Latest / Becker’s Healthcare - Clinical Leadership Podcast / Dr. Anuj Vohra, Medical Director of Emergency Services at the Northwest Region of Hartford Healthcare

Transcript

Dr. Anuj Vohra, Medical Director of Emergency Services at the Northwest Region of Hartford Healthcare · Becker’s Healthcare - Clinical Leadership Podcast

• 0:01
  CEOs,
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  CFOs and executives from top hospitals and health systems are gathering at this
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  exclusive world-class event.
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  To address the most pressing issues in healthcare today,
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  Becker's 11th annual c e o and CFO Round Table is taking place in Chicago
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  this November and will feature more than 400 elite provider speakers and
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  over a thousand hospital and health systems,
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  at receiving complimentary registration as a reviewer. If you're interested,
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  you can apply at the website in the description.
• 0:35
  Welcome everyone to the Becker's Healthcare podcast series. I'm Mariah Mohammed,
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  she her pronouns with Becker's Healthcare.
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  I'm thrilled to have with me today Dr. Anus Vora,
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  medical director of emergency services in the northwest region of Hartford
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  Healthcare. Doctor, it's so nice to talk with you today. How are you? Hey.
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  I am doing great, Mariah. Glad to be here today and thank you for having me.
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  Yeah, of course. Well, to begin,
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  would you mind please introducing yourself and telling us a bit about your
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  background?
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  Sure.
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  So I've been the chair medical director of Charlotte Hungerford Hospital for the
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  past three and a half years. Um,
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  I'm the medical director for the Northwest region,
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  also overseeing a freestanding ed.
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  I've been practicing for over 18 years now in emergency medicine. Uh,
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  I've gotten to some great opportunities in my career to open up a residency
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  program and run large emergency departments and uh, I just, you know,
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  I feel very privileged to be where I am today.
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  Yeah, absolutely. And congratulations on 18 years. That is amazing. Um,
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  and with all that experience, I'm sure you're very familiar with Grow,
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  growing a, an organization and growing a program. For you,
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  what is your growth strategy for the next year or two?
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  You know, so much has str has changed since I graduated from residency. We,
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  you know,
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  back then it was all about getting the hospitals to fill up with beds and get
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  admissions.
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  So those revenues for the facilities to now really focus on outpatient and
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  reducing inpatient volume.
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  Our facilities are typically quite full and pouring into the emergency
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  department. Um,
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  so some focuses we have are reducing length of stays and more importantly,
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  increasing outpatient access to healthcare. You know,
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  we see so many specialty services that have three to six month waits and primary
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  care doctors that can't get patients in.
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  So we're actively trying to expand those practices for primary care especially
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  and, uh, specialty care as well. Uh,
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  we're really trying to drive great medicine and healthcare to outpatient
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  services versus inpatient services.
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  Absolutely. Thank you so much for that. And can you tell us, uh,
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  about the most exciting and impactful initiative or project you're currently
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  working on right now?
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  Sure.
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  So my two facilities are in the northwest region of Connecticut and they're
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  borderline rural facilities. Um,
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  we don't have any trauma facilities very close to us and actually the state of
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  Connecticut where we live, uh, does not have any level four trauma facilities.
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  So I'm currently working on, um,
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  developing our site as the first level four trauma center in the state of
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  Connecticut and hoping that other places will, um,
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  then be able to use that as a stepping stone to enhance their care delivery
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  model for patients, uh,
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  affected by trauma that may not have quick access to a level one or level two
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  facility. So I'm pretty excited about that.
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  Yeah, absolutely.
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  That is definitely important initiative we're working on right now. Um,
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  and before I let you go, doctor,
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  the last thing that I wanted to ask you is for you,
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  what is the most important thing healthcare executives should do now to make
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  sure their organizations are successful in the,
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  in the short term or long term future?
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  You know, coming out of this great resignation that we've just, uh,
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  dealt with and continue to struggle with,
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  I think healthcare organizations have to do their best to retain the great
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  providers and,
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  and nurses and staff and facilities that we have right now and
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  get overly creative in ways that we can expand upon what we have
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  over the next few years to really looking at about a five to 10 year horizon.
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  Uh,
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  some of the things we're doing is not only partnering with medical schools and
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  nursing schools and starting nursing graduate programs,
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  but we're also going to local high schools, uh,
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  for children that may not necessarily wanna go to college yet to get them
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  ingrained into a hospital could,
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  could be doing cook work or security services or janitorial work,
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  just something to get their feet wet, even if it's not clinical healthcare.
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  And from there people often get interested and,
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  and get motivated and empowered to stay in healthcare,
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  maybe go back to school for, you know, for something in, uh,
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  nursing or medical. And we actually do tuition reimbursement, uh,
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  for those people that are with us full-time. So we're trying to find young,
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  motivated individuals that will help us build a better future,
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  especially in times like now where the workforce has been significantly
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  diminished. So I think what's key is just looking to the future,
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  um, by looking at our kids right now to help us build.
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  Wonderful. Thank you so much for those final thoughts. Doctor,
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  this has been an amazing discussion.
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  I really wanna thank you for coming on Becker's Healthcare to talk about all of
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  this, and I look forward to connecting with you again soon.
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  Fantastic. Thank you for having me.
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  It's so important for leaders at the top of organizations to keep learning,
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  Join the community free of charge@www.my dot becker's hospital
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  review.com and we'll see you there. Air.