In an interview with Invest: Rodney Reider, CEO of Conemaugh Health System

What changes over the past year have most impacted Memorial Medical Center, and in what ways?

The key for us has been a rebuilding phase. As the administration and leadership, our priority was to support the growth needed for the market. Many patients weren’t fully familiar with the range of services we offered, so we also aimed to expand those services. A critical part of this was hiring the right people. Over the past year, we’ve seen positive outcomes, not just rebuilding, but ensuring we attract staff appropriate for our level of care as a Level 1 Trauma Center. We’ve made great strides in recruitment and, most importantly, retention. I’m especially proud of our leadership team for reducing the nursing turnover rate from around 46% before I arrived to approximately 4% today. 

How do you maintain your workforce?

Everyone dealt with the challenges of COVID-19, and we saw many nurses choosing travel nursing opportunities. We asked ourselves: how do we ensure people want to stay in our community? It’s not just about buildings — it’s about connection. We wanted to reinforce that this hospital is part of the community, where staff and patients share relationships beyond these walls: Our children go to school together, and we see each other around town. That sense of belonging matters.

In the past year, we hired 93 new providers and another 40 nurses, and significantly reduced turnover. We’ve also added almost 160 beds, ensuring that patients no longer wait as long in the ER and can receive care immediately. We’re focused on being proactive and thinking ahead about recruitment, care capacity, and patient needs.

Healthcare is the highest calling. You meet people at their most vulnerable — mentally, physically, and spiritually. We’ve worked to build a culture where people join us because they share that philosophy. This has allowed us not only to provide great care, but also to witness incredible things, even miracles.

We’ve made similar progress with physician recruitment and retention. As an academic center with six residencies, we’ve filled all our slots every year. The residency programs add dynamism, keeping experienced physicians engaged and at their best while mentoring new doctors. It’s a virtuous cycle that elevates our entire team.

How are technology and infrastructure investments preparing you for emerging trends in telehealth, population health, and value-based care?

I’ve been fortunate to come in during a period of major investment. We recently completed a $77 million building project, which included state-of-the-art equipment and infrastructure upgrades, positioning us well for the next five to 10 years. In total, around $400 million has been invested in the hospital and this market, allowing us to stay at the forefront of care delivery.

This includes new anesthesia machines, advanced imaging technology, and IT systems that enhance our ability to meet patients’ needs efficiently. We’ve opened a new Cancer Center and Cardiovascular Center, and continue to upgrade the emergency department (ED) and physician office buildings. All of these positions enable us to deliver excellent care and adapt to ongoing changes in telehealth and value-based care models.

What clinical or operational changes led to receiving the Excellence in Patient Safety Award?

We always aim to replicate and share best practices. It was a pleasant surprise to receive that award, especially while integrating new staff and rapidly enhancing our focus on quality and safety. We’re looking to spread these improvements throughout our system and also benefit from being part of a national network, sharing and adopting innovations across locations.

For example, we’ve dramatically reduced ER wait times. Patients are now seen on average within 11–14 minutes, which is critical for outcomes. We’re also using predictive analytics to manage patient flow and have even invested in ambulances to ensure efficient transfers. All of these efforts contribute to the highest quality care while enhancing the patient experience through clear communication and trust-building.

How important is this educational mission to your overall strategy, and how does it help address workforce shortages?

Part of our responsibility is to invest in the future by supporting and educating the next generation of healthcare professionals. We have an aspiring leaders program I’ve implemented at every hospital I’ve led. It identifies promising employees and provides them with a year-long development journey, including mentorship from executives, board meeting participation, and key projects.

Additionally, bedside shift reports are a cultural shift we’ve implemented, improving communication and patient involvement while reducing errors during handoffs. All of this reinforces that everyone in our organization is a leader whenever they interact with patients.

We offer six residency programs, an academic School of Nursing, and allied health programs supporting the development of surgical techs, radiologic technologists, and other essential roles. We also maintain a strong partnership with Bishop McCort High School through the HEAL program, introducing younger students to healthcare careers early. 

Could you tell us about the school and how you’ve managed to keep it open?

Many hospitals used to have schools and no longer do, but we still operate one, and it produces many of our colleagues. Students train with us during their education, so we know them, they know us, and they seamlessly transition into our workforce. This minimizes open positions and enhances quality and accountability.

Similarly, our residency programs have helped us avoid shortages in specialties like family medicine and internal medicine. Residents see firsthand that this is a great place to work and often stay on after their training.

How do you envision expanding programs like HEAL?

The HEAL program allows us to introduce healthcare careers to students early, right across the street. They get exposed to different specialties, meet staff, gain experience, and develop familiarity with hospital operations, even including the cafeteria which they love!

We haven’t yet added staff to expand this program, but my vision is to extend it to more schools in the area. It builds familiarity and ownership — students begin to see the hospital as their hospital and as a vital community asset.

What are your top priorities for the next two to three years?

Our No. 1 priority is maintaining the highest level of care, with a continuous focus on quality metrics and patient-centered infrastructure. We want the community to view us as their primary destination for care. As a Level 1 Trauma Center, we offer around-the-clock access to any specialist needed.

We’re also focusing on succession planning. Some of our excellent physicians are nearing retirement, and we need to recruit and prepare the next generation to ensure seamless transitions.

Growth remains essential. We want to ensure patients don’t have to leave our market for care. We’re always investing in new technologies, improving communication with patients (especially those less familiar with technology), and filling any gaps in care or services.

Finally, supporting our team’s professional growth is critical. We offer scholarships for those advancing from LPN to RN, or from lab tech to lab manager. My role is to be a realistic optimist, supporting our team so they can provide the best possible care for the communities we serve.

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