Dr. Joel Levine, professor of medicine, recently emailed me his views on the proposed partnership with Hartford Hospital. I thought I would share his thoughtful perspective titled, “A Culture of Mastery.” Thanks to Dr. Levine for sending me his comments.

I received two interesting questions from our faculty regarding our affiliation discussions with Hartford Hospital. Here they are, along with my thoughts:

1) Perhaps you could explain how the leadership of the merged institutions would be able to maintain the mission of the Health Center (training a large portion of the state’s physicians, as the only public hospital) as a top priority. The desire of clinicians at Hartford Hospital “to be more academic” appears genuine, but in practice, it requires a much more than just that desire. For an institution with a different bottom line, some of the teachers and educators here who really make the medical and dental schools what they are could be the first to be cut when the finances need to be tweaked.

This is among the more complex issues I and many others have been discussing since the negotiations got underway. Of course, what we are talking about is a blending of two very distinct cultures. We all know that academic medicine is much different than private practice and there is no quick, easy solution to bringing these two worlds together in a way that respects all interests. We are not relying on one “magic bullet” here. Instead, we expect the solution will be derived from a number of sources, including governance structure, organizational structure, compensation plans and operational policies. Importantly, we recognize the importance of maintaining academic integrity and we will not lose sight of this going forward.

2) I am concerned, like the editorialist, that the merger did allow Hartford Hospital to prevent enlargement of the JDH. The original CASE report stated that expansion was key to the JDH’s survival. Yet apparently the new proposal provides for minimal expansion of the JDH, because Hartford already has some 750 beds. As I understand it, the aspect of our size that makes us unviable is the number of patient beds on site, not the total number of beds owned by an organization, regardless of whether most of them are at least a half hour away through a busy city. Why, if this is our one chance to build a new hospital, would the priority be “to be unthreatening to HH,” rather than to increase the number of beds on site, so that the JDH is financially viable?

We need to look beyond the traditional view of bed counts and bed locations in the region. Instead of “us” versus “them” lets consider “we.” Working with a larger clinical partner allows us to create economies of scale and clinical and financial synergies not otherwise possible. In so many respects, bigger is indeed better in health care delivery today, especially in academic medicine. If we can successfully partner with another clinical enterprise in our region, the designations and locations of the beds within the system are reduced to a manageable operational issue.

I came away with mixed emotions after reading an opinion piece in Sunday’s Courant on the Health Center’s proposed affiliation with Hartford Hospital.

Written by Fred Hyde, M.D., an advisor to six unions representing employees at the Health Center, the commentary is very supportive of the Health Center’s unique mission and our outstanding faculty and staff. I certainly have no objections to those points.

What troubles me, however, is the article’s premise that any affiliation between us and Hartford Hospital is not worthy of further discussion. I have said, and will continue to say, that these affiliation talks are attempting to address some very knotty issues that many observers say are unsolvable. Perhaps the naysayers are right about some of the purported roadblocks. But maybe, just maybe, they are wrong.

What we need now, more than anything else, is a collective attitude that says, “What if?”. What if we try it this way? What if we take a different approach? What if we look at the glass as being half full instead of half empty?

There will be plenty of time to critique whatever results from the affiliation discussions. But for now, we need to consider, examine and exhaust all possibilities, however challenging they may seem. And above all we must remain focused on the future quality of health care in our region.

In keeping with the spirit of the approaching holidays, I’d like to express my gratitude and appreciation to everyone here for the hard work and dedication to the Health Center that has been clearly apparent since my arrival.

The holidays provide time to take stock of the past year and to make resolutions and plans for the new. Certainly, for the Health Center there are very serious challenges that continue to be the focus of our attention. We know what these challenges are, and I’ve spoken to you about them on a number of occasions. I have also spoken about my firm belief that we will meet these challenges head-on and succeed.

In this same spirit, we should not lose sight of the successes and accomplishments we have achieved. Let me touch upon a few of them.

Our excellent School of Dental Medicine achieved commendations for its D.M.D. degree program and for its seven advanced education programs from the Committee on Dental Accreditation after their recent site visit. The accomplishment is a true testimony to the professionalism and dedication of the faculty and staff of one of the nation’s top-tier dental schools and to the quality and enthusiasm of our students.

Our very successful regenerative medicine and stem cell research program received over $15 million in grants. Research in this area places our scientists at the forefront of these fields and provides the potential for us to revolutionize medicine and health care.

We have completed our application for a clinical translational science award (CTSA) from the National Institutes of Health. I believe the application in and of itself has had and will have a tremendous positive impact on the Health Center and indeed the entire university as it builds groups to interact in collaborative ways, integrating different centers and resources for the benefit of all.

The recent gift of $3.8 million from longtime university supporters Carole and Ray Neag will allow the Health Center to upgrade its CT scanner to beyond state of the art level. We will incorporate new planning and treatments tools into an expanded integrated imaging and treatment facility that will be the first of its kind in the region.
I have always believed that great challenges lay the groundwork for great opportunities. As we continue to explore partnership opportunities with Hartford Hospital and promote greater collaboration with other area hospitals, we can continue to move toward my vision of the UConn Health Center as an essential destination on the national list of places to go for outstanding health care.

I hope the holiday season presents all of us with the opportunity not only to spend time with our families and friends but also to reflect on our work and plan for our future. I want to thank you for your contributions and welcome your commitment to our success. Please accept my very best wishes for a wonderful new year for you and your family.