In his new role as president of Froedtert Hospital in Milwaukee, Austin Reeder has remained focused on expanding access to care for both local residents and patients across the U.S.
Froedtert Hospital, part of the Froedtert & Medical College of Wisconsin health network, operates the region’s only adult level 1 trauma center. The hospital provides destination care in services including oncology, cardiovascular care, orthopedics and neurosciences, Mr. Reeder told Becker’s.
The 776-bed academic medical center is building a new tower to add 96 beds, slated to open in fall 2027.
“In addition to allowing us to better serve our community locally, this growth enables us to accept external transfers from across the Midwest and beyond, so we can provide access to the top decile quality of care that’s delivered here,” he said.
Mr. Reeder, who joined Froedtert Hospital on Feb. 10, emphasized that patient activation is crucial for achieving access goals.
“Access isn’t always access if our patients don’t know how, when and where to use the services we provide,” he said. “I’ve been really impressed with the Froedtert & MCW health network’s commitment to being in the community, being able to meet our patients where they are with programs like our community nurses who develop trust and educate on services available.”
He added that ensuring patients stay healthy and out of the hospital is key to maintaining access for those who are most in need.
“There’s a lot of focus around population health and the ability to care for patients in the ambulatory environment to keep them healthy,” Mr. Reeder said. “But there’s also the opportunity to provide acute care in the home setting and preserve tertiary and quaternary access at academic medical centers for those patients who need it most.”
Capacity remains a major concern for the future of care delivery at academic medical centers, particularly in terms of staffing to meet demand both locally and regionally.
“There are very niche skill sets on campuses like this, where you may have a department of one or two people who are the only specialists in the entire region,” Mr. Reeder said. “Our recruitment competition is not just local, but also national to ensure we have the right skill set in the right place at the right time.”
He said he is optimistic about the future of care delivery because of the people working in healthcare.
“Post-COVID, there were many discussions about the great resignation versus the great aspiration,” Mr. Reeder said. “For me, I feel like people are seeking to match their personal and professional purpose, and healthcare is uniquely positioned to be able to meet that need. My job is to reduce barriers, help our teams be successful and help them find their joy, because being able to do that is my ‘why.'”
Mr. Reeder previously served as system vice president and COO of Ochsner Medical Center in New Orleans. Since stepping into his new role, he has prioritized being present with teams to understand how to best support them. His top goals include improving employee engagement and retention, which he said will drive better outcomes.
“When my kids ask me what I do for a living, I tell them I help the people who take care of patients,” he said. “I can’t figure out how to best do that if I’m not present, listening and learning.”
Mr. Reeder has also focused on developing internal and external relationships and evaluating structures and processes to implement an operating model for continued success during his first year as president.
“There’s an incredible foundation that has been built at Froedtert Hospital over the years,” he said. “My job is to help amplify those successes and identify short- and long-term opportunities. I would like to look back at my first year and feel that I’ve gained the trust of our team members and clinicians, as well as the communities we serve.”
