As he approaches his one-year anniversary as president and CEO of Altamonte Springs, Fla.-based AdventHealth, David Banks pointed to mounting headwinds and broader industry changes as key challenges for health system leaders.
Mr. Banks wrote in a LinkedIn post earlier in March, “Nothing strikes fear in the heart of a cyclist like a headwind. As an avid cyclist myself, I know this feeling well. You set out feeling strong. The ride is smooth. Then you turn a corner and everything changes. Maintaining the same speed suddenly takes more effort. Your mind starts recalculating the route. Healthcare leaders are navigating something similar right now: workforce pressures, affordability challenges and rapid technological change. But like cyclists, we keep moving forward.”
At AdventHealth, which has more than 55 hospitals across nine states and more than 100,000 employees, Mr. Banks said these pressures are shaping how the system approaches care delivery and growth. Key questions include how to develop more efficient care models at a lower cost while keeping patients at the center of those decisions.
Mr. Banks told Becker’s the system is working on multiple initiatives as part of its Vision 2030 strategy, including expanding care access points, advancing digital tools and preparing regions to adapt to Medicaid policy changes.
Editor’s note: Responses have been lightly edited for clarity and length.
Question: As you lead the next chapter of Vision 2030, where are you focusing first to strengthen AdventHealth’s care network and deepen connections across settings?
David Banks: The core elements at the heart of our vision are consumer centricity and clinical excellence. We are working very diligently on creating a more consumer-friendly delivery system. That includes things like our app, self-scheduling appointments and creating accurate financial estimates. Surprise billing has been an issue in our industry — it’s very complicated for many reasons — and we don’t want consumers to bear the brunt of that.
We’re also leaning in on clinical quality across public domains, whether it’s CMS stars, Leapfrog grades or mortality scores, as well as in programs. Hip replacement is a great example of a high-quality program now done in an ambulatory setting. My neighbor just had her hip replaced — in at 7 a.m., home by 4 p.m. — safe, effective and at a much better price point.
It’s about combining quality programs with recognizable measures and delivering them in the most consumer-friendly way we can.
We’re investing heavily in primary care because access allows people to address health issues early, preventing a domino effect of complications. We’re also focused on lower price-point access points, same-day primary care and similar access-focused solutions.
We’re continuing to build in-home solutions and hospital-at-home programs.
Q: How does the rollout of smart rooms fit into that broader vision — and what outcomes are you hoping to achieve for patients and staff?
DB: Through real-time monitoring and predictive analytics, we now have tools that increase the level of safety for patients. Second, it improves access to real-time clinical resources. There’s often a need for a neurology consult, but the neurologist can’t come until later in the day. We can now do those consults virtually with great clarity and quality, allowing care plans to move forward more quickly. Third, it changes the patient and family experience. We can bring family members from anywhere into the room. Communication improves. Translation improves immediately, including the ability to translate complex care plans and discharge instructions.
We are halfway through installation, putting this into 13,000 inpatient rooms. We’re starting with three use cases and will build more from there. One example is medication history. Within the first 24 to 48 hours, the medication picture typically becomes clear. We’re now doing that in near real time for 70% to 80% of patients. It’s a small thing but very important to know someone’s medication history as part of the treatment plan.
This tool makes many care processes more efficient, and we believe it’s the most transformational thing we’ve done inside a hospital room in my career.
Q: Given the diversity of AdventHealth’s markets, how are you preparing each region to adapt to shifting Medicaid policies while maintaining access and quality?
DB: AdventHealth operates in very different settings — from the western suburbs of Chicago to downtown Tampa, Fla., to rural communities like Clay County, Ky.
We design the right clinical solutions for each community. In markets like Tampa, you can build and scale tertiary and quaternary services with access to specialists and technology.
In rural areas like Clay County, Ky., we rely on a rural health clinic connected to a 50-bed hospital. Most care is delivered through the clinic infrastructure, supported by rural health funding, with access to emergency services and basic acute care.
We calibrate care to each community. Through technology, we can extend capabilities — for example, providing ICU support remotely from Florida to Kentucky.
In Ottawa, Kan., we recently reopened an OB program. Many areas are becoming OB deserts, but this program could deliver 500 to 600 babies a year, allowing patients to stay in their community.
Q: You’ve described the “feel whole” promise as core to AdventHealth’s identity — where do you see the greatest opportunity to bring that to life more fully in the years ahead?
DB: Inside AdventHealth, we are focused on consumer promises around making healthcare easier to access.
We’ve built access points like self-scheduling tools, simplified referral processes and triage systems that prioritize urgency. Historically, patients were told to get in line. Now, we differentiate based on need.
We’ve also invested in compassion training and supporting our team members. If team members feel overwhelmed, they can’t deliver care in a whole, patient-centered way. We recently conducted a comprehensive employee survey and scored in the top decile. We know meaningful patient experiences depend on a team that is supported and equipped.
Our focus is on removing pain points, supporting our teams and delivering high-quality care that is easier to access.
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