Chancellor’s Strategic Planning Retreat

1. Chancellor’s Strategic Planning Retreat April 16, 2009 John C. Adams, Ph.D.

2. What’s this strategy stuff? • Sound strategy starts with having the right goals. • Strategy is about making choices, trade-offs; it's about deliberately choosing to be different. • Finally, strategy must have continuity. It can't be constantly reinvented. --Michael Porter http://www.brainyquote.com/quotes/keywords/strategy.html

3. Our Starting Point The partnership of UNMC and the Nebraska Medical Center will be a world-renowned health sciences center that: • Delivers state-of-the-art health care; • Prepares the best-educated health professionals and scientists; • Ranks among the leading research centers; • Advances our historic commitment to communityhealth; • Embraces the richness of diversity to build unity; • Creates economic growth in Nebraska.

4. Making Choices; Maintaining Continuity • Today’s agenda • Chancellor’s BIG Ideas retreat • Strategic accomplishments • Quality & performance • Planning environment • Completing the plan

5. Morning Session • Hal’s remarks • Personalized Medicine panel • Discussion • Break • Breakout sessions • Morning sessions concludes -- 11:10

6. Afternoon Session • Academy of Teaching Scholars panel – 11:20 • Discussion • Lunch • Breakout sessions • Retreat adjourns -- 2:20 • Chancellor’s Council --2:30

7. Chancellor’s Council BIG Ideas Retreat • Personalized medicine • Educational research, mentoring & faculty developmentAcademy of Teaching Scholars • University Affiliated Research Center (UARC) • Administrative degreesMaster of Heath Services Administration • Global & cross cultural education

8. Today’s Work • Translate BIG Ideas into concrete goals • Exchange ideas with visiting faculty & community participants • Challenge & energize one another • Refresh rolling three-year strategic plan "Leadership is a combination of strategy and character.” --Gen. H. Norman Schwarzkopf

9. Strategic Accomplishments

10. Education • 140 students participated in a pilot health profession education collaborative with a similar activity planned for this spring • UNMC students are hosting the first national “Student Sponsored Health Clinics” conference

11. Research • Great Plains Health Research Consortium founded to expand UNMC clinical & translational research • Health disparities research advanced through the Tobacco Settlement exploratory grants • Interim director named for the Center for Regenerative Medicine

12. Community & Campus Partnerships for Health • COPH was a leader in developing “Top 10 in 10, Our Healthy Community Partnership” • The Mind Brain Consortium is being developed • Workforce study essentially completed • Science literacy advanced through Mobile Lab working group and Science Café program

13. Cultural Competence • COPH cultural competence/professionalism course launched • M1 Community Health service learning project initiated • Cultural competence integrated into new employee orientation • 16 applications received from students at affiliated minority-serving institutions

14. Economic Growth • 46% increase in revenue from commercial activities • Staff hired to implement HURON report on clinical research organization and partnership discussions begun • Multiple licenses & agreements signed • Initial steps completed toward creation of a UARC

15. Employee Loyalty & Satisfaction • $2,500 career development component added to Gold “U” • UNMC-TNMC Wellness Council formed & Worklife Programs integrated into HR • Health Risk Appraisals (HRA) to be implemented U-wide in January 2010 • UNMC-recommended health insurance enhancements to be implemented in Jan 2010

16. Performance and Quality Indicators

17. Twelve Quality Indicators • Education • Research • Health care • Rural activities • Minority recruitment & retention • Economic growth

18. Twelve Quality Indicators • Employee loyalty • Financial strength • Infrastructure • Strategic leadership • Compliance • National rankings

19. Change from Prior Year • Improved – 2 • Improved/stable – 3 • Improved/declined – 2 • Stable – 3 • Declined – 2

20. How We Rate Ourselves (against our own extremely demanding standards) • Outstanding – 0 • Excellent – 4 • Very good – 6 • Good – 1 • Fair – 1

21. Certification/Licensure Exams • Key standard: 100% pass rates • Change: Mixed • Rating: Very good • Examples compared to prior year: • MD Step 1 pass rate – lower • DDS Part 2 pass rate – higher

22. Research Funding & NIH Rankings • Key standard: NIH rankings @ 50th %tile • Change: Declined • Rating: Fair • Compared to prior year: • External funding – down 15% (partially due to late award notices) • NIH rankings – 4 lower & 1 higher

23. Healthcare Quality & Patient Satisfaction • Key standard: Patient satisfaction %ages • Change: Stable • Rating: Very good • Satisfaction levels: • Patient satisfaction – 78% to 95% • Physician satisfaction – 79% to 87%

24. Rural Activities • Key Standard: %age of UNMC-trained rural practitioners • Change: Stable • Rating: Excellent • NE rural practitioners from UNMC: 65%

25. Minority Recruitment & Retention • Key Standard: %age of underrepresented minority faculty, staff & students • Change: Improved slightly • Rating: Good • Changes from prior year: • Underrepresented minority faculty, staff & students – improved/stable • Women faculty – slightly higher

26. Economic Growth and Technology Commercialization • Key Standards: Economic impact & Intellectual Property Office index score • Change: Improved • Rating: Excellent • Compared to prior year: • License revenue increased • Sponsored research revenue increased

27. Employee Loyalty & Satisfaction • Key Standard: retention rates & employment stability • Change: Improved • Rating: Excellent • Compared to prior year: • Employee satisfaction -- improved • Employment retention & stability -- stable

28. Financial Strength • Key Standards: Non-general fund growth & Hospital operating margin • Change: Mixed • Rating: Very Good • Compared to prior year: • Lower non-general fund ratio • Improved Hospital operating margin

29. Infrastructure • Key Standard: meeting annual construction & ITS master plan targets • Change: Improved • Rating: Excellent • Examples: • Sorrell Center completed; DRC II nearly completed • 3,580 distance learning/education hours

30. Strategic Objectives/Leadership • Key Standard: 75% accomplishment of objectives • Change: Stable • Rating: Very Good • Examples: • Center for Translational Research • Center for Healthy Aging

31. Compliance Effectiveness • Key Standard: satisfactory external compliance reviews • Change: Improved • Rating: Very Good • Examples: • F & A increased from 46% to 47.5% • Improved conflict of interest management

32. Comprehensive National Rankings • Key Standard: national recognition of academic programs • Change: Declined slightly • Rating: Very Good • Compared to prior year: • USN&WR medical schools – primary care dropped from 10th to 20th (April 2009)

33. Planning Assumptions • UNMC • UNMC-Research • UNMC, UNMC-P and The Nebraska Medical Center • Omaha & Metro Area • Nebraska • University & Foundation • Regional & National • International

34. Fortune Scan:Reading the Present & Futurefrom the pages of FortuneMarch 16, 2009

35. Slow Economy I watch the number of new businesses being formed, typically 700,000 a year. We’ll be lucky this year if it’s half that…. No entrepreneurs, no recovery. -- Carl Schramm, president, Ewing Marion Kauffman Foundation, p. 20.

36. Bad Loans • Subprime debt, marked down to 25 cents on the dollar, may turn out to be worth more. • Losses on ordinary business loans and consumer loans will end up dwarfing those on toxic assets. --Tully, S. “Will the Banks Survive?” pp. 64-5.

37. The Good Life Goes On • Recessions are tough on recreational clubs,...but it helps to have a unique sell. • California’s Mayacama [Jack Niclaus designed golf course] features gorgeous greens plus the best wine list on the planet…. --Shambora, J. “Life at the Top,” p. 46.

38. …and On In the luxury realm, waiting lists for hot cars are growing shorter. “The economy has helped weed out the less serious buyers.” --Callaway, S.Z. “Driving a Bargain,” p. 50

39. Reform? Wall Street bashing is all the rage in Washington these days. But so far, all Washington has done is enact… ineffective pay caps and rant about…former Merrill Lynch CEO John Train’s $1.2 million office decorating bill. -- Sloan, A. “Don’t Confuse Rhetoric with Reform,” p. 22.

40. Hot Tech • Router giant Cisco may get into server “virtualization” – making servers more efficient • Cisco’s strategy: “virtualize the whole data center by providing software that can manage real servers and virtual ones at the same time….” --Fortt, J. “Cisco Aims to Serve,” p. 33-4.

41. Beach Tech Someday you may be reading your newspaper…on an e-paper device—a thin piece of plastic the size of a legal pad that can be taken to the beach…. That day may be closer than you think. --Copeland, M.V. “The End of Paper, p. 66.

42. Hot Competition The Wisconsin Institutes for Discovery [opening in 2010], was funded by a $50 million gift,… matched by $50 million from WARF and $50 million from the State of Wisconsin. The Institutes will house an interdisciplinary team of experts in…biotechnology…and stem cell research. -- “Wisconsin: A State of Innovation,” p. S2-3.

43. Cooling Mainland China has grown for so long…that some hard truths about its economic reality…can be hard to swallow. China’s leaders knew that the comparative advantages they leveraged into rapid growth…had pretty much run their course. -- Powell, B. “China’s Hard Landing,” pp. 116-8.

44. Happy Employees Dreamworks Animation provides: • Free breakfast and lunch on site every day • Profit sharing • Ping-Pong and poker tournaments during work hours. -- “Secrets of the 100 Best Companies,” p. 40

45. Protect the Brand Trust in U.S. business is even lower today than it was after the Enron scandal…. With admiration in such short supply today, a company’s reputation is more valuable than ever. -- “The World’s Most Admired Companies, 2009,” pp. 77-8.

46. CEO As Cheerleader When you read the newspaper, listen to TV or radio, you hear these purveyors of doom telling us how bad everything is. Leaders need to instill confidence—Americans… always rise to the occasion. -- Bill Weldon, CEO, Johnson & Johnson, “A View from the Top.” p. 109.

47. Fourth Quarter Drive People are not buying a lot of stuff today, but the fourth quarter, I think maybe we’ll see the economy start heading in the right direction,…almost regardless of what they do in Washington. -- Fred Smith, CEO, FedEx, “A View from the Top.” p. 112.

48. Planning Calendar • Breakout session reports • posted – 4/20 • Goals and milestones due – 4/30 • Chancellor’s Council adopts plan – 5/12 • Leaders, teams and measures due – 6/12 • Detailed plan published – 7/1 • Unit plans due to Chancellor – 7/15

49. College of Public Health