Becker's Hospital Review

22 THOUGHT LEADERSHIP to accessing a variety of healthcare services close to home. As these changes unfold, all patients – not just those on Medicaid or government insurance – will likely see a change to where they receive their care and what services are offered in their communities. While it seems concerning to hear about healthcare closure or consolidation, there is an opportunity for better programs to be created through consolidation. In healthcare, there are usually improved patient outcomes in higher volume centers. Christopher Douglas, EdD. Houston Market CEO of Advanced Diagnostics Healthcare System (Houston): Over the next three to four years, our consolidation strategy will focus on selectively partnering with high-demand specialties such as cardiology, urology, endocrinology, and rheumatology to strengthen our comprehensive one-stop care model. By pursuing untapped payor sources, enhancing referral alignment, and expanding access through integrated mobile and onsite services at feeder practices, we aim to drive sustainable growth, broaden patient reach, and deliver more coordinated, value-driven care across our network. Roy E. Alston, PhD. Vice President of Security and Public Safety at Christus Health (Irving, Texas): e outlook for hospital security over the next three to four years is expected to focus on increasing sophistication and integration of cyber and physical security measures. is includes the adoption of advanced surveillance systems, real-time threat detection, and access control technologies to enhance safety for patients, staff, and visitors. Evolving threats — such as active shooter incidents, cyberattacks, and workplace violence — will drive hospitals to invest even more in both physical and cybersecurity in a manner that results in a convergence of the two. Financial threats, such as rising operational costs, reduced reimbursements from Medicare and Medicaid, and labor shortages, will drive hospitals to improve revenue cycle management while making very tough decisions regarding service lines and security. Overall, security in healthcare settings will become more proactive, more integrated, and more technologically driven to address both physical and digital threats effectively. Wayne Lipson, MD. Senior Vice President and Chief Medical Officer of Methodist Le Bonheur (Memphis, Tenn.): We expect that service consolidations will be more frequent over the three to four years. Within Methodist Le Bonheur Healthcare, for example, we regularly assess the services that we offer to the communities that our five adult hospitals and children's hospitals serve. For example, we made the decision to consolidate our maternity and obstetrics services across the system to better serve our patient population in the Mid-South. Our obstetrics services previously were offered in three locations: Methodist South, Methodist Olive Branch, and Methodist Le Bonheur Germantown. e decision to consolidate was driven by data from the hospitals which provided maternity and obstetrics services, which showed that the volume of deliveries had decreased significantly at Methodist South, where the service area community is aging. Consolidations and regular service line volume reviews are critical in ensuring that we continue to provide the highest-quality care to our patients and the communities we serve in an effective and efficient manner. We continue to work closely with providers to ensure continuity of care for Methodist South maternity patients. Kaleem Qazi. Vice President of Operations at Insight Hospital and Medical Center Chicago: Safety net hospitals will struggle in the years to come, most are already struggling but it is predicted to worsen with deficiencies and an increase in uninsured patients. is will end up leading to safety nets being absorbed by bigger hospitals. is can risk care being taken away from patients that are in need. Nirmit Kothari, MD, MPH. Associate Chief Medical Officer of Baptist Memorial Hospital – Memphis (Tenn.): I expect hospital consolidation to continue accelerating as a strategic response to several persistent challenges: stagnant or declining reimbursement rates, rising costs of care delivery, and ongoing difficulties in securing adequate physician coverage. Previous consolidations have oen led to reduced access for rural communities, forcing patients to travel farther for care. However, with the growing adoption of telemedicine and virtual care, health systems now have the tools to expand their reach without compromising accessibility. I am optimistic that the future consolidations could result in more integrated networks that deliver high- quality care across broader geographies — potentially improving outcomes and patient experience. Christopher Burks, MS, MBA. Vice President of Laboratory and Support Services at Brown University Health (Providence, R.I.): I believe, overall, that hospital consolidation is expected to continue over the next three to four years. In particular, at my institution, Brown University Health, we are driven by continuing financial pressures from private payers along with Medicaid funding from the state of Rhode Island. With these growing concerns and the recent acquisition of former Steward inpatient and outpatient facilities, Brown Health is moving to establish a broader ambulatory presence in Massachusetts. Deesha K. Brown, JD. Senior Director of Community Clinics Network Operations at UCLA Health (Los Angeles): Winning in healthcare oen requires balance – achieving the dual aims of exceptional patient experience and financial sustainability. Over the past five to six years, the healthcare landscape has experienced seismic shis: workforce shortages, rapid technological changes, evolving payer mixes and declining reimbursement rates. ese factors oen require many organizations to rethink how they operate and for many this means exploring consolidation. e strategy of consolidation can be compared to a game of sports – position matters. In the league of mergers and acquisitions, you are either the acquirer or the acquired. Yet, regardless of the position the ultimate goal is the same: to create a winning strategy that creates value for both teams. For one it may mean creating greater access and an enhanced patient population; and for the other, financial relief, operational stability and long-term viability. A recent example is UCLA Health's March 28th acquisition of the 260-bed West Hills Hospital and Medical Center including seven operating rooms and a free-standing ambulatory surgery center in the west San Fernando Valley, 21 miles northwest of UCLA's main campus in the Westwood area of Los Angeles. e expansion demonstrates how a thoughtful strategy can advance mission, reach and resilience. If long term financial stability is the goal, the lesson is clear: find the right partner, align on purpose and build a solution where everyone wins. Tiffany Love, PhD. Associate Vice President of Nursing at Greater Lawrence Family Health Center (Lawrence, Mass.): e "One Big Beautiful Bill Act" is projected to result in substantial cuts to Medicaid spending, directly impacting hospitals that rely heavily on this funding. ese reductions could force hospitals to scale back staff and

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