Thomas Zenty

So we've raised in the past 15 years now approaching $2 billion a year, predominantly to support our research and our teaching mission.

So we went from, no, that's impossible,

to all of a sudden, we need more people in our department of philanthropy because we know we can raise more money.

There are other forms of finding resources in which to make that happen.

In our area of research, we created something called the Harrington Discovery Institute.

It's a way to get promising research across the valley of death and to get funded with additional support from us and from others.

So we just created a relationship with University Hospitals, Harrington Discovery Institute, and Oxford University in England.

We bring in 20 researchers per year whose research is now going to be oriented less toward basic science research and more toward commercialization.

So things like intellectual property makes a big difference.

Having an appropriate sharing program in the event that something becomes brought to market creates a personal opportunity for the researcher.

And we just announced that we're working now in partnership with Morgan Stanley.

They have now 17,000 wealth advisors across the United States who are advocating Morgan Stanley gift cures.

which it would be a tax-deductible donation to the Harrington Discovery Institute, focused on finding cures predominantly for rare diseases.

So there are things we can do.

It will depend on the month, but I would say on average, we are actually transferring out about 100 patients a month to one of our other 18 hospitals in our system.

Closer to home, closer to where the patients live.

They don't need an academic medical center to receive world-class care.

Your point about social determinants, I think as an industry, we take this very seriously.

We all do community benefit analyses, community needs assessments, and so forth.

And we just did an example where we looked carefully at why our neonatal intensive care unit was so full.