Issue link: https://beckershealthcare.uberflip.com/i/633033
74 culture. at culture doesn't change as you grow your system. Q: During your time at MHS, the system was also able to eliminate the use of tax dollars to fund uncompen- sated care. What strategies did you use to help accom- plish that? FS: First of all, we brought a strong financial discipline to the or- ganization. We grew our brand through hospitals in the suburbs. We take care of all patients regardless of ability to pay, but the pay mix improves as you go into the suburbs. at's important. Our managed care contracting and compliance strategies were critical to this. We made sure we were paid what we should be paid. We have a managed care compliance division separate from the normal revenue cycle division, so the person leading managed care contracting is also leading compliance. at helped us enormously. We moved our net revenue up to nearly $1.9 bil- lion and collected $8 million in taxes. at $8 million in taxes only pays for the county's share of Medicaid Match. e bottom line is we don't see a penny of the $8 million in taxes. Q: As you transition between leaders, how does MHS maintain its momentum and success? FS: I'm still the CEO, so the momentum is doing well. We have four internal candidates being considered by the board as my replacement, and they are doing a national search for outside candidates. e board has lost some of its traction — it got bogged down in processes I normally would have sped up if I were responsible. Q: What has been difficult for the board? FS: ere hasn't been a search in the 60-year history of this organization. We're 63 years old, and it's the first time we've done a national search. e board wanted to make it transparent and had to retain a search firm, which took 2.5 months. When you have a board, everyone has an opinion. ey burned through half of my notice going through that process. A lot depends on when that candidate is selected and who it is. If it is an internal candidate, the transition will be smooth. If they come from outside, we have to see who that candidate is and how that will work. We may have to appoint an interim. Q: What are you looking forward to most in retirement? FS: I look forward to my own personal time. I plan to relocate to Ormond Beach — it's upstate about 250 miles north, on the coast. I'm going to renovate an older house and get a puppy. I'm a dog lover and I haven't had a dog for awhile, so I'm looking forward to getting reintroduced to my canine friends. I also have a cabin in northern Georgia, so I'll go hiking. My daughter is also having baby in February and my son is getting married in April, so I'll be busy. n BECKER'S 7 th Annual Meeting 2016 April 27-30, 2016 | Hyatt Regency, Chicago Register at http://www.beckershospitalreview.com/conference/