海角直播

• Any graduate of an ACGME-accredited residency program or current resident on track to graduate from an ACGME-accredited residency program by June 2024
• By start of program, have a current 海角直播 State medical and DEA license
• Submit three letters of recommendation, as outlined in Part D of the application
• Submit an up-to-date Curriculum Vitae (CV)
• The ideal candidate should:
• Demonstrate a commitment to health care quality improvement, health care administration, or population health
• Possess an interest in aspects of health care administration
• Commit to participating in all activities throughout the 12-month program, including leading a substantial quality improvement or population health oriented project important to the sponsoring facility

The faculty includes well-recognized and respected clinical and administrative leaders from NYC Health + Hospitals鈥� facilities and Central Office. The program leaders include:

Eric Wei, MD, MBA
Senior Vice President and Chief Quality Officer
Fellowship Director

Theodore Long, MD, MHS
Senior Vice President for Ambulatory Care
Fellowship Co-Director

Machelle Allen, MD
Senior Vice President and Chief Medical Officer

Matthew Siegler, JD, MA
Senior Vice President for Managed Care and Patient Growth and CEO of HHC Accountable Care Office and OneCity Health

Nichola Davis, MD, MS
Chief Population Health Officer

Donnie Bell, MD
Deputy Chief Medical Officer

Hillary Jalon, MS
Vice President, Quality Management and Deputy Chief Quality Officer

Andrew Wallach, MD
Ambulatory Care Chief Medical Officer and Ambulatory Care Chief for NYC Health + Hospitals/Bellevue

Justin List, MD, MAR, MSc
Physician Director, Health Care Outcomes, Office of Health Equity, U.S. Department of Veterans Affairs

Anitha Srinivasan, MD
Deputy Chief Medical Officer, NYC Health + Hospitals/Metropolitan

Amanda Johnson, MD, MBA
Assistant Vice President, Care Models

David Stevens, MD, MMM
Chief Medical Officer, NYC Health + Hospitals Accountable Care Organization and Chief of Ambulatory Care, NYC H+H/Kings County

David Silvestri, MD, MBA, MHS
Assistant Vice President, Emergency Management, Medical Director, Utilization Management and Transitional Care

Hannah Jackson, MD, MPH
Senior Assistant Vice President &/clinical-leadership-fellowship/038; Chief of Staff, Office of Ambulatory Care and Population Health

Katherine Piwnica-Worms, MD, MHS
Assistant Vice President, Pediatric Health Care Delivery and Medical Director, Adolescent Health Program

PJ Rosenstock, MD
System Clinical Optimization and Integration Officer

Other administrative and clinical leaders throughout NYC Health + Hospitals will be part of the program design and delivery.

Each participant will be based in any of the NYC Health + Hospitals acute care facilities, Gotham facilities, or in Central Office. The participant will be required to design and lead a quality improvement or population health-oriented project at the sponsoring facility. Through leading an interdisciplinary team of clinicians and administrative staff, the participant will help advance a goal that is consistent with that facility鈥檚 priorities and aligned to NYC Health + Hospitals鈥� strategic pillars. The aim is for the project to be sustainable after graduation.

Leadership at the NYC Health + Hospital鈥檚 facility sponsoring the participant must endorse this project, and the fellow will be expected to present the project and results to the facility and system leadership. The participant will report project progress during relevant hospital quality assurance/ performance improvement (QA/PI), population health, and other leadership committees, and provide a manuscript or poster, suitable for publication at the conclusion of the program.

Examples of these types of improvement or population health-oriented initiatives include:

• Improving cycle time in clinic, emergency room or operating room
• Improving timeliness and appropriateness of care using e-consult and telehealth
• Improving care transitions between settings in an effort to reduce preventable readmission rates for patients with congestive heart failure
• Improving uptake of interventions addressing the social determinants of health (e.g., housing and food insecurity)
• Improving performance in recommended primary care screening tests

The fellowship uses a variety of methods to help participants learn about healthcare administration and quality improvement, including tools and approaches to effectively implement quality improvement, as well as population health-oriented initiatives.

Mentorship
Participants will work with experienced clinical mentors as they progress through the program. They will be given the opportunity to work with facility and system leadership.

Leadership Meetings
Participants will be given the opportunity to participate in local and system level leadership meetings focusing on quality improvement and also strategic topics in the leadership realm. These will expose participants to senior level NYC Health + Hospitals executives who have expertise in operations, population health, quality, patient safety, and finance, among other areas. Participants will become familiar with the use of quality initiatives within a value-based payment environment. Participants may also be involved in root cause analysis, medical/legal conferences, and system-wide Quality Assurance/ Performance Improvement Committee meetings.

In-person Didactic Sessions and Webinars
Participants will be exposed to didactic sessions that will serve as opportunities for structured educational experiences, one-to-one mentoring meetings with faculty and mentors, and reflective learning. Participants will attend NYC Health + Hospitals鈥� quality assurance/ performance improvement meetings, as well as specific meetings through Ambulatory Care and the Office of Population Health, to gain a depth and breadth of knowledge about a variety of topics that span across health care systems. Regularly scheduled webinars will also include quality improvement and healthcare leadership topics. Participants will review webinars individually or in groups, followed by reflective learning and discussion.

Learning Activities
Participants will be responsible for completing practical learning activities on specific quality improvement and healthcare leadership topics, either alone or in teams, which are presented during in-person meetings. Reading assignments will be expected as well as literature reviews and preparation for didactic sessions and reflective learning. These learning activities are intended to be the practical application of the didactic sessions.

Clinical Experience
Participants will be expected to maintain clinical excellence by providing clinical care outside the scope of their fellowship project and other learning activities. While they will be expected to spend 70% of their time on fellowship activities, they will also allot 30% to delivering care in their clinical specialty. Specific hours and schedules will be individualized to ensure that each participant is able to attend required meetings and didactic sessions.

Fundamentals of Leadership and Administration
Learn fundamentals of healthcare leadership and administration, including financial analysis, management skills, resource management, and strategic thinking.

Population Health Approach to Improve Outcomes
Learn essential components of a population health-oriented approach, including a focus on proactive delivery of care, social determinants of health, innovative uses of technology and data, and effective interventions for high-risk, high-need patients.

Team Facilitation and Change Management
Garner didactic and practical experience using change management techniques and engagement tools, working with interdisciplinary teams, and facilitating teams.

Fundamentals of Quality Improvement and Science of Quality Measurement
Review quality improvement essentials, with a focus on how this science has been translated and used in health care. During these teachings, policy and regulatory developments that may impact health care quality and patient safety in the future will be discussed.

Methods and Tools For Quality Improvement
Discuss approaches to selecting measures for quality improvement initiatives across inpatient and outpatient settings. Learn how to effectively use data in planning quality improvement and population health-oriented projects and how to use several quality improvement tools. During these teachings, participants will learn the basics of run and control charts, planned experimentation, using small tests of change, and engaging in other tools for measuring and improving. Use of health information technology in measuring and improving quality will also be discussed.

Developing and Implementing Quality Improvement Initiatives
Learn strategies for launching comprehensive quality improvement initiatives and engaging key leadership and stakeholders throughout the hospital while implementing, sustaining, and spreading improvements across the organization.

Designing Safe Systems and Building a 鈥淛ust鈥� Culture
Review the evidence of how patient safety has emerged as a critical focus issue in health care and explain concepts and tools used to achieve optimal outcomes. Explore how to create a 鈥淛ust鈥� culture that values patient safety and transparency.