Creating excellent patient care in a complicated healthcare landscape

Hospitals throughout the country are dealing with similar challenges – regulatory and financial pressures, decreasing state and federal reimbursement, and a complex, stressful and dynamic environment.

To remain viable, Yale New Haven, like many other hospitals, began to form or join health systems, which offered opportunities to reduce costs by centralizing business activities and creating scale to better manage risk and access to the payor markets.

Since 1983, Yale New Haven has grown from a hospital to a health system, with other members – Bridgeport, Greenwich, Lawrence + Memorial and Westerly hospitals…with a Children's Hospital and Smilow Cancer Hospital…Northeast Medical Group physician practice…and dozens of outpatient locations. And always, with its partner, Yale School of Medicine.

Careful strategic and operational initiatives enabled Yale New Haven Health to avoid the operating losses, service cutbacks or employee layoffs experienced by other hospitals. Success, while not an easy journey, has followed a single, straightforward strategy: a quest for value.

The quest for value has two basic principles: high-quality, patient-centered care and a vigorous focus on safety. In order to support the cost of that care and safety, we have redesigned how we run our organization. This clinical redesign approach has allowed us to maximize quality and safety and invest in our buildings and technology. We have eliminated variability and redundancy, standardized processes and the purchase of equipment and medications, and preserved what was best in our culture.

We have learned that by becoming flexible and redesigning ourselves, it is possible to provide high-quality, safe care and a positive patient experience, while managing and even reducing the costs to patients and insurers. Even in this volatile environment, Yale New Haven Health has provided demonstrably greater value to those we are privileged to serve.