate goal of community and individual well being.

We then have stood up a well-being division. Wellbeing division is really around innovation, products, services, capital-light, that we can do two things. Analysis By Melanie Blackman August 19, Scott Reiner details his healthcare journey and how he strives to bring health and well-being to low-income countries.

Reiner, who has led the nonprofit, faith-based system since , will leave at the end of the year to establish a family foundation to focus on global health and well-being. Well-being isn't a new focus area for Reiner. In October , the West Coast-based health system announced the launch of its new Well-Being Division as a "breakthrough move to promote community well-being.

In a recent interview, Reiner shared how he strives to bring health and well-being across the globe to low-income countries with his family foundation and detailed what his healthcare career journey has looked like so far. HealthLeaders: What has your healthcare career journey looked like over the years?

I took a journey of completing my Bachelor's in Nursing at another Adventist Health hospital in Glendale, California, and had a chance to practice nursing for a few years. I had opportunities shortly thereafter to progress into supervisor and manager [roles] that I had never anticipated that I would get into.

I found it interesting to manage both clinical and business, and it struck a chord, so I went back to graduate school. I got a Master's in Health Administration, and then took on various responsibilities in for-profit healthcare [and] nonprofit.

I did managed care contracting, ran physician groups, and then re-entered back in the hospital market in '94 or '95, and became a vice president of a hospital in Nashville, Tennessee. From there, it grew with progressive responsibilities, and I landed back in at Glendale, where I started as a nurse, as the CEO, and was there for about eight years. Then I was asked to come to the system office, little did I know at that point, as a progression for the CEO position.

HL: What are some of your favorite achievements and accomplishments you reached during your tenure as CEO? Reiner: One of the greatest things I'm proud of is the amount of impact the organization has had.

We established about eight years ago this idea that we wanted to double our impact, with the idea of impact being people that we can take care of, or new services we can render, or new communities that we can gain access to.

Over this course of time, we've doubled the number of contacts we've made, the number of patients we've seen, and revenue. We've added six new communities to our base and over different clinics and access points to new services. We've [also] moved the organization from what I call a "federation of hospitals" to an "operating model. Quality and safety are important for the patient, and operating performance is important in order to sustain the income that we earn so we can send it back into our communities.

The journey we're on now is transforming the hospital system into a health company focused on well-being. It is this notion of saying "how can we improve both community and individual wellbeing?

The pandemic has set a challenge, but I'm proud of how our system has responded. It's responded with patience and incredible resources, ingenuity, innovation in taking care of our communities. HL: What goals do you hope to achieve for the health system by the end of the year? Reiner: We have to do two things at once.

We have to have the incredible care of our communities and the everyday care of our patients, and we have to launch our strategy, because I'm still here for the next six months and we'll continue to build the knowledge, and the energy, and understanding that the work toward well-being is what this country needs.

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