Annual Report 2011

Transcription

Annual Report 2011

Annual Report 2011
A Message
from the President and CEO
Yale New Haven Health System demonstrated a year of strong performance in
2011, despite the continued uncertain economy and increasingly challenging
healthcare environment. Yale New Haven Health System experienced record
demand and was faced with the challenge of providing care to more people
with less reimbursement, which included the imposition of a new state tax
on hospitals.
Our key focus was to enhance patient care safety, clinical quality and operations improvement; to remain providers of choice and employers of choice;
and to operate in a financially responsible, cost effective manner across all
the Delivery Networks.
Some of our most noteworthy accomplishments this year included stronger
patient safety and quality performance, greater clinical integration across the
System, the exciting first stages of Epic implementation, and positive financial
performance. Northeast Medical Group, our new physician practice foundation, completed a highly successful first year, and showed us a glimpse of
U.S. health care in future, with its physicians aligning with our hospitals
to provide patients greater continuity of care.
YNHHS hospitals continued to demonstrate strong partnerships with
the communities they served, providing more than $250.5 million in
uncompensated and undercompensated care this year.
Our 2011 accomplishments were achieved with the continued commitment
and dedication of Yale New Haven Health System’s management, clinical
leaders and staff, and were supported by the direction and guidance of the
System’s Board of Directors. This teamwork enabled us to continue to provide
safe, high quality services to nearly 90,000 inpatients and more than a million
outpatients we were privileged to serve during the past year.
Marna P. Borgstrom
President and Chief Executive Officer
2 - 2011 YNHHS Annual Report
Yale New Haven Health System
Yale New Haven Health System (YNHHS) formed in 1996
to enhance the quality of health care and scope of services
available to residents of Connecticut, eastern New York,
southwestern Rhode Island and beyond. YNHHS includes
four corporate member Delivery Networks: Yale-New Haven
Hospital (YNHH); Bridgeport Hospital (BH); Greenwich
Hospital (GH); and the Northeast Medical Group (NEMG),
as well as a network participant, The Westerly Hospital in
Rhode Island, and specialty networks. Under YNHHS’s
shared governance model, each Delivery Network has its
own Board of Directors and a System Board of Directors is
comprised of representatives from each Delivery Network.
Yale New Haven Health System is Connecticut’s leading
healthcare system, with nearly 15,000 employees. YNHHS
provides comprehensive, cost-effective, advanced patient
care characterized by safety, quality and service. YNHHS
and Yale University have a formal affiliation agreement
to support patient care, medical education and clinical
research.
Bridgeport Hospital
Greenwich Hospital
Yale-New Haven Hospital
Northeast Medical Group
Yale New Haven Health System’s vision is to be a leading,
integrated health system recognized for advancing patient
care excellence and value, performing in a financially responsible manner and providing leadership to improve healthcare access and delivery.
Yale New Haven Health offers patients a range of healthcare
services, from primary physician care to the most complex
acute care available anywhere in the world. Clinical services
include: primary and preventive care, specialty, acute and
sub-acute care, and coordination of post-hospital care,
including rehabilitative, long-term and home care.
2011 YNHHS Annual Report - 3
Yale New Haven Health 2011 Performance Highlights
Patient Care Safety, Clinical Quality and Operations Improvement
Patient Care Safety and Clinical Quality
YNHHS made major strides in System-wide standardization of clinical quality and patient safety
processes this year. The Delivery Networks continued to perform well on patient safety and clinical
quality metrics, and focused on four priorities for standardization, measurement and improvement
in 2011 – catheter-associated bloodstream infections (CaBSIs), catheter-associated urinary tract
infections (CaUTIs), hand hygiene compliance and quality of pre-procedure “time-outs” in the
operating rooms. We perform very well compared to both state and national benchmarks.
Additionally, we continue to monitor, report and improve on more than 60 patient safety and clinical quality measures and to demonstrate outstanding results in both process and outcome measures.
To move patient safety and clinical quality even higher, the System Quality Council began a major
effort this year toward standardization of clinical quality and patient safety – beyond the 60 measures and four priorities.
Management leadership initiated identification of best practices for reducing preventable readmissions, creating operational performance measures, and multidisciplinary evaluation of significant
safety events. In addition, nursing leadership developed a five-year plan to standardize nursing workflows, policies and procedures to create a single standard of nursing care which will enhance quality,
reduce variation and reduce costs.
More than 400 employees attended the Joseph A. Zaccagnino Patient Safety and Clinical Quality
Conference in May. A record high number of 91 teams submitted abstracts on projects completed
during the year to improve patient care safety and clinical quality.
Operations Improvement
YNHHS introduced a cost and value positioning initiative to help the System and its Delivery Networks prepare for future changes in healthcare delivery and payment. A comprehensive assessment
of YNHHS clinical services, supplies, productivity, human resources, physician relations and infrastructure will be conducted early next year to ensure YNHHS continues to provide value to patients.
YNHHS has continued to implement opportunities to optimize
operating efficiencies. For example, information technology services
and medical record coding were centralized and the System
Business Office (SBO) consolidated all billing operations and
financial services. Modern Healthcare ranked YNHHS 63rd among
the nation’s Top 100 Integrated Healthcare Networks in 2011,
reflecting the System’s advanced integration in services, access
and technology.
Clinical and Information Technology
This year marked the first wave of implementation for the System’s new Epic information system, which provides one record
for each patient, regardless of where the patient receives care. Epic
was launched in several physician practices in 2011, including Yale
Medical Group and Northeast Medical Group.
Information technology and health information coding services
were integrated to increase focus on patient care and safety, clinical
quality and operational efficiency. Information technology teams
across YNHHS were integrated into a single YNHHS Information
Technology Service (ITS). All three System hospitals received national recognition for their advancements in information technology through their inclusion in the 2011 Hospitals and Health Networks
“Most Wired” list.
Along with the Yale School of Medicine, YNHHS launched the
OnCore Clinical Trials Management System, which allows both
organizations to jointly manage, report on and bill appropriately
for clinical trials.
Provider of Choice
Clinical Services
Fiscal year 2011 set the stage for unparalleled growth, expansion and clinical integration within
YNHHS. Bridgeport and Yale-New Haven hospitals submitted a joint Certificate of Need to
integrate Bridgeport Hospital’s 42 pediatric inpatient beds with the pediatric services at Yale-New
Haven Children’s Hospital. This integration will enhance access and quality, standardize best
practices and create a coordinated, efficient and cost-effective pediatric delivery system. In addition,
YNHHS hospitals began an initiative to align geriatric services across the System to better meet the
needs of elderly patients and reduce readmissions from skilled nursing facilities.
YNHHS introduced a Smilow Cancer Hospital satellite at Greenwich and planned another one at
Bridgeport Hospital for 2012. YNHH and the Hospital of Saint Raphael (HSR) signed a definitive
agreement for YNHH to purchase HSR’s assets
in an effort to enhance access and improve the
quality and cost effectiveness of patient care.
State and federal regulatory approvals are in
process. Greenwich and Yale-New Haven
Hospitals prepared a Certificate of Need application to provide elective angioplasty services
at Greenwich Hospital under the direction of
YNHH and Yale School of Medicine (YSM). By
using the existing onsite cardiology infrastructure and expertise, this will support cost-effectiveness and ensure that GH patients have access to
needed angioplasty services.
Patient Satisfaction
YNHHS created a Service Excellence Council which includes patients, physicians and senior administration from each hospital and NEMG to focus on implementing best practices to improve patient
experiences across the System. The System identified best practices related to the publicly-reported
Health Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey. This will help
ensure that patients encounter optimal experiences across YNHHS and drive up patient satisfaction
survey scores. HCAHPS scores for FY 2012 will affect federal reimbursement for U.S. hospitals in
2013.
Service Growth
Yale New Haven Health System remained the leading health system in the state of Connecticut in FY
2011, although overall admissions to Connecticut hospitals decreased slightly. YNHHS discharged
89,998 patients – 21.2 percent of the state’s inpatient discharges, compared to 20.9 percent of the
state’s volume last year.
Accountable Care Task Force
In response to the federal Patient Protection and Affordable Care Act of 2010, YNHHS created a
task force to coordinate System-wide efforts to become effectively accountable for the health of
individuals and patient populations, to communicate and share these initiatives and to develop
recommendations on how YNHHS and its delivery networks can accept greater accountability for
care and population management. YNHHS is developing a System-wide care management pilot
focused on employees and dependents who have diabetes and are covered under the Yale New Haven
health plan. This pilot will help YNHHS acquire disease management skill sets and develop an
integrated network of healthcare providers who are responsible for the quality, cost and overall
care of a designated patient population.
Northeast Medical Group (NEMG), YNHHS’
not-for-profit multispecialty medical foundation, completed its first year of operation,
and expanded its membership to more than
350 physicians, representing 40 practices –
including hospital-based physicians within
the health system and a growing number of
community-based physicians. NEMG, which
now extends from Rye Brook, NY to Guilford,
CT, began a campaign to heighten awareness
of the group and some of its newly-joined community practitioners. NEMG also began implementation of the Epic electronic health record into NEMG practices. NEMG will help integrate physicians
from the System hospitals and community practices so that patients will experience more continuity
of care at all levels – primary, acute inpatient, outpatient, rehabilitative and preventive.
Community Benefits
YNHHS hospitals provided $250.5 million in uncompensated and undercompensated care this year,
including $85.6 million in free care, charity care and bad debts for uninsured and under-insured
patients and a Medicaid shortfall of $164.9 million. As part of the System-wide commitment to
addressing the needs of its community and serving as strong community partners, each YNHHS
hospital provided numerous health screenings, community education sessions, community building events, community leadership activities and grants and assistance to improve and enhance the
health of its local community. For example, Yale-New Haven Hospital helped support affordable
housing and healthy eating by sponsoring two Habitat for Humanity homes and a farmer’s market
in New Haven; Bridgeport Hospital helped uninsured patients obtain expensive prescription medications and therapies through pharmaceutical assistance programs; and Greenwich Hospital provided
free mammogram services for uninsured or underinsured women.
Employer of Choice
Human Resources
YNHHS remained committed to recruiting and retaining a high quality workforce through a range
of human resources initiatives in 2011. The results of the YNHHS 2010 employee engagement
survey placed the Health Services Corporation in the 91st percentile for employee engagement and
in the top 10 percent of all organizations surveyed by the vendor. YNHHS began a process to consolidate employee assistance programs and work/life counseling and support services across YNHHS
through a single vendor for the entire System. The enhanced Employee Self Service portal provided
managers and employees with the ability to see their list of mandatory training and performance
management requirements, resulting in more timely notification of the various mandatory
assignments required of YNHHS staff.
Institute for Excellence
The YNHHS Institute for Excellence provided 20,800 hours of training for 2,150 employees and
managers across the System, and offered 24 courses through 102 training sessions. The IFE
enhanced its curriculum through collaboration with the Yale School of Management, resulting in
two leadership programs for physician and senior leaders – on innovation and power/influence.
IFE staff established a standardized e-learning policy, a mandatory review process and a method of
measuring learning outcomes for all YNHHS HealthStream courses. The Simulation at Yale New
Haven: Advancing Patient Safety and Education (SYN:APSE) center, which expanded to include
simulation rooms and programs at Bridgeport and Greenwich Hospitals, provided simulation-enhanced education to over 3,600 staff members across YNHHS.
Financial Performance
Revenue Enhancement/Economies of Scale
Financial challenges this year included a new state tax on hospital revenues, ongoing unemployment
and the continued economic recession. In this environment, YNHHS achieved an operating margin
of 4.2 percent and total net revenue of $2.3 billion. This represented a net revenue increase of $220.8
million over last year – of which $112.3 million was achieved by a number of revenue cycle initiatives,
including government reimbursement appeals, managed care contract compliance and reduction of
managed care denials.
Supply Chain Management
Through a partnership with VHA and 29 VHA hospitals in the Northeast, YNHHS formed the
Northeast Purchasing Coalition (NPC). YNHHS Corporate Supply Chain began providing
contracting support and clinical leadership to VHA and the NPC, resulting in over $14 million
in annualized members’ savings to date. YNHHS Supply Chain also began collaboration with Yale
University procurement to identify product categories for joint purchasing that can increase
purchasing leverage and, in some cases, support sustainability efforts. YNHHS has partnered
closely with clinicians to reduce variation in products and services to achieve nearly $15 million
in cost savings and cost avoidances on behalf of the Delivery Networks.
2011 Yale New Haven Health System Profile
Yale-New Haven
Network
Bridgeport
Network
Greenwich
Network
Northeast
Medical Group
TOTAL
YNHHS
Total Licensed Beds*
966
425
206
--
1,597
Average Daily Census
827
287
144
--
--
Inpatient Discharges
57,451
19,058
13,489
--
89,998
Outpatient Encounters
634,795
207,246
413,242
--
1,255,283
Total Assets
$1.6 billion
$278 million
$472 million
$120 million
$2.5 billion
Net Revenue
$1.5 billion
$421 million
$323 million
$38 million
$2.3 billion
Medical Staff
3,195
840
637
315
4,987
Employees**
8,953
2,538
1,954
532
14,980
* includes bassinets
**includes 1,003 Health Services Corporation employees
Treasury
The YNHHS Treasury Department managed the issuance of $104 million in tax-exempt bonds for
YNHH. The Fiscal Year 2011 performance for YNHHS’s long-term investments had a 6.3 percent
return compared to a benchmark of 4.9 percent.
Bridgeport Hospital
Delivery Network
• Bridgeport Hospital
• Southern CT Health System
Properties
•
Bridgeport Hospital
Foundation, Inc.
Bridgeport Hospital, founded in 1878, is a 425-bed urban teaching
hospital serving more than 19,000 inpatients and nearly 210,000 outpatients a year. Recognized for its 590 expert physicians and quality
of care, Bridgeport Hospital is best in Fairfield County for geriatrics
according to U.S. News & World Report’s 2011-2012 Best Hospitals rankings. The hospital is the site of The Connecticut Burn Center, the only
dedicated burn center in the state; the Heart Institute, including the
Connecticut Cardiac Arrhythmia Center; the Norma F. Pfriem Cancer
Institute and Breast Care Center; the P.T. Barnum Pediatric Center;
the Women’s Care Center; Center for Wound Healing & Hyperbaric
Medicine; and Ahlbin Centers for Rehabilitation Medicine. Bridgeport
Hospital participates in the training of more than 230 resident physicians and fellows. A member of YNHHS since 1996, Bridgeport
Hospital operates its own School of Nursing, which graduates more
new nurses than any other nursing school in Connecticut. The hospital
is committed to providing access to health care services and education
to the underserved and community at large, and to being a leader in
health care advocacy and community building.
Greenwich Hospital, founded in 1903, is a 206-bed community
teaching hospital that has evolved into a progressive regional health
care center, averaging more than 13,000 inpatient discharges and 2,100
births a year. The hospital offers a wide range of medical, surgical,
diagnostic, integrative medicine and wellness programs, as well as
medical innovations from robotic surgery to sophisticated diagnostic
imaging to national clinical trials. The Greenwich Delivery Network
serves Fairfield and Westchester, New York counties. Greenwich Hospital, a member of YNHHS since 1998, is a leader in service excellence,
consistently ranking in the top five percent nationally for patient satisfaction. The main campus includes the Helmsley Medical Building and
Watson Pavilion. Other specialized services include the Bendheim
Cancer and Breast Centers, Endoscopy Center, Leona M. and Harry
B. Helmsley Ambulatory Medical Center, the Richard R. Pivirotto
Center for Healthy Living and the Greenwich Hospital Diagnostic
Center in Stamford.
Greenwich Hospital
Delivery Network
• Greenwich Hospital
• Greenwich Health
Services, Inc.
•
The Perryridge Corporation
Yale-New Haven
Hospital Delivery
Network
• Yale-New Haven Hospital
• Yale-New Haven Children’s
Hospital
•
Yale-New Haven Psychiatric
Hospital
•
Smilow Cancer Hospital at
Yale-New Haven
•
Yale-New Haven
Ambulatory Services
Division
Yale-New Haven Hospital is a 966-bed acute and tertiary care hospital,
which includes the Yale-New Haven Children’s Hospital, the Yale-New
Haven Psychiatric Hospital and Smilow Cancer Hospital at Yale-New
Haven. Founded in 1826 as the first hospital in Connecticut and the
fourth voluntary hospital in the nation, it serves as the primary teaching hospital for Yale School of Medicine. Yale-New Haven Hospital is
a major tertiary care center for acutely ill or injured patients, receiving
regional, national and international referrals. Yale-New Haven provided
services for nearly 57,500 inpatients and over 630,000 outpatient visits
last year, relying on the skills of nearly 9,000 employees, including 2,300
registered nurses. In addition, more than 3,000 university and community physicians and 600 resident physicians practice in more than 100
medical specialties. YNHH is affiliated with the nationally designated
Yale Cancer Center. Yale-New Haven also includes the Yale-New Haven
Shoreline Medical Center, East Haven Urgent Care at Foxon, Temple
Recovery Care Center and numerous Temple outpatient radiology and
blood-drawing services in New Haven and six surrounding towns.
Since it was established last year, Northeast Medical Group (NEMG),
a not-for-profit multispecialty medical foundation, has aligned several
hundred physicians and mid-level providers across the Health System.
In addition to community physicians, NEMG includes hospital-based
physicians at Greenwich Hospital, Bridgeport Hospital and YNHH.
NEMG offers its members opportunities for collaboration and resources to improve practice management and clinical quality – such as
economies of scale, assistance with recruitment efforts, support for
the delivery of better integrated, safe, high quality care – to provide a
smoother, more comprehensive continuum of care for their patients.
Through its growing primary care network, NEMG will ease care
transitions for patients – from hospitals to nursing homes to home –
and help improve readmission rates for the three hospitals. NEMG
includes about 40 practices in southern Connecticut, representing
about 350 physicians.
Northeast Medical
Group
• Bridgeport
• Danbury
• Derby
• Fairfield
• Greenwich
• Guilford
• Milford
• New Haven
• New Rochelle, NY
• Ridgefield
• Rye Brook, NY
• Shelton
• Stamford
• Stratford
• Trumbull
• Westport
YNHHS Specialty Networks
Heart and Vascular Center
Led by Yale-New Haven Hospital, the Heart and Vascular Center brings together cardiac and vascular surgeons,
cardiologists and interventional radiologists from Yale-New Haven Hospital and Yale School of Medicine,
Bridgeport Hospital, Greenwich Hospital, Lawrence & Memorial Hospital and The Westerly Hospital. The
Heart and Vascular Center has developed strong referral relationships with both medical center-based and
community-based heart and vascular physicians, sharing best practices and enhanced quality and safety
systems. The Heart and Vascular Center has enhanced access to primary angioplasty and catheterization,
ventricular assist device implants and the latest in cardiac surgery, including heart transplants. It has also
developed ambulatory case management tools and reporting systems for its managed care contracts.
Smilow Cancer Hospital Network
Smilow Cancer Hospital Network is an alliance of physicians and hospitals in Connecticut that provides
patients with outstanding expertise in cancer treatment and access to the latest discoveries in cancer research.
This year, YNHHS introduced the Smilow Cancer Hospital satellite at Greenwich Hospital. Led by Smilow
Cancer Hospital and Yale Cancer Center – the only National Cancer Institute-designated comprehensive cancer
center in southern New England – Smilow Cancer Hospital Network offers clinicians access to tools and knowledge that can help guide decision-making in the management of cancer, as well as maximize the quality and
safety of cancer care and a referral network for patients seeking second opinions or requiring tertiary care.
Yale-New Haven Children’s Pediatric Network
The Yale-New Haven Children’s Pediatric Network creates partnerships with hospitals and physicians to
enhance the overall health, quality and safety of pediatric patients. Services include consultation on the affiliate
hospital’s pediatric program, emergency department management and physician coverage, access to evidencebased pediatric protocols, pediatric specialist tele-consultation and the development of disease management
protocols for asthma and other chronic conditions. Yale-New Haven Children’s Hospital pediatric services
available to affiliates include: pediatric emergency department, newborn special care, inpatient pediatric units,
pediatric intensive care, a pediatric surgery center, interdisciplinary outpatient pediatric specialty centers and
psychiatric services for children and adolescents.
TeleStroke Network
Yale New Haven Health System, in conjunction with the Yale-New Haven Stroke Center, created the state’s first
telemedicine stroke program in 2008. The Yale-New Haven TeleStroke Network utilizes high-speed network
videoconferencing and image-sharing technology with partner hospitals to rapidly assess and consult with
partners on treatment options for acute stroke victims. Members include Lawrence and Memorial Hospital
(L&M) in New London and Sharon Hospital. The TeleStroke Network allows subscribing hospitals to provide
expert acute stroke care for patients without transferring the patient to YNHH for diagnosis. The Yale-New
Haven Stroke Center is a state-designated primary stroke center, and a nationally-designated primary stroke
center through The Joint Commission.
YNHHS Departments and Services
BUDGETING helps the hospitals develop and monitor
HUMAN RESOURCES COMPENSATION AND
PERFORMANCE MANAGEMENT INFORMATION
operating, cash and capital budgets.
BENEFITS provides information, background and moni-
TECHNOLOGY develops and maintains electronic
CORPORATE COMPLIANCE ensures a consistent
tors the standardization of compensation and benefits
dashboards and scorecards to monitor clinical, operat-
programs.
ing and financial measures, including trends and
with external regulatory organizations and ethical
INFORMATION TECHNOLOGY maintains a compre-
relationships to help managers and clinicians improve
employee behavior through the YNHHS Code of
hensive information technology infrastructure to serve
performance.
Conduct.
the needs of patients, physicians and staff.
PHYSICIAN AND SERVICES REFERRAL CENTER
CORPORATE FINANCE provides financial reporting,
INTERNAL AUDIT assists management in identifying
offers bilingual consumer health information, physician
accounting, accounts payable and payroll for the Health
operational and financial risk to each of the Health
Services Corporation.
System organizations.
and general information about each hospital.
DECISION SUPPORT maintains an integrated clinical,
INSTITUTE FOR EXELLENCE provides system-wide
PLANNING AND BUSINESS DEVELOPMENT identi-
financial and operational information system to help
training and education programs in performance
managers understand and evaluate resource utilization
improvement, change management, leadership
in a timely and accurate manner.
development and management effectiveness.
business and strategic planning process.
FINANCIAL PLANNING helps evaluate resource
LEGAL SERVICES provides legal advice to Health
REIMBURSEMENT coordinates charge master reviews,
requests, allocates resources, monitors budgeted vs.
System management.
actual resources and implements corrective action
MANAGED CARE develops managed care payer
approach toward ethical issues and values, compliance
plans.
strategies, negotiates provider agreements with payers
GOVERNMENT RELATIONS monitors health legislation
and provides ongoing contract implementation and
at state and federal levels, serves as liaison to elected
management support.
officials to help them better understand challenges
MARKETING provides patients and the public with
facing healthcare providers, and helps the System
hospitals fulfill the Connecticut Hospital Association’s
community benefits monitoring requirement through
the statewide Community Benefit Inventory for Social
Accountability (CBISA) progam.
GRANT DEVELOPMENT, within the Office of Emergency Preparedness and Healthcare Solutions, helps
departments and centers within YNHHS identify grant
funding sources, develop proposals, secure revenue
and provide project management for federal and other
grant-related healthcare initiatives.
HUMAN RESOURCES provides human resource,
employee relations, recruitment and human resource
information to the Health Services Corporation.
HUMAN RESOURCES COLLEGE RECRUITMENT
provides college recruitment resources for all three
hospitals.
HUMAN RESOURCES INFORMATION TECHNOLOGY
provides assistance for Lawson manager self-service,
employee self-service, tuition reimbursement, human
resources database and human resources information
technology.
health information to help them better manage their
health, find an appropriate physician and access the
System hospitals.
MATERIALS/SUPPLY CHAIN MANAGEMENT develops strategies for cost reduction and containment of the
hospital non-labor resources through overall supplier
management, contract negotiations, analytics, contract
referrals, appointment scheduling, program registration
fies and assesses the impact of market and industry
changes and emerging technologies to manage the
charge capture and pricing strategies, and Medicaid
and Medicare reimbursements; pursues governmental
payment appeals; coordinates Certificate of Need
reimbursement components and regulatory filings to
the Connecticut Office of Healthcare Access and other
governmental agencies.
SERVICE LINE FINANCIAL SUPPORT provides financial support to clinical service lines.
SYSTEM BUSINESS OFFICE handles patient billing
and account follow up; patient admitting and registration; financial assistance administration; collection and
account recovery, accounts receivable, medical records
and coding.
implementation and contract management.
TAXES provides tax filing services.
MEDICAL CENTRE INSURANCE COMPANY provides
TREASURY provides investment, debt, banking and
infrastructure to support malpractice insurance
insurance advice to the Health System organizations.
services.
WORKERS COMPENSATION coordinates and creates
OFFICE OF EMERGENCY PREPAREDNESS AND
a network of workers compensation specialists acces-
HEALTHCARE SOLUTIONS coordinates emergency
sible to employees of Health System organizations.
preparedness activities and provides emergency preparedness leadership.
PAYROLL coordinates the management of payroll
functions for all Health System organizations.
PERFORMANCE MANAGEMENT supports managers
and clinical leaders in improving performance in both
clinical and nonclinical areas and measures and monitors patient safety and clinical quality.
Yale New Haven Health System Leadership
Yale New Haven Health System
Board Members
Marna P. Borgstrom, President and CEO
Joseph R. Crespo
Mary C. Farrell
Michael H. Flynn
Robert A. Haversat
Thomas B. Ketchum
John Lahey
Marvin K. Lender, Vice Chair
Richard C. Levin
F. Patrick McFadden, Jr., Vice Chair
Julia M. McNamara, Chair
Daniel J. Miglio
Barbara Miller
Daniel L. Mosley
Ronald B. Noren
Meredith Reuben
James A. Thomas
Senior Management
President and CEO
Marna P. Borgstrom
Executive Vice President and CEO,
Bridgeport Hospital
William M. Jennings
Executive Vice President and CEO,
Greenwich Hospital
Frank A. Corvino
Executive Vice President and COO,
Richard D’Aquila
Chief Executive Officer
Robert Nordgren, MD, MPH
Executive Vice President,
Strategy and System Development
Gayle L. Capozzalo
Executive Vice President,
Financial and Corporate Services
James M. Staten
Senior Vice President,
Medical Affairs
Peter N. Herbert, MD
Information Systems and CIO
Daniel Barchi
Human Resources
Kevin A. Myatt
Legal Services and General Counsel
William J. Aseltyne, Esq.
Payer Relations
William S. Gedge
Corporate Facilities
Norman G. Roth
Vice Presidents
Stephen Allegretto
Eugene J. Colucci
Michael Dimenstein
Edward Fisher
Quinton J. Friesen
Joseph E. Janell
Nancy Levitt-Rosenthal
Richard Lisitano
Patrick McCabe
James B. Morris
Carolyn Salsgiver
Pamela Scagliarini
John Skelly
Lisa Stump
Vincent Tammaro
Melissa Turner
James Weeks
David Wurcel
William M. Jennings
Newman Marsilius, III
Patricia L. McDermott
Ronald B. Noren, Esq.
Jeffrey P. Pino
Meredith B. Reuben, Chair
Howard L. Taubin, MD
Executive Vice President and COO
Norman G. Roth
Senior Vice Presidents
Joseph E. Janell
MaryEllen Kosturko, RN
Patrick McCabe
Bruce M. McDonald, MD
Carolyn Salsgiver
Vice President
Michael Ivy, MD
President of the Foundation
Stephen M. Jakab
Bridgeport Hospital
Board Members
David Bindelglass, MD
Emily E. Blair, DO
Gayle L. Capozzalo
George P. Carter, Vice Chair
John Falconi
Robert S. Folman, MD
Richard M. Freedman, MD, Vice Chair
Janet M. Hansen, Vice Chair
Richard M. Hoyt, Vice Chair
William G. Hulcher, MD
Peter F. Hurst, Vice Chair
Senior Management
President and CEO
William M. Jennings
Greenwich Hospital
Board Members
W. Robert Berkley
Richard Brauer, MD
Alan W. Breed
Nancy C. Brown
Gayle L. Capozzalo
Kevin E. Conboy, MD
Frank A. Corvino
David Evans, MD
Elizabeth G. Galt
Shirlee Hilton
Aileen Houghton
Anne Juge
Donald J. Kirk
Arthur C. Martinez
James M. McTaggart
Barbara B. Miller, Vice Chair
Jack Mitchell
Bruce M. Molinelli, MD
Margaret D. Moore
Daniel L. Mosley, Esq., Chair
Richard T. O’Connell, Jr.
Venita Osterer
Nancy Raquet
John Schmeltzer, III
Larry Thompson
John L. Townsend, III
Bruce Warwick
Emeritus
Mrs. Chandler Bates, Jr.
Marshall Clark
Peter B. Griffin
Mrs. Langdon Van Norden
Frederick E. Siefert
David W. Wallace
Senior Management
President and CEO
Frank A. Corvino
Quinton J. Friesen
Susan E.H. Brown
Eugene J. Colucci
Nancy G. Levitt-Rosenthal
Brian J. Doran, MD
Melissa Turner
Vice Presidents
Christine Beechner
Stephen Carbery
Marc Kosak
George Pawlush
Deborah A. Hodys
Spike Lipschutz, MD
Board Members
Bruce D. Alexander
Robert J. Alpern, MD
Marna P. Borgstrom, President and CEO
Bishop Theodore L. Brooks
Joseph R. Crespo, Chair
Mary C. Farrell
Michael H. Flynn
William W. Ginsberg
Thomas M. Hanson, MD
Robert A. Haversat
Carlton L. Highsmith
Thomas B. Ketchem
John L. Lahey
Miles Lasater
Marvin K. Lender
Richard C. Levin
Annemarie Lindskog
Linda Koch Lorimer
Julia M. McNamara, Vice Chair
Thanasis M. Molokotos
The Honorable Barrington D. Parker, Jr.
Peyton R. Patterson
Susan Whetstone
Senior Management
President and CEO
Marna P. Borgstrom
Richard D’Aquila
William J. Aseltyne, Esq.
Sue Fitzsimons, RN, PhD
Kevin A. Myatt
Vincent Petrini
James M. Staten
Vice Presidents
Thomas Balcezak, MD
Mariane Carna, RN
Denise Fiore
Marjorie Guglin, RN
Thomas Leary
Abe Lopman
Patrick Luddy
Stephen M. Merz
Victor Morris, MD
Paul Patton
Cynthia Sparer
Richard Stahl, MD
Diane Vorio, RN
Kevin F. Walsh
Bridgeport Hospital
267 Grant Street
Bridgeport, CT 06610
203.384.3000
bridgeporthospital.org
Greenwich Hospital
5 Perryridge Road
Greenwich, CT 06830-4697
203.863.3000
greenwichhospital.org
226 Mill Hill Avenue
Bridgeport, CT 06610
203.339.6499
ynhhs.org/nemg
20 York Street
New Haven, CT 06510
203.688.4242
ynhh.org

Annual Report 2011

Transcription

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