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Interview With Gayle L. Capozzalo, FACHE, Executive Vice President and Chief Strategy Officer, Yale New Haven Health System, New Haven, Connecticut

Journal of healthcare management, 2017-07, Vol.62 (4), p.225-228 [Peer Reviewed Journal]

Copyright Medknow Publications & Media Pvt. Ltd. Jul/Aug 2017 ;ISSN: 1096-9012 ;EISSN: 1944-7396 ;DOI: 10.1097/JHM-D-17-00076 ;PMID: 28683044

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  • Title:
    Interview With Gayle L. Capozzalo, FACHE, Executive Vice President and Chief Strategy Officer, Yale New Haven Health System, New Haven, Connecticut
  • Author: Kash, Bita A
  • Subjects: Chief Executive Officers, Hospital ; Collaboration ; Colleges & universities ; Community relations ; Connecticut ; Cost control ; Diabetes ; Employees ; Executives ; Health administration ; Health care expenditures ; Health care industry ; Health care policy ; Hospital administration ; Innovations ; Leadership ; Nursing skills ; Patients ; Population ; Social justice ; Success ; Trust
  • Is Part Of: Journal of healthcare management, 2017-07, Vol.62 (4), p.225-228
  • Description: In March, at the 2017 Congress on Healthcare Leadership of the American College of Healthcare Executives (ACHE), she received the organization's Gold Medal Award-the latest achievement in a professional life dedicated to creating and developing effective, patientcentered healthcare systems. Before joining Yale New Haven Health System in 1997, Ms. Capozzalo was senior vice president of organizational development for the Sisters of Charity of the Incarnate Word Health Care System in Houston, Texas, from 1993 to 1997. Previously, at SSM Health Care System in St. Louis, Missouri, she served as senior vice president from 1986 to 1993 and as corporate director of planning and marketing from 1982 to 1986. [...]I knew I wanted to be an integral part of a dynamic healthcare system focused on providing high-quality, safe patient care in an efficient manner. Among the most important and challenging lessons I've learned is that to bring about significant change, we must create ambitious visions-but we must execute those visions incrementally to allow time for people to adjust and practice new behaviors. changing the way healthcare is delivered takes time and requires a collaborative team of clinicians, managers, support staff, boards, patients, families, and communities. [...]the Institute for Healthcare Improvement's vision of a system no longer plagued by errors, waste, delays, and unsustainable social and economic costs took more than 20 years to permeate healthcare operations. strong, ambitious visions require long-term commitments. [...]we are partnering with innovative organizations to bring digital solutions to healthcare.
  • Publisher: United States: Lippincott Williams & Wilkins Ovid Technologies
  • Language: English
  • Identifier: ISSN: 1096-9012
    EISSN: 1944-7396
    DOI: 10.1097/JHM-D-17-00076
    PMID: 28683044
  • Source: MEDLINE
    ProQuest Central
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