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Hello. Welcome to the Becker's podcast.

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I am so excited to be joined today

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by doctor Lindsey Mazzotti, chief medical officer of

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medical education and science at Sutter Health,

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a large hospital system based in California.

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My name is Paige Twenter. I'm a reporter

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and assistant editor here at Becker's HealthCare.

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And, doctor Mazzotti, I'd love to just turn

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the floor over to you and hear from

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you. To kick us off, can you introduce

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yourself and kinda share a bit about your

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background?

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Yeah. I'd be happy to, Paige. Thanks.

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I'm a hospital medicine physician by training. I'm

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also board certified in palliative care.

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And I knew early on that I loved

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medical education and really fell into a role

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of being a a teacher of physicians and

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also,

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I loved to grow faculty and develop faculty.

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I was lucky. I I did my undergrad

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at Stanford. I did my medical school and

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residency at UCSF

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where I had a lot of support to

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grow as a clinician educator.

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I spent about fourteen years at Kaiser Permanente,

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in medical education roles and helping found the

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Kaiser Permanente Bernard j Tyson School of Medicine.

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And I've been with Sutter Health in this

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role for about two years. I'm here because

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we are building medical education programs and really

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thinking about

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medical education as part of our greater strategy.

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Yeah. I then you spoke with my colleague,

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Erica Serutti a few months ago about for

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the past few years, Sutter has made

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a really strong investment

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and, you know, focused investment in adding,

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it sounds like, 11 residency and fellowship

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programs in the past few years. Can you

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kinda share more about Sutter's physician residency

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initiatives?

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Sure. Absolutely.

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So we started,

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before I joined Sutter. Sutter's had a long

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tradition of medical education both in San Francisco

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as well as in some, outstanding family medicine

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programs

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in Santa Rosa and in Sacramento. So across

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Northern California, we've always had an educational system,

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but we had about 13 residency and fellowship

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programs.

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And as we started exploring

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first the changes ahead in the in the

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shrinking physician workforce and the anticipated shortages by

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the end of this decade,

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we thought really differently about how we might

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continue to expand access to care, not just

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for sort of, you know, growing more care

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centers, but actually how to deliberately grow more

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physicians.

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And so medical education has been part of

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that strategy. We've,

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now have a plan to begin,

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52 total residency and fellowship programs by,

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2035.

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So we're quadrupling our GME footprint.

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We're growing to have roughly a thousand residents,

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towards the end of this journey every year,

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residents and fellows.

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And that has been, I think, really critical

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in in terms of how we think about

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expanding access to care, training the next generation

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of doctors,

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particularly where access is gonna be limited

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and is already limited.

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And then thinking about how we actually

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grow mission aligned local physicians who wanna stay

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and serve in in the communities that we

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serve. So it's been fantastic. We have five

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new programs this year that are launching.

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You know, we have hundreds of new residents

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who joined us in July

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and,

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just, you know, thousands of people looking at

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our programs,

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100% match rate, all these, you know, kind

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of outstanding indicators that we're we're moving in

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the right direction.

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No. I, podcast listeners, won't be able to

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see that. I give a very shocked face

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when you said quadrupling,

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you know, residency and fellowship programs by 2035

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up to 52,

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nearly a thousand residents by the next ten

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years.

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How are you, you know, planning for that

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infrastructure,

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and all the resources you're gonna need for

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that one.

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It's, it's

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very deliberate. It's very fast moving. So I

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personally find that really exciting. I I love

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the the building phase and kind of imagining

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what's gonna be somewhere and then working to,

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you know, strategically get there.

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That said, it's a lot of new programs.

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And so each program requires, you know, applications,

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new faculty, maybe who in departments that haven't

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had teaching faculty before,

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new program directors who are, either

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joining us as physician leaders or who are

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entering into a new role as a physician

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leader within Sutter Health.

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And then the staffing that happens behind that

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to support the residents that that I call

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it the care and feeding of residents. It's

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a it's a daily task and journey, and

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it's a huge commitment. And so we have

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to not just attend to building the programs,

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but actually make sure that we're training them

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well and making sure they themselves are actually

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well as they're, on this journey with us.

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For other

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leaders,

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at other health systems, what recommendations would you

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give

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if they're interested in also

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taking on this crazy task of quadrupling

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residency programs?

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Yeah. I think understanding that there is,

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there are resources to start graduate medical education

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programs. And so

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as you explore

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growth, especially in underserved areas, in primary care

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specialties,

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and in hospitals that haven't previously had graduate

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medical education programs.

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There are both at least in the state

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of California, there's funding, grant funding,

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through HCAI and Song Brown

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to actually pursue this and to support the

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start up phase, which is sometimes quite expensive.

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On top of that, you know,

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Medicare reimburses, at least today, graduate medical education

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in The United States. And while it's it's

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imperfect and it's different in different hospitals and

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settings,

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You can think very strategically about the resources

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necessary to start graduate medical education programs. And

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so it's a heavy lift, but it's sometimes

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not as fiscally resource intensive as one would

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imagine.

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That was surprising whenever you started this journey?

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It was surprising to think about it in

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a different way. So,

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I'll give you a great example.

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When you started graduate medical education program, you

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have five year a five year window in

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a new hospital to build programs.

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And so you have to go very, very

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fast and kind of deep within one hospital

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in order

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to be able to achieve the funding.

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And so being strategic about starting things like,

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there are transitional year programs that are one

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year programs

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for people going into specialties like radiology

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or

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anesthesia.

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And you can start those programs and then

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later actually convert those slots into fellowships and

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medical subspecialties.

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And so it's you have to sort of

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begin with the end in mind and think

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deliberately about really kind of starting

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bigger than you might otherwise start

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in order to,

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maximize the opportunities for medical education,

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especially in a really large medical center.

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It's a heavy lift. It's not heavy lift.

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It's not a two and a half pound

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dump bill. It is not.

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I wanna make sure we have enough time

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to, you know, talk about your other priorities

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outside of, obviously, this really incredible work with

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GME,

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what other priorities would you say are top

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of mind for the rest of 2025?

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For Sutter Health, I think, you know, we're

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really focused on expanding access. So we've talked

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about the physician work force. We're also looking

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at opening more care centers.

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We've talked about sort of that next generation

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and building local pipelines.

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We wanna make sure that we're creating great

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learning environments where our learners are thriving, where,

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also, our physicians are thriving, and that's been

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really an incredible partnership that I've seen since

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I've started at Sutter Health is the relationship

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between

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Sutter Health and the physicians

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that are,

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working within our hospitals and our ambulatory centers.

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And then there's just a huge focus right

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now, obviously, on the patient experience. And so

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we wanna make sure that, you know, we're

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providing seamless, digital, personalized care,

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and we wanna make sure that we're teaching

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teaching our residents and fellows and our medical

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students within our walls

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how to practice medicine in this ever changing

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environment,

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including AI, including virtual care. You know, it's

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a really different system than it was when

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I trained, and it's gonna be different tomorrow,

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and it's gonna be different in ten years.

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So I think that's a really critical piece

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to the journey right now of of being,

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a learning health system.

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I'll also say, you know, personally speaking, we've

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been doing a lot of work in undergraduate

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medical education, which is thinking about going, you

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know, earlier, going upstream to think about medical

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students.

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So we have,

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nine schools that we have affiliations with, and

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we have a really exciting

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deepened partnership with Charles R. Drew University, which

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is based in Los Angeles

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and is the first,

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historically

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black,

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medical school West Of The Mississippi.

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And so we've been committed

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to helping their students pursue research and scholarship

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and then their clinical training with us. So

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that's been a really exciting journey for us.

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It's a great time to be at Sutter

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Health.

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Yeah. Your mention of the patient experience, I

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really wanna tap more into that with just

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higher acuity, higher patient volumes

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across the board, and even further projections of,

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you know, more patients than higher acuity cases

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and,

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a smaller pool of physicians who can care

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for them. Mhmm. You said, you know, in

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five years from now, kind of that training

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education needed is gonna be different.

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What are you already kind of planting seeds

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for?

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That's a great question. I think

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we wanna be focused on making care easier.

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We want care to be easier for our

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patients to access.

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So whether that means on demand video visits,

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two way texting, you know, really utilizing technology

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so that

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you know, even personally,

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year over year, I'm seeing it so much

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easier to to get help in the care

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that I'm seeking for my family, for myself,

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and we want that to be accessible and

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just kind of, you know, in your pocket.

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So

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that's really critical.

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I think also, you know, on the flip

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side of that,

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physicians are really busy. And in the era

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of new technology,

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work never stops. And that's a great thing,

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but it also means we have to be

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really careful

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to set up infrastructures

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where our physicians are doing their best work

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and their most critical work

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and having support, you know, whether through nursing

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or through, advanced practice clinicians

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so that things that can be managed by

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other team members and,

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really relieve the physicians of that type of

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work. And so technology plays into that. You

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know, it's amazing. And then, also, I think

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I would add,

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when you are a physician and you're caring

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for large numbers of patients, especially in primary

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care, you're thinking about things on a population

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health level.

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And so

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being able to pull information

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from, you know, digital technology, wearables,

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to understand what people are doing in real

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time and intervene

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and intervene in a digital way. That's all

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possible now in a way that it really

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wasn't even possible five years ago. So tons

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of exciting work. And then, you know, making

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sure that our physician our current doctors and

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our incoming physicians

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are all training on how to do this,

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you know, effectively, efficiently,

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and in a way that really serves our

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patients and communities.

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You mentioned before also you felt like whenever

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you joined Sutter Health, you saw a really

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strong relationship between the organization and the current

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physicians,

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right, and that support.

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I just always go to the advice piece

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for maybe other, you know, for listeners who

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are struggling for that. Any kind of recommendations

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for them to find that foundation?

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Yes. I think that's been very deliberate.

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Our CEO, Warner Thomas, has been,

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very committed to ongoing communication. And so that

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means bringing people together

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on a regular cadence

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and listening and and also providing information and

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updates and communicating strategy.

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And so it can be very easy, especially

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in a large health system like this, I

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think, for people to retreat into their silos,

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whether it's their hospital or their office or

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their specialty and department.

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And so as you're, you know, spreading

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messages and strategic imperatives

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and and really trying to overcommunicate,

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I think that's been a key,

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success of Sutter Health in the last few

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years because of Warner.

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And

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in that,

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sometimes I think the business of medicine can

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stay on the side of the business of

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medicine, and the physicians can stay on the

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physician care delivery, you know, on the on

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the on the care of patients and their

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specialty.

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That bridging that is very critical.

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And so making sure that as a business

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in health care that you have physicians at

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the table is crucial.

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And I've been really excited to see that

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at Sutter Health because we have new service

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lines. We're, you know, expanding and better connecting

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services like cancer care and heart and vascular

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care, orthopedics,

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neuroscience.

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And in each of those in each of

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those service lines and those settings, there's partnership

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between physician leaders and administrative leaders. I personally,

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as a physician leader in education, have an

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administrative partner. And so we work in tandem

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in these dyad partnerships, and I think those

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also are are key.

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We only have a few minutes left, and

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now I wanna give you as much time

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as possible. What have we not touched on

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yet that you really wanna highlight?

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I think we covered everything.

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I wanted to just say, you know, education

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is part of our strategy for both growth

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and for patient experience, and we're thinking proactively

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about our future physician workforce

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and the skills and experiences that are needed

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for tomorrow's doctors.

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We're really committed to raising that next generation

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of physicians.

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Wonderful. And we're excited to do that. And

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thank you so much, doctor Mazzotti, for joining

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us today. I really appreciate it. You bet.

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It's been a pleasure. Thank you.