Hospital capacity has emerged as a key issue for health system C-suites in 2025. Nearly 53% of hospital and health system leaders identified patient access, throughput and capacity as their top focus area for this year, according to a recent Vizient survey.
Optimizing operations and protecting the bottom line are essential for health systems, but addressing capacity issues must not come at the expense of staff wellness. Instead, these efforts must work in tandem, according to Andrea Turner, JD, CEO of Harbor-UCLA Medical Center in Torrance, Calif.
Harbor-UCLA Medical Center, a public safety net hospital and Level 1 trauma center, serves more than 2 million people across Los Angeles County’s coastal region.
“Our census is usually very, very high, and we need to have really good, efficient flow, starting from the moment the patient gets in,” Ms. Turner said during a recent Becker’s Healthcare podcast episode. “For us, it’s making sure that all the right pieces are in place to do that. If the foundation is cracked, which is our staff, then it’s virtually impossible to do an effective job.”
A dual focus on throughput and wellness
Reflecting on her first year as CEO, Ms. Turner highlighted two areas of pride: improved patient throughput and staff wellness.
Harbor-UCLA Medical Center’s progress in throughput stems from an enhanced focus on case management and utilization management, spearheaded by a collaborative leadership approach with the hospital’s chief nursing officer, chief medical officer and COO.
However, case management at Harbor-UCLA Medical Center isn’t just about moving patients through the system quickly; it’s about delivering care in a more holistic manner, according to Ms. Turner. For example, when a trauma patient enters the hospital, the focus extends beyond stabilization.
“It’s not just as simple as to say we’re going to send them to the SNF, but how do we give them access to research that may be helpful for their care in the long run?” she said. “We’ve started to look at how we care for the entire patient and to include their families.” This integrated approach has helped ensure that patients receive not just efficient care, but also comprehensive treatment options, including community resources and research opportunities.
Equally important has been the system’s commitment to staff wellness. In 2024, the Los Angeles County Department of Health Services appointed Charmaine Dorsey as its inaugural chief wellness officer, with each hospital in the system also employing its own wellness chief. This structure allows for tailored wellness strategies that address the specific needs of each workforce, reflecting the organization’s broader emphasis on individualized care.
“We are very intentional about our staff, our patient care and our culture and environment to make sure we’re all fit to take care of the patients who need our expertise,” Ms. Turner said.
Harbor-UCLA demonstrates that operational excellence and staff wellness are interconnected pillars of a successful healthcare organization — acknowledging that when employees thrive, so do patients.
