AI & Data Analytics

Business

Cybersecurity

Data + Technology

Diversity, equity and inclusion

Financial Decision Making

Health equity

Healthcare Transformation

Interoperability & EHRs

Leadership

Management

Medical Devices

Mergers and Acquisitions

Patient Experience

Point of Care Tools

Politics

Pop Health Tech

Precision Medicine

Product Solutions

Providers in Practice

Safer Hospitals

Technology

Telehealth

Virtual Care

News

Media

Medical World News

Peer Exchange

Podcasts

Videos

Webinars

Conferences

Resources

Subscribe

Chief Healthcare Executive® offers indispensable news, features and analysis for leaders to help patients, staff, and their bottom line.

About

Advertise

Editorial

Contact Us

Terms and Conditions

Privacy

Do Not Sell My Personal Information

Chief Healthcare Executive

LinkedIn

Spotlight

Topics

Mergers & Acquisitions

1rem

Authors

Kem Graham, VP of Growth and Strategy at CliniComp

The technology gap in rural healthcare isn't just a technology problem –– it's a health equity issue. 

Rural healthcare's technology imperative: Breaking down barriers to care | Viewpoint

By 2050, it's estimated that 139 million people worldwide will have dementia, but by today's standards, 60% will be undiagnosed. It's clear that there's a significant gap in dementia detection and care, but what can your organization do about it?

Get perspectives from clinical leaders and neuroscience experts about the underlying causes and consequences of these gaps, practical opportunities to address them, and a proven roadmap that shows how leading health systems have successfully transformed their dementia screening and care processes.

Closing the Dementia Care Gap: Expert Insights and Proven Strategies for Health Systems

In the past, hospital and healthcare leaders haven’t always listed reducing waste as one of their top priorities.

more hospitals and health systems have been looking at generating less waste

 and reducing their potential harms to the environment over the past few years. The Joint Commission has launched 

a voluntary certification program on sustainability

Alex Chapman, director of regulatory affairs at Stericycle, talked about the ways hospitals can reduce waste in the latest episode of Healthy Bottom Line, a podcast from Chief Healthcare Executive®.

Many healthcare executives list other concerns as more pressing priorities for their organizations, Chapman acknowledges.

“Waste isn't ever number one. It's usually things like employee retention, patient population health, reducing impact to the bottom line. But waste is really inherent in all of those things,” she says.

How hospitals can improve their sustainability

Hospitals and health systems face stubborn challenges in reducing waste because they typically utilize many supplies just once, but Chapman says organizations can take a different approach.

“There's the opportunity for reuse, and it really comes from the top down,” Chapman says.

Hospital leaders need to drive the push to reduce waste for organizations to find more reusable supplies.

“If you have leadership that's actively engaged in driving more sustainable outcomes … if they're more engaged and take the time to encourage their leaders to find alternatives, to really investigate and understand what reuse can do for their organization, from a fiscal perspective as well as environmental perspective, they'll find some substantial savings.”

While it’s essential for the top leaders in a hospital or health system to make sustainability a priority, Chapman says, “It’s got to be a full team sport.”

“It can't just be your C-suite or senior leaders,” she says. “The ground roots folks need to be involved as well.”

Hospital staff can get excited about sustainability programs, Chapman says. Indeed, 

four out of five clinicians (79%) said their hospitals should be engaged on climate change

 and they feel it’s tied to their overall mission, according to a 2024 survey by the Commonwealth Fund.

But Chapman says it’s important to focus staff on lasting efforts.

As she says, leaders should ask, “How do we strategically integrate this into our operating plans and take that passion from the front line to operationalize and execute and really have a bigger impact? Again, this all can tie into the bottom line, which I know is a priority for healthcare organizations.”

Chapman says it’s important for environmental programs to have a cost benefit so that they can be sustainable.

However, hospitals may find that it takes more than a compelling return on investment to build a successful sustainability program. Chapman says leaders should also link those efforts to the mission of improving health.

“If I'm working in a health system and my guidelines are, I'm here to help people get well, prevent people from getting sick, taking the actions that demonstrate a reduction to that risk in the environment that my patient population is in, is going to resonate,” she says. “So cost is absolutely a driver, but there also needs to be … that sense of culture and care about people and the environment as part of your health system as well.”

Hospitals should also engage members across the entire organization to find ways to reduce waste, including doctors, nurses and business departments, Chapman suggests. Purchasing departments need to think about what they’re buying. Infection control should be consulted to see if there are options for reusable material.

And health systems should look at all their processes to find ways to reduce wastes.

“Waste starts before the materials even get to your facility,” Chapman says.

In a wide-ranging discussion, Chapman also talks about ensuring pharmaceuticals don’t end up in waterways and mistakes to avoid in sustainability programs. She also offers advice for hospitals and health systems in developing strong environmental programs, including guidance for smaller organizations.

Check out the full conversation in the podcast below, and you can subscribe to Healthy Bottom Line wherever you get your podcasts.

Health systems can make choices to reuse more materials and reduce the amount of waste they generate. Alex Chapman of Stericycle talks about the ways hospitals can improve sustainability and cut costs. 

Topic

How hospitals can reduce their waste | Healthy Bottom Line podcast

We surveyed 1,000 consumers to understand their preferences at each stage of the care journey, from search to follow-up. Our findings reveal that patients now demand transparency, clarity, and control over their healthcare costs. Forward-thinking providers who integrate revenue cycle management (RCM) into their patient engagement strategies can significantly improve satisfaction and ensure seamless payments. 

The survey also identifies key digital features that patients want to better manage their costs, empowering them to engage more effectively with their care. Download our e-book to discover these insights.

Fill out the form below for more information. 

We surveyed 1,000 consumers to understand their preferences at each stage of the care journey, from search to follow-up. Our findings reveal that patients now demand transparency, clarity, and control over their healthcare costs. Forward-thinking providers who integrate revenue cycle management (RCM) into their patient engagement strategies can significantly improve satisfaction and ensure seamless payments. The survey also identifies key digital features that patients want to better manage their costs, empowering them to engage more effectively with their care. Download our e-book to discover these insights.

How Healthcare Costs Can Influence the Patient Journey

its first standalone children’s hospital

, and that hospital now has its first leader.

Intermountain Health has named Lawrence Barnard as the new president of the children’s hospital the system is building in Nevada. Barnard is moving up from his current position as associate vice president of Intermountain Children’s Health in Nevada.

Barnard, who is the former chief executive officer of University Medical Center in Southern Nevada, is looking forward to the construction of the facility.

“For too long, we have seen families struggle more than they needed to when they get a diagnosis or traumatic injury, where they had to leave the state to care for their loved one,” Barnard said in a statement. “It has become my personal mission to make sure that they will now get the best quality care here, near their home.”

Katy Welkie, vice president of Intermountain Children’s Health, said Barnard will inspire “transformative benefits.”

"Larry’s extensive experience in healthcare leadership and deep connections to Nevada and Las Vegas make him the ideal first president of the Intermountain Health Nevada Children’s Hospital, which is expected to start serving patients and families in 2030,” Welkie said in a statement.

a $600 million campaign to boost pediatric care

Ardent Health names chief operating officer

Dave Caspers has been appointed the new chief operating officer of Ardent Health.

A for-profit system based in Tennessee, Ardent operates 30 hospitals and 280 clinics and outpatient locations in six states.

Caspers previously served as vice president of omnichannel operations at Walmart Health. He also held various leadership roles at Banner Health. He also led retail healthcare operations for Target Corporation.

“I am thrilled to join Ardent Health at such a significant time in the company’s growth,” Caspers said in a statement. “Ardent has a proven track record of delivering high-quality care with a focus on making healthcare better for the patient, the providers and team members, and the communities it serves. I look forward to being part of a team that is passionate about creating a consumer-first experience and building on the strong momentum they have created.”

, president and CEO of Ardent Health, hailed Caspers’ accomplishments.

“His extensive experience creating scale and operational synergies within complex health systems and retail health environments will be instrumental as we continue to execute on our strategic growth priorities,” Bonick said in a statement.

VCU Medical Center names chief medical officer

Heather Masters, MD, has been named the new chief medical officer of VCU Medical Center.

Masters has been serving in an interim capacity and the medical center, and the organization elevated her to a permanent role last week.

In her new role, Masters will also serve as associate dean for clinical activities at VCU School of Medicine.

She has served as the associate chief medical officer of clinical operations at VCU Medical Center, as well as medical director of the One Call Center. Masters is also an associate professor of internal medicine and academic hospitalist at the Virginia Commonwealth University School of Medicine.

Previously, Masters also served as the project lead of an effort to examine inpatient capacity, and she was the physician lead for the medical center’s COVID-19 Operations Group.

Parker Institute for Cancer Immunotherapy names CEO

Karen E. Knudsen has been named the new chief executive officer of The Parker Institute for Cancer Immunotherapy.

Knudsen previously served as the CEO of the American Cancer Society. The institute is approaching its 10-year anniversary, and said Knudsen could help ensure more progress in research to help cancer patients.

The institute also said Knudsen can provide valuable leadership at a time of uncertain support for medical research.

"For nearly a decade, PICI has been at the forefront of transforming cancer treatment through the power of immunotherapy—reshaping what is possible in the fight against this disease,” Knudsen said in a statement.

“But there is more to be done, particularly at this critical time. I believe the institute’s bold, unique model and long-term commitment to catalyzing innovations into clinical testing and near-term patient benefits are exactly the type of support needed to drive continued progress against cancer. This is all the more critical despite the current funding climate.”

Ardent Health appoints a COO, and other leaders tackle new challenges.

Intermountain Health names leader of Nevada children’s hospital, and more | MED MOVES

After more than a year of work, Penn Medicine has completed its acquisition of Doylestown Health, continuing the health system’s expansion in the Philadelphia suburbs.

Penn Medicine celebrated the completion of the deal Tuesday with an event at Doylestown Hospital. Doylestown became Penn Medicine’s seventh hospital, and it will now be known as Penn Medicine Doylestown Health.

Doylestown Hospital, a 247-bed community hospital, sits about 30 miles north of Philadelphia in Bucks County, one of the suburban counties surrounding the city. Doylestown also employs more than 600 providers.

Kevin B. Mahoney, CEO of the University of Pennsylvania Health System, said in a statement that acquiring Doylestown has been “a key part” of Penn Medicine’s strategy.

“Our goal is to transform health care into a source of ease and reassurance—simplifying care delivery, making it more accessible for patients, and creating a seamless, supportive experience at every step,” Mahoney said. “By combining trusted community care with the resources and expertise available through Penn Medicine, we ensure that high-quality, compassionate treatment is always within reach of patients in Bucks County and beyond.”

Hospitals, insurers and life sciences leaders expect to see more mergers

 to acquire Doylestown Health in January 2024, and the organizations said in August that 

they had reached a definitive agreement to come together

Doylestown Health had been struggling financially in recent years, but has shown signs of improvement with stronger revenues recently.

Jim Brexler, CEO of what is now Penn Medicine Doylestown Health, said that joining Penn will give Bucks County residents more access to specialty care services.

“Doylestown Hospital was founded with the principal mission to bring quality health care close to home for the patients we serve, and I can think of no better way to do that than by joining our region’s leading academic health system, which will allow for patients in our community to receive even more advanced care options,” Brexler said in a statement.

Doylestown Health says patients will continue to be able to see their own clinicians. Doylestown will continue its partnership with Children’s Hospital of Philadelphia to care for newborns in the intensive care nursery.

Penn Medicine and Doylestown had collaborated with greater frequency in recent years, with Doylestown participating in the Penn Cancer Network.

Over the last several years, Penn Medicine has also acquired Chester County Hospital, based in the Philadelphia suburbs; Lancaster General Hospital, based in Lancaster, Pa.; and Princeton Health, based in central New Jersey.

Penn Medicine also operates three hospitals in Philadelphia: Hospital of the University of Pennsylvania, Penn Presbyterian Medical Center, and Pennsylvania Hospital.

The Pennsylvania hospital market has seen some changes in recent months. Jefferson Health, based in Philadelphia, 

completed its acquisition of the Lehigh Valley Health Network last August

, forming a system of 32 hospitals. Lehigh Valley operates hospitals and clinics across northeastern Pennsylvania.

More academic medical centers have been acquiring community hospitals in recent years, and 

industry analysts expect that trend to continue

The health system says it has completed the deal. Penn Medicine has added other hospitals in the Philadelphia suburbs in recent years.

Penn Medicine continues growth with acquisition of Doylestown Health

Lawmakers have introduced a bill that’s aimed to help improve the flow of medical supplies to hospitals and health systems.

Republicans and Democrats are backing this effort. U.S. Sens. Thom Tillis (R-N.C.), Chris Coons (D-Del.), John Cornyn (R-Texas), and Michael Bennet (D-Colo.) are the lead sponsors of a 

 in the Senate. U.S. Reps. Brad Schneider (D-Ill.) and Nicole Malliotakis (R-N.Y.) are sponsoring a similar 

Lawmakers say the measure is designed to reduce the healthcare supply chain interruptions that have become all too common for hospitals in recent years. The measure is dubbed The Medical Supply Chain Resiliency Act.

Hospitals and health systems have seen shortages of key supplies repeatedly since the emergence of the COVID-19 pandemic. Even in recent years, they’ve had problems when a critical supplier faces disruptions.

 last year. In 2022, health systems faced 

a shortage of contrast dye used in medical imaging

 after a GE Healthcare plant based in Shanghai was shut down for weeks due to a spike in COVID-19 cases. Health systems have 

regularly encountered shortages of critical medication

To bolster the medical supply chain, lawmakers say their bill would give America more options to negotiate trade deals with other countries to obtain essential products and materials.

Tillis said the bill offers “a critical step toward ensuring that America’s healthcare providers have reliable access to the essential supplies they need.

“By strengthening trade partnerships with our allies and expanding domestic manufacturing, we can enhance our nation’s preparedness for future health challenges. I’m proud to support this bipartisan effort to reinforce our medical supply chains and protect public health,” Tillis said in a statement.

Coons said the bill could help reduce interruptions in medical supplies. As he noted, “Life-threatening shortages of testing kits, drugs, and masks during the COVID-19 pandemic showed us just how fragile our medical supply chains are.

“Working with our most trusted trading partners to make our supply chains more resilient will strengthen our response to future public health emergencies while ensuring health care providers have access to essential medical products and patients have access to life-saving care,” Coons said in a statement.

Some key groups have come out in support of the legislation.

Soumi Saha, senior vice president of government affairs at Premier, Inc., said the legislation could help improve the supply chain for hospitals.

She noted that many healthcare products are dependent upon a single supplier, so if there’s a problem at a plant, health systems see shortages. Hospitals saw 

 when a North Carolina plant was shut down due to heavy flooding from Hurricane Helene.

“Building a stronger, more sustainable, and secure supply chain demands a balanced approach – expanding domestic manufacturing while fostering strategic trade partnerships,” Saha said in a statement. “The Medical Supply Chain Resiliency Act is a critical step toward this goal by enabling the designation of trusted trade partners to diversify sourcing for medical devices and pharmaceuticals.”

The U.S. Chamber of Commerce has also spoken out in support of the bill.

“Enhancing the resilience of medical supply chains is important to both our public health and our national security,” John Murphy, the chamber’s senior vice president for international policy, said in a statement.

The National Foreign Trade Council and PhRMA have also endorsed the legislation.

Hospitals have faced disruptions in supplies repeatedly in recent years. Lawmakers in Congress have introduced legislation to tackle the problems.

Kem Graham

Articles

Latest Updated Articles