Annual Report 2017 Annual Report - Page 4

2 A M E S S AG E F RO M T H E P R E S I D E N T “Purpose — not one leader, authority or power — is what creates and animates a community. Shared purpose is what makes people willing to do the hard tasks of innovation together, while collectively problem solving and working through inevitable conflicts and tension.” LINDA HILL | HARVARD BUSINESS SCHOOL T he Wright Center’s corporate model is a community- owned and governed Graduate Medical Education and Safety Net Consortium (GME-SNC). But what does that really mean? By definition, a consortium is an association of two or more individuals, companies, organizations or governmental agencies with the shared objective of pooling their resources and participating in common activities in order to accomplish an enterprise far beyond the resources of any one member alone. To our team at The Wright Center, a consortium is all that and more. The shared purpose of our board members, staff, provider teams, trainees, patients and community partners embodies our collective, passionate and steadfast commitment to The Wright Center’s mission to continuously improve education and patient care in a collaborative spirit to enhance outcomes, access and affordability. More than 40 years ago, no one could have predicted the mission-driven path we have taken to bring The Wright Center to where we are today. What was once a modest, predominantly hospital-based academic medicine partnership in northeast Pennsylvania with Temple University has blossomed into a nationally- recognized GME-SNC that treats more than 31,000 active patients in northeast Pennsylvania alone, while currently training 185 residents in four states and the District of Columbia. Our four-decade journey has generated The Wright Center’s courageous ten-year vision to be recognized by the President of the United States as THE Health and Human Services gold standard, community-based model for primary healthcare services and workforce development by June 30, 2027. Trusting a vision this audacious requires passionate faith in the intentional, purpose-driven co-creation of collective genius by all stakeholders. Fortunately, we’ve engaged a group of committed, talented and diverse board members, many of whom are patients within our clinical learning environments, to work hand in hand with our executive team to strategically and continuously improve our healthcare delivery and educational systems. Thankfully, we’ve engaged an amazing group of talented employees who work passionately and tirelessly to deliver our mission through the strategic plans of our governing board. We have created and cultivated exceptional regional and national partnerships to help us care for our patients, families and communities while developing a sustainable pipeline of competent, compassionate and well-prepared physicians, ready to thrive and lead in our ever-changing healthcare industry. Collectively, we have made enormous strides this past year toward true b idirectional integration of behavioral health and primary care delivery and workforce development, while enhancing our overall institutional sensitivity to the socioeconomic determinants of health, addiction and the overarching significance of all stakeholders’ overall wellness, coping skills and resiliency. Our primary strategies to become a high-performing organization and optimal employer include continued intentional investment to promote recruitment and retention of the “Wright” people and strategic development of emerging leaders amongst us through internal career advancement opportunities. Our efforts have allowed us to advance our clinical, educational and management infrastructure, as well as our learning culture, to optimize engagement of our staff, learners and the patients and families we serve. The commitment of our team has resulted in meaningful contributions to ongoing system improvements and has nurtured and expanded our flourishing partnerships within the communities we serve. We continue to actualize the collective power of our GME-SNC model and celebrate its innovations and efficiencies, as well as its patient care delivery and graduate outcomes. Organically, our GME-SNC framework for an effective network of clinical learning