Academic Affairs Leadership Council
Establish NJCTH members as the premier academic heath centers, in New Jersey and the nation, by:
·     Focusing on rapid deployment of best practices,
·     Facilitating collaboration and problem solving between institutions, and
·     Creating innovative curriculums.
 
Short and Long-Term Objectives
·     Unify educational approaches for healthcare professions in New Jersey.
·     Ensure evidence-based medicine is integrated into education curriculum.
·     Establish a team-driven environment bringing physicians, nurses, pharmacy and allied health professionals together in teaching, learning and work environments.
·     Integrate the use of information technology decision support systems and communication systems into daily decision-making, performance assessment and financial management.
·     Increase emphasis on skills required to manage chronic conditions.
·     Expand education environments into the community including FQHCs, public health departments, long-term care facilities, and patient homes.
·     Integrate health care financing, patient safety, quality management mechanism and social/behavioral sciences into educational curriculums.
 
Quality and Patient Safety Collaborative
Establish NJCTH members as the premier healthcare systems in New Jersey by deploying:
·     Patient care processes and personnel that support best practices and continuous quality improvement,
·     Infrastructures that support safe, error free environments. and
·     Demonstrating superior health outcomes.
 
Short-Term and Long Term Objectives:
·     Establish a “Cross Institutional” learning environment which focuses on the rapid deployment of best practices.
·     Facilitate collaborative site visits between quality teams to share innovations and lessons learned.
·     Create a database of resources and tools that are available for all members.
·     Identify expert consultants, including physician champions that would be available to support other member’s quality and safety teams.
·     Identify patient safety and quality curriculums that focus on educating residents, medical students, nursing students, and allied health care students. Work collaboratively to create an innovative, interdisciplinary curriculum for use by NJCTH members.
·     Identify demonstration projects and/or grant opportunities that support the group’s mission and IOM-AHC innovation projects.
 
Chief Financial Officers Committee
·     Monitors and reviews financial and reimbursement issues affecting New Jersey’s teaching hospitals.
·     Conduct financial analyses, develop comments and/or position statements, and recommend their adoption by the NJCTH Board of Trustees.
Examples: Charity Care, GME, Medicaid, Medicare, DSH, Prompt Pay Legislation
 
Government Relations Committee
·     Develop an efficient, effective methodology for accomplishing the critical goals and objectives related to strategic legislative, regulatory and administrative policy initiatives.
·     Formulate and initiate advocacy plan for targeted priority issues related to teaching hospitals on the state and federal level.
·     Advocate for legislation and regulatory policy that will ensure the ability of teaching hospitals to deliver a competitive supply of highly educated health care providers; and research, develop and provide the highest level of cutting edge health care services for New Jersey residents.
 
Action Plan:
·     Strategic Planning on Legislative Issues.
·     Identify, research, and monitor legislative issues affecting teaching hospitals.
·     Analyze legislation and regulations and recommend action.
·     Develop strategic plan to advocate for regulatory policies or legislation that will enable teaching hospitals to deliver quality health care and medical education.
 
New Jersey Council of Children’s Hospitals
Key Concerns:
·     Lack of a clear “policy home” for children’s issues, and therefore little progress made to improve New Jersey’s pediatric health system and children’s clinical services.
·     Limited pediatric training programs with insufficient specialty resident and fellowship positions—impacting recruitment of pediatric specialists as faculty and caregivers.
·     Poor reimbursement and resources, created by low FFS Medicaid and Charity Care reimbursement.
·     Sizeable out-migration of patients to out-of-state pediatric hospitals.
 
Leadership Committee
The business of the Council of Children’s Hospitals shall be managed by the Leadership Committee. At all times, the Committee shall consist of the following:
·     The Medical and Administrative Directors of the children’s hospital or rehabilitation hospital, unless a designee is appointed by the Member and approved by majority vote of the Leadership Committee; and
·     The CEO and Vice President, Health Policy of the NJCTH and CCH; and
·     The Committee may also consist of Affiliate Institution Members and Members-at-Large.
·     The Leadership Committee shall elect a Chair and Chair-Elect and they shall hold office for a term of two years and until their successors have been duly elected and qualified or until death, resignation, or removal. 
 
Executive Committee
The Executive Committee shall consist of the Chair and Chair-Elect of the Leadership Committee, the chairs of each standing committee and the CEO and Vice President, Health Policy of NJCTH and CCH. All Executive Committee members must be Full Members unless otherwise approved by the Leadership Committee. 
Other Committees:
The Leadership Committee may, from time to time, establish such standing or special committees or issue-specific task forces, as it deems appropriate or necessary. The following committees are hereby established to meet the goals of the association:
·     Advocacy Committee
·     Quality Committee
·     Pediatric Workforce Committee
 
Advocacy Committee
·     Develop an efficient, effective methodology for accomplishing the critical goals and objectives related to strategic legislative, regulatory and administrative policy initiatives related to children’s hospitals.
·     Formulate and initiate advocacy plan for targeted priority issues related to children’s hospitals on the state and federal level.
·     Advocate for legislation and regulatory policy that will ensure the ability of children’s hospitals to deliver a competitive supply of highly educated health care providers; and research, develop and provide the highest level of cutting edge health care services for New Jersey’s children.
 
Action Plan:
·     Strategic Planning on Legislative Issues.
·     Identify, research, and monitor legislative issues affecting children’s hospitals.
·     Analyze legislation and regulations and recommend action.
·     Develop strategic plan to advocate for regulatory policies or legislation that will enable children’s hospitals to deliver quality health care.
 
Pediatric Workforce Committee (GME Committee)
·     Determine if partnerships between organizations can be created to support more pediatric fellowships.
·     Determine the logistical, research, and review committee (RRC) issues, and what are the requirements for sponsoring hospitals.
·     Determine what associated specialties are required and desired to support pediatric residents and fellows, and their availability throughout the state.
·     Determine if there is the ability to train PICU and NICU adjunct positions.
 
Quality
·     Develop a report on card and outcomes in NJ, by pediatric specialty.
·     Determine how to capitalize on quality indicators and outcome measures and how NJ’s children’s hospitals can develop statewide collaboratives.
·     Examine the success with national quality improvement projects; e.g., Vermont Oxford Network, Massachusetts Harvard Program, HCAPS initiative. Determine which NJ hospitals are active participants.
·     Establish differential “Performance Improvement Indicators” for NJ from the national list of quality indicators.
·     Determine whether a NJ pediatric health care report card would be advantageous in the future.