An early pioneer in the home infusion industry, Option Care continues to blaze trails today. Formerly Walgreens Infusion Services, Option Care is independently owned and one of the nation’s largest providers of home and alternate treatment site infusion services. 

Through more than 1,700 clinical experts, Option Care treats patients of all ages with a wide range of acute and chronic conditions. It offers comprehensive therapy management programs for patients with nutrition disorders, bleeding disorders and heart failure, as well as those needing immunoglobulin therapy and anti-infective therapy. Through 92 infusion pharmacies and 110 alternate treatment sites, Option Care is able to provide service to 92 percent of the country’s population. 

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As southwest Louisiana’s largest local nonprofit community hospital, Lake Charles Memorial Health System has recently been making a concerted effort to plan strategically how it can best use its resources of time, expertise and funds to make positive changes and build a healthier community. 

“Service to patients, families, employees and the community is at the heart of all activities,” it says. “Since its founding, Memorial has been dedicated to community service.”

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No matter what Novant Health does, the operation puts the patient first. “In every decision we make, the patient comes into the equation,” Vice President of Strategic Sourcing and Supply Chain Mark Welch explains. “They are always in the forefront.”

That philosophy has proved successful for Novant Health, a Winston-Salem, N.C.-based integrated system of physician practices, hospitals and outpatient centers. The organization was formed in 1997 with the merger of Carolina Medicorp in Winston-Salem, and Presbyterian Health Services in Charlotte, N.C.

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Celebrating their 50th anniversary this year, the Medicare and Medicaid programs have become part of the fabric of healthcare in the United States. That fabric for Medicaid is actually more of a safety net for those living below the poverty line. Medicaid pays for the delivery of half of all babies born in the United States and fills the gaps in health coverage that sometimes occur in people’s lives.

Since 1997, L.A. Care Health Plan has been administering Medi-Cal (which is the name for the Medicaid program in California) to eligible Los Angeles County residents. L.A. Care Health Plan is a public entity created by the state of California. Medi-Cal provides healthcare to nearly 2.4 million county residents, of whom more than 1.8 million are enrolled in Medi-Cal with L.A. Care, which is the largest publicly operated health plan in the United States. The remaining residents are covered by a for-profit company named HealthNet. 

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Looking at Boston’s Fenway Health today it’s difficult to imagine the community health center’s humble beginnings. What started as a drop-in center located in an apartment basement has developed into one of the world’s leading institutions for LGBT care and HIV research. “It speaks to the need,” President and CEO Dr. Stephen Boswell says. “HIV sparked it, but I think [Fenway Health’s] growth is because of our work in LGBT health and our focus in really trying to provide the highest-quality care you can provide in a national setting – and using cutting-edge technology to do it.”

Serving the LGBT community has been an integral part of Fenway Health’s mission since its beginning. The drop-in clinic opened near Fenway Park in 1971 to serve people without health insurance. The opening occurred around the same time as the Stonewall riots in New York City, considered to be the starting point of the gay liberation movement in the United States, and Fenway Health provided care to many of the LGBT residents who lived in the neighborhood. The volunteer staff was comprised of politically-minded volunteers from Northeastern University who cared for patients regardless of their ability to pay. 

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Serving nearly half a million patients across 36 medical offices, AdvantageCare Physicians is the largest physician-led medical group in the New York metropolitan area. The company began as a startup in 2013, born out of four separate medical groups that affiliated to become one organization. The group quickly expanded and to Brian Jaffe, associate vice president of supply chain management, it felt as though the group grew overnight.

“It’s a culture of rapid change,” Jaffe says. “We’re still developing policies and procedures. We’re rapidly adapting to the new organization as well as to the marketplace.”

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A federally qualified community-based healthcare organization, Golden Valley Health Centers has been in operation in Merced, Calif., since 1972. It has grown from a single facility with a few exam rooms to encompass more than 26 locations.

Golden Valley Health Centers currently has a staff of around 850, which includes approximately 150 providers. It serves Merced and Stanislaus counties, with core services that include family practice, pediatrics, behavioral health and dental. 

In addition, Golden Valley Health Centers has specialty services in OB/GYN, optometry, podiatry, otolaryngology and geriatrics. It is also focused on meeting additional medical and educational needs for patients in its communities through health education, nursing, Covered CA/Medi-Cal enrollment, and by promoting wellness through health fairs and screenings.  

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On the South Side of Chicago, the distance to an emergency room or Level 1 trauma center can be a matter of life and death. So it was with a profound sense of dedication that Tim Egan became president and CEO of the Roseland Community Hospital in July 2013. “The first balance sheet I was presented with showed $30 million in debt,” Egan recalls. “So we’ve had to literally take a hospital that had two wheels in the morgue, pull it back out and resurrect it, and our team here has done a fabulous job in just 22 months.”

 Before Egan joined the hospital in the neighborhood named Roseland, rumors had swirled of the hospital’s imminent demise. “When I walked in the door, it was tough,” Egan remembers. “The stakeholders had been through quite a bit of turmoil. Employees, doctors, everyone walked the halls with their heads down looking at the floor. That has now changed so dramatically in such a short time. From putting a new shine on the floors to new coats of paint on the walls, those same people are now upbeat. Their heads are up, and they’re smiling and friendly. It’s been a complete culture change. We like to say that when I walked in the door, we found a time of great crisis, and now it’s a time of great hope.”

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