Incoming Faculty Orientation: Missions - Clinical

Transcript

• 00:00Good morning. I'm doctor Margaret
• 00:01McGovern. I'm the CEO of
• 00:03Yale Medicine and deputy dean
• 00:05of clinical affairs at the
• 00:06Yale School of Medicine and
• 00:07chief physician executive for Yale
• 00:09New Haven Health System.
• 00:10It's my pleasure to welcome
• 00:12you this morning to the
• 00:13Yale School of Medicine.
• 00:15Pam Sutton Wallace,
• 00:16the president of Yale New
• 00:17Haven Health System, is a
• 00:19strong partner in all this
• 00:20work, and we're gonna take
• 00:22the opportunity today to describe
• 00:23some of these big initiatives
• 00:25that are going forward and
• 00:26how you can participate in
• 00:28their
• 00:28success. My name is Pamela
• 00:30Sutton Wallace, and I'm the
• 00:31president of Yale New Haven
• 00:32Health. We're thrilled to be
• 00:34joining you here today to
• 00:36share with you some of
• 00:37the key initiatives and overview
• 00:39of our health system in
• 00:41the Yale School of Medicine.
• 00:45Yale Medicine is your faculty
• 00:48practice plan. So our pledge
• 00:50to you as Yale Medicine
• 00:51is to provide you with
• 00:52integrated and efficiently managed practice
• 00:54functions,
• 00:55at the same time enabling
• 00:56close close health system alignment
• 00:58and strengthening our academic enterprise
• 01:01inclusive of both our research
• 01:02and education missions.
• 01:04We also work with you
• 01:06and your clinical leadership to
• 01:07drive a physician alignment strategy
• 01:09to propel our growth, enhance
• 01:11our care,
• 01:12and improve both patient and
• 01:13clinician experience.
• 01:15I hope you'll find that
• 01:16your faculty practice plan is
• 01:18led by what you will
• 01:19come to see as trusted
• 01:20leaders who really understand the
• 01:22competing priorities that you face
• 01:24and are generating practical solutions
• 01:26to support your wellness and
• 01:28your ability to fulfill your
• 01:29multiple missions.
• 01:31We also aim to foster
• 01:32close integration
• 01:33among component departments and practices
• 01:36and align financial incentives.
• 01:38So you can see us
• 01:39a little bit as the
• 01:40connector to connect you to
• 01:41your colleagues and other clinical
• 01:43departments, help you get to
• 01:44know them,
• 01:45and work together to develop
• 01:46robust business plans that support
• 01:48the clinical programs you want
• 01:50to grow. The school of
• 01:51medicine is inclusive of nineteen
• 01:53clinical departments as well as
• 01:55the Smilow Cancer Center, which
• 01:56is an NCI designated cancer
• 01:58center.
• 01:59There were seventeen hundred clinical
• 02:00faculty on our school of
• 02:02medicine faculty,
• 02:03eight hundred and forty advanced
• 02:05practice providers,
• 02:06more than nineteen hundred staff
• 02:08that support our practice of
• 02:09medicine,
• 02:11and we practice in a
• 02:12hundred locations over a broad
• 02:13geography and three hundred practice
• 02:15sites.
• 02:16Last year, we had two
• 02:17point six million patient encounters
• 02:19in the ambulatory environment,
• 02:20and Yale Medicine manages one
• 02:22point three billion dollars in
• 02:23revenue.
• 02:24As you settle into your
• 02:26new roles at the School
• 02:27of Medicine, you'll get to
• 02:28know our department chairs and
• 02:29center directors, and I hope
• 02:31you will feel free to
• 02:32reach out to them as
• 02:33you develop your clinical programs
• 02:34and make the connections you
• 02:36need across clinical departments
• 02:38to do true
• 02:40interdisciplinary
• 02:41work together.
• 02:42Yale Medicine has a focus
• 02:44on providing cutting edge care,
• 02:46leveraging the innovative research capabilities
• 02:49of the school of medicine.
• 02:50This is a big distinguisher
• 02:51for us. The intellectual environment
• 02:53here is rich. You will
• 02:55enjoy working in it, and
• 02:57I hope you access your
• 02:58colleagues that can help you
• 02:59be thought partners as you
• 03:00develop your clinical programs.
• 03:03We, of course, aspire to
• 03:04lead in quality, patient experience,
• 03:06and health equity,
• 03:07and we're providing you the
• 03:08infrastructure to support the delivery
• 03:10of high quality care. And
• 03:11when you see gaps in
• 03:12that infrastructure,
• 03:14don't hesitate to reach out.
• 03:15We are here to support
• 03:16you. We're continuously improving
• 03:18our,
• 03:19resources and support that we
• 03:21provide back to you, and
• 03:22we need your feedback to
• 03:24do that very well. Yale
• 03:25Medicine has a governance structure.
• 03:27There is a board of
• 03:28directors.
• 03:29The chair of that board
• 03:30today is doctor Nita Uhuja,
• 03:32the chair of surgery.
• 03:34The nineteen clinical,
• 03:36department chairs are members of
• 03:37that board, and there were
• 03:38four elected at large members
• 03:40to get input from faculty
• 03:42at other ranks.
• 03:43YM administration,
• 03:46reports ultimately up to Dean
• 03:48Brown. I'm the CEO of
• 03:50the Yale of Yale Medicine
• 03:51entity,
• 03:52and we have a whole
• 03:53management team.
• 03:55Many of these roles are
• 03:56shared, and this has been
• 03:57part of our alignment journey
• 03:59over the past two years,
• 04:00having shared
• 04:01talent across the school of
• 04:03medicine and the health system
• 04:05to really bring our work
• 04:06together in a meaningful way.
• 04:08Yale Medicine also has committee
• 04:09structures,
• 04:10and you'll have an opportunity
• 04:12if you have particular interest
• 04:13in some of these areas
• 04:14to join these committees, and
• 04:16we do put out calls
• 04:17for committee members. And I
• 04:18hope you will participate in
• 04:20this governance. This governance is
• 04:22in place to support our
• 04:23functions, to hear your feedback,
• 04:25and to be constantly evolving
• 04:26what we bring to the
• 04:27table for you to be
• 04:29successful in your clinical mission.
• 04:32The faculty practice components that
• 04:33that team manages
• 04:35are listed here.
• 04:37So we do,
• 04:39accumulate and analyze and push
• 04:41out to the department, the
• 04:43division, and in most cases,
• 04:45the provider level
• 04:46quality metrics. So you can
• 04:48see how you're performing to
• 04:49the quality program that we
• 04:50collectively, as a faculty and
• 04:52across our enterprise, have determined
• 04:54is important for us to
• 04:55pursue.
• 04:56We've developed over the past
• 04:58year robust population health management
• 05:00tools that will help you
• 05:01take better care of your
• 05:03patients. This includes populate this
• 05:05includes remote patient monitoring,
• 05:07a care management program,
• 05:09deep analytics,
• 05:11and a whole variety of
• 05:12other innovative,
• 05:13efforts to really help us
• 05:15keep in touch with our
• 05:16patients, keep them connected to
• 05:17their medical home, and to
• 05:18be thinking about how do
• 05:20we do this work to
• 05:21deliver on quality and value.
• 05:23Of course, there is,
• 05:25expert,
• 05:26management of our ambulatory environment.
• 05:29I've mentioned already our IT
• 05:31digital and telehealth programs that
• 05:33are gonna be important tools
• 05:34for you to use in
• 05:35the practice of medicine.
• 05:36Yale Medicine takes care for
• 05:38you also the practical matters
• 05:41of practicing medicine, making sure
• 05:42your malpractice is in place,
• 05:44that you're credentialed with the
• 05:45payers, that we help you
• 05:46get your,
• 05:47privileges in the hospitals. So
• 05:49these are in the background
• 05:50functions that are sort of
• 05:51housekeeping but really important to
• 05:53you, and we wanna deliver
• 05:55to make that easy for
• 05:55you to to do the
• 05:57right thing in all of
• 05:57these regards.
• 05:59We do our financial reporting,
• 06:02and payer contracting
• 06:03is all overseen by Yale
• 06:05Medicine team with our and
• 06:07and collaboration also with our
• 06:08colleagues in the health system.
• 06:10Our compliance function is very
• 06:12important for you. You will
• 06:13get education on compliance and
• 06:15billing and coding.
• 06:16And this is, important to
• 06:18protect you, to protect the
• 06:19organization, and to make sure
• 06:21we're getting paid for the
• 06:22very good work you're doing.
• 06:23We have a very robust
• 06:25communications platform, and I hope
• 06:27you will take the time
• 06:28when you receive these communications
• 06:30to open those emails,
• 06:32read what we have to
• 06:33say. We're very intentional about
• 06:35what we push out in
• 06:35our communications. So we're not
• 06:37inundating you with you with
• 06:38things, but really getting to
• 06:40the information you need so
• 06:41that you know what's going
• 06:42on and you can identify
• 06:43opportunities for yourself.
• 06:45And then we are an
• 06:47organization that's in growth mode.
• 06:49So our physician and APP
• 06:50network development and strategy is
• 06:52a really central
• 06:54piece of what YM is
• 06:55bringing to the table to
• 06:57make sure that we are
• 06:58adding clinicians in the areas
• 06:59that align with our strategic
• 07:01plan. You're going to hear
• 07:02a lot,
• 07:03today,
• 07:05and in the months and
• 07:06years ahead about
• 07:07our journey to better align
• 07:10with the health system so
• 07:11that we can achieve extraordinary
• 07:13gains in individual community and
• 07:15global health as one of
• 07:16the nation's premier academic health
• 07:18systems.
• 07:19We are leveraging our leading
• 07:21edge clinical and translational research,
• 07:23and there is a work
• 07:24stream going on to embed
• 07:25our clinical research in our
• 07:27practice environments. This is incredibly
• 07:29important work to help you,
• 07:31where clinical investigators,
• 07:33accrue patients to your studies.
• 07:35We are
• 07:36leading work to develop system
• 07:38wide service lines and destination
• 07:40programs,
• 07:41those destination programs being incredibly
• 07:43important to
• 07:45leverage the innovation and research
• 07:46in the school of medicine
• 07:47and bring to the bedside
• 07:49of patients with rare and
• 07:50other kinds of diseases
• 07:52the innovation that's going on
• 07:53in the Yale School of
• 07:54Medicine.
• 07:55We wanna deliver on that
• 07:56unparalleled
• 07:57access and customer experience, and
• 07:59you you will hear more
• 08:00about this and our work
• 08:01in Access three sixty five.
• 08:04Delivering on value, we also
• 08:06have to be practical and
• 08:07good fiduciaries.
• 08:08More and more, our contracts
• 08:10are being pushed to value
• 08:11based. We can earn significant
• 08:13dollars and incentives within our
• 08:15contracts when we're delivering on
• 08:17quality and value, and we're
• 08:18provide to you all the
• 08:20tools to be successful in
• 08:21that work. One of our
• 08:23big initiatives that's about eighteen
• 08:25months old
• 08:26is forming a so called
• 08:27aligned clinician enterprise.
• 08:30Yale Medicine is, of course,
• 08:31the clinical faculty of the
• 08:33School of Medicine.
• 08:35There is also an employed
• 08:36physician group of Yale New
• 08:37Haven Health System called Northeast
• 08:39Medical Group or NEMG.
• 08:42These two physician groups were
• 08:44essentially completely siloed with completely
• 08:46siloed management teams and infrastructure.
• 08:49And over the past two
• 08:51eighteen months, we've been bringing
• 08:52together these two groups and
• 08:54how we support them better
• 08:56so that they can function
• 08:57more cohesively,
• 08:59share patients in a more
• 09:01streamlined way,
• 09:02creating the relationships between these
• 09:05two physician groups with Yale
• 09:06Medicine primarily being a specialty
• 09:08physician group, NEMG having a
• 09:10large concentration of primary care.
• 09:12But these two groups of
• 09:13physicians, frankly, not really know
• 09:15each other very well. So
• 09:17that relationship building and culture
• 09:19building is an important part
• 09:20of this work.
• 09:21And this is being led
• 09:23by myself as the chief
• 09:24physician executive for the enterprise.
• 09:26We also have created a
• 09:28clinically integrated network,
• 09:30and that is our vehicle
• 09:31to engage in a meaningful
• 09:33way with aligned community physicians
• 09:35who wanna join with us
• 09:37on a common quality platform
• 09:39and who can then in
• 09:40turn participate
• 09:42in our value based contracts.
• 09:44This is a really essential
• 09:45portion of how we're going
• 09:47to grow our clinician footprint.
• 09:49There are important,
• 09:51physician groups in the community.
• 09:52They're particularly important at some
• 09:54of our community hospitals within
• 09:56the health system, and we
• 09:57wanna work together with those
• 09:58physicians to really deliver
• 10:00on access, quality, and value
• 10:03to all the patients that
• 10:04we serve.
• 10:05So we are growing our
• 10:07CIN. We established legal entity
• 10:09for this in January of
• 10:10this year. It's got a
• 10:12focus on enhanced quality, improving
• 10:14access,
• 10:15patient centeredness, and delivering on
• 10:17value
• 10:18to patients, of course, to
• 10:20our clinicians,
• 10:21and to the payers.
• 10:23This is an entirely
• 10:24physician led, professionally managed organization.
• 10:28Physician voice is central and
• 10:30essential
• 10:31in the success of a
• 10:32clinically integrated network.
• 10:34And I hope that those
• 10:35of you who have an
• 10:36interest in population health or
• 10:37some of the components of
• 10:38how one manages population health
• 10:41will raise your hand and
• 10:42join us in this work.
• 10:43And this is the governance
• 10:45of the CIN. It is
• 10:46a wholly owned entity of
• 10:47Yale New Haven Health System.
• 10:49The CIN has its own
• 10:51board that Raj Krishnamurthy,
• 10:53our chief population health officer,
• 10:55is the chair of that
• 10:56board.
• 10:57This board is populated,
• 10:59with a majority of physicians.
• 11:01There are management positions on
• 11:03this board as well.
• 11:04It has a committee structure,
• 11:06and we are populating these
• 11:08committees now.
• 11:09And we look again to
• 11:10you to join us in
• 11:11this work if you have
• 11:12a particular interest in any
• 11:13of these areas around quality,
• 11:16payer contracting,
• 11:18those of you who are
• 11:18interested in IT and analytics
• 11:20and how we do proper
• 11:21reporting out to our physicians,
• 11:23and network development, which is
• 11:25out and going and finding
• 11:26out who else we want
• 11:27to join us in this
• 11:28work, and they will formally
• 11:31become members of the CIN.
• 11:33This is extraordinarily
• 11:34important for us to be
• 11:36successful in our value based
• 11:37contracts
• 11:38and to provide the access
• 11:39that we want to provide
• 11:41to, the patients our patients
• 11:42that we serve. We're also
• 11:44pursuing a new approach to
• 11:45management of the ambulatory environment.
• 11:47This work is closely tied
• 11:49again with the health system.
• 11:51We have three discrete sets
• 11:53of ambulatory locations,
• 11:55those that have traditionally been
• 11:56operated by Yale Medicine,
• 11:58those traditionally operated by NEMG,
• 12:01and those so called provider
• 12:02based locations that are on
• 12:05the license of our hospitals
• 12:07in the health system.
• 12:08What we're developing
• 12:10and transforming
• 12:11is to have a structure
• 12:12where all of these locations
• 12:14are under one management structure.
• 12:16So we're transforming ambulatory
• 12:18services into a defined and
• 12:19integrated business segment
• 12:21with dedicated expertise.
• 12:23We're also creating structures that
• 12:25focus on high quality patient
• 12:27care and patient experience. This
• 12:28is very, very important to
• 12:30define our identity as a
• 12:31health system and a health
• 12:33enterprise.
• 12:34So branding and consistency across
• 12:37locations is an important part
• 12:38of this work.
• 12:39We are positioning our ambulatory
• 12:41enterprise to meet the opportunity
• 12:43for rapid and exponential growth
• 12:46in the outpatient environment, and
• 12:47this is being created by
• 12:50shifts in our industry.
• 12:51More and more care, as
• 12:52you are all well aware,
• 12:54is being shifted from the
• 12:55inpatient to the outpatient environment,
• 12:57and we're preparing ourselves for
• 12:59success in this. And we
• 13:01are fostering an obsessive focus
• 13:02on efficiency and operations,
• 13:05and that's to your benefit.
• 13:06So it should be easy
• 13:07for you to go to
• 13:08your practice location,
• 13:10do your work,
• 13:12feel well supported in that
• 13:13work, and not have to
• 13:15figure out at every different
• 13:16location you go to, well,
• 13:17how do I do this
• 13:18here?
• 13:19Another major work stream that
• 13:21we are pursuing, again, together
• 13:22with the health system is
• 13:23a project we're calling Access
• 13:25three sixty five. We're more
• 13:26than a year into this
• 13:27work, and this is all
• 13:29about delivering a world class
• 13:30consumer connection experience to make
• 13:32sure our patients get the
• 13:34right service at the right
• 13:35time in the right place.
• 13:37This is inclusive of making
• 13:38sure that everyone is having
• 13:40a good experience across this
• 13:42continuum
• 13:43of the
• 13:44consumer experience journey cycle
• 13:46from knowing what services we
• 13:48offer here at Yale to
• 13:49making sure our patients can
• 13:51access those services timely,
• 13:53that patients understand their financial
• 13:55obligation
• 13:55in seeking their health care.
• 13:58We are delivering on navigating
• 13:59them through their care so
• 14:01things don't, fall through the
• 14:02cracks.
• 14:03Of course, then we deliver
• 14:05great care,
• 14:06and post care and seek
• 14:08feedback from all the members
• 14:10of this consumer experience journey
• 14:12cycle. So we are continuously
• 14:13improving our processes.
• 14:15This is foundational,
• 14:17significant work that we're deep
• 14:19into. We're doing this work
• 14:20in waves by clinical area.
• 14:23We are in wave two.
• 14:25We have at least another
• 14:26year ahead of us, and
• 14:27you're gonna be hearing a
• 14:28lot about this work. It
• 14:29brings incredible value
• 14:31and is really here again
• 14:33to support you in the
• 14:34practice of medicine.
• 14:35We have a important focus
• 14:38on recruitment, retention, and physician
• 14:40wellness, and I it's extraordinarily
• 14:43important that I mention this
• 14:44to you today.
• 14:46We care about your wellness.
• 14:48We care about that you,
• 14:50maintain, you know, the joy
• 14:52in medicine, that you come
• 14:53to work every day happy
• 14:55to be here, feeling valued
• 14:57and supported.
• 14:59And this is a commitment
• 15:00from Yale Medicine and the
• 15:01School of Medicine to you
• 15:02that we are serious about
• 15:04this work. We've put in
• 15:05significant programs to do this
• 15:07over the past year. And
• 15:09similarly,
• 15:10it's hard and difficult,
• 15:12to feel well and not
• 15:14burnt out if there are
• 15:15members of your team missing
• 15:16because we run into recruitment
• 15:18issues.
• 15:18I think everyone's well aware
• 15:20there were certain areas in
• 15:21medicine that are extraordinarily hard
• 15:23to recruit to today. There
• 15:24were shortages in some specialties,
• 15:26and we are devoting significant
• 15:28time, attention, resources this year
• 15:30to put in place
• 15:32a full thickness recruitment and
• 15:34retention strategy
• 15:36so that we are always
• 15:37well resourced
• 15:38and staffed for our clinicians
• 15:41so that we can be
• 15:42providing that great patient care,
• 15:44getting the outcomes we want,
• 15:46maintaining everyone's clinician well-being. And
• 15:49now I wanna turn it
• 15:50over to Pam Sutton Wallace
• 15:51because she's gonna talk a
• 15:52little bit about how do
• 15:53these pieces of the puzzle
• 15:55fit together.
• 15:56Yale Medicine, the School of
• 15:58Medicine, Yale New Haven Health,
• 16:00how do we collaborate
• 16:01together to exponentially
• 16:03increase our capacity to care
• 16:05for
• 16:06our patients and for you?
• 16:08I think that you're gonna
• 16:09find it,
• 16:11that this work is well
• 16:12along,
• 16:14is well down the road.
• 16:16Thank you, doctor McGovern.
• 16:18As you heard, over the
• 16:19last couple of years, we've
• 16:21spent an extraordinary amount of
• 16:23time and effort working on
• 16:24building a closer partnership and
• 16:26alignment between the Yale New
• 16:28Haven Health System with Yale
• 16:29School of Medicine and Yale
• 16:31Medicine.
• 16:32This is critically important to
• 16:33the mission and vision of
• 16:35both our health system and
• 16:36our school. You can see
• 16:38that we have
• 16:39a vision, mission, and value
• 16:41statements. Our vision at the
• 16:42Yale New Haven Health System
• 16:44is to enhance the lives
• 16:45of the people that we
• 16:46serve by providing access to
• 16:48high value patient centered care
• 16:51and collaboration with those who
• 16:53share our values. And we
• 16:54consider our chief partner to
• 16:56be the school of medicine
• 16:57in that sharing of values.
• 16:59Like most academic health systems,
• 17:01we are focused on innovation,
• 17:03extraordinary patient care,
• 17:06providing education and teaching, not
• 17:08only for our physician colleagues,
• 17:09but also for our nursing,
• 17:11respiratory therapy, and pharmacy colleagues,
• 17:13and others as well,
• 17:15enhancing our research, and providing
• 17:17service to the communities
• 17:19of which we provide care.
• 17:22Importantly,
• 17:22we share five core values,
• 17:25the values of integrity,
• 17:26patient centeredness,
• 17:28respect,
• 17:29accountability,
• 17:30and compassion.
• 17:32It is our expectation that
• 17:33we infuse those values
• 17:35in all of our work
• 17:36and in the mission that
• 17:37we provide.
• 17:39I wanna take a minute
• 17:40to describe for you a
• 17:41Yale New Haven health system.
• 17:43The health system is comprised
• 17:45of five hospitals,
• 17:46Bridgeport Hospital,
• 17:48Greenwich Hospital,
• 17:50Lawrence and Memorial Hospital,
• 17:52Westerly Hospital,
• 17:53and Yale New Haven Hospital.
• 17:56The Bridgeport Hospital also includes
• 17:59the Milford Hospital campus,
• 18:01but it operates under the
• 18:02Bridgeport Hospital license.
• 18:04And similarly,
• 18:06the Yale New Haven Hospital
• 18:07is composed of two campuses,
• 18:09the York Street campus
• 18:11as well as the Saint
• 18:12Rayfields campus.
• 18:14Saint Rayfields was,
• 18:16at one point, an individually
• 18:18owned campus,
• 18:19and it integrated into our
• 18:20health system in twenty twelve.
• 18:23In addition,
• 18:24we have the Northeast
• 18:26Medical Group, which is the
• 18:28health systems medical foundation
• 18:30that employs physicians directly
• 18:32and or contracts with various
• 18:35physician groups across the state.
• 18:38As you can see, our
• 18:39health system is a large
• 18:40academic system. And as I
• 18:42described, it's made up of
• 18:43five hospitals.
• 18:45We have more than thirty
• 18:46thousand employees
• 18:47within the health system.
• 18:49We generate
• 18:51six point one billion dollars
• 18:53in net revenue. And as
• 18:55you can see, this data
• 18:56is somewhat old for fiscal
• 18:57year twenty twenty two. At
• 18:59this time, we're almost a
• 19:00seven billion dollar organization.
• 19:03We see more than three
• 19:05point five million outpatient
• 19:07encounters.
• 19:08We serve
• 19:10seventy five hundred
• 19:11medical staff,
• 19:13including yourselves now in that
• 19:15number.
• 19:16Almost a thousand of that
• 19:18medical staff are residents.
• 19:20We have thirty one medical
• 19:22residency programs
• 19:24and more than
• 19:26a hundred and forty five
• 19:28fellowship
• 19:28programs,
• 19:30seventy nine of which are
• 19:31ACGME
• 19:32accredited.
• 19:34Of course, we talked about
• 19:35our academic affiliation with Yale
• 19:37School of Medicine,
• 19:38as well as our foundation
• 19:40group, where, again, is the
• 19:42northeast medical crew where we
• 19:44serve fourteen hundred providers,
• 19:46including physicians and APPs.
• 19:49We see almost a hundred
• 19:51and fifty thousand inpatient cases
• 19:53across our five hospital system,
• 19:56and we have more than
• 19:57twenty six hundred licensed beds.
• 20:00We have a very robust
• 20:01ambulatory footprint with more than
• 20:03three hundred ambulatory sites and
• 20:05locations.
• 20:07You'll note on this slide
• 20:09the wide geographic footprint of
• 20:11Yale New Haven Health System
• 20:12as well as Yale Medicine
• 20:14and Northeast Medical Group locations.
• 20:17Included on this slide
• 20:19are also the locations
• 20:21of our Smilow Cancer Center,
• 20:23various outpatient locations throughout the
• 20:25state.
• 20:27You will note that we
• 20:28have a presence not only
• 20:29in Connecticut,
• 20:30but also in the state
• 20:31of New York as well
• 20:33as in Rhode Island where
• 20:34our Westerly Hospital is located.
• 20:37As doctor McGovern mentioned,
• 20:39alignment has been a critical
• 20:40focus for the health system
• 20:42and for the school.
• 20:43There are several components of
• 20:45that alignment work in addition
• 20:46to what doctor McGovern described.
• 20:49One of the most important
• 20:50is the work that we
• 20:51have done together on the
• 20:52enterprise joint strategic plan.
• 20:55This strategic plan will provide
• 20:57critical guidepost
• 20:59and strategies
• 21:00for addressing our future together,
• 21:02where we build the clinical
• 21:04services,
• 21:05including those service lines that
• 21:06doctor McGovern mentioned, for the
• 21:08future.
• 21:09We are actively
• 21:11building the business plans for
• 21:13each one of the strategic
• 21:14approaches,
• 21:15and we will be hiring
• 21:17and recruiting into those plans
• 21:18in the near future.
• 21:20In addition, over the last
• 21:22year, we implemented a shared
• 21:24funds flow model.
• 21:26That funds flow model
• 21:28aligns the efforts and incentives
• 21:30of both the school and
• 21:32the system.
• 21:34We firmly believe that having
• 21:36that shared
• 21:37economic alignment, we will advance
• 21:39our strategic plan in a
• 21:42much more nimble fashion.
• 21:44Doctor McGovern talked about the
• 21:46aligned clinician
• 21:47enterprise, which again is a
• 21:49critical part of building out
• 21:50our strategic plan.
• 21:52And then similarly,
• 21:53we have combined processes and
• 21:56systems
• 21:57such that we are sharing
• 21:59communication
• 21:59forums,
• 22:00have single sources of truth
• 22:02for data sharing,
• 22:04as well as streamlined infrastructure
• 22:06where applicable.
• 22:07Everything from the things we
• 22:09talked about in access, our
• 22:10scheduling,
• 22:11as well as our coordinated
• 22:13space planning and billing and
• 22:14compliance services.
• 22:17And finally,
• 22:18we wanna ensure
• 22:19that we have a a
• 22:20relentless focus
• 22:21on providing high quality efficient
• 22:24care by working together on
• 22:26our performance improvement
• 22:28as we work to return
• 22:29back to profitability
• 22:31in the next year.
• 22:34You will hear throughout our
• 22:35campus
• 22:36the Yale New Haven Health
• 22:38Care Signature.
• 22:39This is a desire to
• 22:41really create systemness
• 22:43across the Yale New Haven
• 22:44Health System.
• 22:45As we come together,
• 22:47we want to ensure that
• 22:48regardless of where a patient
• 22:50receives care, that they are
• 22:52getting the same quality
• 22:54of service,
• 22:55the same level of high
• 22:57safety,
• 22:57high health equity,
• 23:00and to promote the patient
• 23:01experience.
• 23:02That regardless of where you
• 23:03enter into our health system,
• 23:05whether it's through one of
• 23:06our outpatient based areas, whether
• 23:08we're providing care in the
• 23:09home, whether you're entering through,
• 23:12the Bridgeport Hospital or Westerly
• 23:14Hospital,
• 23:15you engage with us in
• 23:17the same way you would
• 23:18if you're in New Haven.
• 23:20As we work together as
• 23:22a system,
• 23:23we try to adopt best
• 23:24practice and use evidence based
• 23:27models
• 23:28to continuously learn and integrate
• 23:30into our care signature.
• 23:32This is a iterative process,
• 23:34but we are confident
• 23:35that this approach helps us
• 23:37to function as one unified
• 23:39system.
• 23:41So, again, thank you. I
• 23:43hope you've learned a little
• 23:44bit more about the Yale
• 23:45New Haven Health System as
• 23:46well as the Yale School
• 23:47of Medicine.
• 23:48We are delighted that you're
• 23:49here, and we look forward
• 23:51to working together as we
• 23:52advance the mission and vision
• 23:54of our shared enterprise.
• 23:56Thank you again, and welcome.
• 23:58Thank you all for your
• 23:59attention this morning to learn
• 24:01about Yale Medicine.
• 24:02We have a strong infrastructure
• 24:04and support team that is
• 24:06really designed to help accelerate
• 24:08your clinical ideas and bring
• 24:09them to the bedside.
• 24:11Working collaboratively with the health
• 24:13system, we're developing strong platforms
• 24:15for you to do this
• 24:16work, and we look forward
• 24:17to getting to know you
• 24:18and supporting you as you
• 24:20can as you elaborate your
• 24:21clinical mission and bring forward
• 24:23your ideas for new clinical
• 24:24programs.