Leadership in a Healing Environment

Outside Bonnie Phipps’ office are some eye-catching items including a picture of a capping ceremony of the nursing class of 1949; a book entitled “A Call to Care: The Women Who Built Catholic Heathcare in America;” and several awards citing the “Top 100 Hospitals” and “Top 100 Cardiovascular Centers” in the nation.

Do these items set a tone of what one might expect from this healthcare facility and its leadership? You bet it does – and Bonnie Phipps seems to be ideally suited for the job of ensuring that all expectations and goals are met.

Since assuming her current position in September, 2002, Bonnie has overseen an enterprise that is recognized as one of the leading acute-care, specialty-referral hospitals in the Southeast. Saint Joseph’s Health System is comprised of the 346 bed, tertiary care facility in north Atlanta, Saint Joseph’s Mercy Care Services (an outreach organization ministering to the underserved), Saint Joseph’s Mercy Foundation, and Saint Joseph’s Service Corporation. As president and CEO, Bonnie’s responsibilities include establishing and maintaining relationships with diverse constituencies and implementing a strategic vision for the organization while aligning local strategic initiatives with those of Catholic Health East.

What prepares an individual to be a healthcare and business visionary and to interface with multiple and complex constituencies like physicians, medical staff, the board of directors, community agencies, service providers, and families of ill patients?

That’s a good question and to find the answer requires a look into Bonnie’s background, an even more deeply, a look at who Bonnie Phipps really is.

A strong foundation

Bonnie grew up in Baltimore, MD in a traditional family which included an older sister. She herself was a twin, one of a set of different gender twins. “Naturally I was very close to my twin brother. We shared the womb,” she said, “and I believe that having a male that close in the birth and maturation process has made me more at ease with men in the business world. Actually, there is some rather interesting research about girl-boy twins and the impact on each.”

While Bonnie’s father was a judge as are both siblings, she was the one with the “math mind.” She was also athletic and loved most sports. Indications are that these interests haven’t changed over the course of her life.

Growing up in the 60’s, Bonnie was definitely a young woman of the times. She even sang in a rock and roll band and did her share of free-thinking. But when it came time to look for a place to continue her education and to spread her wings away from Baltimore, Bonnie followed the suggestion of a girlfriend who moved to Atlanta and she came, too.

Bonnie wasted no time finding a job and setting her sights on college. She went to work as a clerk for Oxford Industries. Fortunately, she had a boss who recognized her potential and natural intellect. Later, when he went to work for Kennestone Regional Hospital, he offered her a position as well - in the accounting department.

Not knowing exactly what opportunities lay ahead, Bonnie began her healthcare career and at the same time, pursued her undergraduate degree in Business Administration at Georgia State University. In 1979, she graduated Summa cum Laude from GSU and a year later, became a Fellow in the Healthcare Financial Management Association and a Certified Public Accountant (CPA). While going to school and working at Kennestone, she rose to the position of Controller – an early testimony to Bonnie’s competence and commitment.

Finding her calling

This self-described “math person” had found her calling in finance and not-for-profit healthcare. She had also established her love of learning and achievement. Becoming a leader in the organizations she would serve was the next order of business. From 1983 to 1986, Bonnie was the Chief Financial Officer at Egleston Hospital for Children. “It was rewarding but difficult at the same time,” she said, “because of the type of patients we served. No one likes to see children suffer.”

While at Egleston, Bonnie once again demonstrated her ability to multitask. She returned to GSU at night and in 1987, after taking a new position at Dekalb Regional Healthcare System, she received her Masters in Professional Accountancy. Later she would add Certified Managed Care Professional to her already impressive list of credentials.

Bonnie’s career was flourishing and so was her personal life. She met and married a Delta pilot (now retired) and helped raise a son and a daughter (who today have given them two grandchildren.)

Over the ensuing years, she continued to work hard and take on more responsibility – at Dekalb Regional where she was Assistant Administrator and CFO for eleven years and finally at Promina Health System where she served as president and CEO prior to coming to Saint Joseph’s.

Professionally, Bonnie has received numerous awards on the local, state, and national level for her leadership and achievement in the field of healthcare financial management. In 1993, she served as the National Chairman of the Healthcare Financial Management Association. Subsequently, she was awarded the Charles Anderson President’s Award by the Georgia HFMA chapter. In 1997, she received the Morgan Award for National Individual Achievement.

Additionally, Bonnie has served on at least ten boards and an equal number of special councils and prestigious committees. She is the recipient of the President’s Plaque and the Deloitte and Touche Accounting Achievement Award presented by her alma mater, GSU.

Reflections on leadership

With all she’s achieved, Bonnie could be resting on her laurels. But this couldn’t be further from who she is or where she is today. Her excitement and passion for Saint Joseph’s are infectious and sincere. “I’ve been here a year,” she said, “and it’s been great. I’ve found working in a faith-based healthcare environment more rewarding than anything I’ve ever done. Each board meeting begins with “reflection.” On the board are some of the most caring, intelligent, and effective women with whom I’ve ever worked. I’m not Catholic, and yet, the sisters are training lay people like me to continue the mission of the organization. This is a very ecumenical environment.”

Bonnie doesn’t miss any opportunity to demonstrate or share her pride in her institution. “Our mission is to deliver healthcare to those in need in a healing environment. We’re deeply committed to that mission. We are also a Magnet Hospital with top quality nurses who manage themselves here at Saint Joseph’s. While other facilities have numerous unfilled vacancies, we have only ten openings. And, our nurses are among the highest educated in their field and as a result, they have the respect of the doctors with whom they work. Our doctors aren’t hesitant to leave their patients in the care of nurses because they know they’re in good hands.”

Another area of service for which Bonnie is extremely proud is Saint Joseph’s Mercy Care facilities. “In our two locations, volunteer doctors provide medical and dental treatment to hundreds of homeless and other underserved clients. This is a $10 million operation which the hospital underwrites on an annual basis.”

Providing leadership in a healthcare system that ranks in the top 15% of all hospitals for cardiovascular and orthopedic medicine and which has a won the J.D. Powers

Customer Excellence Award with a 93% “recommendation factor” must not be too difficult, right? Not so, according to Bonnie.

“Leadership is the ability to focus on multiple goals and multiple customers and even though we’re not-for-profit, the challenges of leadership at Saint Joseph’s are just as great as for any other healthcare operation or corporation. Decision-making is difficult and financials, managed care and medicaid problems are everyday issues. We try to focus on throughput and balance. We also have some professional shortages, e.g., in radiology and pharmacy. Since most of our physicians are in private practice, we must monitor the staff to project what their needs will be and recruit to meet that need. Additionally, in a workforce that includes many females, staffing needs often fluctuate with the economy.”

Bonnie’s advice to the next generation? “Get your education in place; it’s ok to work and go to school; and certification in your profession is important. To women, I would underscore the saying, ‘Look like a lady, think like a man, and work like a dog.’”

As for Bonnie Phipps, one of the most recognized and top performing leaders in her field, the future looks very good. She has a loving family and a passion for her profession. Undoubtedly, she’ll continue to utilize her competitive spirit and leadership skills to benefit any organization she serves. But what about those French lessons she’s taking? Could that signal a future change in direction? Probably not, just more time travelling perhaps. Time well earned and well deserved.

By Susan B. Hitchcock, Creator of “The Age of SHEroes”

Back To Main Women In Leadership Area