How did you decide to pursue a career in healthcare? 

I have always wanted to be a nurse. As a child, I actually dreamed of becoming a flight nurse stationed at the airport. But, I really began my healthcare career as a medical technician in the military for eight years. After retiring from the military, I became a behavioral analyst for children with special needs. After ten years of this, I decided it was time to go back to school and train to become an RN. I am so glad I went this route because it gave me the patience needed to be a great nurse. As an adult with several years of working experience, I was more mellow and better prepared for school as an adult learner. 

What is the most fulfilling aspect of your current role?

The most fulfilling aspect of my current role at DaVita is the opportunity to make a positive impact on the lives of our patients and team members. As a new member to the team provider, I value and and respect the level of care provided by the team to the patients during some of their most vulnerable moments, and being able to provide compassionate, high-quality care is incredibly rewarding for me . 

What are some of the most valuable lessons you've learned during your career?  

It is so important that I practice patience and positivity throughout my life. Every morning I wake up with a positive outlook for my day. I consider every day to be a blessing and an opportunity to start over. I am definitely a glass-half-full kind of person. One bad hour does not have to become a bad day. There are days that are easier than others, but I have made a habit out of practicing breathing and taking my time. 

How did you find out about N.A.H.S.E. CT?  

My former boss invited me to a scholarship gala hosted by N.A.H.S.E. New York October 2022. I fell in love with the energy, and was amazed to be surrounded by people that looked like me. Even having a boss that looked at me was a big deal. I was so impressed that I joined their chapter first, but soon found out that Connecticut had its own chapter. From there, I emailed the chapter leadership to find out about committees and gatherings. 

In what ways have you seen healthcare in Connecticut become more equitable? 

Even if it's a non-profit, healthcare is a profit driven industry - where there is always a cost to participate in care. But in recent years, I have seen mental health treatment become a bigger focus across that state. I am so grateful to see more behavioral health offices and centers across the state, catering especially to the needs of children and families. The increasing  involvement of communities, organizations like N.A.H.S.E., and healthcare workers in the system makes it more equitable. I also think social media has also contributed greatly to this increased involvement and equity, due to the ability to quickly disseminate information and build community.

Envision healthcare in Connecticut 10 years from now. What do you hope is true? And what impact do you want to have towards building such a future?

Involvement in diversity, equity, inclusion and justice work is so important. We need more leaders in healthcare that represent the communities being served. In all my 20 years of professional healthcare experience, I have only had one boss that looks like me. I would hope that this changes. It is so important to give back and transition young professionals into leadership roles. And hopefully in ten years, people that look like you and I will not be afraid to work in all areas within the field of healthcare. We need to look out for each other, stay educated, build leadership representation in our communities and work together to reduce racial and ethnic health disparities. This is the reason I stay active as a nurse, and not just in operations management. 

What piece of advice do you have for early careerists or someone new to the field of healthcare? 

Try to touch everything. As long as I have been a nurse, I have also been a manager. As much as possible, explore different subject and project areas and make sure you never limit yourself. I would also strongly encourage that you partner with a mentor, someone who can advocate for you in the rooms you are not in. Make sure you master a skill and become so good at it that you are irreplaceable. And it’s never too late to start your healthcare career! I am living proof of this. 

What was your path to healthcare?

I never saw myself working in healthcare. However, the economy went through a downturn and I found myself to be out of work. I was hired at Hartford Hospital in the IT department as a System Programmer and supported three hospitals at HHC (MidState Medical Center, Hartford Hospital, and Windham Hospital). In 2014, I joined HHC’s Epic Team as a Business Intelligence Developer. For the past four and half years, I have served as a Manager in ITS Analytics at Hartford HealthCare Care Connect.

My journey in healthcare is also personal. In 2020, I made the conscious decision to take control of my health. To do so, I started being intentional about taking walks, being mindful about my nutrition, and ensuring I am up-to-date with my yearly checkups. I really urge members of my community to take hold of their health by making little changes that will have a positive long effect in the end. According to The Department for Health and Human Services, African Americans are generally at higher risk for heart diseases, stroke, cancer, asthma, influenza and pneumonia, and diabetes, according to the Office of Minority Health. But there are incremental changes we can make to address our health and lower our risk for these chronic illnesses.

What does your role as ITS Manager entail?

I manage all of HHC’s EPIC Reporting/Analytics activities and promote the flow of data to yield insights and boost innovation both internally and within product development. I lead the HHC ITS EPIC Reporting/Analytics team of developers and partner closely with other leaders within the broader ITS Analytics department. My work requires me to advocate and provide the vision for collecting, analyzing, and using data that follows privacy and security policies, helps HHC make better business decisions and that ultimately demonstrates outcomes which matter to our consumers. My team and I work to turn data into timely, accurate and actionable information facilitated by interactive, visual interfaces. My team works directly with other ITS departments, HHC’s acute, finance and ambulatory facilities, and key stakeholders throughout the system on key initiatives and daily support needs.

Tell us about a leadership role you hold at HHC and what you find valuable in the work.

Currently, I co-lead the Black /African American Colleague Resource Group (CRG) at Hartford HealthCare, alongside fellow NAHSE CT member Raicheen Blanks (Senior Financial Analyst II, HHC). Within the CRG, we address topics such as systemic racism, racial bias, equity in the workplace, and worldly events that impact our communities. Our CRGs are designed to be a safe place for employees to come together, learn, and support one another. They also, however, play an important role in creating change within the organization to ensure HHC is an inclusive organization for employees and colleagues from all walks of life. We are uniquely positioned to develop and elevate initiatives that impact Black and African-American colleagues, to help ensure our voices are integrated and valued within the organization. Co-leading this CRG has allowed me to create and foster new relationships with people from across the organization – from front-line staff to senior leaders - who I otherwise might not have had the opportunity to meet.

What does it mean for you to be a person of color in technology?

I have worked in IT for over 25 years, and have often felt like I’m in the minority within the field. I’m always the only Black person in my department; I'm anomaly when it comes to racial diversity in IT, because typically you don't see Black/African-Americans in my role or in IT leadership roles. People may see you (a Black person) and think that you're there to empty out the trash can, or that you have a lesser role in IT.  In the United States, the tech sector is not racially diverse. The U.S. Equal Employment Opportunity Commission (EEOC) reports that Black Americans hold approximately 7% of roles in high technology industries (which refers to industries with a significant number of employees engaged science, technology, engineering, and mathematics roles). Hispanic and Latinx individuals are at about 8%. While technology continues to advance at a rapid speed, and the population of people of color continues to grow drastically, diversity and inclusion seem to take a back seat. People of color and women are often burnt out and overworked, trying to prove themselves in a White-male dominated tech world. So for me to be in this space for over 25 years is no small feat.

How did you hear about NAHSE CT Chapter?

I heard about NAHSE CT through Quian Callender (a fellow colleague at HHC), and I also started receiving emails from NAHSE regarding events. I attended sessions, and also participated in their virtual national conference via Zoom. I would encourage others to get involved, to network and get outside of their comfort zone. It's not always about having friends; it's also about building networks as well to receive necessary support that will help you achieve your personal goals and mission.

What would you say to a young professional who is trying to enter the healthcare field?

Just know that you will have ups and downs, and doubts. There will be times where you are discouraged due to the experience that you have with people you work with, or due to bad leaders. We all have had bad leaders, but there's something to learn from them: you learn to not apply their behavior into your life. Such experiences can help mold you into an effective leader and shape your leadership style for the better. Lastly, you may have to go through various jobs and trials before you get to where you want to be, but keep at it and don’t give up.

Did you always aspire to be a health care executive?

For a long time, I knew that I wanted to be an executive at the table where decisions were made. I didn't know what that table would look like, but I knew I wanted to be in service to others, and make an impact that provided people greater access to what they need. That’s the table I wanted to be at. I also knew that I wanted to be a nurse.

In my experience, opportunities just continue to be made available within healthcare to grow within the leadership infrastructure. However, all rising and aspiring leaders need to know something important: there are many tables, but not everybody needs to be at every table; not every table is ready for you, and you are not ready for every table. Identifying your table(s) is a process, but I believe if you are intentional, you will come to identify the tables that are right for you.

What are the challenges you face at the table as a decisionmaker?

There are a few challenges. Having your voice heard, working to ensure your visibility, or learning to speak the various languages of the table. By “language,” I mean that you must learn to navigate the table and understand how it operates. Learn the dynamics of relationships and politics, and understand how they intersect and interact at the table. But this learning is key. Decisions are not always made at the head of the table; sometimes they’re made in the middle of the table. So when you’re at the table, you must learn how to navigate at that table to maximize your effectiveness in your leadership role.

From your perspective, how has COVID-19 impacted healthcare?

COVID-19 created and influenced two particular aspects of healthcare.

First, administration. This pandemic has demanded a sense of flexibility, creativity, and ingenuity at a rapid pace that leaders have never been called to or before experienced. It created breakthroughs in the ways we think about delivering healthcare, drawing us to new strategies for health administration that we had never before thought about.

Secondly, COVID-19 has influenced community. We’re faced with this reality of exhaustion in our communities, and it has created a dichotomy that we were not used to. Exhaustion is present both in the communities we live and the community of healthcare providers we work with. Our communities were we live – they have always needed the help and support of healthcare providers. That’s a given. Healthcare providers always have had to be resilient and consistent. But those providers now have been extended beyond capacity, they have been in a consistent state of responsiveness to emergent issues, high case loads, lower staffing capacity…and now they, too, are exhausted. We need to ensure that health providers can refuel. At the same time, however, they’ve been stretched and we have seen healthcare professionals manage situations we never thought possible. So, we need to find a way for healthcare professionals to refuel and not be overburdened, and at the same time capture the growth that this workforce has experienced and ensure there is no regression in terms of the way we now know how to deliver health services.

What inspires you in your work?

I'm inspired by the level of creativity and ingenuity that surrounds me, and I’m also inspired by other healthcare agencies doing phenomenal things. My faith is truly what sustains me. I am also surrounded by so many stories of resilience. All of these keep me going.

What legacy do you want to leave after your career is completed?

I simply want the people I serve, patients and employees, to be able to consistently say, “Lakisha cared for everyone and invested in people and teams that were able to improve care delivery for those living with persistent and pervasive mental illness … and the growth was sustainable.”

How are you afflicted with NAHSE CT?

I was attending a dinner with other hospital executives when I first heard about NAHSE. My colleagues asked if I was a member of the organization and at the time I was not. I immediately became a member and attend various meetings.

I love that NAHSE fosters mentoring. It really takes coaching and mentoring for young leaders to learn table navigation and how to engage with other leaders as well.  As a rising leader in healthcare, you will be exposed to different types of tables, and as such you need mentors and coaches. This is a big reason why I applaud the work that NAHSE CT is doing.

What advice would you share with members, students, and other early careerists regarding pursuing a career in health management & public health with purpose?

I truly believe that for someone trying to get into the healthcare field, it is important to have mentors. Secondly, make your interests known; you have to go after what you are interested in. No one going to hand it to you. Lastly, you need to be intentional about joining organizations. Surround yourself with people who are doing what you want to do.

Jade Ahoba Kissi was born and raised in Hartford County along with her twin sister, older sister and younger brother. After ten years in Connecticut, Jade's family relocated to Ghana for several years until she made her return back to the US to attend a small boarding school in rural Georgia.

Jade completed her undergraduate degree at the University of Michigan with a Bachelor of Arts in the Sociology of Health and Medicine. Currently, she is studying Healthcare Management at Boston University.

What passions drive you?

A health inequity is defined as, "an avoidable difference in health status." My professional and personal passions lie in this definition. I am committed to engaging my education, skills, and voice towards ending those avoidable differences in my community and the communities we serve. In short, I am passionate about eradicating health disparities and health inequities.

How did you know that health administration was the right route for you?

Growing up in Ghana and the United States, I saw how economic inequality directly stratifies access to healthcare. Through experience and studying this phenomenon, it became my personal and professional goal to change this reality by designing international and domestic programs that will break down the social barriers surrounding accessible healthcare. To reach this goal, I decided to study Healthcare Management to learn the principles of management, health economics and how to effectively allocate resources in resource constrained settings.

This year (2022), you were awarded the first NAHSE CT Education Scholarship. What does receiving this scholarship mean to you?

Receiving the NAHSE CT Education Scholarship isn't just indicative of my qualifications or past accomplishments. To me, this award is a wonderful validation that I am headed in the right direction. Even further, it is a reflection of the advocates and leaders whose shoulders I stand upon, and who I stand alongside in the work of advancing health equity. I look forward to what lies ahead.

Bonnie joined the Cornelia de Lange Syndrome (CdLS) Foundation in January of 2017 as an Executive Director. Bonnie is responsible for the planning, implementation and administration of all the Foundation’s programs and services. Bonnie holds her bachelor’s degree from the University of Massachusetts at Amherst in Finance.  Prior to joining the Foundation, Bonnie worked at United Way as their Chief Operations Officer, and she also engages work to bring meditation and mindfulness practices into school systems.

What is the CdLS Foundation?

The CdLS Foundation is a small nonprofit that focuses on a rare disease called Cornelia de Lange Syndrome. Cornelia de Lange is a genetic disorder that develops spontaneously during the development of a fetus. In the manifestation of the disease, it affects all the body systems. The most common medical concerns people with CdLS will face are gastrointestinal (GI) issues. Somewhere along the line, an individual with CdLS will have a problem with their digestive track and behavior. Within our work, the Foundation provides services for people affected by CdLS and other rare conditions. For more information on CdLS, you can visit: https://www.cdlsusa.org/.

How did you get involved in this work?

Leading a disease advocacy organization focused on a rare disease is very different from anything I've ever done. Nobody just chooses this work. It's almost like you must be affected, or have a family member who is affected; that’s really how someone gets into this line of work.

How did COVID-19 impact your Foundation and your work?

The biggest thing with COVID in terms of work is that we had to stop and take a pause. We really wanted to focus on what truly matters in this moment: how can we take who we are and make it relevant for the people we are serving? Do we have to reimagine the work? And if yes – what are the ways we need to re-imagine the work that we're doing right now? There was so much uncertainty, but we wanted to engage. I got together with the communications team, and I told them about an idea I had for our organization to send out affirmation cards. We created about 10 different affirmations, developed beautiful graphics and printed them out. We sent out the affirmation cards via direct mail, and when recipients opened their mail, they saw affirmations sharing messages such as: “It’s going be okay” or “This too shall pass.” This simple act resulted in the largest amount of funds that the foundation has ever received via direct mail. That told me right then and there that our constituents and the people were serve are listening. They're looking for an answer, and the Foundation is relevant in that regard. It was a beautiful moment.

Did you always aspire to be a healthcare executive?

Growing up I wanted to be a news reporter! I really wanted to be on the news, sharing with the public about what was happening in the world. I didn't realize while pursuing my education that my true passion was really people. I started off majoring in Sociology and History, and the classes were so invigorating.  But when I began thinking about how I was not going to “make any money” in that field, I switched to Finance. For years, I worked as a stockbroker and in the finance industry. I was making good money, but I felt so unfulfilled inside and came to the realization that finance wasn’t for me. I kept moving forward though because I knew and felt I would be an executive one day. I just didn't know where or how.

Have there been any major challenges in your career pathway, and how were you able to overcome them?

I’m sure many other professionals of color have experienced this: people have underestimated me, devalued me, dismissed me and yet I still had to show up with professionalism. It is hard to be cool, calm and collected when somebody is disrespecting your soul. That was the hardest thing to overcome. The challenge was always personal; it was never the work itself. The work, I could always figure out what to do.

And not only do I work, but I work hard. Growing up, when I compared myself with my friends at school, my friends were White and came from two parent homes. I was very fortunate to also come from a two parent home. But my friends had money and resources, and I always wondered why I didn’t have similar experiences to them. It gave rise to this feeling that remained with me – a feeling that I had to work harder to prove that I belong.

What advice would you share with members, students, and other early careerists regarding pursuing a career in health management & public health with purpose?

My core piece of advice is to be clear what you want. What's your “why,” your purpose? State it clearly. You're going to need a strong why, because you're going to face obstacles. But you can overcome those challenges and barriers if you are passionate for the “why” that you are pursuing.

March 2022 Chapter Spotlight

Ms. Feagin joined Connecticut Children’s Medical Center in June of 2020 as the Senior Vice President (SVP) and Chief Financial Officer (CFO). In her current role as EVP and CFO, Ms. Feagin provides financial leadership and strategic guidance throughout the organization.

Ms. Feagin brings with her over 25 years of extensive experience serving in various financial leadership roles, where she provided direct oversight of finance, revenue cycle, supply chain, medical records, revenue integrity, clinical resource management, physician advisors, information technology and much more.

Ms. Feagin received her Bachelor of Science in Accounting from Alabama State University and earned a Master of Business Administration in Information Systems Management from Wayne State University. Her professional memberships include the National Association of Health Services Executives (NAHSE), Healthcare Financial Management Association (HFMA), American College of Healthcare Executives (ACHE), Inforum and National Black MBA Association. In recognition of her leadership, Ms. Feagin has received the most current accolades: Becker’s Black Healthcare Leaders To Know (Becker’s Healthcare 2022), Becker’s 70 African American Leaders in Healthcare To Know (Becker’s Healthcare 2020), Alabama State University 50 Under Fifty Honorees (Alabama State University 2019); Becker’s African American Leaders in Healthcare (Becker’s Healthcare 2019); Women of Excellence (Michigan Chronicle 2019) and Notable Women in Finance (Crain’s Detroit 2018).  Among all her awards, the one that means the most to Ms. Feagin is the “Best Mom Award,” which her son gave her in 2001.

Ms. Feagin's current board memberships include New England Pediatrics Indemnity, Connecticut Hospital Association Board Financial Oversight Committee, Connecticut Hospital Association DNS Board, American School for the Deaf, Neighborhood Housing Services of New Britain, and Metro Detroit Basketball Association. Ms. Feagin supports various community organizations, including active participations with Meals on Wheels.

How are you affiliated with NAHSE?

I heard about the National Association of Health Services Executives from one of my colleagues when I was living in Michigan. In June of 2020, I relocated from Detroit, Michigan to Connecticut during the pandemic and connected with the Connecticut chapter. I attended NAHSE CT’s C-Suite event in 2021 and continued to stay connected with the chapter’s virtual events.

Did you always aspire to be a Healthcare Executive? 

No. When I first entered college, my major was communications. I wanted to be an anchorperson on the nightly news. I decided not pursue that because the field was limited in how many people can be the main anchorperson on the nightly news. So, I switched to pre-law. I realized, however, that the field was saturated; I have law professionals in my family, and it seemed like everybody I knew was aspiring to be a lawyer or educator. My third choice was accounting because my mother worked in the accounting department for Blue Cross Blue Shield of Michigan. I always loved numbers, so I went into accounting and I'm glad that I did. I began my professional career in the not for profit community services sector.  Shortly after, I transitioned to healthcare.  I continue to stay in healthcare due to the mission and the ability to be a service to others.

What were some of the challenges you faced in getting to where you are today?

The elephant in the room as I climbed the corporate ladder was race and gender. I am a Black woman. There are not a lot of people who look like me sitting at the table. There is research to suggest people gravitate towards others who look like them – and this is why we need a more diverse group sitting at the table. In my career, there have been many times where I had to accomplish more than my colleagues to get to the next level. I was willing to do it because the only way to influence who’s at the table is to be at the table.

How has COVID-19 impacted your work?

One of the challenges here at Connecticut Children’s created by the COVID-19 pandemic was pivoting quickly to a remote work environment.  Same as other organizations, we had to pivot quickly to move  our team to work from home. The COVID-19 pandemic has also resulted in an increase need for mental health services. The demand has put a strain on our team members as the census increases but inpatient beds are full.  The state has recognized this crisis and is working to increase bed capacity.  As an organization, how do we support our team members? We put various well-being programs in place to aid the team members and their families.

What inspires you in your work?

I am inspired by the little people (children).  I am motivated by how we can address the needs of patients through advances in healthcare to treat children and make them better. We also treat families by being a support system to them and providing various resources. What motivates me personally? I want little brown girls to see if I did, they can do it as well. They need to know that someone who looks like them is at the table.  

What advice would you give someone who is trying to break into the healthcare field?

For students and early careerists in our network pursuing graduate degrees in healthcare management, administration, and public health, etc. re: pursuing careers with a purpose 

Make sure you are pursuing and working in your passion. You don’t want to wait until you are far along in your life to look for a new career because you are not happy with what you selected. Network, work hard and do not compromise your integrity.  Find a way!

NOVEMBER 2021 Spotlight

Growing up Ryan always had a passion to work in the healthcare industry. Although he went to college intending to pursue a career as a pediatrician, he changed his major and graduated with a bachelor’s degree in journalism and Mass Communications at Arizona State University. During his time as a News Reporter at West Palm beach Florida, Ryan was moved by the stories he covered regarding children and family health which motivated him to switch careers after four years as a News Reporter. Ryan went back to school and received a dual master’s degree in Business Administration (MBA) and Health Administration (MHA) at the University of North Florida. To gain experience in the healthcare field, Ryan started working at UF Health Jacksonville as a Department of Emergency Medicine Business and Clinical Operations intern. He later completed his administrative fellowship at Children’s Hospital Colorado.

Before joining Connecticut Children’s in 2017, Ryan spent little over 2 years at Children’s Hospital Colorado, as a Strategy Planning Consultant.  In his current role as the Vice President, Strategy and Care Integration, Ryan is responsible for their Pediatric Accountable Care Organization (ACO) which is the only pediatric ACO in the state and is responsible for managing 190 pediatricians across the state.  He also overseas their Physician Relations team, On-Call physician referral, care management operations (social worker inpatient/outpatient), case managers and transfer call center as well as developed multiple strategic initiatives. They now have a COVID hotline that was created during the pandemic.

Ryan serves as a Board member of Southside institutions Neighborhood Alliance which focuses on improving the health and wellbeing of the communities in the south side of Hartford. They also provide scholarships to inner city youth, build houses, assist with home ownership, and job placement partnership between Connecticut Children’s, Hartford HealthCare, and Trinity College. 

How has the pandemic impacted your work?

“Behavioral health has become its own pandemic for the children that we serve. I see how challenging it is for the children that we serve and the families. There has been a huge increase in suicidal ideation, eating disorder, anxiety, depression and many more, due to lack of socialization.”  Another way the pandemic has impacted Ryan is that he noticed that the way the organization operate is now different, more people started working from home, Zoom became the new way of communication, workforce changed, and a COVID hotline was created for families could call if they had questions or concerns regarding COVID.  

The pandemic also brought to light the injustice that is going on around the world. Connecticut Children’s continues to focus on Diversity, Equity, and Inclusion and making sure that their employees feel valued in an inclusive environment.

What inspires you in your work?

My wife Hillary. I couldn’t do anything without her support and my two sons.

How did you hear about NAHSE?

Mario Harding, FACHE, Chief Operating Officer at Denver Health mentioned the organization and several interns and fellows also mentioned the organization to me.  I heard a lot of great things the organization is doing.

Do you have any insights you'd like to share with our members?  For students and early careerists in our network pursuing graduate degrees in healthcare management, administration, and public health, etc. re: pursuing careers with a purpose 

“Follow your passion and focus on making an impact on something you feel passionate about. You will be surprised by the doors that will open for you. Do not be afraid to take new opportunities, you might surprise yourself on what you can achieve.” Ryan continues to say that there are so many different layers in healthcare that one can pursue in IT, Finance, Real Estate, Human Resources, Security etc. and encourages aspiring healthcare leaders to not limit themselves.  

SEPTEMBER 2021 Spotlight

Elisabeth joined Hartford HealthCare’s Health Equity, Diversity and Inclusion Team in January 2021. She graduated from the University of Michigan School of Public Health with a Master of Public Health degree in Health Behavior Health Education (HBHE) with a concentration in Health Communication, and from Duke University with an A.B. in Public Policy Studies, with concentrations in Health Policy and Documentary Art.

Tell me about your current role as Health Equity Specialist at Hartford HealthCare.

Elisabeth: In January 2021, I joined Hartford HealthCare as a Health Equity Specialist, where my primary focus is on our patient population. Our overall goal is to ensure that everyone has their fair and just opportunity to achieve and maximize their health outcomes. Part of that goal as a system is to look at how we set up our processes and how can we establish our standards so that we ensure all patients are achieving equitable outcomes.

I am currently working on various projects at HHC that can improve outcomes, reduce disparities, eliminate unconscious bias. And by serving as a subject matter expert across the system, I can add an equity perspective on the work my colleagues are doing. One of those projects is our language access program. It’s important to make sure that every time a patient comes into one of our facilities, they are asked if they need language support (non-English speakers, vision impaired and hard of hearing). I am also reviewing the equity history of all seven hospitals within the HHC system and how engaged they are with the community. Lastly, I have also been supporting COVID-related work focused on increasing access, as well as education sessions and making our providers accessible to communities so that individuals can get their questions answered.  Being there on the front line helps to build a sense of trust in the communities we serve.

Aligning personal goals/passions with organizational goals: did you have to adjust and make compromises or is your vision driving your efforts within the organization/system?

Elisabeth: 100%! I grew up in Waterbury, Connecticut which was diverse. However, school was a different experience. I would notice the top classes were less diverse. In middle school, a lot of my fellow Black and Brown kids were in many of the challenging classes. However, by 9th grade, I could count on one hand the number students of color in accelerated learning courses. It did not make sense to me why this was happening because these kids were just as smart as I was. Why were they on a different trajectory than I was? Sadly, overtime, some got arrested, some left school, and others wanted different things.

I didn’t start receiving answers to this question until I attended Duke University for undergrad and focused on health policy. In one of my public policy courses called “Race, Health, and Income Inequality,” I learned the concept of the social determinants of health. I finally had language to identify that our outcomes are not just about whether we have access to a doctor. Our outcomes are influenced by the environments that we've lived in. Things that impact where we end up in life. For example, it’s the schools that we go to, the neighborhoods we grow up in, our careers, the quality of the air that we have and the food that we have access to. It explained so much of what I saw growing up. The more I learned, the more interest I developed in health equity. I reflected on what that meant to me and realized that I care about the community that I live in and I love being able to work towards maximizing health outcomes.

What would you say to a young kid in Waterbury, CT who is trying to go to college and may have setbacks but wants to get into the healthcare field?

Elisabeth: A couple things immediately come to mind. One is recognizing the strength of where you come from. There are so many difficult things we face in our communities, whether it’s racism, violence, or a lack of access to quality food but there are also beautiful things, particularly around how the community comes together and supports each other, and the resilience we have. Even something as simple as seeing kids from all walks of life playing together, fun community events at the parks or summer cookouts, reminds me of the good and the importance of being grateful for what we have.

Other advice is to recognize diversity as a privilege. While I never felt like the only Black girl in my city, I often was the only Black girl in some of my college classes, which taught me the value of diversity. My background shaped my perspectives and how I move forward. As for trying to get into the healthcare field, I’d say to not be afraid of new experiences. Often we may feel we are not good or skilled enough to pursue something new, but you never know until you try. Pressing into discomfort has brought me through community engagement work, consulting internationally, education, and co-founding a digital health startup. The discomfort of newness helps shape and expand our capacity.

Lastly, it is also important to build relationships, and engage mentors who have walked the path before you. But importantly, remain true to who you are. Your voice and perspectives matter for the change you want to bring.

How are you affiliated with NAHSE?

Elisabeth: I heard a lot about NAHSE during and after graduate school. I got connected to and worked with Dr. Ebbin Dotson, professor at the University of Michigan’s School of Public Health, director of the University of Michigan Summer Enrichment Program (UMSEP) and Health Equity Leadership Pipeline Collaborative. Dr. Dotson and one of his former team members, Mr. Christopher Clarke, are both members and huge supporters of NAHSE. Many UMSEP alumni are also connected to NAHSE.

When I came to Connecticut, I wanted to connect with more NAHSE members across the state. Working at HHC with Quian Callender, a NAHSE CT member, allowed a clear path for me to be more engaged especially with Hartford HealthCare being an institutional member of the chapter. I wanted to be involved after being on the outskirts for so long. I see how welcoming NAHSE is, how much of a resource people are to each other in a very authentic way, and that makes it feel like family.

JULY 2021 Spotlight

As one of the winners of the NAHSE CT's Keep It Steppin' Challenge, we caught up with Bonnie Watters, MHA, to get to know her better. We were delighted to learn that Bonnie used the challenge as an opportunity to meet her personal self-care goals and connect with members in the NAHSE CT community. Although her role requires her to move a lot, Bonnie shared that she was a lot more intentional about her process and walked a lot more as a result! She intends to keep up the strategy and we are excited for her.

Having started her new role as the patient transport supervisor at Lawrence and Memorial (L+M) hospital, Yale New Haven Health System, Bonnie, who just graduated from the University of New Haven’s (UNH) Graduate School with her master’s in healthcare management shared that her exposure to hospital administrators motivated her to explore different career pathways in healthcare. Prior to beginning her graduate education, she attended a career fair organized by UNH and Yale’s-Cohort Program where she was introduced to the graduate school program for full-time employees to pursue an advanced degree.

For Bonnie, the impact of community building programs is immeasurable and she attributes her passion and commitment to making a difference in New Haven to community based organizations like LEAP (Leadership, Education, Athletics in Partnerships, Inc.). These programs engage youth through mentorship, education and leadership training to mold their work ethic. For her, finding the right mentors as a child, student and now a young professional, has been one of the biggest hurdles that connections to LEAP, Yale-Cohort Program, NAHSE CT and ACHE have helped her overcome.

One advice Bonnie has for young professionals like herself is to “always have a plan, write down your plan and strategize on how you will execute each goal in your plan”. As she embarks on her career journey towards being a healthcare executive, Bonnie hopes to continually be challenged, grow and develop herself as a leader in the New Haven Community. She also plans to continue to engage with her community by giving back through mentorship, volunteering and actively participating in education activities in the professional organizations she has committed to.

JUNE 2021 Spotlight

Dorothy Alexis recently graduated from the Yale School of Public Health and will be starting her 2-year Administrative Fellowship with Yale-New Haven Health System this summer. Dorothy has a Bachelor of Arts degree in African American/Black Studies from Duke University and is a Millennium Gates Scholarship recipient. 

Having grown up in a Florida neighborhood that was a predominantly Haitian-immigrant population, Dorothy shared that she became very aware of racial disparities when she moved away for college. After a course in African American studies, she decided to switch her major from Chemistry. She was an active advocate for diversity in the learning experience of the first-year students and served on the first-year advisory board. The advisory board developed a curriculum that sought to inform incoming students about resources and learning opportunities to explore how to navigate learning and communicating with diverse groups on exploring identities, the intersectionality of sexuality, race, and spirituality; and promoting conversations about how to dismantle racism. Dorothy believes that entrenching herself in the community she lives, studies, and works in allows her to continue to develop her skill-building capabilities in education, research, communication, and health promotion.

As a public health graduate student, she majored in health policy with a special interest in community-building strategies that promote equitable health access for immigrant populations. Thus, Dorothy credits her service with the HAVEN Free Clinic as a transformational experience in helping her align her public health passion with her interest in healthcare administration and service delivery. She served in the capacity of the director of finance and development.

As she embarks on the next chapter as an administrative fellow, Dorothy hopes that she finds a community through building a network as she meets new people within NAHSE CT. She is most looking forward to her rotation with the Disaster Response Department in her upcoming administrative fellowship and has set goals to guide her experience inclusive of exploring how to address key problems she has encountered in her journey as a student volunteer. Some of those problems include access issues and technological barriers to health services delivery during COVID.

Dorothy advises upcoming young professionals to lean into their discomfort and trust that there is no need to have it all figured out at once. She encourages them to be open to new opportunities and prioritize time management and skill-building activities for continuous growth, while also connecting with others. She sees this as a critical strategy to achieve success in one’s own career journey.

MAY 2021 Spotlight

Pamela Lofton-McGeorge was appointed Senior Director of Equity, Diversity, Inclusion, and Belonging in August 2020 and has been with Hartford HealthCare (HHC) since 2011. As the Senior Director, Pamela promotes fairness, opportunity, equity, and inclusion as foundations of HHC’s workforce practices. Prior to this role, Pamela was a Human Resources business partner and performance improvement facilitator. Before joining Hartford HealthCare, she had a varied career in human resources, which included work at the UConn Health Center and the Connecticut Department of Correction, where she served as an Affirmative Action Officer/Equal Employment Opportunity Specialist.

Over the past seven years, Pamela has worked closely with the town of Windsor, the Human Relation Commission, in promoting diversity and equity in her town. She is also part of numerous organizations; American Society for Healthcare Human Resources Administration (ASHHRA), the American Hospital Association (AHA), the National Association of Health Services Executives (NAHSE), the Connecticut Association of Healthcare Executives (CTAHE), Leadership Greater Hartford (LGH), Human Resources Association of Central Connecticut (HRACC), Society of Human Resources (SHRM), the National Diversity Council, and Jack and Jill of America where she served as the program director.

Regarding healthcare today, Pamela shares that the impact of health disparities mandates that we all anchor our approach to care in equity and increase our personal and professional awareness of what is happening in the world. Connecting with people and meeting them where they are allows us to provide the best care to everyone. For Pamela, it is important for healthcare professionals to be supported in their academic journey and their professional development while working. Pamela oversees the early career program for administrative fellows at HHC and recognizes Quian Callender, who has spearheaded this for the last three years, for all his efforts in building a sustainable program. Pamela has the vision to build a bridging workforce fellowship program with high school students that will continue through college and then into the organization (HHC)/workforce.

Currently, Pamela’s work at HHC remains focused on the COVID-19 vaccine roll-out. She shared that as HHC continues to provide education and awareness to the communities and their staff regarding covid vaccinations, she was particularly happy about a recently held event titled, Family Day, which focused on providing colleagues and their families information about the vaccine.

She earned a Master of Science degree in Healthcare Systems Management from the University of Saint Joseph and a Bachelor of Science degree in Human Resource Management from Central Connecticut State University (CCSU). She lives in Windsor with her husband and their son. Diversity was always a focal point for Pamela even as an undergraduate at CCSU. She wrote her thesis on diversity and inclusion, not knowing one day her passion for diversity and inclusion will align with her career goal.

APRIL 2021 SPOTLIGHT

Philip Rigueur joined Hartford HealthCare (HHC) in September of 2020 as the Vice President for Enterprise Transformation. In this role, Phil is responsible for the development and execution of transformative approaches for the various HHC business segments and generating partnerships that expand HHC’s access in additional geographical markets, including increasing its retail footprint.

Before joining HHC, Phil held a senior leadership role in CVS Health/Aetna’s Transformative Markets organization. He was charged with bringing the shared vision of CVS Health/Aetna and well-respected Hospital Systems together to drive one objective- helping individuals achieve their health ambitions. Under his leadership, Transformative Markets consisted of approximately 600k medical members and nearly $1B in revenue across five (5) markets.

Throughout his career, Phil has demonstrated a deep passion for the community and giving back. He has remained active with his alma mater, Cornell University, serving as the first Corporate Advisor to BlackGen Capital (www.blackgencapital.com), Cornell’s 1st “underrepresented minority” owned investment fund, where undergraduate students receive extensive financial training and the opportunity to manage an active equity portfolio. He holds a mayoral appointment to Hartford’s Redevelopment Agency, which establishes and manages Redevelopment Plans as a means of eliminating blight and spurring investment in the City of Hartford; and he serves on the Hartford Public Schools Board of Education

Several organizations have recognized Rigueur for his business acumen and accomplishments, including The Network Journal: 40 Under Forty; Savoy Magazine: Most Influential Blacks in Corporate America; and Hartford Business Journal’s 40 under Forty Award.  He is also a past board member for Mental Health Association of CT, Our Piece of the Pie, and Planned Parenthood Federation of America

Phil holds a Bachelor of Science degree in Industrial and Labor Relations and a Master of Public Administration degree from Cornell University.

Have there been any major challenges in your career pathway and how were you able to overcome it?

I do not think I have faced anything out of the ordinary for any ambitious Black man in Corporate America. Unfortunately, and still to this day, some of those challenges are consistent across the board.  What I would say is regardless of the challenges, one of the things that I have always tried to do is to gain perspective and insights from mentors. Often, people may make a mistake when selecting their mentors—I purposely and consciously look for mentors that look like me and that do not look like me. Be patient and set a goal. Set a plan that’s aligned to that goal and realize that not everything is going to go according to plan. I have seen folks lose sight of the goal.

The ‘challenge’ for me became an opportunity in a sense when I parted ways with Aetna and joined Hartford Healthcare. I was proactively looking to do something new and different. I could have easily sought employment with another health insurance company and pretty much do the same thing for another 15 years. The prospect of learning a completely different side of the healthcare system was intriguing to me; as well as the opportunity to work with clinicians and learn how they view and approach quality and safety.

Did you always aspire to be a health care executive?

Unlike other NAHSE members, I cannot say with great conviction that I thought I would have a career in healthcare when I was younger but certainly not a surprise as I retrace the path I have taken thus far. However, I did always aspire to be an executive-level leader within a large organization despite some of the daunting realities for Black men in Corporate America. Additionally, I’ve always gravitated towards the common theme of ‘community wellbeing’ in my studies and professional career. Being an executive focused on transformation at HHC, an organization with 33,000 colleagues, has become the natural intersection of community and providing meaningful, far-reaching impact.

“Being a part of the community has always been my identity.”

After graduating from Cornell University at the age of 25, I was fortunate enough to be appointed to Planned Parenthood Federation of America’s Board of Directors. At the time, I was the second youngest and only Black male sitting on board. I felt that the board needed to be more representative of the communities they served, particularly regarding policies that significantly impacted PP centers in underserved communities.

How are you affiliated with NAHSE?

When I started at Hartford HealthCare (HHC), I reached out to a few of my mentors, and one of them happened to be a member of NAHSE, Floyd Green.   Floyd raved about how NAHSE would be a great organization to join. I browsed the CT chapter’s website and noticed that Quian Callender, who I met when I joined HHC, was on the executive team. I was fortunate to learn about some of the great initiatives that the chapter was undertaking and decided to join NAHSE for two reasons: (1.) To experience and benefit from the great initiatives the chapter was shepherding its members and (2.) To provide a perspective of healthcare as I see it.

Do you have any insight to share with our members? For students and early careerists in our network pursuing graduate degrees in healthcare management, administration, and public health, etc. re: pursuing careers with a purpose. 

Volunteer, if your schedule permits! I do not know where I would have been if I had not volunteered at Planned Parenthood Federation of America in my mid 20’s. Pick an organization that brings great value to you and makes sure it is something you want to do. Despite the challenges of COVID19, networking remains critical. Be confident in what you want to do with your career and life.  Articulate what you want to do, who you want to be, and your goals. Unfortunately, I have noticed that not many people take an active role in their career development. One of my mentors and friends, Ted Fleming, wrote a book called 7 Practical Tools to Take Charge of Your Career.  Ted gives the reader tools, and strategies use to take charge of their career. Highly recommend it for recent college grads and/or early careerists.

What inspires you in your work?

Honestly, my wife and three children inspire me every day, along with my parents, who can witness and potentially benefit from my hard work. As the son of Haitian immigrants, there’s a great sense of accomplishment and fulfillment knowing that my parent’s decisions and sacrifices 40+ years ago got me to this point. Their sacrifice inspires me to always give back in some form or fashion.

MARCH 2021 SPOTLIGHT

Crystal Harrell, MS MPH is a First Lieutenant in the US Army and a Ph.D. candidate at Yale School of Public Health. Recently, she became an author of Amazon’s #1 Best Seller in the Adult & Continuing Education Category for her book titled “Crystal Clear: A Journey of Self-Discovery –From Public Housing to Ivy League”. This is Crystal’s first published book and it serves as a guide for students to explore and discover their sense of self and purpose as they navigate their own academic journeys.  

Crystal, who grew up one of ten siblings in rural Alabama, lost her father at the age of 11 to cancer. Her mother struggled as a single parent and they moved around a lot during her middle and high school years. Crystal shares that one lesson her father taught her when he was alive was a key motivator for her keeping her focus despite all the struggles. That lesson was to pursue education passionately.

Crystal graduated high school and pursued her undergraduate studies at Auburn University as a recipient of over $670,000 in scholarships, which included the Bill and Melinda Gates Foundation scholarship and an ROTC scholarship. Though she matriculated as a chemistry major, she struggled in her first year adapting to the academic rigor of the program and decided to switch her major to sociology which matched her learning style. While she related her passion for learning to her relationship and influence of her father, after taking and excelling in an advanced medical anthropology course, and engaging in research as part of a statistics course in a health disparities project, she began to think about what she wanted out of a career. She completed her undergraduate career in 2017 with a degree in Sociology.

Shortly after, a mentor helped her navigate a career pathway into a social psych research program. Though she got into one program out of a few she applied to, a chance attendance at a seminar by a public health epidemiologist from Emory inspired her to pursue a public health career. Allowing herself to fully experience all that her MS/PhD program had to offer was ultimately a process of discovery that allowed her to navigate all that was possible for a career that aligned with her passions. Her research focuses on leveraging community-based religious and spiritual influence within the African American community to study and address social determinants of health. Crystal obtained a Master of Science in Human Development and Family Studies in 2018, and Master of Public Health in Epidemiology in 2020. 

Giving back by publishing her first book to help students navigate higher education as a certified academic coach has been a longtime goal and a dream realized. One piece of advice she has is that we seek to understand who we are and be clear about what we want out of life. For her, education and wisdom from studying the lives of successful people has contributed to a great deal to her personal growth and professional development.

FEBRUARY 2021 SPOTLIGHT

Zaria Smith, MPHc will be graduating from the Yale School of Public Health this coming spring. She graduated from Ohio State University with a bachelor’s degree in Pharmaceutical Sciences where she was an Ohio State Biological Sciences Scholar and a Louis Stokes Alliance for Minority Participation (LSAMP) Scholar.  She attributes her academic achievements to her participation in these programs.

Having put a lot of emphasis on testing scores and grades in her first two years of undergraduate, Zaria experienced challenges getting internships. However, she shares that pursuing experiences within the context of how they aligned with her mission for achieving health equity opened the right doors for her with opportunities for personal and professional growth. An internship with HIKMA Pharmaceuticals in their regulatory department enlightened her but working with the Ohio Legislative Black Caucus sparked her interest in public health. Zaria pursued her master’s in public health with a concentration health policy to better understand barriers to health access.

Studying public health allows her to explore ways she can improve access to medical technology. COVID-19 amplified health inequities among vulnerable populations including digital access gap. Now more than ever, Zaria shares that it is imperative to leverage advancement in technology and determine how to implement policies that improve health access to care through partnerships with community stakeholders. Her role as director of medical debt and insurance counseling at a student-run free clinic gave her the opportunity to align principles of public health in data collection, analysis, and knowledge dissemination to strategically address barriers to care.

Zaria is looking forward to a career in the market access space within the pharmaceutical/biotech industry. Her advice to students with a similar interest is to be involved and participate in the community they live in/serve and to understand that making connections helps propel and guide one’s goals forward. Joining NAHSE CT for her is an opportunity to connect with professionals who share her passions for serving marginalized communities through public policy and advocacy.

JANUARY 2021 SPOTLIGHT

Did you know that January is National Mentoring Month? NAHSE CT would like to acknowledge our incumbent board of directors with a special spotlight, as they have committed to govern and serve our chapter for a two-year term cycle to ensure we meet our strategic goals and honor the mission of NAHSE.

Gina Calder, FACHE is a two-time graduate of Yale University. She received her Master of Public Health from the School of Public Health and her Bachelor of Arts in Psychology. Gina was recognized in 2015 and again in 2018 as one of Connecticut’s NAACP 100 Most Influential Blacks and received the 2018 National Association of Negro Business and Professional Women’s Club of Greater Bridgeport Club’s Professional Award and 2016 Connecticut Association of Healthcare Executives Leadership Award. She serves on the Bridgeport Regional Business Council Women’s Leadership Network and is a founding member of the National Association of Health Services Executives, Connecticut Chapter (NAHSE CT). Gina begins her new role as President of BJC Healthcare’s two St. Charles hospitals after serving as the Administrator of Bridgeport Hospital and the Vice President of Milford Hospital in the Yale-New Haven Health System.

Dayo Sule, MHA is the manager for Laboratory Support Services at Hartford HealthCare. He previously served in a similar role at Yale-New Haven Hospital, St. Raphael’s campus. Dayo serves as the co-chair of the Programs Committee of the Connecticut Association of Healthcare Executives (CTAHE) and is a member of NAHSE CT’s board of directors. He previously served as the treasurer on the executive board of NAHSE CT. In 2020, Dayo received the CTAHE Regent’s Award for Early Careerist of the year.

Dayo received his bachelor’s in Allied Health from the University of Connecticut and his master’s in Health Services Administration after several years working as a medical technologist at Bridgeport Hospital, from the University of New Haven.

Fred Boateng, MHA is the Administrator of Ancillary and Support Services of Lawrence and Memorial Healthcare, an affiliate of Yale-New Haven Health System (YNHHS). He is responsible for directing, administering, and coordinating the activities of Outpatient Rehabilitation Services, Wound Care Service Line, Telephone Operations, Reception, Patient Support Services, and Environmental Services Department. Fred is a member of Lawrence and Memorial Healthcare’s Environmental Sustainability Committee, which is dedicated to protecting and enhancing the natural environment by reducing our direct environmental impact. Prior to his current role at YNHHS, Fred held a managerial position at Hartford HealthCare. He is a board member of the American College of Healthcare Executives and serves as CTAHE’s Education Network Chair. Fred serves as chairperson for NAHSE CT and is the immediate past president. In 2019, he received the ACHE Regent’s Award for Early Careerist of the year.

Fred holds a bachelor’s in public health from Southern Connecticut State University and a master’s degree in Healthcare Administration from the University of New Haven.

Dawn H. Johnson, MSN, RN serves as an Executive Vice President at Cope Health Solutions. In addition to her full-time role, she serves on the board of directors for Planned Parenthood of Southern New England (PPSNE) and is the Chair of the Strategic Planning Committee and a member of the Philanthropy Committee. She is a member of the Committee for the Schooner Camp, a Land Trust effort offered in the City of New Haven. She has served on the Continuity of Care Committee for the American Organization for Nurse Leaders (AONL) since 2018. She is a member of the Executive Board and the Co-Chair for Programming for the New Haven Chapter of Jack and Jill of America and is on its Membership Committee. Dawn is a newly appointed member of the board for NAHSE CT.

Dawn is a Maryland native and lives in Connecticut with her husband, Erik, and two daughters, Sydney, and Simone.

M. Natalie Achong, M.D. is a board-certified obstetrician-gynecologist and a fellow of the American College of Obstetricians and Gynecologists. She currently serves as a Governing Council Member of the American Medical Association and was the 225th President of the Hartford County Medical Association.

As a physician executive, described as a “physician catalyst,” Dr. Achong has been the primary contributor to groundbreaking projects in population health and healthcare disparities at Connecticut’s healthcare systems. She works closely with regional agencies and foundations on broad diversity initiatives to develop and support programs for diverse patient populations. She has been the Director and PI for several programs to educate physicians and other medical providers and students on exclusion, diversity, and inclusiveness in healthcare. Her areas of research include quality improvement, workforce diversity, education program evaluation, historically underrepresented group student development, and public policy affecting women and children. Dr. Achong was the inaugural recipient of the Connecticut State Medical Society Healthcare Innovator and Leadership award.  She was recently honored as an American Medical Association Inspirational Physician. Dr. Achong is currently completing work on a book about strategic physician communication. 

Dr. Achong completed the accelerated seven-year BS/MD program at the Sophie Davis School of Biomedical Education of the City University of New York and received her medical degree from New York University Medical School. She completed her residency training at Yale University School of Medicine, where she is teaching community faculty in the Department of Obstetrics, Gynecology, and Reproductive Sciences. She also teaches leadership in healthcare and women’s health courses and consults widely on health equity, population health, and diversity and inclusiveness in medicine. In 2016, Dr. Achong graduated with a master’s degree in Healthcare Leadership from Brown University.

December 2020 Spotlight

Clarissa Alexander, MS is a current student at Yale School of Public Health pursuing her Master of Public Health degree in Global Health Epidemiology. Clarissa previously worked at the Center for Disease Control and Prevention (CDC) as a public health advisor/health scientist during her ORISE fellowship. Prior to her work at the CDC, she pursued global health research in Peru. She also previously worked at the National Institutes of Health (NIH) as a pre-doctoral cancer research training award fellow.  

With a family history of cancer and a personal loss of a friend in high school from complications from cystic fibrosis, Clarissa became very interested in understanding diseases and how to find a cure to aid in healing people. Her passion and interests led her to opportunities rooted in research on inherited diseases. She learned a lot about how families and loved ones are impacted when someone they know battles a rare illness. Her mentor recommended her for the fellowship opportunity at the National Cancer Institute (NCI) where she worked on research related to brain cancer. However, during her fellowship she faced several medical challenges which led to multiple subsequent surgeries that caused her to take a break in her career. Soon after, she decided to shift from her pursuit of a physician scientist career to a public health scientist as a global health epidemiologist which was motivated by her research experience in Peru and hopes to one day circle back and fulfill her dream to be a physician.

Clarissa moved to New Haven in July and shares that transitioning during a pandemic was quite a challenge as she found it difficult to navigate and network in the age of social distancing. She decided to join NAHSE CT where she has found support and a renewed sense of community, empowerment, and connectivity. She looks forward to her participation and engagement as the chair of the Planning and Education committee because there is no greater inspiration than helping people get from where they are, to where they want to be.

Clarissa concludes her story with some advice to students and early careerists. She says, “every path is not always pre-planned. Some are discovered and they are unique to everyone, their passions, and strengths and are often based on where they are in their journey. I will encourage you to be passionate and brave to discover your journey to success. Also note that in that journey, you need a good network of personal and professional support and whatever that looks like for you, is okay!”.

November 2020 Spotlight

Fred Boateng, MHA is currently the Administrator for Ancillary and Support Services at Lawrence + Memorial Healthcare, Yale New Haven Health. As an early careerist, Fred aspires to transform health service delivery by making an impact on patient experience and employee engagement. Fred pursued a career in Health Care Management because of a personal experience as an undergraduate student in public health at Southern Connecticut State University.

As the caregiver for a family member receiving treatment for cancer, Fred was overwhelmed by the fragmented and siloed way services related to cancer care were and the difficulty he experienced navigating the system. He credits a great internship experience at Yale New Haven Health during his undergraduate studies for giving him the confidence to further pursue a career path in health service delivery. The internship required for a community level solution to a health problem and the project’s deliverable’s impact on residents in New Haven was a game changer for him. Fred envisioned a career that will allow him to make an impact at the population level by creating comprehensive strategies for change. He earned his Master’s in Health Administration from University of New Haven following this internship.  

Fred finds one of the most important guiding principles he has picked up along the way learning from several great mentors is to stay focused in the moment. Regardless of the position, every experience holds value and allowing himself to be fully present and reflecting on his experiences has helped him amass invaluable transferable skills that propel him further along his career pathway.

In his current work, the pandemic has presented an opportunity for health systems to do things differently and Fred found that during the initial surge, having to pivot to telehealth to safely meet the needs of patients, enhanced his team’s capacity to do more. He was able to leverage technology in redesigning scopes within which people worked and functioned and he strongly feels such systemic changes in the delivery system will have a lasting positive impact post-pandemic. Recently, Fred was recognized by the Connecticut Chapter of the Association of Healthcare Executives as a Healthcare Hero during COVID-19 for this exemplar service to the community he serves.

On overcoming challenges along the way, Fred shared that having faith helps put things in perspective and he has learned to practice patience rather than always be reactive. “You don’t have to be the one that knows everything. It is okay to listen and identify and partner with experts around you to do best work”, says Fred. Remaining in the moment allows him to get the most out of his experiences, build authentic relationships and has contributed to him developing a very valuable, robust professional network as an early careerist. He also pays it forward through service as the immediate past president and current Chair of the Board of Directors for NAHSE CT and the Education Committee co-chair for CTAHE.

His advice for students and fellow early careerists is to avoid feeling constant pressure of chasing job titles and rather give more chance to opportunities that promote life-long learning. The goal when possible is to “Try not to pick a job, pick a Boss”, says Fred. He concludes by emphasizing the importance of leveraging meaningful connections within your network to navigate your career path as a critical influencing factor to achieving a successful and fulfilling career.

October 2020 Spotlight

What made you want to become a doctor?

Growing up in Montego Bay, Jamaica, I witnessed my grandfather having convulsions due to his Epilepsy. It was upsetting for me to watch him experience these episodes. With limited access to healthcare, I knew at an early age I wanted to go into the health field and make a difference. Soon after migrating to the United States, I was accepted to Fordham University through their Higher Education Opportunity Program (HEOP) as a Pre-med student. I knew I wanted to be a part of the health industry but was not quite sure if being a doctor was exactly it. While contemplating and navigating career possibilities, I settled on a career as an 8th grade Health & Science teacher at a public school. However, I found myself still drawn to the prospect of a career in medicine and decided to pursue it at Rochester School of Medicine.

What made you decide to become a Breast Surgeon?

I met a Breast Surgeon named Gretchen. She was very confident in owning her own in a field that was predominately male. I asked her for an opportunity after the completion of my first year to shadow her in the clinic. I got to the clinic and enjoyed what she did and before you know it, I was extended an invitation to join in the operating room to observe. I was so smitten and knew it was what I wanted to do. The other piece of it is that I liked the fact that she seemed to have some balance in her world. She really got to know her patients and they got to know her. She was a mother of three beautiful daughters and without missing a beat, seemed to have it all and made it work. I also liked the continuity of care piece of it. Your breast cancer patient is not just the surgery, it’s a long term relationship, between the diagnosis, treatments, and the follow up surveillance which lasts for years.

You are very active on LinkedIn. Why is that?

I have a very active social media presence. One of the reasons being is growing up, I did not know anyone who looked like me that was a doctor, much less a surgeon. I feel that it’s easier to become what you can see because it’s right there in your face and you can put on the persona and the idea of you being in that person’s shoes. That feeling drives your passion and it fuels what you can accomplish. That’s one of the reason that I do it.

I’m hoping that somebody who is a role model, mentor or a trailblazer comes across my post and shares it with their children, niece, and/or nephew saying “look at her, she’s doing this and so can you”.

Who are at a higher risk of getting breast cancer and why?

1 out of 8 women will be diagnosed with breast cancer. We have come a long way with the advancement in treatment of breast cancer, but we do not have a cure yet. Early detection is still our best ammunition.  We want to find the cancer when it’s too small to be felt. Keep in mind breast cancer does not always show up as a a lump. It may be something as simple as a micro calcification seen in a mammogram. That’s why screening mammography is the best screening tool we have available currently.

Women of color are twice more likely to die from this disease. It is multifactorial, one part has to do with diagnosis of disease presented at a later stage, the other is the biology of the tumor and access to treatment. Women of color are more likely to get triple negative breast cancer, which is a more aggressive form of breast cancer and tends affect younger women of color. It has a higher risk of local recurrence as well as distant metastasis disease. I’ve been a crusader in terms of getting the message out regarding the important of surveillance screening mammography.  Also zooming in on the population of women of color to let them know that we are a group that is disproportionally dying from this disease and it shouldn’t be. You want everyone to have access to the same level of treatment and care to that is optimizes your survival and currently that is not the case. There is a gross disparity.

Every woman by the age of 30 should have had a breast health assessment. You need to know what your risk is. If you have a family history of breast cancer you may be screened much sooner at the age of 25. It’s important for you to be proactive about your care and make sure that you are accurately screened.

How has COVID impacted you and your clients?

It has affected me professionally and personally. It was very disheartening to know that communities of color were more likely to die of this virus. I had colleagues that I know that succumbed to the virus and that was difficult and in term of breast care, a lot of patients were hesitant to come for treatment or any form of care. They were concerned about contracting the virus in the medical setting. We did see a significant decline in the number of women seen for breast health. We adjusted our treatment protocols and several resources were redeployed to combat the pandemic. Patients who could be started on a non-operational care approach were started on that approach at Hartford HealthCare to ensure the safety of our patients and our staff. It’s very safe, there are so many measures and precautions in place to ensure that everybody stay a safe as possible. Breast cancer does not stop because COVID is here. We don’t want to miss that window of opportunity to optimize their chance of survival should you be diagnose with breast cancer. I encourage women to continue to seek medical attention as they would have prior to the COVID pandemic.

What would you like the readers to know about you?

Who I am as a person is a committed public servant first. I work at Hartford HealthCare and my passion is around Breast cancer awareness and treatment. Knowledge is power, knowledge is transfer into vigilance, and if we can educate and empower communities to make wise health decisions that education and access to care will become the two cornerstones that help us eliminate disparities in healthcare across the healthcare spectrum.

September 2020 Spotlight

Ena Williams, MBA, RN, CNEP is the current senior vice president and chief nursing officer at Yale New Haven Hospital. Hers is a story of what is possible when you dream big and not let your circumstance limit you. Inspired by a picture of her aunt in a nursing uniform as a young child growing up in Jamaica, Ena always dreamed of becoming a nurse. The dream became more palpable experiencing the birth of her siblings as she watched the midwives at work. “Here is this woman who had this starch white uniform on and had such respect … it just seemed so appealing. I was fascinated about the things they were able to do and how people trusted them and the knowledge that they had. In my mind, I revered them, and I thought that they were amazing human beings. So, I thought I want to be like that when I grow up. I want to be educated, I want to be able to make a difference and so, nursing just appealed to me”.

When she moved to the United States from Jamaica, Ena had her nursing diploma and quickly learned that to advance in her career, she had to go back to school. Her life became a balancing act between being a mother, going to school and working. Despite her vast experience in nursing, she states that she quickly realized that her experience had to match with the academic portion required of nursing.

Prior to joining Yale New Haven Hospital (YNHH), Ena worked as a staff nurse leader at Bronx Lebanon Hospital. She served as an OR supervisor for four years at Hargreaves Memorial Hospital and another four years as a charge nurse at University Hospital of the West Indies both in Jamaica. In 1992, Ena joined Yale New Haven Hospital (YNHH) as a staff nurse and held number of different leadership positions during her 20+ years. Some of these positions included serving as the nursing director of Perioperative Services, vice president and chief nursing officer. In her current role, Ena has indirect oversight for all nursing practice at the hospital and direct oversight for surgical, musculoskeletal, neuroscience, and nursing resource operations center. Her work has a special focus on safety and quality, the patient experience, human resources and integration and alignment of the nursing strategic plan.

Ena is very active in the community, having served on the advisory board of the Women to Women initiative led by the Department of Public Health and participated in expanding Yale New Haven Hospital’s collaboration with the New Haven Police Academy League summer camp. She also leads several community health initiatives with the Southern Chapter of the National Black Nurses Association, where she also served as president. Ena is also the recipient of The National Black Nurses Association Trailblazer Award Winner. In addition, Ena is one of the founding members of the National Association of Health Services Executive (NAHSE) Connecticut Chapter. Her commitment to her community is evident in her dedication through servant leadership.

On how the COVID-19 pandemic has impacted her and her team, Ena stated “…part of my responsibility is to lead from the front and from behind. At a time like this you need your team more than ever and the strength of your team lies with the strength of its people”. Ena, who was pursuing her PhD at Walden University, paused her education to focus on her team and her patients. Being transparent with her team was important and she felt it necessary to be present, assuring, comforting and be an advocate for them during this critical time. She did make certain to find time for self-care by going for walks which she stated helped her manage some of the stress.

Ena’s advice to early careerists and students is that there is no one way to getting to your destination, so never give up. If you have a dream and the drive, there’s always a way according to Ena. She also encourages them to find a mentor, commit to the journey and not compromise their excellence for an easy way out.

Ena obtained her bachelor’s degree in Health Studies and Management from Charter Oak State College, a Bachelor of Nursing degree from Western Governors University and a master’s degree in Science Management from Albertus Magnus College. She later continued with her academic journey and received her Master of Business Administration degree from Albertus Magnus. Ena is also board certified in executive nursing practice.

August 2020 Spotlight

Dr. Wizdom Powell is the Director of the Health Disparities Institute (HDI) and an Associate Professor of Psychiatry at UConn Health. Dr. Powell is known for her dynamic and passionate approach to effecting change in her work and has received several accolades that attest to this. She serves as the first Black president of the American Psychological Association, Division 51, and was a Health Innovator Fellow for the Aspen Institute. With several distinguished awards and prizes to her name such as the APA (D51) Professional Service Award, 2015 Phillip and Ruth Hettleman Prize; and named as a 2011 Obama White House fellow, Dr. Powell whose work spans across South Africa, USA and Rwanda shares with NAHSE CT insights into what inspires and drives her career pathway.

Do you consider yourself a Health Executive and how are you affiliated with NAHSE?

As a trained Trauma Psychologist, I do value clinical work and hope to one day work more in the clinical space. My work now focuses on transforming social and healthcare ecosystems to address gendered inequities among vulnerable males. Health systems leaders entrenched in traditional health settings must make clinical decisions often relying on untimely research information and data. There is no deep reservoir of scientific data specific to the Black population. Given the history of health systems delivery of care and the distrust by people of color whose bodies have been mutilated to serve the advancement of healthcare, we need to understand the critical importance to develop a reservoir of scientific data specific to Black population that is rooted in justice.

To that end, my work very intentionally and purposefully centers on Black people with a scholarly agenda that rejects the status quo of being typically a comparison group in studies and work often held to a scientific agenda centered in whiteness. I support NAHSE’s mission to empower the next generation of healthcare leaders. Aligning the mission with HDI’s mission, allows the continuous effort to transform health systems and address fundamental drivers of health disparities.

What do you consider your greatest career achievement and what are some challenges you’ve had to overcome in your career pathway?

I don’t dwell much on the awards and recognitions, I consider my greatest achievement to be living the dream of my mother who was a trafficking victim and finished school at the 8th grade level. As the first-generation college graduate in my family, I feel a great responsibility to make sure I am not the last. Guided by a mentor after my undergraduate studies at the City University of New York-John Jay College of Criminal Justice, I pursued a PhD in clinical Psychology at the University of Michigan. While my family supported my ambitions, I struggled with imposter syndrome, a sense of not belonging which was amplified by me failing very first statistics course she took in graduate school. I often reflect back on how despite how magnified that failure was to me back then, I’m now an expert in statistics and it is a big part of my work.

Furthermore, I was diagnosed with Systemic Lupus at a young age and that has led to many near death experiences, most challenging experience was during my Academic Residency training in Italy when I suffered a pulmonary embolism after my return. All of that helped build in me, a deep reservoir for empathy. I’d say that I earned my personal grit and resilience overcoming such challenges in my life which have helped me learn how to take better care of people. I can’t care about rubbing people the wrong way and make sure I show up as my whole self in every space I’m in.

How has COVID-19 impacted your work?

HDI is an organization rooted in racial justice and equity, looking at epidemiological data and addressing issues impacting marginalized populations. Connecticut is an aging state on course to be a predominantly Black and Latina/x. Yet, Black men still live the shortest lives. The focus of my work on boys and men of color draws push back as it took a while to mount a national agenda on women of color.

The COVID-19 pandemic increased visibility of our work because we poised and ready to serve the state and organizations to better understand the health inequities brought front and center by the outcomes experienced by BIPOC populations. We’ve assisted in Hartford’s recovery efforts and produced an informative report to help organizations be practical and responsive to vulnerable populations during the crisis.

The protests that have risen from the recent killings of Black men across the nation has generated a lot of renewed focus on health equity and racial justice work within many organizations across different industries. Looking beyond 2020, what do you think has to fundamentally change for efforts being made now, to be sustainable?

Indeed the #Blacklivesmatter movement has gained much ground during these hard times. For those of us who have seen many activists die before it became mainstream, it is important that we continue to remember those who died and those who lost their jobs before moving forward. It is high time real, authentic efforts by organizations to be anti-racist move beyond the social media statements towards radical change within organizations. Organizations need to ask “how is racism operating here? Within our policies, practices and procedures?” and be willing to say, “the way we do things leaves some people oppressed”. Efforts that continue to be at the surface level, desensitizes people and hurts you by the mile. Now that it’s harder for organizations to look away, it is an opportunity for growth, and I recommend that organizations bring in outside consultation to develop an anti-racist plan; explore solo vs. cluster hiring and efforts addressing these issues should have a budget that reflect the value of the initiatives.

Do you have any insights you’d like to share with our members, most of who are young professionals?

Never serve in a community you don’t love because biases can impact you. Remember that justice is what love looks like in public and bring your full self into the spaces you occupy to set the tone for how people approach you. Don’t wait, the time is now. Every civil right movement has been led by young people. It is also imperative that everyone has a good mentor for support and to root themselves in healing justice.

July 2020 Member Spotlight

Joshua Dumas-Owens recently graduated from Cornell University with his Master’s in Healthcare Administration and is now pursuing an Administrative Fellowship at Sutter Health’s flagship hospital, California Pacific Medical Center in San Francisco, California.

Joshua serves as an Associate Board Chair for Horizons National, an award-winning, tuition-free, academic and enrichment program serving children from under-resourced communities on the campuses of independent schools, colleges, and universities across the country. Having participated in the program as a child, Joshua grew to eventually become a volunteer and an employee at his local Horizons and now serves on the Associate Board which works to connect a network of program graduate alumni. As an only child, Joshua attributes his participation in the youth development programming activities as key in developing a keen interest in his community, and recognizing the importance of socio-economic equity in influencing the health and wellbeing of individuals in his community.

Joshua attended North Carolina Wesleyan College but after suffering an injury that disrupted his football career in his first year, he decided to return to Connecticut and continued his undergraduate education at Central Connecticut State University majoring in Biology and minoring in Psychology. He quickly learned through his internship, volunteering and work activities that the healthcare industry has the potential to truly target the root causes of economic turmoil and social injustice. Joshua shares that two of the major employers in his own community are community hospitals.  With the immense resource capabilities and moral obligation to cater to the health and wellbeing of the community they serve, he saw how decisions along the health service delivery chain could affect the community at large.

He decided to pursue a career in health service administration and was accepted into Cornell’s graduate program. Prior to his start at Cornell University, he took the opportunity to learn about the field with an internship at Qualidigm, where he states his experience oriented him to a business focused approach to research, much different from his academic research background. The internship increased his confidence when he started his master’s program and set the tone for how he took the chance to learn and challenge himself whenever the opportunity presented itself.

As a student member of the National Association of Health Services Executives (NAHSE), Joshua led a team of students from Cornell University to the Semi-finals of the Everett V. Fox Case Competition at the 34th National Education Conference, a first in the school’s history of participation. This experience coupled, with having had the opportunity to meet Bernard Tyson, former Chairman and CEO of Kaiser Permanente who passed away last year during his internship, mark major highlights for Joshua in his young career.

Although he gets to undertake his current fellowship in person despite the impact of COVID-19, he’s had to re-set his mindset to adjust to making connections and building a network in a virtual space. He’s no stranger to making the best of unexpected situations and is confident that his training and experiences so far have prepared him well for the new set of challenges ahead.

We look forward to when Joshua returns stateside to implement his ideas to transform his community.

MAY 2020 Chapter Spotlight

Stephanie Hughes, MPH, CHES, is a 2020 graduate who is ready to take the world by storm! Recently receiving her Master of Public Health degree in Health Management & Policy from the University of Michigan’s School of Public Health, she has secured a spot as an Administrative Fellow at Spectrum Health in Grand Rapids, Michigan. Stephanie is on course in changing the face of healthcare leadership. In pursuit of her purpose driven goal to develop a non-profit that focuses on end-of-life care support needs of aging population, Stephanie shares that her experiences thus far with large health systems have taught her that the ability of an agency to mobilize capacity makes a difference in achieving community goals.

Stephanie attributes her participation in the University of Michigan’s Summer Enrichment Program (SEP) back when she was an Undergraduate at University of North Carolina as the single-most empowering experience that influenced her career path. Prior to that, she interned at the Cancer Institute for Community Outreach in the Early Detection Program and she was able to observe and understand first-hand how an agency within a large health system equipped with the adequate resources can make a difference in achieving community level goals. She wanted to learn how to influence and incentivize such agencies to prioritize and invest in the needs of the community that matters to her. Through SEP, she met Cassandra Willis-Abner, Senior Vice President of Diversity & Inclusion at Trinity Health and NAHSE Detroit member who connected her to fellow NAHSE member, Quian Callender for mentorship. Stephanie shares that being connected to individuals within the NAHSE network gave her the opportunity to serve as an Administrative Intern at Hartford Healthcare during her master’s program. The experience, which put her in the same room alongside C-Suite executives taught her the importance of paying it forward. She highlights how she continuously gains support from professionals affiliated with NAHSE and is learning how to effectively network by being empowered to connect, create and cultivate relationships.

“I foresee a change in the culture and practice of healthcare delivery [and] these days, I do my best to stay on top of trends by listening to podcasts”, says Stephanie.

As they embark on their futures amidst the uncertainty that has come with the current pandemic, Stephanie’s advice for fellow graduates is to stay true to their vision and goals, so that no matter which direction one takes, their purpose will always guide them. 

Oladayo Sule, MHA, MLS (ASCP) cm is April’s Chapter Spotlight

Oladayo Sule, MHA, MLS (ASCP) cm is the manager for Laboratory Support Services at Yale New Haven Hospital, St. Raphael’s campus. Dayo serves as the co-chair of the Programs Committee of the Connecticut Association of Healthcare Executives (CTAHE) and is a member of the Board of Directors for the Connecticut Chapter of the National Association of Health Services Executives (NAHSE). He previously served as the treasurer on the executive board of NAHSE CT. We caught up with Dayo to learn more about what motivated his career pathway.

Tell me about your current role and how the Covid19 crisis has impacted your work?

I served in the military prior to my graduate education in health care administration and my experience gave me the opportunity to run free clinics, manage platoons, make operational and administrative decisions and develop key skills as a leader that has translated into his current job. As the manager of Laboratory Support Services, I manage operational, human resource and budget needs of his department. For me, a solid team lends itself to great work delivery outcomes if the team feels supported in their environment. It is important that as lab support service associates and phlebotomists join the team starting at a minimum wage, I must serve as an advocate for their career advancement. I’d say one of my greatest accomplishments in this role has been establishing a career ladder opportunity so that my team have the opportunity for upward mobility to move up in earnings based on improvement in skills and responsibility.

Dayo shares that these days, his department continues to work hard on workflows that support the needs of processing Covid-19 testing and he finds that in keeping his staff motivated and focused, he draws on his military experience to communicate and assure his staff on how best to manage the uncertainty that comes with working through uncharted waters.

Did you always aspire to be a Healthcare executive?

I didn’t always aspire to be healthcare executive but grew up wanting to be a doctor as I was inspired by my mother who was a nurse and took care of everyone in the neighborhood back in Nigeria. However, exposure to diverse possibilities in healthcare when I moved to the United States inspired my interest in Allied Health. I decided to pursue my Master’s in Health Services Administration after several years working as a medical technologist at Bridgeport Hospital. It was there that I learned how healthcare executives make impactful decisions that affect different areas of patient care with evidence-based quality and process improvement strategies.

Why did you choose to join NAHSE and how has the organization helped you professionally?

I joined NAHSE as a student member during my graduate school education when I was actively seeking connection to a professional organization for access to mentors who had shared values.  I was introduced to the chapter’s founding member through networking and I was immediately drawn to the organization primarily since it allowed me an opportunity to pursue mentorship from individuals who had pursued similar career vision with diverse pathways. I was able to share my difficulties and learn how others have been able to overcome similar career challenges.

Do you have any insights you’d share with emerging graduates who want to pursue careers in health administration/management?

The more traditional pathway is to pursue a health administration fellowship from an accredited program which sets you on a career path towards leadership roles as a healthcare executive. However, regardless of whether you follow the traditional trajectory, I advise that new graduates aim to align themselves with professional organizations that have a shared value to support their shared passion and actively engage through participation and sharing of ideas with colleagues at different levels of their career.

Flloyd Green, III is March’s Chapter Spotlight

Floyd W. Green, III is Vice President of Community Affairs at a major insurance company where he is responsible for developing grassroots community-based strategies to assist in new business developments, customer retention and strategic partnerships. His organization manages the implementation of the company’s urban marketing strategies designed to enhance alternative distribution channels across all market segments, multilingual capabilities in voice, data and print and the activation of community-based programs that address social determinants of health.  Finally, his teams are responsible for the company’s award-winning international briefing center in Hartford. 

Before joining his current company, Mr. Green held several officer level roles in sales and marketing at major health industry corporations including Horizon Behavioral Services (HBS), a subsidiary of Horizon Health Corporation, PacifiCare Health Systems and Kaiser Permanente, amongst others.

With many years in the sales and marketing industry, Mr. Green has focused his career on helping health plans promote to emerging markets; especially underserved populations that historically have not been marketed towards. During his career, he wrote the first comprehensive African American marketing strategy plan which aimed to elevate the quality of healthcare services to this under-served community. While doing so, Mr. Green found himself learning about the health disparities, illnesses and diseases that are more prone to one’s ethnicity.

Amidst the COVID-19 pandemic, Mr. Green and his Community Affairs team have developed ways to better serve their communities, territory and regions by ensuring people understand their healthcare options and know how to get the assistance they need. As Mr. Green stated, “211 is a great resource for basic information. It’s helpful in finding small things that people can do during this time of need. By over sharing/communicating, people can hear beyond their own fears and anxieties. To over communicate helps infiltrate through that in hopes that folks can hear the resources that are there for them.”

Mr. Green has been a member at National Association of Health Services Executives (NAHSE), since 1994 and is heavily involved in several communities which has earned him countless awards. Regarding being a NAHSE member, he states, “there aren’t that many African Americans in the sales/marketing arena… and to see the impact that African Americans and other people of color are making in the healthcare systems and community systems across the country just blew me away. It gave me a base to know that I was not in this battle alone. That there were people in this industry that I can reach out and call and that they will understand what I need and what I was going through without having to question it”. 

Mr. Green graduated with high honors from Lincoln University in Oxford, Pennsylvania with a B.S. degree in History/Public Affairs. He received a MBA in Marketing/Strategy from Pepperdine University’s Graziadio School of Business and Management, Malibu, California. Born in Newport News, Virginia, he now resides in Hartford, Connecticut.

L. Nneka Mobisson M.D., MPH, MBA is February’s Chapter Spotlight

L. Nneka Mobisson M.D. MPH MBA, is the Co-Founder & CEO of mDoc a digital health company that leverages quality improvement methodologies and behavioral science with web and mobile-based technology to support chronic health disease management by optimizing self-care capabilities of patients.

Dr. Mobisson earned her Bachelor of Science Degree in Mechanical Engineering from MIT, her Master’s in Public Health (MPH) from Emory University, and her M.D./MBA from Yale University. She trained as a Pediatrician, completing her residency at The Children’s Hospital of Philadelphia. As Vice President of Community Health & Population Health Management at the Connecticut Hospital Association (CHA), she provided leadership in Population Health Management to hospital systems across the State.

When asked what her biggest motivation/inspiration was to start mDoc, Dr. Mobisson shares that while working as the Executive Director for the African branch of the Institute of Healthcare Improvement, she realized that most African health systems are reliant on external funding that are often distributed in a very siloed way, targeting specific diseases and/or interests such as HIV/AIDS, immunization, and communicable diseases. However, with the burden of high maternal mortality and morbidity rates in low income countries and the explosive chronic disease burden in Africa, Middle East and some parts of Asia, she saw a great need to address care delivery in a much holistic way that integrated quality care with the empowerment of patients to address their own health challenges. mDoc, allows patients to have the knowledge and awareness of when and where to seek preventive care. In the past year, having demonstrated efficacy of mDoc’s model with over 100,000 engagement on the platform and improvement in BP reduction by 19 points which translates to a risk reduction of premature mortality by 7%, Dr. Mobisson is excited about the next steps.

She hopes to focus on standardization, quality and growth by scaling and has recently hired 9 mid-management personnel to improve operational efficiencies. Here, Dr. Mobisson shares that one of the biggest challenges running a digital health company in Africa is meeting the workforce capacity needs in healthcare management as very few schools have programs with targeted training in oversight management in utilization, revenue cycle, operations, and financial management— “When you think about it, we live in a global village and NAHSE for instance, can play a transformational role in bridging much of the global health disparities I encounter in my work here [as it pertains to] developing a generation of healthcare leaders who are a cadre of problem solvers with top notch project management and administrative  capabilities”.  Dr. Mobisson attributes her career path to her transformative experience as a NAHSE intern at the Health Resources and Services Administration (HRSA) during her studies at Emory University. She states that she was phenomenally impacted by the exposure she gained through mentorship to global health opportunities.

As a student member of NAHSE, Dr. Mobisson’s access to training and professional development opportunities and their lasting impact in her career, is what she hopes to help expose emerging health leaders in Nigeria and across Africa to, which will make her goal for all the patients she serves to live healthier, happier lives that much more achievable.