Sally Gammon: Facing the Future
Recently, I announced my intention to retire as President & CEO of Good Shepherd Rehabilitation Network in July 2013. (Click here to read the press release). Since the announcement, I have received numerous well wishes as well as some thoughtful questions regarding the future – my future, the future of Good Shepherd and the future of health care.
First, in regard to my future, I am moving into this next phase of my life knowing that my health is good and my ability to contribute to the community remains high. I am excited about having the time and opportunity to expand my involvement in causes that I am passionate about.
I have been at the helm of Good Shepherd for more than 15 years, the longest-tenured position of my career, in large part because my work has always been rewarding and enjoyable. It is for this reason that I plan to remain involved with Good Shepherd after retiring from my current position.
The Future of Good Shepherd
The Board of Trustees is conducting a national search for Good Shepherd’s next President & CEO, who will be charged with continuing to move the organization forward.
Good Shepherd is well positioned for a successful future in the Lehigh Valley and beyond. Since 1997, Good Shepherd has quadrupled in size, scope of services and budget, going from a $45 million to a $201 million organization. We added inpatient and outpatient facilities and new services as well as took on rehabilitation management contracts at other hospitals and assisted living centers. Since 2008, GSRN has been majority owner of Good Shepherd Penn Partners, our joint venture with Penn Medicine in Philadelphia.
When you combine the Allentown operation with the Philadelphia operation, GSRN has 412 inpatient beds, 34 outpatient sites and more than 2,000 employees.
The Future of Health Care
Good Shepherd’s next President & CEO will lead the organization through the changes and challenges of health-care reform. He or she will need to ensure that Good Shepherd continues to provide comprehensive post-acute care that produces outstanding outcomes for our patients, while delivering that quality care as cost effectively as possible.
The growing ranks of the aging baby boomers and other future patients are projected to increase the demand for physical rehabilitation. To meet that demand, Good Shepherd’s next President& CEO will need to embrace and promote Good Shepherd’s core value of partnership, which is vital to the organization’s growth and to an efficient continuum of patient care.
The opportunities and challenges facing Good Shepherd’s next President & CEO are many, and I have no doubt that Good Shepherd’s Board of Trustees will choose an impassioned and visionary leader with the experience and expertise vital to ensuring Good Shepherd’s viability into the future.
Be assured that my commitment to Good Shepherd will remain high, and I will make this leadership transition as smooth as possible. I look forward to a productive and exciting future for myself and Good Shepherd.