South Florida Hospital News
Sunday September 27, 2020

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August 2020 - Volume 17 - Issue 2


New Holy Cross Health CEO Focusing on Pandemic, Future Goals

When Mark Doyle joined Holy Cross Hospital this past June, he expected to face some challenges as he adapted to a new corporate culture after being the CEO of Memorial Hospital Pembroke for the past six years. Starting during the COVID-19 crisis, however, added a whole new dynamic.

“The transition has been like drinking from a fire hose,” he laughed. “I’ve been busy trying to deal with the global pandemic, my new role at the hospital, establishing my vision and making plans for its execution—it’s all been very challenging.
“The good news is that it’s all within reach,” he added. “It will take a lot of hard work, but we’ll get there.”
Doyle knows about hard work. He has served as the CFO of Kindred Healthcare Hospitals - Arlington and Fort Worth, as the CFO with Universal Health Services' Northern Nevada Medical Center and Wellington Regional Medical Center, and as CFO at Ascension Health in Jacksonville. He also has held executive positions at Broward General Medical Center (now Broward Health) and Tenet Healthcare System's Florida Medical Center.
He joined Memorial Hospital Pembroke in 2014, where he was responsible for moving the hospital’s Leapfrog hospital safety grade rating from a C to an A, and moving its Centers for Medicare and Medicaid Services (CMS) rating from two to four stars.
“Our growth was exponential,” he said of leading the 301-bed, community-based hospital, part of the Memorial Healthcare System.
Doyle also was responsible for starting a transfer program that allowed Memorial Hospital Pembroke to take in patients when Memorial Regional or Memorial West were overrun, as well as establishing a medical detox program to help combat the opioid epidemic.
Starting a New Chapter
When Doyle was approached to join Holy Cross Hospital, he was excited about the opportunity.
“Holy Cross has an outstanding name in the community, great service lines and impressive patient outcomes, which, combined with my desire to work with a mission-based organization, made it a dream job,” he explained. "We are here to serve the community, regardless of a person’s ability to pay. Our core values include justice, reverence and commitment to those who are poor. Everything is done in the Lord’s name; spirituality guides us.”
There are quite a few challenges facing Doyle in his new role.
“Like everything else, COVID disrupted healthcare providers—not just in this market, but nationally,” he said. “We’re seeing a drop in service line volumes anywhere from 10 percent to 60 percent. Financially, all healthcare systems are hemorrhaging and the CARES Act stimulus money just scratched the surface of what we need. There are still gaping holes in the financial picture.
“We never forget our mission to serve the community, but we have to be solvent to do so,” he explained. “We need to find more ways to be creative and innovative, and explore new ways to reach patients.”
To this end, Doyle is expanding philanthropic efforts in order to tap into donors and corporations as a way to support Holy Cross. He also wants to expand the hospital’s market share and footprint, which he says is challenging as a single hospital with a lot of large competitors.
“We want to grow our service lines—we already have good ones here including orthopedics, oncology, neurology, and obstetrics/gynecology,” he said. “We also want to leverage technology; one of the best things to come out of COVID is advancements in virtual health, which is allowing us to begin engaging in new platforms with smart phones, etc., expanding our footprint beyond the four walls of the hospital.”
Doyle also is looking at ways to increase access to Holy Cross physicians and plans to rebrand the hospital as Holy Cross Health so that it is more indicative of the services they offer.
“I’d also like to try to establish more brick-and-mortar structures in different markets so that we can become more of a regional provider,” he added. “We want to become a destination hospital.”
Just like he did at Memorial, Doyle plans to enhance quality and safety, with the goal of bringing the hospital’s Leapfrog rating of B to an A, and increasing its CMS rating from four to five stars.
“The final goal—and my favorite—is to have fun, because I want associates and physicians to be engaged, excited and committed to the hospital’s future,” he said, adding that he is very impressed by Holy Cross’ corporate culture. “Nothing great is ever achieved without enthusiasm.”
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