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Hi, everyone. This is Erica Carbajal with Becker's

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Hospital Review, and thank you so much for

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joining us for this episode of the Becker's

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Healthcare podcast.

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Today, we're joined by doctor Waleed Javaid, chief

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quality officer of WVU Hospitals.

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Doctor Javed, happy New Year. Thank you so

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much for being here.

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Thank you so much, Erica, for inviting me,

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and thank you to Becker's and you specifically

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to,

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allowing me to participate in this podcast. Thanks.

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Yeah. Absolutely. And and as you know, we're

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in middle of flu season right now, so

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we appreciate you taking the time.

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A big story that we're following right now,

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so let's start there.

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Can you share a little bit about if

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there's anything that you at WVU Medicine,

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if the system or hospitals you're overseeing are

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doing anything differently to prepare for or manage

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the surge in flu cases this year or

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share maybe a capacity management strategy that you

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see is is really crucial right now?

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Yeah. So I oversee WVU hospitals, which is

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a combination of three hospitals, Rue Ruby Memorial,

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which is the West Virginia University Hospitals because,

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centralized surgery care hospital, and then, children's hospital

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as well as a smaller community hospital called

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Fairmont Hospital.

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And and and and what we are seeing

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across West Virginia

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and,

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is not as intense of

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a flu season that everybody else is experiencing

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at the moment, but we have started

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to see increasing numbers.

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But as

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our job dictates, we start planning ahead

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of any increasing numbers and we are already

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kind of making sure, first, our staff,

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all our staff are vaccinated.

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If they are not vaccinated for any reason,

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that they are protected with masks and other

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modalities,

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we

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educate our staff and

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our patients as well to make sure that

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we are trying to minimize the exposures.

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And then, just preparing ourselves in terms of,

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the potential issues that might occur. People are

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calling in, say, how are we gonna deal

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with those as well? But I think it

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is, something that highlights the importance of getting

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vaccinated, getting prepared,

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making sure, that us, our families, everybody's vaccinated

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at the moment.

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Yeah. Thanks for sharing, doctor Javed.

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I I know you started

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your role just a few months ago. So

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what has been something that you've been really

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focused on, or what was your main goal

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in in these first few months into the

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role?

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So I think,

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thank you, Erica, again for this question. I

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think the most important thing, as chief party

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officer is to understand

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really what the priorities of the organizations are

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in terms of quality and then, making sure

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the priorities

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are what would make sense,

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for patient care, what would make sense for

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for benefiting

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our our the people we serve, basically.

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So I think

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we've been looking at

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the overall,

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extent of the work we are doing.

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As chief quality officer, I see see several

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different departments. I

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see patient safety, infection control.

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We have patient experience,

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quality and data analytics,

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as well

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as

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heart and vascular registries,

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other elements

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that get involved in quality are also under

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our purview.

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So within

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that, those areas, we've been actually making sure

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that one, we are we are being very

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efficient, and second, that we are providing the

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best,

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possible care. And third,

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is making sure that within all our aspects,

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we are we are being,

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we are being more

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cognizant

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of

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of the fact that patient is central to

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all our activities

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and that all our activities are are for

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the improvement of the patient care themselves.

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Yeah. Thanks for recapping that. And two, I

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know we've been covering more about just, you

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know, the ambulatory shift and and more care

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moving to outpatient settings.

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Do you anticipate that, you know, being a

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focus in 2026

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in terms of shoring up quality in across

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outpatient footprint as as more complex care is

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moving there and and CMS eliminating inpatient only

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list?

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So I think, I think with

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the and thank you again for this question.

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So

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the for the last many years, there has

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been an increasing push to increase the outpatient

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work,

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moving patients to more of the outpatient setting

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versus the inpatient setting,

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for several reasons. I think the one most

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important reason

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is that one hospital setting is extremely,

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extremely expensive

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and it's it is also very, very limiting.

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So patient gets admitted, there are several days,

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they're kind of confined to the hospital

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walls and and it really is pretty

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big disruption for our patients. So again, being

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focused on the patient care itself,

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outpatient setting is beneficial

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for,

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for majority of our patients to get their

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care for. So

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many services are expanding

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into

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our outpatient settings.

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We have started to focus on the patient

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experiences in those areas,

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making sure the infection control side, that they

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are compliant with all the regulations.

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And then also from our end, increasing and

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supporting our outpatient facilities

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to address this increasing number of patients that

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they they anticipate to see.

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Yeah. Thanks, doctor Javed.

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Are there any big headwinds you you foresee

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throughout 2026

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or

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challenges that keep you up that you anticipate

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maybe will take up a lot of your

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time,

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in 2026?

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I think, so thank you again for this

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question. I think that there are several headwinds

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that not only our organization any other organization

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would be facing

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at 2026

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and beyond.

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And the most important thing about that really

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is

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is the fact

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that,

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that

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the amount of money that is being spent

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on

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health care is eventually going to decrease from

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different payers, including CMS and others.

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And we

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need to be extremely

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efficient in what we are doing to be

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able to match and provide the services

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and to provide higher quality care. What other

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movement I've seen I've been seeing from

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the payer side really is that they are

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emphasizing a lot on quality of care that

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is being provided. Again,

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that's completely under what I've been doing or

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my work is is to make sure that

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we optimize that care to to the highest

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quality of care provided.

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And that really would end us in a

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situation where,

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we either are able to match

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and provide the highest quality of care, get

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the best in reimbursement

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and reinvest ourselves

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into

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our mission, which is a patient care,

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or

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that the hospitals are unable to match the

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needs because the quality of care is not

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adequate. So it's it's a balance. I think

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the most important thing that we are trying

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to one of the more important things we're

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trying to focus is the social determinants' health,

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that we are addressing the patient's needs beyond

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just the health care needs as well and

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trying to support them as well. That is

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one of the quality metric, but more importantly,

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that actually is something that we're trying to

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get into,

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from all angles to support our patients where

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they are in their lives.

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Yeah. Doctor Gervais, I think you you touched

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on something that's, you know, on the minds

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of of all health care hospital and health

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system leaders right now in terms

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of shifts from payers and,

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decreases in in Medicaid funding.

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Obviously, something that we're covering a lot of.

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So

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I wanted to just build on that more,

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you know, as hospitals are preparing for a

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potential rise in uninsured and underinsured patients with

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the expiration of ACA premium subsidies and in

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addition to looming Medicaid cuts.

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What steps do you think that hospitals and

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health systems should be taking

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now to ensure that that quality doesn't suffer,

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and that they're

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they can try to wrap their arms around

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patients who may be losing coverage.

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Yes. I think understanding and working closely with

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our financial

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colleagues, our finance,

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directors, and others is is crucial for for

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any organization. We can continue to watch closely

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how the, the financial

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impact of different programs are.

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The the way I think about this is,

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just looking at broadly,

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majority of programs, including CMS, has

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quality programs, which ties a lot of,

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lot of funding

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with pay to performance.

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So pay to performance or pay to reporting,

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but major the cases that we are seeing

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or majority of,

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funding restrictions we see is with payer to

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performance. Like, if our performance

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the hospital's performance or any hospital's or system's

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performance is is poor

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in, for example, in,

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in the elements of

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healthcare quality or infection control.

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If they are if they have too many

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infections, then their payment gets cut.

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In the past, that could have been okay,

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because you can offset it with other funding

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even though it's not okay from patient care's

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perspective. This actually provides us a opportunity to

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kind of

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emphasize the need to optimize

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patient care to a point that their

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patient care is not compromised. The infections are

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eliminated.

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The quality of care that is being provided,

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for example,

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reducing the number of complications,

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which are tied with reimbursement,

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improve our performance, and use these

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times

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where the financial hardship would be to optimize

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the care, to provide the best quality of

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care, to make sure that we get the

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the right and complete reimbursement

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to the and we are not reducing our

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funding from that end. That's one thing. So

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once we

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try the best and highest quality care, hopefully

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that will

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result in reduction in

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complications, reductions in patient stays, reducing the oral

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cost of the hospitalization,

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and improving our financial conditions as well. So

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I think the way I think about this

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is, like, we really need to gear up.

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I've told my team already is that this

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year, next several years, but this year specifically

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is gonna be a relentless

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pursuit of excellence for us. We will be

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just being relentless.

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Anywhere there's an opportunity, we'll we'll get after

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that. We'll make sure that we perform to

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a point,

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of excellence in every aspect to make sure

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our

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patients are getting the highest quality of care

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and

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then with the result that

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they have better outcomes, that

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we have as a hospital better outcomes for

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our patients. And then our

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and a side effect of that really would

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be that our reimbursement

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will also

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catch up and hopefully will support our efforts.

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So that would be the biggest focus for

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us is to really maximize our improvement processes.

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I know the funding concerns and all are

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there

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and I think there are bigger issues that

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I think this question might be better addressed

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by the finance people in the hospital, but

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from my aspect is to optimize the care

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to the best

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possible

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where

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we reduce the costs

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for patients.

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Like, if I for example, like, I tell

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my peep my my my my staff, so

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I have all all my people I I

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lead is that, hey. Nobody is in a

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hospital,

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because they want to be. Right? Patients don't

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come to the hospital because they want to

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be in a hospital. They are in a

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hospital because of a need,

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we and because of an illness or an

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injury.

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We we need to fix their illness,

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their injury,

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their need very, very quickly,

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so that they are out and about back

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to their lives.

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And that really

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is what we will see in next,

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two to five years is optimizing care quickly,

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making sure people are getting better very, very

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quickly,

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back to their feet outside the hospital. And

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I think,

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that will hopefully result in decreasing expenses for

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the hospital

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supporting the

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decreasing the,

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decreasing,

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amount of revenue that might be coming in

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or offsetting that that might be coming in.

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Yeah. Thanks for sharing that. It is interesting

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to hear clinical leaders' perspectives

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on this. And I think you raised just

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such a critical point about how

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sort of meeting the moment, if you will,

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for for quality and and how it's more

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important than ever to have quality and high

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focus on delivering high quality excellent care and

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having that show up in in in the

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financial positioning of of the organization as well.

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Doctor Gervais,

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thank you so much for joining us.

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We really appreciate your time and and insights,

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and,

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thank you so much. We look forward to

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chatting with you again and following up on

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some of the work and and quality improvement

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initiative that you're leading later this year.

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Well, thank you so much, Erica, for the

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for the invitation. I think you touched upon

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several

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important factors or several important

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elements. And I would love to continue to

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have this conversation because this is an important

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conversation for us to have for our listeners

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to also to to also

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understand how important it is to improve the

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quality of care, for everyone's benefit.

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Yeah. Absolutely.