Today we’re talking about the unique needs of rural. President of Chelsea Hospital, Ben Miles, is here to share his perspective and insights. We’ll talk about serving specific needs in communities, using partnerships to fill gaps, utilizing technology, and of course, what it all has to do with rural health.
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Jeremiah Hodshire (Host): Welcome to the mobile version of our podcast today. We are here at the Michigan Hospital Association Annual Conference, and we have decided that we want to interview 5 or 6 industry leaders in healthcare. I had I had reached out to my good friend Ben Miles. The true story about Ben Miles, president, Chelsea Hospital, which is part of a bigger system. It’s Saint Joe Mercy Health system. And Ben, as the president of Chelsea, I got to know Ben when he was president of, PRMC, but basically, Parkview Hospital in a very large town of Fort Wayne, Indiana, I got to know Ben, and I met Ben once, and I met him for, like 32 seconds, because that’s all his handlers would let me. True story. I was being chaperoned there. I think it was Rick Henry was there. He was the chief operating officer, I believe, at the time. Nick was a CEO. And then Laurie was taking us around to the various places. But I met this guy comes beaming out of his office. And so, this guy, I see him come out of his office and it’s like stacked ten deep with people. But this guy stopped in with, you know, a true; How you doing? My name is Ben. And I and I followed your career throughout your time there at Parkview. Did a great job. You were incredible. And then you’re from Michigan, if I’m not mistaken.
Ben Miles (Guest): I am. Yeah, this is home. Grew up in the metro Detroit Troy area. My wife and I met in undergrad.
JH: So, Michigan was home at some point. So, you come home, and so for our listeners, you know, you’ve been on the podcast before, I want you to tell a little bit about yourself. Then I want you to talk about Chelsea Hospital and then the relationship that Chelsea has with the mothership, as we call it. But, you know, what is that role and what is your role? And just kind of give us an overview.
BM: Well, JJ, thanks so much for the fun introduction. Love our friendship and really respect and admire your leadership as well. It’s really a privilege to be with you again. So, Ben Miles; been in healthcare for all but one year. I worked in the auto industry for about a year. You know, I think in the Detroit area, you have to give it at least a shot. And some things don’t take, you know. So no, I had to get back in and I think for many of us, even if you’re not a clinician, if you are in nonprofit healthcare, you understand that this is a calling. So, really found my way back into this industry. And it has been just such a wonderful career and calling for me. My wife and actually two of my daughters are here with me right now. But a father of three girls and couldn’t be more excited, proud of them. They all have such great things going. But like you said, I think family played a big part of the decision to come back to Michigan. We’ve got family here and just wanted to get back to our roots, and I’ve been back for about four and a half years now. I mean, it has been amazing and I think it’s a good sign when time goes by that fast, because we’re doing some great things and really enjoy it. So now at Chelsea Hospital and even in the short time that I’ve been there, we’ve undergone a lot of transformation in a unique space where, you know, we are a joint venture where Trinity Health is the managing partner at 51%. Michigan Medicine is 49%. So, kind of an interesting space. We are actually next week going to be celebrating nine years as a JV. And I would say two sides to every coin. I mean, there’s the challenges of really navigating two health systems, but both have worked together in this space very well. And it has been, without a doubt, a game changer for us. I think it speaks well to the leadership of both health systems, to the joint venture and the local board that we have. You know, and I would say really, the time that I’ve been at Chelsea, I showed up in early 22 and, you know, that fun time that we all remember so fondly, but since then, I mean, we have had rocket boosters on for growth. There are not many hundred bed hospitals that can boast a medical group of 950 providers. So, it’s kind of amazing. And it’s comprised of, you know, I would say a third or better, U of M, third or better Trinity and then the balance are independent. Of that, you know, you’re going to have a core roughly 250 providers that are your core providers. But we have seen over those four years, JJ, I’m not exaggerating, 20, 30, 40% growth in some different areas. So, a lot of what we’re seeing is not just dealing with going from being this, kind of, you know, quiet little community hospital to now a thriving community hospital. And there’s been great work that’s been done at Chelsea. I’m not trying to suggest that, but I do think it’s the level of acuity, and the pace has picked up quite a bit. So, it’s exciting to see these are good problems to have, but their problems all the same.
JH: Yeah, they are problems all the same. So, Ben, you have two boards or one board?
BM: I have a joint venture board that is the fiduciary for the organization and a local board that is subsidiary but really responsible for safety and quality and there’s some meat on the bone there. They are overseeing the patient experience and some core metrics. Does the primary credentialing and privileging for the medical staff. But again, at the end of the day, it’s a lot of work to get to the same outcome. But it’s worth it. It is worth it.
JH: Yeah. Well, it’s a beautiful campus. Love your campus. Do a great job. You still do OB?
BM: No, we do not. We do not do OB.
JH: You do not. All right. And so, the other services that you offer, unique for a 100-bed hospital, I mean you have like access to neurosurgery, you have access to, you know, vascular surgery. I mean that’s really rare for rural health.
BM: It is. Within the past two years as well, JJ, we have become home to what was U of M’s inpatient rehab program. So, we are now 40 beds with the capacity to grow. And this is, you know, beyond the clinical impact that we are having. And, you know, Michigan draws literally from around the world. So, you know, the clinical impact has been amazing. And again, we’re taking care of patients that have multiple organ transplantation, multi trauma. It’s been amazing to see the skill in the patient experience. At the same time there’s a significant academic and research component to this too. So, it is really, you know, allowing us to really make our mark in a very unique space here.
JH: Yeah, absolutely. So how many years have you been in healthcare?
BM: I’ve been in healthcare nearly 30 years now.
JH: So, three decades, we’ve had some tumultuous times, a lot of challenges. However, most recently, the political landscape in this country and in our state is very, very tough. I’m sure you’re following very closely the cuts to Medicaid that occurred under H.R.1., affectionately known as the One Big beautiful bill, I don’t refer to as beautiful. It’s all but that, but significant impact to Michigan based hospitals. My hospital alone will lose $6 million starting October 1st of 27. That’s the that’s the impact. And I would submit that you’re going to be a lot more than that, because I’m assuming you serve a population of Medicaid at some level. So, it’s going to be impacted by that. So how are you as the president of Chelsea Hospital, navigating some of those problems that we’re going to face in the next year? How are you navigating that through strategic planning, partnerships, growth? How are you doing it.
BM: You know, I think JJ it is the essential and it’s honestly an ongoing problem that we’re solving for. You know I think a piece of it has been we’re in the enviable position of growing. And we’re trying to be very strategic about that growth. You know, you talk about the impact, though. If I could take a step back for a moment, Trinity has projected nearly a billion-and-a-half-dollar impact, at the full rollout of this.
JH: So just to your system alone?
BM: Correct. So here in the state of Michigan, which represents a significant portion for Trinity Health, it’s where the lion’s share is falling. And so, we are really trying to soldier through. So, I think, you know, there’s an element, but you’re not going to be able to grow your way out of this. And I think that this is where that value of stewardship really comes in. So, it’s not just trying to do more with less. I think there has been an element through this plan that Trinity has called repositioning to really lean into some regionalization opportunities. And we’re looking at how do we share leadership and structures and systems. And certainly, technology has been a key enabler for that. But, you know, I would say with all that’s happening and we know the pace of change is picking up. But, you know, with the advent of AI, you know, there are some opportunities there that we’re trying to think about. How do we begin with a beginner’s mindset? If we were to do this all over again, and even looking at that service line level for what is the role and not just within the four walls of my institution, but how do we really look at this from a system of care level? I think defining success collectively isn’t just going to be good for health systems that have come together to partner, but really, what how does this translate to the communities that we serve? And that is the true north for each of us.
JH: So, you know, and believe it or not, folks, he said all of that without a script. The guy is good. So, let’s talk about deployment of technology at Chelsea. Are you utilizing any technology in terms of telemedicine. I’m assuming you have parts of Chelsea that are somewhat in the suburban areas, maybe in rural, maybe?
BM: All of the above.
JH: Okay, transportation may be a barrier in some of your parts?
BM: It is. And I mean, honestly, as we go through, you know, we are in the data collection piece for our community health needs assessment, access to care. And certainly, transportation are key. And so that’s why we have really prioritized investment in some key partners such as the wave bus, the Washington area Value Express. So, you know, and it’s certainly not just dedicated for healthcare. We know that. And not to get on to the into the rabbit hole of social determinants, but really looking at the collective health of our community. Transportation and access is so vital and key, and it really is through partnerships that we’re going to be able to solve this very complex problem here. But, you know, really, we are in the benefit, a very enviable position of being able to leverage the resources of a global leader in Trinity Health in terms of access to care.
JH: That’s a benefit to you because you mean you just don’t have local resources. You have a global leader in healthcare. So, tell our listeners, how do you and Chelsea, Michigan leverage that? How do you leverage it? How do you do that on a daily basis?
BM: I mean, I think a big piece of this is, you know, the day-to-day impacts and seeing how this rolls out, you know, we are trying to tap into some of the different pilots and technologies that the system has. Recently, one of our leaders was promoted into the chief data and analytics officer position, really kind of overseeing how do we use the data and what does AI deployment look like. And we’re starting to get into some key areas. Radiology for example. We still have a human first deployment where you’re going to have a radiologist reading images. But through support, we know that pattern recognition is huge and it’s in the wheelhouse for AI. So how does that help us to increase the speed and accuracy. Perhaps give some signal that, hey doctor, you’re going to want to really zero in on this here. I think what we’re ultimately going to see is healthcare has gone through several rounds of evolution, and we hear a lot about personalized medicine, but I think that we are really on the cusp of being able to get into, not just here is what is right for you because you meet these demographics. Here is what is right for you because it is based upon you individually.
JH: But then what scares you about that? Because technology, you know, good, bad and different. There’s it still requires a human at some point. So, what concerns you about deployment of AI?
BM: Well, I think when there becomes an overreliance on technology, I think at the end of the day, technology should be a tool, a compliment. You know, I think about ambient listening and how we’re starting to deploy, you know, Dax Copilot, for example, in our medical group clinics. And what it’s doing is getting that device out from in between the patient and the provider so we can have this kind of a conversation.
JH: Have the conversation. We just deployed Dax in a few of the offices and it’s incredible. I mean, the engagement with you know, the patient is tenfold better. Their experience is going to be better. So, you’re making some great headway there. All right. Let’s you know, it does seem like everything healthcare is bad right now. And unfortunately, if you if you listen to the news, it’s a waste, fraud and abuse. That’s all we are, you know, doing all these bad things. But, you know, I guess my question to you, you’ve been in major leadership roles and you are in a major leadership role now. What keeps you up at night? What right now are you thinking are what is it?
BM: You know, I would say most recently seeing some of the activity that’s picked up here in our state legislature. You know, it’s funny, I’m getting a little PTSD from the Hoosier State.
JH: From Indiana. I know, yeah, you guys got trampled in Indiana. They took it. Took knives out for that one.
BM: No question. And, you know, one of the questions that I asked our legislators down there was, you know, when did we become the bad guy? You know, and, I mean, in a matter of five years, gone from being hometown hero, standing on the front lines of Covid.
JH: People were waving and cheering you and, you know, bringing cookies and dropping them off at the front switchboard.
BM: I think maybe JJ what it is; and I’m trying to come from a point of curiosity because something is prompting this. The system needs to be better. I think we can all agree in each of us has a role to play. I think, though, the tendency is to try to look for a simple solution. And because we are a convener of the bill, that it must be the hospitals problem.
JH: Yeah, it has to be right. It’s got to be someone’s problem.
BM: But if you really step in to restrict growth or pricing or any number of different machinations for how health care delivery is meted out on a daily basis. The question is, how does that make it back to that individual, back to that corporation? You know, so I think there has to be a very thoughtful approach to this. And hopefully, if nothing else, the good that can come from this is that there needs to be a dialog that is open here. And that’s where our voice is. Even if you’re a patient, if you’re not a provider of care or you’re in a leadership position within a healthcare organization, this is impacting your care. It has to be personal for each of us. You know, I think about that quote and, you know, I would argue maybe a little bit of updating as needed; by Edmund Burke, though, that said; the only thing that is needed for evil to triumph is for good people to do nothing. And I think that this is where each of us has a personal responsibility to step in and say, this may be well intended, but I’ll put it this way, if our providers if you had a provider at Hillsdale that saw a problem and maybe only had part of it, right, but administer a therapy anyway and it caused harm, that would be called malpractice. I think we need to be very thoughtful about what we’re doing.
JH: Preach it. Absolutely effective. So, in contrast to that, you know, so that’s what keeps you up at night. And we have a lot of advocacy work out of us. What do you what do you look forward to in the new program year, in the year ahead? I’m not sure when your fiscal year is.
BM: Next week starts July 1st. Happy new year!
JH: Happy new fiscal year and great things happening. So, you have a new fiscal year coming up. Which new priorities for your organization. Talk to me a little bit about what is exciting for you at Chelsea that you look forward to in the next year. And maybe if you want to incorporate anything from, you know, Saint Joe, you can do that as well.
BM: You know, I’ll start local because I think, you know, we have to keep it local. I’ll be honest. And this is, you know, hand to God, I love my team at Chelsea. We have an incredible group. Earlier this year, this calendar year, we had our visit from our friends with the Joint Commission. It went exceptionally well. And, you know, while I could pray so many different areas and, you know, it was a great outcome. But, you know, particularly the medical staff, they just talked about how we have such an engaged, vibrant, young, aspiring, talented group. And I think at the end of the day, you know, while Chelsea has so many great things going for it, I mean, to put it in context, in our 56-year history, I’m only the fourth president that this hospital has ever had. But I mean there’s such stability and growth. There’s a lot of things to love there. But I think what lies ahead I look at what has been done before as a foundation, and I feel like there’s great momentum. And when there is change, even if it can be scary, there’s opportunity in that. So, it’s fun to live in that space.
JH: Pretty powerful. Ben Miles president, Chelsea Hospital I have one last question for you because unfortunately, we could talk for hours.
BM: Why is that unfortunate?
JH: Well, to our listeners, we would love it. But they would tune us out. So, you know, in this environment we’re in, which is tough. We do see that the turnover rates are high for senior executives. We see that CEO departures are happening at an exponential increase right now. Either through retirements or just resignations or departures all in general. So, for the listener in Washington, Arizona, California who listens to this podcast, wherever they are across the country, even the world, because we have listeners across the world. What advice would you give to the new generation of a leader maybe saying a new generation, maybe it’s a COO just stepped up as a as a CEO? What recommendation would you give to them about what they can do. Because this is rough, Ben. It’s tough I mean, you know the phrase it’s lonely at the top and, you know, all those things are they ring true in these type of positions. And so, what sage advice would you give?
BM: You know, JJ, appreciate the question. You know what comes to mind, you know, my dad was a pastor, you know, so being a PK, you know, I think back to him and some of the advice he gave me. Leadership positions can be lonely positions. So, know who your circle is in, in tie into them, I would say. He told me, Bud, your life, you’re going to be like a bank account. You can’t run a negative ledger. You have to make sure that you have something in that account if you’re going to give it out. You know, now, I think, you know, to a large degree what has really driven you, I think what has driven me is that sense of responsibility, that opportunity to pay it forward, to whom much is given, much is required. But I think at the end of the day, you have to take care of you so you have something to give. And in the other piece of I can cheat and have two things.
JH: You can, you’re allowed to.
BM: You know, I think the other piece is relationships matter, you know, and I think even in terms of annual plan and we’re just completing ours and that, I had someone recently say numbers are easy, relationships are hard, but man, are they worth it JJ.
JH: Great perspective. Ben Miles, president, Chelsea Hospital. We’re going to have you back again because you got some exciting things that I’m sure are going to happen in collaboration. And we’re going to talk about that. But we have a rough 12 months ahead of us in the legislature. And to get through it, we have to lean on each other. That’s so important. And find our mentors and our friends. And so, thanks for being a voice for rural hospitals like Chelsea, because when you lift your voice, you’re lifting up voices like mine, right? And so, continue the great work that you do Ben, thanks for joining us today.
BM: Thanks, JJ.
JH: And thank you to our listeners for tuning in to Rural Health Today! Catch our next segment, Rural Health News, to stay up-to-date on the current state of rural health every Monday wherever you get your podcasts. Don’t forget to check out the latest updates and resources from Rural Health Today at ruralhealthtoday.com and make sure you’re subscribed to the show so you never miss an episode. Until next time, remember rural health strong!
