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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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C-Suite and VP attendees and good news
healthcare providers have a chance

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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.

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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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stay sharp, grow their networks,

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and meaningful way. Becker's
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