JULY 17, 2023
NYC Health + Hospitals Sets New 5-Year Strategic Goals
After increasing revenue, prioritizing and expanding access to primary care and our unprecedented response to the COVID-19 pandemic, NYC Health + Hospitals is looking ahead to the next five years with an ambitious new agenda for excellence and growth. Health system leaders have identified 10 new strategic goals; a list of priorities for the next five years that reflects the needs of our communities, our staff, and our mission to protect and improve the public health. “I’m so proud of what we have been able to achieve together in my first five years,” said NYC Health + Hospitals President and CEO Mitch Katz, MD. “We are setting the bar for excellence even higher to support our patients and staff, strengthen our operations and expand innovative clinical programs that celebrate our essential role as public health leader in our city and our country.” Here’s a look at the first five strategic goals Make NYC Health + Hospitals a friendlier place to get care. Why this is important
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Providing the best possible health care to all New Yorkers also means offering the friendliest and warmest environment, making our communities feel welcome, heard and respected. How we will do it We will strengthen our ICARE values - Integrity, Compassion, Accountability, Respect, Excellence – and create a stronger culture of kindness that will
benefit both our patients and our staff. We will adopt customer service principles to guide every interaction, offer training, celebrate kindness, and set expectations for every NYC Health + Hospitals employee to lead with generosity. Our ICARE with Kindness taskforce is working on ways to put this plan into motion with every staff member’s support. How will we measure success? Success means that every single person who walks into a NYC Health + Hospitals facility will be greeted by a smiling staff member who says, “How can I help you?”, with the goal of meeting each individual’s needs and preferences by actively listening and communicating with empathy to ensure a positive experience with our health system. We will be able to see and monitor progress in many ways: patient satisfaction and employee engagement surveys, staff trainings on how to live and breathe our mission, and patient reviews on Yelp and Google to let us know how we are doing.
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Improve MetroPlusHealth and NYC Health + Hospitals patient satisfaction scores to make it the best health insurance plan/provider partnership for low income New Yorkers. Why this is important
A partnership between the city’s public health system and the city’s insurance plan is simply the best, most efficient way to take care of our communities and our employees. Our patients who are insured by MetroPlusHealth have less paperwork, and get better wrap-around social services. It’s also generous and affordable health insurance coverage that is available for you, our staff.
How we will do it Together, NYC Health + Hospitals and MetroPlusHealth will focus on technology that will improve appointment availability, reduce wait times, streamline administrative processes,
and improve communication. How we will measure success:
We will measure how easy it is for NYC Health + Hospitals patients and MetroPlus Health members to access care and use their health plan benefits. Everything from of the ease of using the contact center, to the number of MetroPlus Virtual ExpressCare visits, to how much paperwork patients and members need to do all plays a role in customer satisfaction. Ultimately, all that work will show up in our customer loyalty scores, our number of MetroplusHealth members, and our state quality rankings.” Increase full-time permanent job opportunities for nurses. Why this is important Our staff nurses, and the care they give our patients and communities every single day, are a defining feature of who we are. COVID-19 was hard on our nursing staff and now we need to build it back with more full time, permanent jobs. How we will do it We are investing in and developing new strategies to recruit, hire and retain full time nurses. We are also working hard with the city to ensure fair pay through the
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collective bargaining process. How we will measure success
By 2028 our goal is to hire at least 1000 new full time Staff Nurses to be employed throughout our entire health system. Success will depend on the outcome of our collective bargaining.
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Build pathways to careers in medicine for students who reflect the communities and cultures of our patients, or whose race or ethnicity is underrepresented in medicine. Why this is important
The strength of our health system and the care we give relies on our diverse staff and the linguistic, ethnic and cultural connections we have with our communities. But historically, the path to medical school has been unavailable, or hard to find, for young people from certain racial and ethnic groups.
How we will do it We established MOSAIC * , a suite of pathway programs to (1) encourage young people of color to go into careers in medicine and (2) help recruit people from groups under- represented in medicine who are currently in medical school or residency to NYC Health + Hospitals. Through the Visiting Scholars Program, we are placing more than 30 medical students from schools such as CUNY School of Medicine and Morehouse School of Medicine into elective clinical rotations across our system, with the goal of supporting their medical careers and recruiting them to work at NYC Health + Hospitals. We have partnered with Bronx-based non-profit Mentoring in Medicine to provide mentoring and medical pathway support to middle school, high school, and college students from groups under-represented in medicine in NYC. We are developing recruitment and retention programs that help attract a more diverse workforce, including establishing a network of NYC Health + Hospitals physicians who will serve as volunteer ambassadors How we will measure success We will measure our success by tracking the number of participants in each of our programs, and specifically what percent choose NYC Health + Hospitals for residency and/ or an attending-level job opportunity. We will evaluate the percentage of our physician workforce from groups under-represented in medicine, and specifically the percentage of Black and Latino providers, and how this improves over the next five years.
*MOSAIC stands for Medical opportunities for Students and Aspiring Inclusive Clinicians.
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Improve Diabetes and Hypertension Control for Patients Experiencing Homelessness. Why this is important Among our patients engaged in primary care, patients experiencing
homelessness have higher rates of uncontrolled diabetes and hypertension, which can be treated. Our patients experiencing homelessness also have higher rates of visits to the emergency room and inpatient stays. We need to improve the overall health of this population.
How we will do it We will invest additional resources to support the care of our patients experiencing homelessness through specialized clinical models in primary care that provide both medical care and social support, as well as more flexibility and walk-in appointments. Our patients experiencing homelessness will be partnered with community health workers who will help them to meet patient-centered goals, which may include improving engagement with their medical & behavioral health teams, reducing use of substances that exacerbate these conditions, or progressing on their journey toward permanent housing. We will embed resource navigators in the emergency room setting that will help patients experiencing homelessness navigate the complex medical and social system. How we will measure success We will monitor metrics of Diabetes and Hypertension control in our patients experiencing homelessness that are seen in primary care. We will also monitor the number of emergency room visits and inpatient stays for our patients experiencing homelessness. Check out next week’s INSIDER to read about goals 6 through 10. More to come!
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