ConnectedCare – Optimizing Network Alignment

Role: Manager Of Transition Care

In a large, integrated health system, patients often receive care across multiple hospitals, clinics, and post-acute providers. The challenge was clear—while the network offered a full continuum of care, only 68% of patients were staying within it. That gap meant missed opportunities for coordinated care and lost revenue for the organization.

To change that, I led the ConnectedCare initiative, focused on identifying, educating, and retaining patients within our network. Using detailed data analysis, we uncovered where misalignments were occurring, whether due to insurance limitations, inaccurate patient records, or simply lack of awareness among staff. After cleaning and standardizing the data, we could clearly identify which patients could remain in-network and prioritize them for follow-up.

I partnered with care managers and social work teams to build communication tools and patient-facing talking points that highlighted the benefits of staying within the network. At the same time, we worked to expand services in key areas; home health, DME, and specialized care, to fill existing gaps that had previously pushed patients elsewhere.

Impact: Through this work, we increased patient alignment rates to 85–93%, consistently exceeding the 80% target. The initiative also generated between $500K and $1M in additional quarterly revenue, demonstrating that strategic alignment can drive both patient and organizational success. ConnectedCare became a model replicated across other regions, reinforcing how data and communication can work hand-in-hand to strengthen care continuity.