Category: MHA Rounds

MHA CEO Report — Sustaining Hospital Funding is Key to Meaningful Reform

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MHA Rounds image of Brian Peters

“We can’t become what we need to be by remaining what we are.”  — Oprah Winfrey

Michiganders heard a clear message from our state and federal leaders last week: healthcare is too expensive and the system is flawed. We agree. Michigan hospitals are deeply invested in providing timely and accessible care, reducing unnecessary administrative burden and improving transparency.MHA Rounds graphic of Brian Peters

The healthcare landscape in our country is incredibly complex, so it’s imperative to recognize no single action or one-size-fits all approach will create the substantial change we need. For decades, good-faith, reactive polices have attempted to manufacture financial stability for patients and providers by addressing immediate cost pressures, but this approach has only delayed the inevitable conversations we must have about healthcare affordability and sustainability.

Michigan hospitals continue to experience reimbursement rates that fall far below the cost of providing care and our patient population is simultaneously growing older and sicker. Hospitals are continually being asked to do more with less, but even their most innovative efficiency efforts cannot overcome reimbursement that lags far behind the growing cost and complexity of patient care. For example, general inflation rose by 14.1% from 2022 to 2024, while Medicare net inpatient payment rates increased by only 5.1% during the same time period. Access to important healthcare services is at risk when providers are reimbursed at less than the cost of care.

We’re eager to discuss long-term solutions with employers, lawmakers and other healthcare stakeholders, but we cannot address these systemic issues from our back foot. Labor, drug and supply costs are forcing hospitals, especially those in rural areas of the state, to limit services. Maintaining healthcare funding is about protecting access to care in communities across Michigan and not about preserving the status quo.

To create a more affordable system, we need one that is strong enough to withstand change. If we can pair reform and sustainability actions, we can strengthen care and lower costs for everyone long-term.

As always, I welcome your thoughts.

Building Excellence Without Barriers

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MHA Board Chair Bill Manns, president and CEO, Bronson Healthcare

“Of all the forms of inequality, injustice in health is the most shocking and the most inhuman.” – Martin Luther King Jr.

Every February, Black History Month invites us to pause and reflect on the pioneers who have redefined what’s possible for communities across the country — often in systems that were not designed with them in mind.

This rings especially true in healthcare.

Dr. Joseph Ferguson, for example, was Detroit’s first Black doctor who practiced medicine through the Civil War and offered aid during the city’s race riots. Dr. Ethelene Crockett, Michigan’s first Black board-certified OB/GYN, grew up during the depression and committed herself to becoming an activist and humanitarian. Dr. C. Allen Alexander, Kalamazoo’s first Black surgeon, pursued his career through the racial turbulence of the 1920s.

These stories, among thousands of others, are reminders that excellence has existed in every community, even when opportunity has not.

In my own career, I’ve learned that credentials alone don’t tell a person’s full story. I’ve met brilliant clinicians and administrators whose resumes didn’t follow a straight line — colleagues who worked their way through school, who supported families while earning degrees, who became leaders within their local communities long before becoming executives.

When I stepped into my role at Bronson Healthcare, staffing demands were at their peak. Still, it was imperative that we approach recruitment in a way that was innovative and committed to recognizing talent in all forms.

We cast a wide net to recruit exceptional talent that reflects the communities we serve, partnering with regional universities and community colleges, community organizations, professional associations and local workforce programs to reach candidates whose paths into healthcare may differ from traditional pipelines. This work extends through K–12 community school partnerships and strengthened internal mentorship and advancement pathways, ensuring opportunity is not limited to linear careers.

As a result, 32.8% of our 2025 new hires identify as people of color. In healthcare, that matters. When our workforce reflects the diverse lived experiences of our patients, communication improves, trust deepens and outcomes are stronger. Healthcare is personal—and strongest when those delivering care understand the people they serve.

Honoring the pioneers who came before me means ensuring that our methods for attracting new talent are rooted in skills, ability, character and the broad range of perspectives that help us strengthen patient care.

This approach has paid off. Not only have we grown a more diversified team, but in 2025 the National Association for Business Resources named Bronson one of the Best and Brightest Companies to Work For® in the nation for the third consecutive year. We also earned elite status as West Michigan’s Best of the Best, scoring in the top 5% across every category.

Representation in healthcare shapes how we listen and lead. When our teams represent the communities they serve, decisions are inherently more informed. When a variety of voices are at the table, we reduce blind spots and can create a system that works better for everyone.

Since joining Bronson in 2020, Manns oversees a full range of services from primary care to critical care across more than 100 locations. With over 9,000 employees and more than 1,500 medical staff members, Bronson is the largest employer in southwest Michigan.

MHA CEO Report — The Reality Behind a Hospital Ribbon-Cutting

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MHA Rounds graphic of Brian Peters

MHA Rounds graphic of Brian Peters

Hospital ribbon-cutting ceremonies tend to spotlight the new and modern elements of a hospital expansion: bright windows, sleek patient rooms or advanced diagnostic technology. But what you don’t see is often more important than what you do.

Behind nearly every new facility is a story of aging infrastructure, outdated equipment and community needs that have outgrown what a hospital’s existing buildings can provide. Many hospitals operate buildings that are decades old – some built long before today’s medical technology, infection control standards or patient-centered design principles even existed.

Aging facilities often have electrical systems that can’t support modern equipment, rooms that limit the physical safety and efficiency of frontline workers, HVAC systems not suitable for infection control, or layouts that slow down emergency response or patient flow. Hospitals replace facilities because community needs can no longer be met with outdated structures, not because they want something new.

Expansion of facilities or technology, also referred to as capital projects, are funded through a mix of sources. These often include donors and philanthropic gifts, grants from foundations or government programs, bond financing, occasional state or federal appropriations and hospital capital budgets, which are built from small operating margins over the course of multiple years. These new facilities are not paid for directly from patient bills.

Even in years when hospitals have positive margins, these average margins are typically around only one to three percent and are reinvested directly back into patient care, safety improvements and facility upgrades. These reinvestments in new construction are about preserving access and modernizing care; not profit.

New buildings or service lines often emerge because patients travel long distances for essential care, equipment is too outdated to repair, demand for services like cancer care, imaging or behavioral health has grown, or because safety standards require major updates. A hospital that upgrades its cancer center or brings 3D digital mammography closer to home is reducing travel burdens, improving outcomes and keeping care local.

Behind Every Ribbon are Years of Work and Analysis

Before any groundbreaking, hospitals spend years evaluating whether renovation is possible or if replacement is more cost-effective. Hospitals also consider how to minimize disruption to patient care and what community health data shows about long-term needs. Finally, with all those factors considered, hospitals and health systems then determine how to secure funding without burdening patients.

The result may look like a brand-new facility, but it represents years of planning, prudent budgeting and community-focused decision-making.

In an era when headlines move fast, communities may question why hospitals announce expansions at the same time they face workforce shortages or reimbursement challenges. The answer is simple: capital investments and operational budgets are not the same.

A hospital can be financially strained day to day while still needing to replace unsafe or outdated infrastructure. So next time you see your local hospital celebrating the grand opening or ribbon cutting of a new facility or technology, you can join in the celebration by knowing that your community, family and friends are receiving high-quality, modern care for decades to come, all close to home.

As always, I welcome your thoughts.

MHA CEO Report — 2026, A Pivotal Year for Healthcare

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MHA Rounds graphic of Brian Peters

MHA Rounds graphic of Brian Peters“The best way to predict the future is to create it.” — Peter Drucker

As we look toward the year ahead, one thing is clear: healthcare will remain at the forefront of public debate. We’ve seen time and again how healthcare delivery is shaped by policy decisions. In an election year, and at a time when families and employers alike are feeling the strain of rising healthcare costs, it is more important than ever to prioritize electing policymakers who are committed to working alongside those serving our communities every day to develop thoughtful, informed solutions.

Despite rising costs for highly skilled clinical and non-clinical labor, medications, medical supplies, emerging medical technology and cybersecurity, along with persistent workforce shortages and supply chain challenges, hospitals continue to put patients first. They remain committed to delivering safe, high-quality care, even as they treat older, sicker patient populations – many of whom experience food insecurity, housing challenges and transportation barriers. Hospitals are open 24/7/365.  There are no days off.  We treat the most complex cases, often with multiple comorbidities and the attendant risk that accompanies them.  And we don’t refuse care to patients based on their ability – or inability – to pay.

All of this comes at a cost, and while we own our share of the affordability crisis, as we pointed out in a recent op-ed, pointing the finger solely at hospitals is patently unfair.  As healthcare takes center stage this election cycle, it is critical that these realities are reflected in policy discussions.

Toward the end of 2025, we saw a preview of how legislation will influence coverage, reimbursement and accessibility in 2026. More than a half a million Michiganders received healthcare coverage through an Affordable Care Act health plan in 2025. With the loss of enhanced premium tax credits, more than 50 percent of those individuals are expected to forgo coverage due to costs.  We’ve seen this movie before: loss of coverage and rising levels of uncompensated care is what led directly to the passage of the Affordable Care Act.

We know that when individuals delay or opt out of care because of cost, the consequences are far-reaching. Patients who could have received lifesaving, preventive care from a primary care provider instead arrive in emergency rooms needing more complex, intensive treatment after their condition worsens. This system does not work for anyone. As more individuals seek emergency and hospital care without coverage, it drives up costs and limits access to care for patients and families throughout our communities.

As we repeatedly pointed out during the debate over the federal reconciliation bill, H.R. 1, the healthcare ecosystem is complex and interrelated.  When hospital reimbursement is cut in the Medicaid or Medicare programs – or if insurance market changes result in fewer individuals with comprehensive coverage – the resulting service line reductions or eliminations affect everyone in the community.  As a result, everyone involved in delivering and supporting healthcare has a shared responsibility to address the affordability crisis. In 2026, we have the opportunity to come together for critical conversations about the future of healthcare. Hospitals remain committed to uplifting solutions that ensure healthcare remains within reach for all.

As always, I welcome your thoughts.

MHA CEO Report — Dedicated to Care Every Day of the Year

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MHA Rounds image of Brian Peters

MHA Rounds image of Brian Peters“Love and compassion are necessities, not luxuries. Without them, humanity cannot survive.” — Dalai Lama

During the holiday season, we look forward to annual traditions and time spent with loved ones. While many of us gather around our tables this season, we are all aware of individuals who sacrifice this special time with cherished company to keep the places of healing in our communities open.

Hospitals don’t close for the holidays. They are open 24 hours a day, 7 days a week, 365 days a year. Emergencies don’t check the calendar, and neither do the people who dedicate their lives to responding to them.

Every hospital in Michigan can provide round-the-clock service because of the remarkable network of professionals working there. There are teams of highly skilled clinicians ready at the bedside, but there is also a deep bench of essential staff working diligently behind the scenes. Nurses, physicians, medical assistants and countless other care providers are able to deliver comfort and support when it matters most thanks to the help of many colleagues whose work often goes unseen.

There are environmental services teams who ensure every room is safe and clean, maintenance workers who manage essential systems for heat, power and water, food service workers making meals for staff and patients, and lab technicians providing fast, accurate, results. Our hospitals employ accountants, attorneys, communications and IT professionals, and so many more.

And these individuals aren’t strangers. They are our neighbors, our friends and our family members. They are the people we see at the grocery store, at school events or in line for our morning coffee.

Their commitment means that when a baby spikes a fever or a parent slips on ice, help is always there. Their presence brings reassurance to every family in our community: no matter the hour or the day, hospitals stand ready.

To all those working this holiday season, thank you. You are there when we need you most, and our communities are stronger because of you.

As always, I welcome your thoughts.

Centering Lived Experiences to Improve Maternal Care: Reflections from the Birth Experience Project

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By: Lenise Freeman, health policy analyst, MHA

Over the past year, I supported the Birth Experience Project, a mixed-methods study examining how Black women across Michigan experience pregnancy, labor and delivery, and postpartum care. As part of this effort, I assisted in analyzing and coding more than 50 hours of interview and focus group data to better understand the patterns, experiences and needs that emerged across regions. This fall, I presented our findings at the 2025 American Public Health Association (APHA) Annual Meeting in Washington, D.C., where the work informed meaningful conversations about how hospitals can more effectively center the voices of Black women in maternal health improvement efforts.

The project engaged four focus groups and 37 individual interviews with women from the Midwest region, Southeast Michigan and Mid-Michigan. In partnership with the Michigan Council for Maternal and Child Health and Michigan State University’s Pediatric Public Health Initiative, our team aimed to capture mothers’ lived experiences directly and translate them into actionable insights for health systems.

Through coding and analysis, several themes surfaced consistently across all geographic areas. Women shared both positive and challenging care experiences that shaped their perceptions of safety, trust and autonomy. Many described moments when their concerns or pain were dismissed, minimized, or not addressed in a timely manner, which negatively impacted their ability to feel heard. Others emphasized how attentive listening, compassionate care and clear communication led to safer and more supportive hospital experiences.

Birth plans were another key theme. While some mothers shared that their preferences were honored, many experienced changes without adequate explanation or felt pressured into medical interventions that differed from their original plans. Across one participating region, only three of the 14 women who developed birth plans said their plans were thoroughly followed, with others noting limited options or confusion about what support the hospital could provide.

Hospital experiences varied widely. Mothers described moments of compassionate and responsive care, as well as instances where care felt rushed or impersonal due to staffing turnover, student rotations or limited coordination among providers. Some waited extended periods for updates, while others reported feeling like “just another patient,” rather than an individual with unique needs. These inconsistencies shaped how they felt supported or respected during their care.

Postpartum support was consistently identified as a gap in care. Many women reported minimal follow-up contact, limited mental health screening or unclear guidance about symptoms to monitor once they returned home. Several stated they “didn’t know what symptoms to look for,” highlighting the need for earlier, more proactive postpartum engagement.

Notably, the women in our study offered straightforward, realistic suggestions for improvement, recommendations that mirror ongoing maternal health efforts across the state. They emphasized the need for stronger communication and transparency, including more precise explanations of procedures and changes in care. They wanted birth plans reviewed and communicated across shifts—not forgotten or overridden. Many highlighted the importance of culturally responsive care and noted that they felt more comfortable advocating for themselves when staff reflected their identity or demonstrated cultural awareness. Doulas and midwives were described as critical sources of support, helping women feel heard when providers were limited or communication fell short. Women also expressed a need for more robust postpartum support, earlier follow-up visits, improved mental health screening, and accessible lactation and community-based resources.

Presenting this research at APHA reaffirmed the importance of hospitals in elevating patient voices within maternal care quality work. The themes that emerged through coding reveal both opportunities and strengths across Michigan hospitals. They also make clear the steps we can take to improve communication, strengthen autonomy and support mothers through the full continuum of care.

As Michigan continues implementing Maternal Levels of Care, advancing AIM bundles and supporting community-based maternal health initiatives, this research offers direction grounded in lived experience. I remain committed to ensuring that the insights shared through this project drive meaningful change, strengthening communication, honoring autonomy and supporting patient-centered care for every birthing person across Michigan.

Caring For Those Who Provide Care

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By: Allyson Berthiaume, senior healthcare data analyst, MHA Keystone Center

November is National Family Caregiver Month, which recognizes the 63+ million individuals across the United States who support loved ones with health needs every day. I am one of the 63 million and provide care for both of my parents.

When people visualize a caregiver’s responsibilities, they often picture physical caregiving, but this is just one aspect of our complex role. We also shoulder emotional, financial and logistical responsibilities that often go unseen. As our population continues to age, and the number of caregivers continues to increase along with it, it’s more important than ever that we address the challenges that are leading to caregiver burnout and declining caregiver health.

I came into my caregiving role gradually about four or five years ago, when I began taking both of my parents to their healthcare appointments, and I noticed a minor decline in their comprehension and health literacy. At first, I was simply joining their appointments to ensure they understood their healthcare plans. However, as time has passed, my responsibilities have drastically changed.

When my dad was hospitalized with severe pneumonia two years ago, there were times when we didn’t know if he would make it out of the hospital. In those frightening moments, I realized I had no authority to do anything for him as an informal caregiver. After this experience, I reached out to an attorney to have Durable Power of Attorney paperwork created for both of my parents.

With these legal permissions, I was able to fully assess their living conditions and quickly realized they needed much more support. While I was on top of their healthcare needs, I was unaware how many other aspects of their day-to-day lives were being neglected. Over the past two years, I have added managing medications, finances and household tasks to my role. And earlier this year, when my mom was diagnosed with dementia and breast cancer two months apart, my role’s complexity increased again.

Learning to navigate a parent/child relationship with someone with dementia is more complex than I could ever have imagined. I am a work in progress, trying to learn a new way to communicate and care for my mom. This causes a lot of “dis – ease”, because of the frustration, confusion and fear from both of us. I often see this role referred to as rewarding, but it’s hard for me to view it in that light. I’ve lost the child/parent dynamic with both of my parents, and that has been incredibly painful to accept.

Although there are many resources available to help, the system has several flaws that create an additional burden for caregivers. As a healthcare professional, I believe it is our responsibility to reduce the administrative burden on caregivers, allowing them the opportunity to focus on their true caregiving responsibilities rather than chasing down information.

I am fortunate to live in a community where we have a single electronic health record system that allows my parents’ providers to view their full medical history in one place. However, this isn’t the case for all caregivers, and it has not alleviated the care coordination burden. I have attempted to work with a case worker to manage communication between providers, but even the case worker experienced inconsistent communication.

Home care is another service that could drastically reduce burden, but my family is one of many that makes too much to qualify for financial assistance, yet not enough to afford the cost out of pocket.

These are complex problems that will require systemic change and cross-sector collaboration. I am encouraged to see many health systems implementing caregiver navigation programs, and I am confident that with continued dialogue, we can improve the experience of caregivers for the better.

To learn more about National Caregiver Month and how to support caregivers, visit Caregiver Action Network.

Celebrating the Power — and Promise — of Rural Healthcare

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By Ross Ramsey, MD, president & CEO, Scheurer Health and MHA Small and Rural Hospital Council Chair

As a healthcare leader, physician and someone born and raised in the Thumb of Michigan, National Rural Health Day is very personal to me, my colleagues and the communities we serve every day at Scheurer Health.

When I think about what defines the “power of rural,” the first thing that comes to mind is our deep roots in the community. As it’s been said before, working in a rural hospital means that you’re likely to cross paths with a neighbor, friend or loved one – whether it’s in patient rooms or passing in the halls. That alone fosters a remarkable sense of trust and compassion that inspires me every day.

Beyond the unique connection between patients, providers and staff, the power of rural also lies in our resilience. We’re weathering financial pressures, policy changes and workforce demands that are exacerbated across rural settings. Yet, time and time again, we find innovative ways to deliver exceptional care.

At Scheurer, we strive to improve the health of our communities through the vision: “Better Health. Better Life.” Part of making this vision a reality is providing community members with the right information and resources to live healthier – because when that happens, we all benefit. We also find value in recognizing that a health system is strongest when it evolves alongside its community.

So, how are hospitals like ours evolving to meet patients where they are?

The first step is listening. Our annual Community Health Needs Assessment informs how we deliver care, where to allocate resources and how to best support our community within our four walls and beyond. Some of the key findings from our 2025 assessment include:

  • Mental health is a top concern across rural communities, exacerbated by service desserts, stigma, transportation barriers and medication costs. Moreover, the shortage of mental health providers may contribute to a workforce that has a lower level of certification and is susceptible to burnout. Substance use, which is often a co-morbidity with mental health, was the fourth highest concern among those we surveyed.
  • Recent trends show that suicide mortality remains a pressing concern across our region, with some counties experiencing rates above the state average. While a few areas are seeing slight improvements, others are facing upward trends that highlight the growing need for mental health support. These patterns drive home the importance of early intervention, access to care and reducing the stigma around seeking help.
  • Chronic diseases were among the top health issues in the community and has a major impact on the well-being of residents in Huron County. Of the 690 survey respondents, 30% indicated chronic disease was a major concern and 37% indicated it was a concern. Obesity was selected as a high priority issue, with connections to chronic diseases such as diabetes, heart disease and stroke.

While this is only a snapshot of the data, it tells an important story that reflects what many rural communities are experiencing across the state and country. We also know that rural hospitals often face challenges associated with an aging population and keeping vital maternal and infant service lines open.

In recognizing these challenges comes the next step: action. Rural hospitals are focused on solutions that enhance access to care, strengthen the workforce and improve outcomes for all. This is often possible through innovative partnerships and community-based programming, as demonstrated at Scheurer through efforts like our school-based clinics and mental health workshops.

Another way we advocate for rural communities is by continuing to call on our state and federal leaders for support. I’d be remiss not to mention the Rural Health Transformation Program, an important federal funding opportunity that has the potential to serve as a lifeline for rural hospitals to continue addressing essential workforce gaps, technology needs and more.

Being a champion of rural hospitals and healthcare is about being a part of something bigger than yourself – and for that, I’m incredibly proud to celebrate those who stand beside me on National Rural Health Day. Regardless of what lies ahead, you can count on Michigan’s rural hospitals to remain focused on people, service and quality. That’s a promise we’ll always keep.

MHA CEO Report — Streamlining Medicaid Work Requirements

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“Alone we can do so little, together we can do so much.” — Helen Keller

MHA Rounds image of Brian PetersAs states work toward establishing Medicaid work requirements that are a core element of H.R. 1, it’s more important than ever that we reduce the administrative burden associated with verification for beneficiaries. Medicaid work requirements aim to advance accountability, but if not implemented correctly, they can increase costs for everyone and remove safety nets for those who need it most.

When reporting systems are confusing or overly complex, individuals that satisfy the requirements can still lose coverage simply because they can’t navigate the paperwork. When qualified individuals go without coverage, they tend to delay seeking care until a problem has worsened unnecessarily; at the same time, hospitals end up managing more uncompensated care. And when more people go uninsured, healthcare costs rise, affecting affordability for everyone.

The solution lies in intentional implementation. Michigan can successfully streamline the verification process by automating data sharing across agencies, offering multiple reporting options and communicating requirements clearly. In short, we need to follow the lead of some of the most successful and innovative companies in the private sector, such as Amazon and Uber, and make this process as user-friendly as possible.

By focusing on efficiency and simplicity, Michigan can protect taxpayer dollars, support employment and keep healthcare more affordable with an effective Medicaid work requirement program. The MHA is committed to working closely with all parties toward this goal.

As always, I welcome your thoughts.

Strengthening Health Literacy Through Better Communication

Member News, Patient Safety and Quality, MHA Rounds

Byline: Gary L. Roth, DO, Chief Medical Officer, MHA

In healthcare, words can be as powerful as medicine. A patient’s ability to understand their diagnosis, treatment options or discharge instructions can directly influence their recovery and long-term health. Yet too often, communication between clinical experts and patients is clouded by medical jargon, complex explanations or information overload. Improving how we talk about health both within hospitals, in the clinic, and across our communities is a matter of safety, trust and access to care.

As October draws to a close, Health Literacy Month serves as a vital reminder that clear communication is a cornerstone of safe, high-quality care throughout Michigan’s healthcare community.

Understanding the Health Literacy Gap

Health literacy refers to a person’s ability to find, understand and use health information to make informed decisions. According to national data, nearly nine in 10 adults struggle to fully comprehend medical information shared by providers, prescription labels or public health materials. This gap leads to serious consequences: missed appointments, medication errors, preventable hospitalizations and poorer overall health outcomes.

Clinicians and health organizations tend to use technical language, while patients experience healthcare through a lens shaped by anxiety, uncertainty and varying levels of understanding. When information isn’t communicated clearly, patients and their family may nod in agreement without truly understanding, leaving them at risk once they leave the clinic or hospital.

Making Health Information Easier to Understand

Effective external communication from providers bridges the gap between the clinical world and the public. It translates complex health information into language that is clear, accurate and compassionate. As digital tools and online platforms become more common in care delivery, hospitals and healthcare systems are also rethinking how to present health information in accessible, user-friendly formats that meet patients where they are. Whether through hospital websites, community health campaigns, or discharge instructions and summaries, the goal should always be the same: ensure patients and families can understand what they need to do and why it matters.

Plain language, visuals and real-world examples can make health information easier to understand. Testing materials with actual patients before publication can also reveal confusing wording or gaps. Improving health literacy should not just be the patient’s job. Health systems, clinicians, communicators and policymakers all have a role to play in making information accessible. Statewide initiatives, including resources from the Michigan Department of Health and Human Services and the Michigan State Medical Society, are helping healthcare professionals strengthen health literacy skills and better support patients and families across care settings. Investing in education for health professionals on plain language communication and effective patient engagement will make a difference.

Strengthening Community Health Through Understanding

When patients understand their care, they are more likely to follow treatment plans, ask informed questions and take ownership of their health. When families are also engaged, they can more effectively support the patient. Effective communication builds trust, and trust builds healthier communities.

Across Michigan, hospitals are taking proactive steps to advance health literacy by simplifying patient materials, redesigning discharge instructions and training staff in clear communication techniques. These efforts reflect MHA members’ shared commitment to building understanding as the foundation of safe, high-quality care.

In healthcare, clear communication isn’t just good practice. It’s good medicine.