Gila River Health Care’s physicians and staff need to know more than just the proper way to diagnose or treat an ailment. As the primary provider of healthcare services to the Gila River and Ak-chin Indian Communities and the preferred provider for Native Americans from other Federally-recognized tribes in Arizona and beyond, GRHC needs to understand the culture and traditions of the people it serves. 

“The most important thing we have going for us is our true focus on care and ensuring we have a compassionate and kind environment,” CEO Dr. Lorrie Henderson says. “Many times in our industry there is over emphasis on the dollar, which, if not balanced can negatively affect care. Here, we put care No. 1; we know it’s a difficult balance, but we pride ourselves on putting patients and their needs first.”

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Serving the healthcare needs of an entire community is no small feat to begin with, but Elmhurst Hospital Center (EHC) in New York City’s borough of Queens has a much larger and more diverse community to serve than most. Serving the melting pot that is New York City means EHC needs to reflect its patients to best serve their needs. 

“EHC serves an area of nearly 1 million people in one of the most ethnically and linguistically diverse communities in the United States,” the hospital says. “Our patients come from across the globe, speaking a multitude of languages and dialects and bringing with them their particular beliefs and customs. Elmhurst is responsive to their needs, and makes every effort to alleviate cultural barriers and to ensure that our patients are provided with the quality healthcare they deserve.”

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Established in 1964, Dallas Medical Center provides a continuum of care based on the core values of compassion, quality and cost-effectiveness. Dallas Medical Center and its medical staff provide community-based inpatient and outpatient care for its Farmers Branch campus and physician practices throughout the area. As partners in the practice of medicine, the goal is to continually anticipate community health needs and to respond with services that its community wants and deserves.

“We strive as a team to give our patients the best hospital experience possible through continuous employee training and education combined with a solid belief and application of our core values,” says Marcia Patterson, CNO, RN.

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For each decision Cornerstone Health Care makes, the medical group’s leadership asks one simple question: Does this put patients first? “It is more than just the theme of our 20th anniversary year,” President and CEO Dr. Grace Terrell says. “It’s what we are looking for in the initial interview of a new employee or physician, it’s the end-result of a process change or implementation of a new system, it’s the focus of everything we do.”

The patient-first philosophy has been the foundation of Cornerstone since it was started by a group of 43 doctors in 1995. Since its beginnings, Cornerstone’s goal has been to ensure people in its communities have access to quality healthcare through the coordinated recruitment of new physicians, development of new treatment programs and centralized administrative services to allow doctors more time to focus on patients. Through two decades of mergers and consolidations, Cornerstone has grown to include more than 330 providers in 90 locations across 11 counties in North Carolina. “We are the largest multi-specialty group in the Triad area not connected with a hospital-based system,” Terrell says.

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Owned by the Victoria County Commissioners’ court-appointed board of directors, Citizens Medical Center has been in operation since it opened in 1956 as a licensed 102-bed acute-care, short-term general hospital. The medical center has increased its size and capabilities many times over the years. Today, it is a 344-bed acute-care hospital providing Victoria and south Texas with the latest in technology and medical sophistication along with a personal touch.

Fully accredited by DNV Healthcare, Citizens has earned recognition from Thomson Reuters on multiple occasions as one of the nation’s 100 Top Hospitals. With more than 1,350 employees, Citizens is the largest healthcare provider in the region.

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When a patient at Central Ohio Primary Care (COPC) visits the doctor, their physician will soon have access to not just the patient’s medical history, but also their insurance claims and any other data relevant to their care. This electronic records system is one of the ways COPC is advancing its philosophy to create value for patients.

Improving health service to patients has been at the core of COPC since the medical group merged in 1996. It was formed by a group of 33 physicians from 11 practices who wanted to ensure patients admitted to the hospital would have access to a hospitalist representing their primary care physician and coordinating their health needs. Creating one organization also allowed the founders to hire dedicated administrators and to own their own labs and ancillary services.

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Most people entering rehabilitation and nursing communities following a hospital stay don’t expect to find warm towels, iPads and even cappuccinos waiting for them. For patients at a CareRite community, however, these and other hospitality-like amenities are a normal part of their experience.

Upon admission to a CareRite community, patients are greeted by a director of concierge services, who conducts a 10-question survey. In addition to learning their medical needs and pain levels, the concierge asks them about their past leisure interests, food preferences and other information including their religious practices. One patient told the concierge of their daily routine of getting a cappuccino – a practice that continued during their CareRite stay.

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Breckinridge Memorial Hospital is a small, rural medical facility with enough unique characteristics to convince CEO Angela “Angel” Portman that she would not want to work elsewhere.

“I wouldn’t want to work in a large facility,” says Portman, the CEO of Breckinridge Health since January. The reasons for her commitment are easy to understand.

Portman knows the staff of the Hardinburg, Ky.-based hospital intimately and appreciates the frequent opportunities to watch them grow and succeed professionally, she says. She also enjoys interacting with colleagues one-on-one, a benefit she would not have at a larger hospital. “That is the reason why I do this,” says Portman, who served as chief nursing officer for five years before being named CEO. 

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