Houston Methodist

Houston Methodist Hospital faced acute capacity challenges on a daily basis. Hospital leaders knew that streamlining patient transitions would create the inpatient capacity necessary to better serve their growing community.

CHIEF FINANCIAL OFFICER

Linda Kulhanek

Virginia Hospital Center

VHC, long focused on improving quality inside its walls, was looking to impact quality of care in its post-acute market, both to improve their own internal operations and reduce Medicare cost per beneficiary in preparation for planned moves to risk-based reimbursement models.

SENIOR VICE PRESIDENT AND CHIEF MEDICAL OFFICER

Dr. Jeffery Delisi - VHC

UCLA

UCLA faced severe capacity constraints, consistently placing the ER on divert. They were also looking to increase participation in value-based reimbursement structures and wanted to ensure their operations were ready.

DIRECTOR OF CARE COORDINATION

Mary Noli Pilkington

Western Maryland Health System (WMHS)

Like many community hospitals across the country, WMHS was feeling the impacts of contracting reimbursement and penalties and was looking for ways to take out cost while improving quality. They had a particularly large population of hard to place patients with complex social needs and sub-optimal or no coverage. Finally, they felt they were using case management staff inefficiently.

SVP CHIEF OPERATING OFFICER AND CHIEF NURSE EXECUTIVE

Nancy Adams