In February of this year, Theresa A. Bischoff, President of NYU Hospitals Center, announced that, after nearly 20 years at NYU Medical Center, she would step down from her post at the end of 2003. Dean and CEO Robert M. Glickman, M.D., followed Ms. Bischoff’s announcement with one of his own, citing her accomplishments and long service with warm praise.

What she knows about academic medical centers and healthcare, Ms. Bischoff recalls, she learned mainly at NYU. Before coming here, she was a finance executive with a pharmaceutical company. She began her career at the Medical Center as director of accounting services, but made a point of visiting department heads through­out the Medical Center, finding them eager to teach her how they did their work. In turn, she shared her expertise in finance with them. This laid the foundation for an exceptional partnership between her and the wide range of people who help make the institution work, one that has helped strengthen the Medical Center’s patient care and its finances.

What do you think are the Medical Center’s greatest strengths?
What struck me as soon as I arrived at NYU, and what has kept me here all these years, is our commitment to quality. There’s a real sense of ownership among the faculty and staff about the primacy of caring for our patients and working as a team. I have always felt a responsibility to maintain it and, where possible, to enhance that commitment to excellence. I think it’s one of the things that distinguishes us from other academic medical centers, and it’s a strength that will ensure our success in the future. Another strength is that we’re never really satisfied. We are always trying to improve by building on our great traditions. Our Service Standards initiative is a very good example of that.

What has been your approach to managing NYU Hospitals Center?
If you can figure out how to run the institution more efficiently, it gives you more resources to do the things you really want to do, whether it’s patient care, research, or education. One small example of that is the perioperative committee, which has done an amazing job in allowing us to do more surgical procedures every year. I think the result has been our ability to continue to grow every year.

What do you think accounts for the increase in the pace and complexity of the medical profession?
A combination of economic pressures and the incredible discoveries that we read about every day. We can’t spend an unlimited amount of money on healthcare, so we’re constantly looking for ways to do things faster and more efficiently. At the same time, we see an explosion of new procedures, drugs, and technologies that help us do our jobs better, but they are enormously expensive. Healthcare professionals wind up right in the middle—between the patients they want to take care of and the dollars that are available. And yet, there are few other things you could do with your life that are as personally rewarding as being part of an academic medical center—because we’re helping people.

Why is it important for NYU to play a leadership role in healthcare?
As chair of the Greater New York Healthcare Association during the aftermath of September 11, I was really proud to be a part of our efforts to get financial help from the federal government to enable hospitals in New York to get back on their feet. When I chaired the American Association of Medical Colleges’ Task Force on Institutional Responsibility for graduate medical education, we issued a report on helping institutions do a better job with their training programs. Now, as national chair of the AAMC this year, I find we’re dealing with a whole range of important issues that confront teaching hospitals, such as funding for healthcare and research, work hours for residents, and the need to maintain affirmative action programs in higher education.

Can such enormous problems be solved?
I’m always an optimist, so I would say yes. But it’s going to take more time than people would like. Institutions like ours have a special responsibility to help solve these problems. Fortunately, we also have a lot of experience and brainpower that can make NYU a leader in these national efforts.

What are your plans for the remainder of your time at NYU, as well as the next step in your career?
I’ll continue to fulfill my responsibilities as president of the hospitals and work closely with Dean Glickman and the leadership here to ensure a smooth transition. I want to make sure that I leave in a way that allows for things to continue to go forward. In the months ahead, I expect to look at many different career opportunities. It’s an exciting prospect for me personally and professionally to think about what I’ll do next.

What do you think you’ll miss most about NYU Medical Center?
The people! The doctors, the nurses, the staff, and the students. I can’t imagine any other environment where so many smart, caring, dedicated people can come together in one place. I want to stay attached to the institution. There have been many friendships that will continue. And I also hope to stay involved in our services for women and children and especially the work of KiDS of NYU.