Bon Secours Richmond Health System
“Our success as a health-care organization depends every day on decisions made by thousands of women,” says Tony Ardabell, CEO of St. Mary’s Hospital. “At Bon Secours, women are incorporated deep into the cellular level.” And benefits for them abound, from classes on women’s health to college scholarships for their grandchildren.
The March of Dimes Foundation
Advancing this iconic organization’s mission of serving moms-to-be and babies is an 87 percent female management—with women as president, COO, general counsel, SVP public policy and SVP education/health promotions. Difficult economy aside, paid time off for new dads/significant others has increased from one to two weeks, and new moms can bank five extra sick days beyond maternity leave.
Mercy Health System
This Wisconsin-based health-care group offers the new Advanced Practice Program, which helps employees pursue an MBA or MS in nursing; 91 percent of the participants are women. A leave-of absence policy supports educational leaves, and long-term employees can take extended sabbaticals for educational pursuits.
CEOs of this hospital and care-center system’s affiliates regularly nominate high-potential women to meet monthly with a leadership expert and pair up with senior-level mentors. “The program is helping me be a good steward of new ideas to keep the organization dynamic,” says director of employee and labor relations and newly appointed SBU director Lorie Mault.
Moffitt Cancer Center
Based in Tampa, FL, this patient-care, research and education center supports women through a certificate program that trains aspiring leaders. It also offers a leadership program for directors, managers, supervisors and team leaders, with 74 percent female participation. In 2009, 69 percent of internal promotions went to women.
Northwestern Memorial Healthcare
Last year, women made up 66 percent of staffers on the succession plan and 71 percent of senior manager promotions at the Chicago medical center. “The culture of our organization is supportive, transparent, blame-free and mission-driven, a combination that means we are always looking towards our goals,” says SVP and general counsel Carol Lind.
To enhance hospital efficiency, this Cincinnati health-care system recently created the Shared Leadership Committee, which includes nurses on the front line evaluating processes and proposing solutions. “With shared decision making, we now have a voice and can make a difference,” says Bethesda North Hospital’s Margie Yagel, RN, whose unit created a new time management tool for newly hired nurses.
Vcu Health System
This Richmond, VA, academic medical center extends flexible, part-time positions even to its doctors. “My mother was a physician and had to quit because part-time wasn’t available then,” recalls Joyce Beltran-Kelling, MD. “It’s critical for my daughter to see that handling a medical career and child care is possible, and to see me strike a healthy balance.”
WellStar Health System
Employees of this Marietta, GA, institution can move from full-time to part-time and back, depending on their life situation. Staffers also can move in and out of management and then back onto the career track. “The culture has allowed me to balance my family needs and still succeed in my career,” says Barbara Corey, SVP of managed care.
Yale–New Haven Hospital
This multibillion-dollar health system is run by a woman: president and CEO Marna Borgstrom. “It is a gratifying experience to have access to an executive who understands the challenges of being a working mother,” says Ena Williams, an RN in leadership training. “It affords me the opportunity to ask questions about what’s required to make it to the CEO level.”