Becker’s Healthcare Podcast:

“Capacity Strategy and Operational Resilience at U Health” with Dr. Gina R. Hawley
Date: February 20, 2026
Host: Laura Dardo, Becker’s Healthcare
Guest: Dr. Gina R. Hawley, System Associate Chief Operating Officer, University of Utah Health

Episode Overview

This episode spotlights capacity strategy, operational resilience, and expansion at University of Utah Health. Dr. Gina R. Hawley shares firsthand insights into major initiatives, particularly efforts to close healthcare gaps in underserved communities, innovation in care delivery, and the balancing act of growth and resource stewardship. The discussion delves into evolving care models, adaptation to policy shifts, the promise and challenge of technology, and the relentless pursuit of quality and safety.

Guest Background & Perspective

[01:15]

• Dr. Hawley has over 20 years of experience in hospital operations and strategy.
• Previous roles: Vice President (Professional Support Services, Oregon Health and Science University), Senior Director (Neuroscience and Spine, OHSU), leadership at Johns Hopkins Medicine (neurosciences).
• Started as a nursing assistant:
  • “To this day one of the best jobs I’ve ever had. Got to do baby baths and work, labor delivery, high risk OB.”
  • Discovered her true passion was on the business and administrative side, supporting frontline caregivers.
• Education: Bachelor's, Master’s in Healthcare Administration, Doctorate in Public Health.
• Teaches part-time, enjoys learning from the next generation’s perspectives on healthcare.

Key Initiatives: Addressing Health Desert in West Valley

[02:57]

New West Valley Campus

• “Probably one that I think is really, really near and dear to my heart… opening up our new campus in West Valley. West Valley in Utah is the second largest city and there are many healthcare deserts in West Valley.”
• 10-year difference in life expectancy between some West Valley zip codes and others, attributed to disparities in health outcomes.
• First University of Utah Health campus off main campus, opening in phases:
  • 2028 for ambulatory services
  • 2029 for inpatient services
• “It will be about 140 beds, over 200 outpatient rooms.”
• Stark disparity: “In Utah, 9 out of 10 inpatient beds are on the east side of I5, whereas only 1 out of 10 beds are on the west side.”
• Project faces typical growth hurdles: “Because of financial constraints, and so a little bit of a stop and go project… we’re just excited to move ahead.”

Resource Allocation & Operational Strategies

[06:07]

• “While I talked about West Valley, there’s initiatives and things we’re constantly prioritizing to really think about what’s the biggest impact… in collaboration with the community and our university campus and just great leadership here.”
• Not every need is met with a “new build”; focus often on optimizing what exists.
• Examples of operational strategies:
  • “Looking at air traffic control models to really [use] the space as best possible.”
  • “Reducing our referral leakage for radiology.”
  • Exploring “different time slots and weekends for our periop and OR services.”
  • System-wide assessment to identify underutilized beds and flex populations accordingly.
• Workforce optimization: “Through our capacity action work... how do we continue prioritizing the impact?”

2026 Priorities & Headwinds

[08:01]

Care Line Model & Clinical Integration

• “Sort of a new care line model… how do we look at care lines across geographies and platforms to create a clinically integrated network?”
• Striving for streamlined, patient-centered care across departments, sites, and partners.
  • “How do we look at episodes of care for those patients and really giving sort of streamlined care across different platforms?”

Facility Growth & System Expansion

• “We’ve opened up a new crisis care center. We’re up in a new cancer location in Vineyard… continuing to look at where we can expand our AM [ambulatory medical] sites as well.”

Access and Performance

• Systemic review: “Looking at access throughout all of our areas, whether it’s transfer center or patient pathways in a patient stewardship hub is something we’re looking at.”

Workforce Challenges

• "How do we keep our staff, you know, with all the staffing constraints, with the baby boomer population retiring, a lot of expertise going, how do we think innovatively about our staffing?"

External Headwinds

• “Payer shifts, regulatory things, financial constraints. For us, being [an] academic medical center, research and educational support and constraints. How do we continue supporting all of our teams doing what we do, given that we do take care of some of the sickest in the area?”

Adapting to Policy Shifts, Technology, and Changing Roles

[11:05]

Digital Solutions and AI

• “Sort of the hot topic of AI and digital engagement—how do we be more operationally efficient with new solutions that we have not had before?”
• Integration of virtual care and telehealth.
• Attention to caregiver experience as well as the patient.

Workforce Evolution

• Shifting hiring practices to meet generational expectations and wellness needs:
  • “How do we think about even things such as job descriptions and benefits and what the teams of the future are looking for and now how do we react?”
  • “We are really thinking thoughtfully of how to bring in those staff that honestly right now could be burned out and wellness is an issue.”

Most Challenging Task in the Year Ahead

[13:10]

• Navigating system-level transformation under new leadership (Dr. Bob Carter, EVP):
  • “How do we continue the system change in a way that keeps us moving quickly ahead, keeps us aligned, but also keeps us sort of thinking about just the operational aspects. Right. It doesn't keel our teams over.”
  • Emphasis on change management, communication, and maintaining momentum while honoring existing work.
• "How do you take it to that next level is something that I and our teams and leadership have been thinking a lot about as we go into this next phase. And exciting times for UHealth."

Growth Opportunities: Quality & Safety

[15:10]

• Growth isn’t just geographic or digital—it also comes from a relentless focus on excellence:
  • “How we continue growing with quality and safety in all these aspects. Right. How do we keep on getting better in the care we’re delivering to make sure it’s safe, it’s value based, it’s excellent care.”
• University of Utah Health is “top tier for Vizient in quality and safety,” but Dr. Hawley stresses continual self-examination and improvement.
• Patient experience remains foundational:
  • “Wanting to make sure that our patients and how they receive their care is really at the forefront because it’s daunting to get care, especially nowadays and for especially those that are not familiar with healthcare.”

Notable Quotes & Memorable Moments

• On starting in healthcare:
  “Started my career as a nursing assistant, which is to this day one of the best jobs I’ve ever had.” (01:31)
• On health disparities in Utah:
  “In certain areas of zip codes in West Valley, there is a 10 year difference in life expectancy because of these health deserts that we have.” (03:24)
• On balancing impact and resources:
  “How do we continue prioritizing the impact? And we've done some really cognizant work of looking at that high impact and maybe, you know, like efforts to really low, medium or high effort to try to get some of those gains.” (07:39)
• On operational transformation:
  “How do we continue the system change in a way that keeps us moving quickly ahead, keeps us aligned, but also keeps us thinking about just the operational aspects. Right. It doesn't keel our teams over. It takes a lot of good change management for it and a lot of communication and really thoughtful thinking.” (13:25)
• On quality and patient experience:
  “How do we keep that baseline of quality and safety and patient experience right… because it’s daunting to get care especially nowadays and for especially those that are not familiar with healthcare.” (16:03)

Key Timestamps

• 00:55-02:40 — Dr. Hawley’s career path and philosophy
• 02:57-05:09 — New West Valley campus project: mission, challenges, anticipated impact
• 06:07-07:44 — Resource allocation, capacity strategies, system-wide operational improvements
• 08:01-10:22 — 2026 strategic priorities: care line models, expansion, workforce, external forces
• 11:05-12:46 — Adapting to technology (AI, digital engagement), generational workforce needs
• 13:10-14:43 — Anticipated challenges: achieving system integration, managing change
• 15:10-17:17 — Quality & safety as the foundation for growth and care excellence

Summary Takeaways

• University of Utah Health is addressing direct community need by building a new campus to serve an area with significant health disparities.
• A blend of innovative care delivery models, operational efficiency, targeted expansion, and workforce rethink are top priorities.
• Embracing technology like AI and telehealth is seen as crucial, both for operational efficiency and for improving care and caregiver experiences.
• Sustaining team morale, managing generational shifts, and navigating industry headwinds (workforce shortages, financial constraints, policy changes) are central leadership concerns.
• Growth must be built on uncompromising commitment to quality, safety, and patient experience, even amidst ambitious transformation.

Dr. Hawley’s vision is ambitious but grounded, leveraging both system-level innovation and a patient/community-first ethos.