Issue link: https://beckershealthcare.uberflip.com/i/1522996
20 CEO / STRATEGY patient care. e former sites of Sierra Vista Regional Medical Center and Twin Cities Community Hospital in the San Luis Obispo area joined Adventist Health in March. We are committed to providing access to the full continuum of care that our patients deserve and that is absolutely essential to the community. Q: Any additional thoughts you'd like to share on hospital week? KH: I am proud to honor our associates who support the health of our patients and communities each and every day. Marlon Levy, MD, Interim CEO of VCU Health System (Richmond, Va.) and Interim Senior Vice President of VCU Health Sciences Question: As a healthcare leader, what does Hospital Week mean to you? Dr. Marlon Levy: National Hospital Week provides us with the opportunity to celebrate the unwavering dedication of each and every team member. Every day, our doctors, nurses, social workers, technicians, administrative staff, support staff and chaplains work together to provide exceptional and comprehensive care to anyone who needs it from across the Commonwealth and beyond. As we celebrate National Hospital Week, we are reminded of the importance of healthcare in our communities. Our patients and their families rely on us every day to provide the care they need to lead healthy, happy lives. We are proud to have the best and brightest health care professionals in the country, who are dedicated to our mission of preserving and restoring the health of all Virginians. Q: What hospital issues would you like to see addressed in the next year? ML: e top hospital issues that I'd like to see addressed over the next year include: • Cost control in an overall inflationary time • Workforce wellness and stabilization post-pandemic • e cost-burden of replacing aging infrastructure • Managing the ever-increasing demand for complex care delivered by academic medical centers Q: How can we address these issues? ML: We can address these issues through continued relentless focus in each area. Warner omas, President and CEO of Sutter Health (Sacramento, Calif.) Question: What hospital issues would you like to see addressed in the next year? How can we address these issues? Warner omas: At Sutter, we see many opportunities in the coming year to expand health care access. A huge part of that is ensuring we have strong, diverse and well- supported teams in place to care for our patients, which means that expanding medical education and training are essential parts of the equation. Sutter is enhancing our graduate medical education and training programs, as well as establishing new partnerships with colleges and universities to broaden pathways to careers in medicine. We are now on pace to become the largest community-based health care training institution in Northern California--training and graduating 1,000 resident and fellow physicians each year by 2030, and each year thereaer.n How Tufts CEO aims to overcome 'fragmented', 'high-cost' healthcare market By Alan Condon B urlington, Mass.-based Tufts Medicine has partnered with population health company Navvis to scale value-based capabilities across its system, which includes an academic medical center, three community hospitals, a home health organization and more than 2,300 physicians. The partnership aims to accelerate Tufts' shift to value- based care and help address physician burnout, prioritize high-quality patient care and maintain cost savings by integrating care delivery across all settings. "Investing in the future of healthcare and in our communities has never been more important, and we have a profound obligation to address systemic challenges facing our care teams and ultimately our patients," Tufts CEO Michael Dandorph said in an April 25 news release. "Our goal in partnership with Navvis is to address the current fragmented and high-cost market and find new ways to deliver a more seamless and cost-effective standard of care. This isn't just about evolving business models; it's about fundamentally transforming all aspects of how we deliver care." The collaboration aims to drive a more efficient, equitable and patient-centric care model by restoring joy in the practice of medicine by providing physicians and care teams the right support; accelerating growth through risk management for a sustainable financial model; ensuring equity in care access for all patients in Massachusetts; and creating partnerships with clinicians, payers and employers. "In an environment shifting from volume to value, high- performance health systems recognize that the incentives driving healthcare must change," Navvis CEO Mike Farrissaidsaid. "A value-based approach to care is the new expectation of how all care should be delivered. We're uniting to demonstrate that the best way to grow is by delivering quality care that's accessible, affordable, and patient-centric." n