The Dayton VA Medical Center serves a specific veteran patient population and has been a leader in veteran healthcare services since opening its door in 1867. The Dayton VA Medical Center knows that each patient has his or her own unique needs. It has plenty of experience in serving those veteran-specific needs such as post-traumatic stress disorder (PTSD), traumatic brain injury and spinal cord injury, for example.

The Civil War brought new concepts and new responsibility in veterans’ relief. President Abraham Lincoln designated Dayton, Ohio, as a National Home for Disabled Volunteer Soldiers in 1865, which opened its doors to military members in 1867. Today, the Dayton VA Medical Center stands as a 507-bed hospital system with an array of long-term, inpatient and outpatient services. It ensures it will meet the needs of the 40,000 patients that walk through its doors annually.

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Clinicas del Camino Real was founded in 1971 to serve a very underserved group of people in the Ventura County, Calif., area: farm workers. “This was a very neglected population in this county, so we stepped to the plate to take care of them,” explains Roberto Juarez, the company’s CEO.

From the company’s inception, the team at Clinicas understood the importance of meeting not only the healthcare needs of its patients, but also their cultural and linguistic needs. “We’ve been culturally competent from day one,” Juarez notes. “It’s not something we do as an afterthought. We don’t just do Spanish, we do Mixteco – which is a native Mexican dialect spoken in the region of Oaxaca. We also do Triqui and Zapoteco; we take our staff and train them with those populations.”

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The people at Brethren Village Retirement Community are obviously doing something right – the organization has been in business for an astounding 116 years. What began as a home for the aging and infirm in 1897 on a quaint homestead in Lancaster County, Pa., is now a 24-hour, seven-days-a-week, faith-based modern continuing care facility that houses more than 1,000 residents.

President and CEO of Brethren Village – John Snader – believes  there are three main reasons the organization has stayed in business so long. To begin with, the facility has adjusted, adapted and applied innovations to keep up with a changing society. Yet, even through its changes, Brethren Village has remained true to its core values as a faith-based organization. Lastly, and most importantly, the retirement community has developed a strong emotional engagement among its residents.

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Bournewood Hospital in Brookline, Mass., recently celebrated its 125th anniversary. In honor of this special occasion, the behavioral healthcare facility received a citation from Massachusetts Gov. Deval Patrick for its contribution to the well-being of the citizens of the Commonwealth. Now, Bournewood is building on its long history of excellence by constructing a new, more modern unit that will allow it to continue to remain on the cutting-edge of providing psychiatric and substance abuse care with a compassion that can be hard to find in today’s managed care environment.

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"Efficiency is always the friend of quality healthcare.” With that motto in mind, the management group behind Avanti Hospitals took an underperforming group of hospitals in 2008 and turned them around, implementing three core principles: efficiency, quality and community care.

“When we had the opportunity to acquire our first two hospitals in the area – Memorial Hospital of Gardena and East Los Angeles Doctors Hospital – we recognized that they faced some particular challenges,” explains Joel Freedman, president and co-owner of Avanti Hospitals.

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Healthy Alternative: Walgreens offers infusion services that provide both cost savings and convenience to patients

For many, going to the hospital for infusion care is not easy when you factor in the cost of care and being away from home. Walgreens Infusion Services can provide alternatives – including home-based solutions – that can help solve these challenges, company President Paul Mastrapa says.

Based in Deerfield, Ill., the company is a leading national provider of home and alternate treatment site infusion services. A division of Walgreen Co., Walgreens Infusion Services’ staff of more than 1,400 clinical experts helps patients living with a wide range of acute and chronic conditions, including nutrition disorders, advanced heart failure, infections and bleeding disorders.

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‘A house divided against itself cannot stand” is a truism experienced first-hand by the leadership of UHS Medical Group. Fortunately, it learned some lessons from its experience and today stands as a wholly integrated medical group with nearly 250 primary care and specialty clinicians.

In 1991, UHS Medical Group, formerly United Medical Associates, entered an agreement with New York-based UHS Health Care System. It set the basis for a close affiliation with the medical group and the health system, though both maintained separate operations and bottom lines. Unfortunately, the agreement actually fostered silo thinking and resulted in duplicated services and competition as each organization acted in its own self-interest. Ultimately, both suffered.

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It may be a complicated acute-care hospital with outpatient and ancillary services dispersed throughout the North San Luis Obispo County region, but at the heart of this multifaceted operation, California’s 122-bed Twin Cities Hospital is still run by a simple, all-encompassing concept: communication.

“Without communication you have people working hard but not necessarily working in the same direction,” CEO Mark Lisa explains. “But communication will get us there. Communication adds up to the department and managers and hospital understanding why we do what we do.”

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