By Marti Webb Slay

Three months after being named president of Baptist Health Brookwood Hospital, Sarah Gilbert says she is excited to be a part of the change and transition Orlando Health has brought to the facility, and she’s eager to realize the potential she sees there.

While many of the infrastructure changes may be the most visible, Gilbert says it’s the investment in people, both staff and patients, that will make the most lasting difference. “People always notice the paint on the outside of the building, right? That’s really kind of an external signal of all the things that are being done internally, because people don’t see those. But I think one of the most important things is the investments that are being made in the people because it’s the people who really change the culture,” she said.

Word is getting out in Birmingham about the changes, and as a result, the applicant flow has increased substantially .

“People want to be a part of this, and they want to work here,” Gilbert said. “When I came into the organization, goal number one was to stabilize the workforce and have a leadership team that can see the vision, roll up their sleeves, work hard and make the changes we need to make. It’s a people-first culture, and the rest comes. We’re just lucky that Orlando Health was able to make the investments they’ve made. Those investments, along with the people, is really the magic sauce.”

Gilbert brings many years of experience both as a clinician and administrator to the effort. She has a bachelor’s degree in physical therapy from the University of Evansville in Indiana, a master’s degree in physical therapy administration from the University of Indianapolis, and a master’s degree in health services administration from the University of Michigan.

Prior to joining Brookwood, she worked as assistant vice president of Orlando Health and chief operating officer at Orlando Health Bayfront Hospital in St. Petersburg, Florida. She was helping at Brookwood last spring and summer while still at Bayfront so when she was offered the position of president, she was already familiar with the hospital and had a sense of the potential. “I’m excited about being here,” she said. “I would call it a labor of love. I mean, it’s not easy work, but when you can see the change that’s happening. It’s exhilarating.”

That enthusiasm appears to be contagious. “People have noticed a change and they’re completely on board,” she said. “We’ve been able to increase our workforce so they’re getting more help at the bedside. They’re feeling more confident in the level of care they’re able to provide,” she said. “The staff survey responses have validated the changes, and employees see a future. They’re invested in being here. I feel like we’re on solid footing, and we’re going to be able to continue to take Brookwood to another level.”

She credits much of her success with the existing staff to being visible, spending time out and about in the hospital, and bringing a clinician’s understanding to the effort. “I think one of the things that’s working for me is that I’m a clinician,” she said. “I was a clinician first, and that is resonating with people. I talk a lot about patient safety, with the patient being first and foremost in all of our decision making. I attend our safety huddle each day.

“In addition, I am out rounding on the units, meeting with the leaders, talking with the staff, and talking with the physicians. When we’ve had to make a decision, I bring a physician leader in, and I give them the facts, and we make the decision together. We’re bringing everybody to the table, and everybody gets to be a part of that decision making. And then we go forward in a more coordinated way.”

One factor in growing the workforce is community outreach. “One of our goals is to be more connected to the community than maybe the hospital has been in the past,” Gilbert said. “That’s a big objective for Orlando Health. We’re here to serve our communities and being connected to the universities, the colleges, and the high schools. It’s important for developing our future.”

While people are her top priority, she is also addressing infrastructure needs. Work is being done in a variety of areas, including roofs, HVAC systems, boilers, patient and surgical equipment, pedestrian bridges, parking, and signage, both on the campus and within the building. “If you’re upset or anxious, those signs need to be really clear and concise, so you can make quick decisions and get to the right building,” she said.

Gilbert says her biggest challenge is her own level of patience. “I want things to happen tomorrow, but you know, these things all take time.”