2007 Annual Report
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2007 Annual Report The University of Nevada School of Medicine, or How to grow a medical school with limited resources. Overview. Where is UNSoM in comparison to peers? What do we aspire to be? What challenges do we face and how do we prepare ourselves? Questions.

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2007 Annual ReportThe University of Nevada School of Medicine, orHow to grow a medical school with limited resources


Overview
Overview

  • Where is UNSoM in comparison to peers?

  • What do we aspire to be?

  • What challenges do we face and how do we prepare ourselves?

  • Questions


Unsom s position in the universe of medical schools
UNSoM’s position in the universe of medical schools

  • 125 U.S. accredited M.D. granting schools of medicine in 2007

  • No single objective measure of quality

    • Quality of education (board scores, surveys, graduate outcomes, etc).

    • NIH Ranking, citation index, productivity per investigator.

    • Reputation amongst public, peers, opinion leaders.



Undergraduate medical education
Undergraduate Medical Education education

  • Strong student body with solid GPA and MCAT scores

  • Strong basic science education

  • Solid performance on national boards

  • Excellent success in securing positions in very competitive residencies

  • Good feedback on our student’s performance as residents



Research
Research education

  • Strong commitment to preclinical education

  • Nationally and internationally recognized investigators and research programs

  • Well funded on a per lab or per individual investigator basis

    But…

  • Limited scope

  • Antiquated and cramped facilities

  • Underrepresented translational research


To reach the bottom of the 2 educationnd Quartile will require us to triple grant funding


Total Expenditures in 2007 of $14.3 million education

$3.73 million are generated by faculty over the age of 60


Research1
Research education


Trends in medical education affect our programs
Trends in medical education affect our programs education

  • Medical school enrollments are projected to increase by 30% (increased 2.3% in 2007; several new schools planned)

  • Increased emphasis on structured education with measurable goals and objectives

  • Increased emphasis on multidisciplinary learning and simulation

  • Increasing popularity of certain specialties presents challenges filling primary care residencies



Accomplishments
Accomplishments education

  • Recruited new leaders

  • Expanded faculty and programs

  • Formed new relationships

  • Begun new research and educational facilities

  • Increased the class size

  • Begun to improve efficiency of administrative functions


Recruited new leadership
Recruited new leadership education

Administration

Chief of staff – Ann Mischissin

Chief operating officer – Blain Claypool

Chief financial officer – Jean Regan

Chief counsel – Thomas J. Ray

Associate Dean for GME – Miriam Bar-on

Communications Director – Mark Levine

Director Medical Library & IT Services – Jim Curtis

Director of Clinical IT – Jon Goetz

Director of Development – Stefanie Scoppettone


Recruited new leadership1
Recruited new leadership education

Clinical Chairman

Obstetrics and Gynecology, Las Vegas – Paul Stumpf

Internal Medicine, Las Vegas – Daniel M. Goodenberger

Pediatrics, Reno – Nevin Wilson

Emergency Medicine – Dale Carrison

Family Medicine, Las Vegas – Elissa Palmer

Family Medicine, Reno – Daniel Spogen

Mojave Mental Health – Coni Kalinowski (Medical Director)


Growing clinical programs
Growing clinical programs education

Pediatric Surgery, Las Vegas – Dr. John Gosche

Endoscopic Bariatric Surgery, Las Vegas – Dr. James Lau

Nevada Neurologic Consultants merger with UNSoM, Las Vegas

Expanded subspecialty programs in internal medicine, Reno

Sports medicine fellowship in family and community medicine in Reno and Las Vegas




The Faculty Practice Plan is an economic engine driving our growth and sustains education and scholarship


Academic Medical Centers Face Difficult Times growth and sustains education and scholarship

A two-part article in Tuesday's issue of The Oregonian reports that:

“Oregon Health & Science University's losses on laboratory research and doctor education are growing far faster than anticipated and are projected to reach $50 million this year.”

Those losses mean tough choices for the university, which has ambitious plans to treat more patients, expand its scientific research and build a world-class medical school that will train new doctors for Oregon. The article further reports that OHSU President Joe Robertson told the paper "that the university has sufficient resources for the next 20 months, but that its current financial course is 'not sustainable.' Robertson declined to speculate how the university might address the growing losses or say whether cost-cutting alone could close the gap."


Role of the practice plan
Role of the Practice Plan growth and sustains education and scholarship

  • Ensures access to diverse patient population for students, residents, fellows and other health care providers in an educational environment with supervised increases in responsibility of learners

  • Generates 42% of total annual revenue to the school of medicine, supports other missions, and provides the majority of clinical faculty salary


Data from 2006 LCME Report growth and sustains education and scholarship


Practice plan organization
Practice Plan Organization growth and sustains education and scholarship

Board of Regents

University of

Nevada, Reno

Leadership

UNSoM

Leadership

UNSoM Programs


Practice plan assets
Practice Plan Assets growth and sustains education and scholarship


Practice plan liabilities
Practice Plan Liabilities growth and sustains education and scholarship


Practice plan summary
Practice Plan Summary growth and sustains education and scholarship


What do we aspire to be
What do we aspire to be? growth and sustains education and scholarship

  • A more complete medical school with the ability to educate the physician workforce for Nevada in Nevada

  • A vibrant center of research, service and learning that attracts a diverse group of the best and brightest faculty, staff and trainees

  • A valued partner for patients and other health care providers


What must we do to succeed
What must we do to succeed? growth and sustains education and scholarship

  • Measure our performance against external benchmarks from peers

  • Streamline our procedures and administrative structure – “Faster, Better, Cheaper”

  • Identify and maximize revenue

  • Be focused and tenacious in pursuing our goals

  • Never sacrifice quality for speed or quantity


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