Webinar

The Art of the Possible with AI in Population Health Management

Discover how AI is transforming population health management beyond hype and limited use cases. In this on-demand webinar, industry experts highlight a portfolio-driven approach, featuring real-world deployments by leading ACOs and IDNs that have achieved more than 40% reductions in hospital readmissions and saved millions in avoidable care costs.

Learning Objectives

- Understand the portfolio management strategy for AI adoption in healthcare

- Examine proven use cases driving significant reductions in readmissions and costs

- Evaluate how AI is delivering superior patient outcomes at scale

View the webinar to gain actionable data, strategic insights, and proven approaches for optimizing population health with AI .

Presenters

Evan Huang

Chief Technical Officer (CTO), Clinical Intervention & AI

Andy Dé

Chief Marketing Officer (CMO)

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Health plans are operating under a level of regulatory scrutiny that few anticipated even a year ago.

Risk Adjustment Data Validation (RADV) audits by the U.S. Centers for Medicare & Medicaid Services (CMS) are projected to expand sharply, with the agency planning to increase audits from roughly 60 Medicare Advantage plans per year to approximately 550 and to grow its medical coder team from 40 to around 2,000. CMS has cited estimates that Medicare Advantage plans overbill the federal government by up to $43 billion annually, raising the stakes for accurate, defensible risk capture.

At the same time, the clinical reality is growing more complex. In 2023, 76.4% of U.S. adults had at least one chronic condition, and for adults over 65, that figure climbs to 93%, according to the CDC.

The challenge for payers is that much of the information needed to reflect this complexity resides in narrative clinical notes rather than structured fields, creating a persistent disconnect among claims data, clinical documentation, and the workflows that translate them into coded risk. Without a unified, AI-driven operating model, these pressures erode quality performance, increase administrative burden, and put revenue at risk.

An end-to-end operating system for risk and revenue

To address this gap, leading plans are rethinking how risk adjustment is operationalized, not as a retrospective coding exercise but as a real-time clinical workflow. Lightbeam Health Solutions helps payers close this gap by unifying data ingestion, analytics, AI-powered workflows, and clinician-facing insights into a single platform that drives both clinical and financial performance.

At the core is a shift from retrospective chart review to prospective risk capture. Lightbeam AI continuously analyzes clinical, claims, utilization, and social determinants of health (SDOH) data to anticipate rising risk before outcomes worsen or costs escalate. It surfaces HCC, Stars, and care gap insights directly within the EHR at the point of care.

Lightbeam supports a shift from retrospective coding to proactive, point-of-care decision support. Even before a high-risk Medicare Advantage member presents for a visit, the platform compiles claims history, lab results, and prior clinical data to surface likely undocumented conditions and open care gaps. These insights are then made available within the provider’s workflow at the time of the encounter, enabling validation and documentation during the visit. At the same time, the member is prioritized for follow-up care management when additional needs are identified, closing the loop among risk capture, quality performance, and ongoing care.

Clinicians can evaluate and document conditions while the patient is still present, improving coding accuracy and enabling more proactive care. Lightbeam also helps coding teams prioritize records most likely to contain undocumented risk, so effort is directed where impact is greatest.

The platform extends well beyond risk adjustment. AI-powered cohorting and automated workflows prioritize members at rising risk and scale care management without adding headcount. Conversational AI, SMS, and IVR automate member outreach at scale while escalating only interactions that require clinical intervention.

A FHIR-native architecture supports interoperability, digital quality measures, and prior authorization readiness, helping payer teams remain compliant while reducing administrative burden.

The results are measurable: Lightbeam has delivered more than $5 billion in gross savings since 2014, driven an 8X increase in care manager capacity, reduced medical PMPM costs by 8%, and lowered readmissions by 30%.

Looking Ahead

Improving risk adjustment ultimately comes down to bridging the gap between claims data, clinical documentation, and provider workflows, and providing care teams with the insight they need at the moment decisions are made.

By unifying these sources and applying AI that works prospectively rather than retroactively, health plans can capture risk more accurately, support providers at the point of care, reduce administrative burden, and direct resources to the members who need them most.

As AI and data integration capabilities continue to advance, payers that adopt this connected, intelligence-driven model will be well positioned to improve risk-adjustment accuracy, strengthen population health, and convert today’s regulatory pressure into a lasting competitive advantage.

Recently, the Centers for Medicare & Medicaid Services has accelerated a fundamental redesign of Medicare value-based care through a new wave of models that are reshaping how organizations manage surgical episodes, chronic conditions, ambulatory specialty care, and population health. This transformation extends beyond hospitals and health systems, impacting physician groups, specialists, post-acute providers, and community-based organizations that are increasingly expected to participate in coordinated, outcomes-focused care delivery. As these CMS programs move from announcement to implementation, they reinforce a clear shift away from volume-based care toward models that reward organizations for proactively managing cost, quality, and patient outcomes across the full continuum of care.

While each model targets a different area of care delivery, treating them as four separate regulatory initiatives misses the bigger picture. On paper, these models look distinct, but underneath, CMS is pushing organizations toward the same core capabilities: real-time visibility into patient risk and performance, tighter coordination across care settings, workflows built to act on insights before problems compound, and a sustained focus on patient satisfaction and experience. Understanding each model’s individual requirements still matters, but treating any one of them as an isolated compliance exercise risks missing capabilities that carry over to whatever comes next. Organizations that build shared infrastructure now will be far better positioned to perform under the models relevant to them, not just comply.

Episode-Based Payment Models: TEAM and CJR-X 

This shift is particularly evident in CMS’s Transforming Episode Accountability Model (TEAM), a mandatory five-year episode-based payment model that began January 1, 2026, and will run through December 31, 2030. TEAM requires selected acute care hospitals in designated geographic areas to participate and assume accountability for defined surgical episodes, including total cost, quality outcomes, and patient experience from the index procedure through the 30-day post-discharge period. As organizations continue implementing TEAM, success will require moving beyond traditional episode management and adopting a proactive, data-driven approach to care delivery. Organizations must develop standardized clinical workflows, establish and manage preferred post-acute care networks, strengthen care coordination across the continuum, and maintain visibility into performance against episode target prices, cost drivers, utilization patterns, and patient outcomes.

Real-time visibility following discharge is critical, as organizations must quickly identify patients at increased risk for complications, readmissions, and/or avoidable utilization. Leveraging predictive analytics, including AI-driven models that identify high-risk patients, enables care teams to intervene earlier, close care gaps, and better coordinate resources across the care continuum. The workflows, data capabilities, preferred PAC partnerships, and cross-functional care management processes organizations build through TEAM will also serve as a foundation for future episode-based models, including CJR-X.

Looking ahead, CMS has finalized the Comprehensive Care for Joint Replacement Expanded (CJR-X) Model, an extension of the original CJR Model, as a mandatory, nationwide episode-based payment program for lower-extremity joint replacements beginning January 1, 2028. CJR-X extends accountability for cost and quality from the index inpatient or outpatient joint procedure through 90 days post-discharge, including post-acute care and readmissions, making integrated episode management a core operating requirement for participants.

CJR-X builds directly on a framework CMS has already demonstrated results. The original CJR Model ran from 2016 through its conclusion on December 31, 2024, and in its final two performance years alone, CMS reported $112.7 million in net Medicare savings across 323 participating hospitals, while key quality outcomes remained stable. CJR-X carries that same proven foundation forward, now on a nationwide scale.

The same operational foundation extends beyond episode-based care. As CMS advances accountability through TEAM and CJR-X, it is also introducing new accountable care models.

Long-Term Accountable Care: LEAD 

The Long-term Enhanced ACO Design (LEAD) Model is a new 10-year voluntary value-based care model that launches on January 1, 2027, replacing ACO REACH. The model is designed to expand participation in accountable care while providing greater long-term stability for organizations. It introduces new approaches that improve financial sustainability and support better outcomes for high-needs and dually eligible populations. Running through December 31, 2036, LEAD reflects CMS’s continued commitment to advancing value-based care.

Success in LEAD will require organizations to move beyond traditional care management and build a sustainable, value-based operating model that can perform over a 10-year period. Organizations will need to effectively manage higher-risk, dually eligible, and underserved populations while maintaining strong quality performance and controlling total cost of care. Success will depend on strengthening primary care, integrating specialty providers into value-based care, improving risk stratification and beneficiary engagement, and using data-driven insights to identify intervention opportunities earlier. Just as important, organizations will need the financial and operational flexibility to adapt as benchmarks, payment methodologies, and CMS priorities evolve over the life of the model. Those that invest in scalable care models, provider alignment, advanced analytics, and longitudinal population health strategies will be best positioned to succeed.

The same pattern continues with ACCESS. While LEAD focuses on long-term accountability across patient populations, ACCESS extends CMS’s value-based care strategy into technology-supported chronic disease management.

Technology-Enabled Chronic Care: ACCESS 

The Advancing Chronic Care with Effective and Scalable Solutions (ACCESS) Model is a 10-year voluntary value-based care model that focuses on expanding technology-supported care for Medicare beneficiaries with chronic conditions. Through Outcome-Aligned Payments (OAPs), the model ties reimbursement to measurable patient outcomes rather than the volume of services delivered, while supporting clinician-guided, coordinated care.

ACCESS launched in July 2026 with four initial clinical tracks spanning cardio-kidney-metabolic conditions, musculoskeletal pain, and behavioral health. CMS has already expanded the model’s scope, announcing that new tracks for heart failure, chronic obstructive pulmonary disease (COPD), substance use disorder, and tobacco cessation, along with a follow-on period for chronic musculoskeletal pain, will begin April 1, 2027.

To be successful, organizations participating in the model will need to move beyond simply deploying digital health tools and focus on how those technologies support measurable improvements in care. Organizations will need the capabilities to integrate technology into clinical workflows, measure and improve patient outcomes, coordinate care across providers, and manage chronic conditions longitudinally to perform effectively under the model. The model’s expansion reinforces the value of building adaptable infrastructure that can support new conditions and evolving requirements over time.

Taken together, TEAM, CJR-X, LEAD, and ACCESS should not be viewed simply as four separate CMS programs requiring four separate responses. They point to a common operating model for the next generation of value-based care, built around earlier identification of risk, connected clinical workflows, stronger coordination across settings, longitudinal patient engagement, and the ability to proactively turn data into action.

As accountability continues to expand across episodes, populations, and chronic care, organizations that build these capabilities as shared infrastructure rather than model-specific solutions will be better positioned not only to perform under today’s programs, but to adapt as CMS continues to advance value-based care.

How Lightbeam and Motive help St. Luke’s connect clinician-level appropriateness to specialty network cost and utilization

Health systems, ACOs, and other risk-bearing provider organizations have more information than ever about cost, utilization, quality, and risk. But one question often goes unanswered: Did the patient need the care they received?

That is a different question from asking how much the care cost or how often it was delivered. Higher cost and utilization may be warranted, particularly when a clinician is treating a sicker patient population. The opportunity lies in identifying costs associated with care that do not align with the evidence-based standards of care. These are impactable costs, and they are actionable.

How clinican-level appropriateness measurement identifies impactable cost

Lightbeam Health Solutions and Motive Medical Intelligence are working together to help healthcare organizations identify and act on impactable cost. Lightbeam brings clinical, claims, cost, and utilization data together across a population. Motive’s Practicing Wisely clinician-level performance measurement platform adds individual clinician-level appropriateness measurement to determine whether the care delivered is aligned with the evidence and identifies the clinical decisions that are driving impactable cost.

Clinical decisions made at the point of care can have a significant impact on healthcare cost, utilization, and quality. Yet clinician performance measurement has traditionally focused on primary care, leaving health systems, ACOs, and other risk-bearing organizations with far less insight into specialty care, even as they take on greater responsibility for total patient cost and performance. Without that visibility, it is difficult to know which specialists are delivering high-value, evidence-based care and which clinical decisions are driving potentially avoidable costs.

“Organizations have no shortage of data, but the real value comes from being able to connect that information in a way that helps teams understand where they can take action,” said Mike Hoxter, Chief Technology Officer of Lightbeam Health Solutions. “Clinician-level appropriateness measurement gives risk-bearing providers another important piece of that picture. It helps them see where care may be unnecessary or where low-value care is being delivered, so they can focus their efforts where they have the greatest opportunity to improve outcomes and reduce cost.”

How St. Luke’s is applying appropriateness measurement in specialty care

St. Luke’s Health System is a not-for-profit, locally governed regional health system based in Boise, Idaho, with eight hospitals and more than 200 clinics serving communities across southern Idaho, eastern Oregon, and northern Nevada. The system is using Practicing Wisely through the Lightbeam-Motive partnership to examine clinical appropriateness in specialties with high cost and utilization, including cardiovascular disease, ophthalmology, orthopedic surgery, and nephrology. Motive is conducting clinician-level performance measurement across these specialty areas, analyzing the data, and working with St. Luke’s to review the findings and prioritize opportunities, starting with orthopedic surgery.

In orthopedics, St. Luke’s was already examining orthopedic surgery and imaging utilization related to knee osteoarthritis and low back pain. Practicing Wisely added another layer of insight by evaluating the clinical decisions behind that utilization. For example, one analysis considered whether performed knee arthroplasties were supported by the evidence, whether appropriate imaging and conservative therapies had been considered, and how those practice patterns varied among clinicians.

Practicing Wisely also looked at the use of computer-assisted surgical navigation in total knee arthroplasty. This approach adds cost and may help facilities complete more procedures, but the evidence reviewed did not show that it improves patient outcomes. Utilization data can show how often this approach is used. Appropriateness measurement provides the clinical context St. Luke’s needs to determine whether its use represents an opportunity to change clinical practice behavior or take operational or contracting action.

The specific nature of the intelligence can lead to more productive conversations and actionable strategies. Rather than simply telling a physician or service line that its care is “high cost,” leaders can point to the specific clinical decisions and cases behind the finding and work through them together.

The Practicing Wisely methodology is built to support exactly that kind of conversation. It is evidence-based and transparent, comparing closed claims data with standards of care published by national medical societies, attributing findings to the individual clinician responsible for care decisions, and excluding cases that cannot be measured with confidence. Each measure is accompanied by a documentation guide so physicians can review the clinical rationale behind a finding rather than take a score at face value. The platform evaluates every clinician across each measure for which they have a sufficient number of qualifying cases, identifying both overuse, when services are performed without appropriate clinical indications, and underuse, when evidence-based care is not delivered. Performance is then compared with Motive’s Range of Better Practice, national benchmarks, and relevant peer groups, giving health system leaders a defensible basis for discussion.

“The Practicing Wisely orthopedics analysis gave us a clearer view of where variation in care was occurring and where we had an opportunity to take a closer look,” says Dani Jones, Chief Operating Officer, St. Luke’s Health Network. “That clinician-level insight helps us better understand what is driving variation and will inform the conversations and decisions we make with our physicians and across the network.”

How clinician-level insights guide targeted action

The purpose of the joint Lightbeam-Motive solution is not just to deliver another performance score. It is to help organizations understand what drives cost and utilization patterns, isolate the portion of those costs that is impactable, and pinpoint where intervention is likely to make a difference. Depending on the finding, that may mean physician education, a referral pathway change, an operational improvement, or a contracting discussion.

Cost and utilization measures show where variation exists. Clinician-level appropriateness measurement, grounded in evidence-based clinical criteria, helps organizations determine whether that variation represents an opportunity to improve care and address impactable cost or simply reflects the needs of a sicker patient population. Together, these insights give risk-bearing provider organizations a more precise basis for deciding where and how to intervene.

Learn how Motive’s Practicing Wisely can help your organization identify and address impactable cost.

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NEW YORK, Oct. 20, 2026 /PRNewswire/ -- Halper Sadeh LLC, an investor rights law firm, is investigating the following companies for potential violations of the federal securities laws and/or breaches of fiduciary duties to shareholders relating to:

Varex Imaging Corporation (NASDAQ: VREX)'s sale to Teledyne Technologies Incorporated for $18.90 per share in cash. If you are a Varex shareholder, click here to learn more about your rights and options.

MarineMax, Inc. (NYSE: HZO)'s sale to Safe Harbor Marinas for $53.00 per share in cash. If you are a MarineMax shareholder, click here to learn more about your legal rights and options.

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Sunrate and TourMind Partner to Enhance Payment Capabilities for the Global Travel Industry

SINGAPORE, Oct. 20, 2026 /PRNewswire/ -- Sunrate, the global payment and treasury management platform, today announced a strategic partnership with TourMind, an AI-powered global travel transaction infrastructure platform, at ITB Asia 2026. Through the collaboration, the two companies will integrate Sunrate's payment capabilities into TourMind's technology ecosystem, helping travel businesses streamline payment operations and support their growth across international markets.

As travel distribution becomes increasingly digital and interconnected, travel businesses face growing demands to manage supplier payments, foreign exchange and financial operations across multiple markets. By combining Sunrate's global payment infrastructure with TourMind's travel technology and API connectivity, the partnership aims to address these operational needs and deliver a more integrated experience for travel businesses.

Through the integration, TourMind will incorporate Sunrate's payment capabilities, such as Sunrate Cards, into its platform, bringing payment services closer to travel businesses' operational workflows and supporting their evolving needs across international markets. The collaboration reflects both companies' commitment to improving operational efficiency and strengthening the financial infrastructure underpinning the global travel ecosystem.

"Sunrate has established a strong presence in global travel payments and continues to expand across international markets. As AI reshapes the travel industry, we are advancing our payment capabilities, including our Agentic Card, to enable more intelligent and seamless payment experiences. Our shared vision with TourMind for applying AI to travel makes this a natural partnership, and we look forward to shaping the future of travel payments together," said Paul Meng, Co-founder and CEO of Sunrate.

"AI is reshaping how travel businesses operate, and at TourMind, we are focused on building intelligent solutions that make every part of the travel experience smarter and more efficient," said Karma Young, CEO of TourMind. "By integrating Sunrate's payment capabilities into our AI-powered platform, we are making payments a seamless part of our partners' workflows, helping them manage transactions across markets with greater ease. We look forward to working with Sunrate to support travel businesses as they grow in an increasingly AI-driven industry."

The partnership underscores the importance of connecting travel technology with financial infrastructure as the industry continues to evolve. By bringing payment capabilities closer to travel distribution and booking operations, Sunrate and TourMind aim to help travel businesses simplify financial workflows and better support their international operations.

About Sunrate

Sunrate is a leading global payment and treasury management platform for businesses worldwide. Founded in 2016, Sunrate has enabled companies to operate and scale both locally and globally in 190+ countries and regions with its cutting-edge infrastructure, global network, and unified solutions.

Sunrate operates through offices across key markets, including Singapore, Kuala Lumpur, Jakarta, Hong Kong, Shanghai, and London. The company partners with the top global financial institutions, such as Citibank, Standard Chartered, and J.P. Morgan. Sunrate is also the principal member of Mastercard and Visa. To learn more about Sunrate, visit https://www.sunrate.com/.

About TourMind

TourMind is an AI-Powered global travel transaction infrastructure platform. The company leverages advanced AI algorithms and machine learning to specialize in intelligent operations for hotels, flights, and comprehensive travel resources. The core capabilities include precision marketing strategy generation, real-time dynamic inventory management, omni-channel automated distribution, demand forecasting with customer behavior analysis, and more. Trusted by 32,000+ enterprise clients worldwide, TourMind operates across 3,000+ destinations with 600+ airlines, 56,000+ direct hotel partnerships and access to over 2.2 million rooms.

SOURCE Sunrate

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The overhead lines running between Fleet and Lovedean have been operational for many years and National Grid has identified the route as needing refurbishment.

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The North London Reinforcement project will see work being conducted on the existing overhead line between Pelham and Rye House substation and Hackney substation.

EGL1 is a two gigawatt (GW) high voltage direct current (HVDC) electrical superhighway to be built between the Torness area in East Lothian, Scotland and Hawthorn Pit in County Dur...

The Eastern Green Link 3 (EGL3) and Eastern Green Link 4 (EGL4) projects are needed to increase network capability to connect the numerous new offshore wind farms that are being de...

The Grimsby to Walpole upgrade is a proposal to build a new high voltage overhead line in Lincolnshire, including building new pylons and new substations. It is needed to increase...

We are proposing to build a new high voltage electricity transmission line and associated works between a new substation north of Hull at Creyke Beck in the East Riding of Yorkshir...

This work will include the erection of two new compounds on land already owned by National Grid for the installation of this equipment, and for some other associated works includin...

National Grid is working with the North East Combined Authority (NECA), Port of Tyne and regional partners to remove the restriction posed by existing overhead electricity lines that cross the River Tyne at Wallsend and Jarrow.

Carlisle to Newcastle is a proposal in its early stages of development to upgrade the electricity network between the North West and North East of England.

This project is designed to strengthen the electricity network between Scotland and England. It will connect new sources of energy in the Scottish Borders to the wider network.

We are carrying out refurbishment work on our electricity transmission line that runs between our substations in Kearsley and Whitegate. This line is 15km long and has 45 pylons.

We are carrying out refurbishment work on our electricity transmission line that runs between our substations in Penwortham near Preston and Daines to the West of Manchester. This...

Over the coming months, we will be replacing the remainder of the overhead line, conductors, and fittings on the Bramford to Braintree to Rayleigh route.

The overhead lines running between Fleet and Lovedean have been operational for many years and National Grid has identified the route as needing refurbishment.

The Grain to Tilbury project is a proposed electricity infrastructure upgrade, involving the replacement of the existing 1960s Thames Cable Tunnel beneath the Thames between Tilbur...

The current substation at Littlebrook, Dartford is no longer fit for purpose and a new facility is needed to ensure that we continue to provide a reliable supply of electricity for...

To support Network Rail in the decarbonisation of its network, we are installing a 400/25kV Supergrid transformer at Bramley substation and connecting it to a new trackside substat...

A stunning landscape crossed by the popular Cotswold Way National Trail, with expansive views across farmland, ancient woodland and distinctive escarpments.

The Landscape Enhancement Initiative (LEI) is an important part of the VIP project. Championed by our stakeholders, the initiative aims to use up to £11m of the Ofgem provision for...

The Museum of Contemporary, Los Angeles, presents Cecilia Vicuña's The Dream of Water: Quipu of Encounters Maricunga, an Inaugural Eric and Wendy Schmidt Environment and Art Prize Exhibition

On view at MOCA Grand Avenue

November 15, 2026–June 6, 2027

250 S. Grand Ave

Los Angeles, CA 90012

LOS ANGELES, Oct. 20, 2026 /PRNewswire/ -- The Museum of Contemporary Art (MOCA) proudly presents Cecilia Vicuña's The Dream of Water: Quipu of Encounters Maricunga. One of two inaugural Eric and Wendy Schmidt Environment and Art Prize exhibitions presented at MOCA Grand Avenue this fall, The Dream of Water is on view from November 15, 2026, through June 6, 2027 alongside Julian Charrière: Deep End, the French-Swiss artist's first solo museum show in Los Angeles. Together, these two exhibitions reflect the Prize's commitment to artists working at the intersections of art, climate, and environmental justice.

The word quipu (kee-poo) comes from the Quechua word for "knot." Usually consisting of colored, spun and plied thread, historic documents indicate that quipus were used for record keeping and sending messages by runners throughout the empire. Vicuña has reimagined the Andean Pre-Columbian quipu system of non-writing with knots through ritual acts that weave the urban landscape, rivers and oceans, as well as people, to re-construct a sense of unity and awareness of interconnectivity.

MOCA Senior Curator José Luis Blondet explains: "As a poet, Vicuña is less concerned with the quipu's archaeological dimension than with its endless metaphorical power. Her engagement with the quipu began in the early 1960s, prompted by the realization that these extraordinary artifacts were also about memory, about the big loss of ancestral knowledge. The artist's first quipu was a note in her journal: El quipu que no recuerda nada (The quipu that remembers nothing)."

For her MOCA project, Vicuña focuses on the ecological crisis unfolding in the Maricunga Salt Flats, located in the southernmost part of the Atacama Desert. Ancient salt flats and high-Andean lagoons sustain extraordinary microbial communities, parinas (Andean flamingos), plants, and other species, while also forming part of the ancestral territory of the Indigenous Colla people, who regard this land as sacred. Today, these fragile ecosystems–and the communities that have called this territory home for generations–face increasing threats from corporate lithium mining, whose highly water-intensive practices place additional pressure on the region's already scarce water resources, which are essential to life in this region.

Suspended in MOCA's tallest gallery, Parina Quipu (2026) is a vibrant sculpture made of unspun wool, sheared by artisans from the Cauquenes area in Southern Chile and naturally dyed primarily in vivid shades of pink, interwoven with smaller sections of yellow, green, orange, purple, black, brown, and gray. The wool's brilliant pink hues evoke the plumage of the parina, or Andean flamingo, struggling to continue to nest in their natural habitat. In the adjacent gallery, Salar de Maricunga Quipu de Encuentro (2026), a five-channel video installation assembled from footage recorded during the artist's two journeys to Maricunga in December 2025 and May 2026. Moving from dusk to dawn across the Atacama landscape, the non-narrative videos capture the region's rich biodiversity, from unique microorganisms to breathtaking landscapes and diverse species, while also documenting two rituals performed by the artist and her collaborators, including scientists, artists, film-makers, activists, and members of the Colla community. Vicuña invited British musician Cosmo Sheldrake to compose Canto de Maricunga (2026), a polyphonic sound poem weaving together underwater sounds, cosmic radio waves, and field recordings from the Quipu de Encuentro in Maricunga, including Chilean musical ensemble La Chimuchina playing a variety of ancestral Andean instruments along with Vicuña's chants and voices from the participants in the ritual.

The Dream of Water: Quipu of Encounters Maricunga is the latest in Vicuña's series of collective actions developed with the participation of communities and publics in both museums and natural sites since the 1960s. In the Spring 2027, the artist will hold a "quipu of encounters" at MOCA, bringing together artists, activists, scientists, and water defenders from across the Los Angeles basin in a collective ritual. This quipu will act as a counterpart to her engagements in the Atacama Desert, bridging the communities in poetic and political exchanges that confront the ongoing water crises unfolding in each region. Also known as 'Living Quipus,' recent Quipus of Encounters have taken place around the glaciers in Chile: Quipu de Encuentros Juncal-Aconcagua (March 2024); at the Solomon R. Guggenheim Museum, New York: Ex-termination Living Quipu (August 2022) and Quipu of Encounters: A Pedagogy of Being (October 2023 – January 2024); at the Tate Modern, London: Quipu of Encounters: Rituals and Assembly (October 2022); as well as at Organizmo, Cundinamarca, Colombia; MALBA, Buenos Aires; and MUAC, Mexico City, in 2020.

Clara Kim, Chief Curator & Director of Curatorial Affairs at MOCA stated: "Cecilia Vicuña is one of the most extraordinary and powerful voices working at the intersection of contemporary art, the environment and indigenous cultures. Her practice has turned the ancient quipu, a knotted record, into a living act of listening, one that connects deserts, rivers, and communities across the Americas through poetry and action. The Dream of Water invites visitors into that conversation, asking us to consider how water binds us together and how much we stand to lose without it. We are grateful to Eric and Wendy Schmidt, whose Environment and Art Prize makes it possible to bring urgent practices and projects like Vicuña's to Los Angeles."

The Dream of Water: Quipu of Encounters Maricunga is organized by José Luis Blondet, Senior Curator, with Ariana Rizo, Curatorial Assistant, in collaboration with Kelsey Shell, Environmental & Sustainability Strategist, The Museum of Contemporary Art, Los Angeles.

The Dream of Water: Quipu of Encounters Maricunga will be accompanied by an illustrated exhibition catalogue published by MOCA in Spring 2027. The catalogue will feature a conversation with the artist and Elizabeth DeLoughrey, Professor in the UCLA Department of English and the Institute of the Environment and Sustainability, alongside new essays by the artist's advisors: José de Nordenflycht, Cristina Dorador, Romina Figueroa Berrios, Claudio Mercado, and José Pérez de Arce.

PUBLIC PROGRAM

Cecilia Vicuña in Conversation with Elizabeth DeLoughrey

Sunday, November 15, 2026, 3 p.m.

Ahmanson Auditorium, MOCA Grand Avenue

Join artist Cecilia Vicuña and UCLA professor Elizabeth DeLoughrey for a conversation on water, memory, and the ancient art of the quipu. Vicuña and DeLoughrey will discuss the ideas behind The Dream of Water: Quipu of Encounters Maricunga, the artist's new exhibition at MOCA Grand Avenue, which opens the same day.

Elizabeth DeLoughrey is a professor in the Department of English and the Institute of the Environment and Sustainability at UCLA. Her work examines environmental literature and art through a postcolonial lens.

ABOUT THE ERIC AND WENDY SCHMIDT ENVIRONMENT AND ART PRIZE

The Eric and Wendy Schmidt Environment and Art Prize is a juried prize that supports artists whose practices address critical intersections in art, architecture, design, climate, conservation, sustainability, and environmental justice. Funded by philanthropists Eric and Wendy Schmidt, the prize will be awarded every two years, from 2024 to 2030. Winners receive a $100,000 unrestricted honorarium and additional resources from MOCA to develop and present new work that promotes ecological well-being and environmental justice. In addition to the commissioned artwork, each winner is encouraged to select an advisor with expertise in climate science, environmental justice, or sustainability who will collaborate on the project's development and context. 

ABOUT CECILIA VICUÑA

Cecilia Vicuña (Santiago de Chile, 1948) is a visual artist, poet, filmmaker and activist based in New York. Her poetic work in space, performance and visual arts is considered a decolonizing vision that anticipated ecofeminism. She coined the term "Arte Precario" in the mid-1960s in Chile as a new independent and non-colonized category for her precarious works composed of structures that disappear in the landscape, and in 1974, while in London, she co-founded the collective Artists for Democracy. Vicuña has re-invented the ancient Pre-Columbian quipu system of non-writing with knots through ritual acts that weave the urban landscape, rivers and oceans, as well as people, to re-construct a sense of unity and awareness of interconnectivity. These works bridge art and poetry as a way of "hearing an ancient silence waiting to be heard." In recent years Vicuña has exhibited at Turbine Hall, TATE, London; Guggenheim Museum, New York; MoMA Museum of Modern Art, New York; Documenta 14, Athens and Kassel; Kunstinstitutt Melly (ex Witte de With) Rotterdam, The Netherlands; MUAC, Mexico; CA2M, Madrid, where she received the Velasquez Award; and Museo de Arte Miguel Urrutia (MAMU), Banco de la República, Bogotá, Colombia. Her retrospective Soñar el agua was recently on view at the Museo Nacional de Bellas Artes in Santiago de Chile, and MALBA, Buenos Aires and is currently on view at the Pinacoteca, São Paulo. She received the Golden Lion Award for her trajectory at the 59th Venice Biennale, 2022. Her work is collected in major institutions around the world. In February 2023 she was elected Honorary Foreign Member of the Academy of Arts and Letters of the United States, and Dr. Honoris Causa by Universidad de Chile.