With roots stretching back to the early 1920s, Citrus Valley Health Partners provides healthcare services to a community of nearly one million residents in California’s East San Gabriel Valley. The organization’s 3,000 employees and 1,000 physicians work together as a team to raise the quality of life for its community.

“Los Angeles County is a very competitive healthcare market,” President and CEO Robert Curry says. “Although we have three competing hospitals within a 15-mile radius of our facilities, our hospitals maintain significant marketshare in their primary regions.”   

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Care Station Medical Group provides boutique-quality care without boutique prices, lowering healthcare costs by increasing quality. Founded almost 30 years ago, Care Station was originally an urgent care facility with an office in Linden, N.J. But over time, it has become a leading primary care practice that also provides urgent and occupational healthcare throughout central and northern New Jersey. 

Care Station has grown to include five offices with its other facilities located in Springfield, West Orange, Secaucus and Garwood, N.J. This evolution has been due to changes in the healthcare market. 

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As part of the State University of New York’s (SUNY) Upstate University Health System, Upstate University Hospital does more than simply treat its patients, according to CEO Dr. John McCabe. It’s the hospital’s status as a teaching institution that puts it at the forefront of medical science not only for central New York but also the rest of the world. “We often say we’re in the knowledge business,” McCabe says. 

The hospital’s existence on the cutting-edge of medicine makes it the facility of choice for a large population throughout the region, and also makes it uniquely suited for coping with many of the sweeping changes taking place throughout the industry today. McCabe says Upstate University Hospital has earned a reputation for being one of the most advanced healthcare facilities in the state, and it continues to look for new ways to stay out in front of the latest trends affecting the healthcare world. 

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A massive construction effort – the largest capital expenditure ever made by the educational institution – is underway at the University of Mississippi Medical Center (UMMC). The project includes construction of a new school of medicine, a translational research center, a parking garage, expansion of the children’s hospital and much more. 

“We currently have 125 projects under construction, and we have 181 projects in planning,” summarizes Patrick Casey, executive director – office of planning, design and construction (PDC). Those active construction projects total approximately $200 million. 

Read more: University of Mississippi Medical Center – Master Facilities Plan

When serving residents of Pennsylvania’s second-poorest county, Uniontown Hospital took advantage of the benefits of computerizing its records and its information system. “We started our technology journey about a dozen years ago with Cerner,” CEO Steve Handy says. “We jumped on the remote hosting bandwagon when it first became available, and that allows us as a community hospital to have the latest technology without having to have the complexity in-house of running the databases and all the technology.

“We believe technology is critical to really advancing quality and clinical care, because communication and access to information is critical in terms of clinical decision-making,” he continues. “So we actually don’t store any paper records – we haven’t for years and years. When community members come into our emergency department, we have a rich database of any of their interactions with us going back over a decade. It really allows us to make better clinical decisions.”

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Tuba City Regional Health Care Corp. (TCRHCC) has a sacred charge. Located in northern Arizona, TCRHCC is a Joint Commission accredited health center, providing services to a 6,000-square-mile area and serving as a referral center for the western part of the Navajo and Hopi reservations.

First founded in 1975 with a capacity of 73 beds, TCRHCC began its journey as part of the Indian Health Service (IHS), an operating division within the U.S. Department of Health and Human Services. Today it is an independent Tribal Self Governance hospital that can make local decisions based on input from the community and its patients, staff, doctors and community hospital board.  

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When Syracuse Community Health Center Inc.’s founding President and CEO Dr. Ruben P. Cowart started the Syracuse Community Health Center (SCHC) in 1978, its vision was to ensure healthcare access for all. SCHC was designed as a sustainable model of primary healthcare delivery that focused on population health management and served as a major economic engine for the local community and a catalyst for stimulating economic development in a low-income neighborhood. SCHC’s mission is ”to provide quality healthcare services to all individuals with a commitment to those who might otherwise be excluded from the health care system while remaining cost effective, efficient and competitive.” 

Fast forward 38 years and Leola Rodgers, SCHC’s new president and CEO, finds the organization’s mission and vision still relevant. It serves as the foundation for propelling SCHC forward into the next millennium and being strategically positioned as a leader in the new health care marketplace.   

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The Richmond University Medical Center (RUMC) is one of two hospitals on Staten Island that have a Level 1 trauma center, but the hospital plans to replace its aging facility to help meet the increasing healthcare needs of a growing community.

The 470-bed hospital treats approximately 60,000 patients annually, up from only 25,000 patients 20 years ago, President and CEO Daniel J. Messina says. “We see a majority of the patients on the borough of Staten Island,” he notes. The teaching hospital is home to 150 residents and 100 medical students, Messina says.

Staten Island, the least-populated of New York City’s five boroughs, had 468,730 residents as of the 2010 Census. Two other hospitals serve the borough, but only one of them has a Level 1 trauma center. That puts tremendous pressure on RUMC. “Our volume continues to grow,” Messina says. “There’s an aging demographic and a population increase.” 

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