Getting to know you

RICHARD FOGEL, MD, FACC, FHRS, EXECUTIVE VICE PRESIDENT AND CHIEF CLINICAL OFFICER

Q. What clinical initiatives are you most excited about?

A: Our journey to zero harm, and achieving high reliability across our markets. I’m also excited about our Recognize and Rescue programs, in which clinical problems are quickly recognized and followed by an appropriate intervention. Additionally, we have major initiatives around improving the care of pregnant women and newborns, as well as programs to improve overall access to care and community health. I’m also concerned about the opioid epidemic and am excited about our programs and initiatives that will reduce death and suffering caused by opioid use disorder. Lastly, we’ve established a centralized research function that gives Ascension the capability to conduct research on an unprecedented clinical scale and keeps our providers and patients on the cutting edge of clinical medicine.

Q. What are your most pressing challenges?

Richard Fogel, MD, FACC, FHRS, joined the Ascension Leadership Team when he was named Executive Vice President and Chief Clinical Officer in 2022. Previously, he led clinical efforts for Ascension’s former Clinical and Network Services team. A practicing cardiologist and electrophysiologist and former leader of Ascension Medical Group in Indiana, Dr. Fogel is winding down his practice to concentrate more fully on his work as Chief Clinical Officer, which includes responsibility for clinical performance across Ascension.

Q. Chief Clinical Officer is a broad title. What exactly are you charged with?

A. My main focus is quality and safety. Our team is focused on making sure our patients receive the highest quality of care and achieve the best possible outcomes. I want our patients to feel that their safety is prioritized. We also need to make certain that everyone we care for, especially the poor and vulnerable, receives access to the same level of care and safety. This is foundational to our identity.

A. There is enormous stress on the clinical workforce, including turnover. It’s difficult to build culture in a workforce when it’s dynamic and changing. I’m hopeful that we can stabilize by differentiating ourselves as mission-oriented, faith-based and patient-centric.

Q: If you were not in this career, what would you be doing?

A. I’d be a biomedical engineer. My father was an engineer, and being a problem-solver is in my DNA. At my core, I like solving problems and being a relational person. These skills have worked well for a physician who found his way into healthcare leadership.

Q: How would you describe your work ethic?

A: There’s a poem by Robert Frost called “Stopping by Woods on a Snowy Evening” that I’ve thought about for many years:

The woods are lovely, dark and deep, But I have promises to keep, And miles to go before I sleep, And miles to go before I sleep.

I think the best is yet to come.