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AccessOne’s 2023 consumer survey paints a vivid picture of the average American’s financial struggles and what healthcare organizations can do to help them.


Healthcare payments and consumer finances: Where do we go from here? | Viewpoint

Consumers need a more sustainable path forward for managing the cost of care, and so will the healthcare organizations that serve them. 

Medical bills are eating away at consumer health: How a patient-focused financial strategy can help | Viewpoint

A McKinsey survey shows four in 10 consumers do not believe their finances will return to normal until late 2021 or early 2022.

Impact of the Pandemic Year Calls for New Approaches to Patient Payment

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

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.

Topic

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.

Lawmakers tackle shortages of drugs and medical supplies | Bills & Laws

Dr. Marc Gorelick spent over 25 years in emergency medicine, and he says that experience proved to be invaluable in leading Children’s Minnesota.

Emergency medicine physicians have to think quickly, and he says that has helped him lead the system through the COVID-19 pandemic, its fallout, and a rapidly changing healthcare landscape. He says he’s developed a degree of comfort in making choices without having all the answers.

“The emergency environment is not conducive to having comprehensive information over a period of time,” Gorelick says. “You do the best you can with the information you have. And I think that's really important for leaders, because we are never going to have all the information we'd like to have, and yet we need to act anyway. So I think that's been important.”

After more than seven years as president and CEO of Children’s Minnesota, 

He’s overseen significant growth in Children’s Minnesota and the services it provides. He says he takes pride in the system’s accomplishments. He also sees urgent needs to adapt and deal with a changing pediatric population.

In an interview with Chief Healthcare Executive®, Gorelick looks at the challenges he’s faced, including the COVID-19 pandemic, the rising number of kids with mental health needs, and the killing of George Floyd in Minneapolis. He also shares why he’s so passionate about focusing on health equity and improving diversity, and that also stems from his work in the emergency department.

“Over my 25 years in emergency medicine, I had sort of a frontline seat to some of the disparities in society, and that's really informed my commitment to equitable health care,” he says. “Again, not because it's woke. It's because of the people that I saw, the thousands and thousands of people that I had the privilege of serving up front and close, seeing what it was like for them, and that has informed the way I lead the organization.”

Children’s Minnesota recently celebrated its centennial, and Gorelick says he’s proud of the growth of the system. The system has expanded its outpatient and ambulatory services in recent years.

“We've had a great first 100 years, and I think we're really well positioned for the next 100,” he says.

Gorelick says he’s optimistic about Children’s Minnesota because the organization has embraced the need for continuous improvement.

“One of our organizational values is adaptability, and I think that is increasingly important for any health system to succeed in a changing healthcare environment, and that pace of change is accelerating,” he says. “So I think our embrace of that over the last few years is really setting us up nicely to be able to deliver high quality care across all domains of quality, regardless of the changes that come at us from the larger healthcare system.”

The system demonstrated its ability to adapt and be nimble during the COVID-19 pandemic. Again, he points to his time in emergency medicine in navigating the crisis.

“We just didn't have all the information we needed, but we still needed to get comfortable with making decisions knowing that some of them were going to be right and some of them were going to be wrong, but knowing that we had to proceed nonetheless. So I think that was helpful, having that mindset,” he says.

During the early stages of the pandemic, Children’s Minnesota, like many pediatric hospitals, saw fewer patients. If kids contracted the virus, they typically weren’t sick enough to require hospital care, and children were less exposed to other illnesses, Gorelick says. For the kids that did need hospital care, the staff was forced to try new approaches.

“We faced sharply reduced volumes,” he says. “We faced disruptions in our labor force, but we were constantly keeping the ‘why’ in mind. The ‘why’ is about the kids that we serve and their families and being comfortable trying things, seeing what happened, and then continuing what worked and changing what didn't.”

Children’s Minnesota has seen more kids requiring treatment for behavioral health needs, and 

that’s been a problem for many pediatric hospitals around the country

The system has seen “a real acceleration in the need for mental health services for kids,” Gorelick says.

“We've seen about a 30% increase in emergency visits for acute mental health crises and about a 50% increase in the need for hospitalization over the last few years,” he says.

Children’s Minnesota has been embedding more behavioral health within primary care clinics “so that kids can receive both physical and mental health services at the same time,” he says.

The organization has expanded acute care services, opening an inpatient mental health unit in its St. Paul hospital. Children’s Minnesota has also expanded outpatient programs around the Minneapolis region to serve kids.

“We've continued to build out the continuum of mental health services that we have,” Gorelick says.

After taking those steps, Children’s Minnesota has reduced the amount of time kids have had to spend in the emergency department for mental health crises. But he says there continue to be challenges, including kids who don’t need acute care but aren’t able to obtain the help they need from community providers.

“We continue to see those kids in our hospitals waiting for appropriate services, and we continue to advocate at local and state levels to try to get more resources in the community,” he says.

The killing of George Floyd spurred protests and calls for change nationwide. Floyd was killed just a few blocks from the system’s hospital in Minneapolis, Gorelick says.

After Floyd’s death, Children’s Hospital vowed to continue to work to improve diversity and health equity, but Gorelick notes that was not a new position.

“We were reaffirming an existing one, because it really is about how we do the best job of fulfilling our vision of being every family’s essential partner in raising healthier children,” Gorelick says.

When Gorelick first took over as CEO of Children’s Minnesota in late 2017, he signed a pledge with other CEOs to support a diverse workplace.

“That was really the start of our equity journey, and it came about because we recognize that we have a very diverse population here in the Twin Cities, again, particularly in the pediatric population,” he says. “We have a large immigrant community in the Twin Cities.”

Minnesota also has wide gaps among underserved groups, he adds. Those disparities also include maternal health, immunization rates and preventive care.

“We have fairly stark disparities in a variety of health outcomes for children and adults in the state of Minnesota …. So the problem is in front of us,” Gorelick says.

He says developing a more diverse staff is a key element in closing those gaps.

“There's a growing body of evidence that shows that a more diverse healthcare workforce delivers better outcomes for a diverse population,” he says.

Gorelick says he takes pride in Children’s Minnesota’s efforts to close disparities.

“We've really made a commitment to health equity and to fostering the kind of diverse and inclusive environment that allows for us to provide equitable care for all kids,” Gorelick says.

“I know that it's not necessarily particularly fashionable right now to talk about, but the population, especially the pediatric population, is getting more diverse, culturally, ethnically, racially, and we need to be able to serve an increasingly diverse population in an equitable way. And I think we're well positioned to do that.”

After leading the pediatric system for more than seven years, Dr. Marc Gorelick is retiring this summer. He talked with us about navigating the pandemic, adapting to change, and why he’s focused on closing disparities. 

Mark Spinner

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