Clinic Spotlight

A Year of Growth and Progress at Grand Island Clinic
By Joe Armatys, Grand Island Clinic Administrator
The past year at Grand Island Clinic has been one of remarkable growth, innovation, and teamwork. As we continue our mission to provide high-quality, patient-centered care, we have made several strategic expansions that have already made a meaningful impact on both the services we offer and the experience our patients receive.
To accommodate increasing demand and improve access to care, we opened two new locations, both situated conveniently within the same medical complex as our main clinic. One of these is a fully renovated building now dedicated to pediatric care, created to absorb growth and provide a family-friendly environment for our patients. The second location, GIC Imaging, houses our new imaging suite where patients can now receive ultrasounds and mammograms on-site. These services offer a more convenient and cost-effective alternative to hospital imaging, while also allowing our care teams to better coordinate diagnostic and follow-up care.
Alongside these physical expansions, we have added two new providers, bringing our total to 24, and have expanded our Chronic Care Management (CCM) program. With these additions, our annual patient visits, including all services, have increased from 85,000 to 92,000 and staff have grown to a total of 137.
Of course no expansion comes without its challenges. Coordinating construction, equipment procurement, and staffing, especially in a tight labor market, required thoughtful planning and strong collaboration. Despite these hurdles, both facilities opened within two months of each other and were brought online with minimal disruption to day-to-day operations. That level of execution is a testament to the dedication of our entire team.
These efforts are not just about growing for growth’s sake; they are essential to supporting our long-term vision. Grand Island Clinic has been a privately owned and operated practice since 1922, and we believe that maintaining our independence allows us to make decisions that are truly in the best interest of our patients. In a healthcare environment where reimbursement rates are largely controlled by insurance companies and operating costs continue to rise, expanding our services is one of the few ways we can sustain our business while still keeping care accessible and affordable.
What I am most proud of this year is not just the buildings we opened or the services we added, it is the way our team came together to make it happen. From frontline staff to providers to our leadership team, everyone played a role in executing a complex and fast-paced expansion plan. The positive feedback from patients and the early success of these new services affirm that our work is making a difference in the lives of those we serve.
As we look to the future, we remain committed to advancing care, improving access, and continuing to grow in ways that align with our values and community needs.
Bluestem Health’s Remarkable Transformation
When Brad Meyer stepped into the role of CEO at what was then People’s Health Center—a Federally Qualified Health Center (FQHC)—in 2014, the organization was in a tough spot. The turnover rate was between 50% and 60%, there were 85 employees, a $7.2 million budget, and roughly 9,300 patients. Brad Meyer became the fifth permanent CEO since 2003 and was the first with a background in healthcare leadership.
At the time of Brad’s arrival, the clinic only had one location; the environment was tense, had strained team dynamics, and could be chaotic at times due to a lack of consistency. Despite these factors, Brad saw a team that passionately cared about their patients and believed in the mission, which was a foundation he knew he could build upon. His first steps were to assess and strengthen the team, set clear expectations, and reinforce respect throughout the clinic. For the first couple of years, Brad participated in interviews, coaching sessions, and terminations with the managers, placing a strong emphasis on educating and training staff. Brad made sure both failures and successes were openly shared to show that even leaders make mistakes and that imperfection is part of growth.
Over time, Brad gave staff autonomy to lead their departments with minimal micromanagement, allowing him to shift into the role of advisor, challenger, and supporter. He encouraged them to think through scenarios, learn from mistakes, and take risks safely. All of which has made them into a stronger organization. One of the most impactful changes was teaching leaders how to hire the right people—not just fill seats. As a FQHC, Bluestem provides comprehensive primary care and preventative care to a diverse and often underserved patient population, so hiring decisions were guided by a candidate’s alignment with the clinic’s mission, understanding of the community, and their ability to ask thoughtful questions that helped them vet Bluestem just as Bluestem vetted them.
Today, Bluestem has four clinic locations, over 190 full-time employees, $27 million in revenue, and roughly 23,000 patients. Brad says the culture is unlike anything he’s experienced in his career. The 2023 vs. 2024 Employee Satisfaction Surveys showed significant improvements—staff are more optimistic, confident, and encouraging. Their retention rate is the highest it’s ever been, and they’re seeing more referrals from current employees’ friends and family, which speaks volumes. “What’s most rewarding” Brad shared, “is hearing long-time staff share stories of how far we’ve come—with pride in their voices. That pride is a testament to the legacy we’ve built together.”
Advice from Brad Meyer to leaders facing similar challenges:
- Never give up! Being a change agent is hard. People resist change—even when they know it’s necessary. Some won’t believe you’re capable of leading it. Do it anyway.
- Lead by example. Be consistent. Pick up the scrap of paper in the hallway because someone will see you walking the walk. Smile and greet people—even when you don’t feel like it. That might be the only smile they see all day.
- Own your mistakes. React quickly when something isn’t working. Don’t procrastinate, tackle things head on because you will lose less sleep when you’re not up all night worrying about the “what-if’s”. Just do it and get it out of the way. Communicate your needs and encourage others to do the same. Engage with your team. Let them feel comfortable around you. If you mess up, apologize. Ask for feedback. Learn and move forward.
- Let your team help you grow. You can’t succeed without their support—and they can’t thrive without yours. Leadership is a partnership.

Location
- OneHealth Nebraska
- 4600 Valley Road, Suite 400
- Lincoln, NE 68510
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Contact
- Phone: (402) 261-9530
An independent physicians association dedicated to supporting and growing independent medicine in Lincoln, Grand Island, Crete, Auburn, Hastings, Bellevue, Holdrege, Kearney, North Platte, Columbus, David City and Fremont.