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UC COM, UC Physicians and University Hospital Joint Strategic Planning Initiative

UC COM, UC Physicians and University Hospital Joint Strategic Planning Initiative. David Stern. The times that we live in…. Times of uncertainty Health Alliance issues, reordering of the world of clinical medicine in Cincinnati Resources are in short supply UC budget, NIH budget

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UC COM, UC Physicians and University Hospital Joint Strategic Planning Initiative

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  1. UC COM, UC Physicians and University Hospital Joint Strategic Planning Initiative David Stern

  2. The times that we live in… • Times of uncertainty • Health Alliance issues, reordering of the world of clinical medicine in Cincinnati • Resources are in short supply • UC budget, NIH budget • Can we realize our plans and hopes?

  3. Yes, we can deal with times of uncertainty… • Clinical practice • Research • Educational performance • Chair and other key recruitments

  4. Clinical Practice Growth: Visits

  5. Clinical Practice Growth: Revenues

  6. College of Medicine Funding

  7. GPA Trends for Incoming Students

  8. Chair Recruitments • Earlier this year, Chairs of Pediatrics (Arnie Strauss), Ob/Gyn (Art Evans), Pathology (David Witte) • Currently, Chairs of Molecular Genetics (Malak Kotb), Surgery (Michael Edwards) and Psychiatry (Steve Strakowski) • Shortly, Chair of Cancer & Cell Biology • In the future, Radiology and Genome Sciences

  9. What characteristics do we value most in our culture? • Transparency • Innovation • Quest for excellence • Collaboration • Energy • Integrity

  10. Don’t stand on the sidelines waiting to see what will happen…

  11. Strategic planning: What’s new?What’s different? • UH, UCP and COM working together • CCHMC an integral partner • Clinical, educational and research planning • Organizational alignment and business planning are priorities • UCP planning • Business plans to support all of our initiatives

  12. UC|21 at the UC College of Medicine • UC|21 developed - May 2004 • UC|21 implementation - Fall 2004 • UC|21 programmatic alignment – Jan 2005 • UC|21 implementation plan – May 2005 • UC|21 research investment master plan – May 2006 • UC|21 COM/UCP/UH planning – inclusive, intensive, and in-line with UC|21 – commences October 2006 through October 2007 • UC|21 COM/UCP/UH implementation– commences November 2007 Completed In Process

  13. Environmental Assessment • External data analysis & interviews • Internal data analysis & interviews • Where is the Organization Today? • Strategic Vision • Key strategic implications • Vision statement and values • Measurable goals • Where Should the Organization Be in the Future? • Strategy Formation • Strategies & tactics • Financial requirements/estimates • Governance & management implications • How Should the Organization Get There? • Is the Organization Getting There? • Implementation Planning/ Monitoring/Communicating Planning Methodology

  14. Strategies Implementation Tactics Goals Specific actions describing how to achieve the organization’s vision and goals. A short list of measurable imperatives used to assess progress in executing the plan. Detailed instructions provided to guide in plan implementation. Vision Goals Strategies Implementation Tactics M I S S I O N Strategy A-1 Goal A Strategy A-2 Vision Statement & Values Strategy B-1 Goal B Strategy B-2 Strategy C-1 Goal C Strategy C-2 AMC Strategies –Strategic Structure Vision Visceral and inspiring; evokes an image of the future organization. Differentiates & promotes organization’s aspirations to all constituencies.

  15. Vision and Mission Vision of UC COM, UCP, and UH Through collaboration and innovation, we will be the leader in improving the health of our local and global community. Mission of UC COM, UCP and UH Our mission is to improve health for all through: • Personalized care embracing best clinical practices • Innovative interdisciplinary research • Premier clinical and scientific training • Creative community partnerships

  16. Organizational Goals (healthcare) • Improve health and wellness in the community. • Enhance quality, performance improvement and patient safety. • Develop a culture of evidence-based health care and outcomes measures. • Position UC COM, UCP, and UH as the preferred academic local, regional and national tertiary referral center.

  17. Organizational Goals (research & education) • Strengthen basic, clinical, translational and interdisciplinary research. • Build innovative educational programs and curricula. • Develop select Centers of Excellence that span the tripartite missions.

  18. Organizational Goals (general) Strengthen/enhance… • communication and transparency within and across the organizations. • financial stewardship to ensure a sustainable future. • infrastructure to support the vision. • faculty, staff and learner morale.

  19. Strategy Design Teams JSP Initiative Steering Committee Educational Innovation Strategy Design Team Centers of Excellence Strategy Design Team Translational Research Strategy Design Team Organizational Dev. Strategy Design Team Chairs: Rick Ricer, MD Family Medicine Bruce Giffin, PhD Cell & Cancer Biology Chairs: Jeff Whitsett, MD Pediatrics/CCHMC Bradley Britigan, MD Internal Medicine Lee Ann Liska UH Administration Chairs: Joe Broderick, MD Neurology Jim Heubi, MD Pediatrics/CCHMC Chairs: Michael Nussbaum, MD Surgery Myles Pensak, MD Otolaryngology

  20. Proposed Strategies by Theme • (A) Personalized care embracing best clinical practices • (B) Premier clinical and scientific training • (C) Innovative interdisciplinary research • (D) Creative community partnerships

  21. Theme A: Personalized Care Embracing Best Clinical Practices • Systematic approach to developing Centers of Excellence beneficial to all missions and affiliated entities. • Create comprehensive Gastrointestinal Disorders and Immunology, Inflammation and Infectious Disease programs • Emphasize quality, performance improvement and patient safety as pillars of our culture. • Strengthen relationships with both internal and external referring physicians.

  22. Theme A: Personalized Care Embracing Best Clinical Practices • Develop a Neuroscience Center of Excellence. • Establish a joint Cancer Center (CCHMC, UCCOM, UH) to enhance and coordinate oncology care from childhood to adulthood in southern Ohio and beyond. • Develop a Cardiovascular Center of Excellence. • Develop a Diabetes and Obesity Center of Excellence.

  23. UCP Integration …to improve operational and financial performance and strengthen market position • Centralize contracting • Develop policies and procedures related to patient care • Standardize patient accounting and financial reporting • Identify practices with financial/operational difficulties, and develop corrective plans

  24. Theme B: Premier Clinical and Scientific Training • Develop career development and mentoring programs for faculty, staff, residents and students. • Enhance student and trainee quality at the COM. • Create formal programs to develop teaching skills among faculty, staff and trainees.

  25. Theme B: Premier Clinical and Scientific Training • Develop interdisciplinary and interdepartmental approaches to education. • Adopt quality and outcome measures for all educational programs. • Develop learner-centric educational/training programs and curricula. • Enhance diversity of the student body.

  26. Theme C: Innovative Interdisciplinary Research • Develop infrastructure to support clinical, translational and interdisciplinary research. • Support collaborative interdisciplinary research. • Initiate and grow translational technologies.

  27. Theme D: Creative Community Partnerships • Better align the goals and decision making processes of the COM, UCP, UH and CCHMC; strengthen relations with the VA and Shriners • Enhance and build the “brand” of the AHC in its services and by partnering with community hospitals and physicians. • Strengthen relationships with local, regional and national communities.

  28. UC COM, UC Physicians and University Hospital Joint Strategic Planning Initiative Jim Kingsbury

  29. COM What is the right relationship of the balloons? UH UCP

  30. The times that we live in…#2 • Times of uncertainty • Health Alliance issues, reordering of the world of clinical medicine in Cincinnati • Resources are in short supply • Uninsured, Reimbursement Restrictions • Can we realize our plans and hopes?

  31. University Hospital Market Share 2001-2006

  32. University Hospital Financial Growth

  33. University Hospital Financial Capability (10 Year) • Current funding: • COE – directed budgeting: $100-150 million • Capital investment: • Routine Capital $150+ million • Strategic Capital $100+ million • New funding: • UH additional profitability (3%): $150 million • UH/UCP debt markets: $??? • Fundraising: $3-400 million • Support from partners: ???

  34. University HospitalSpecial Missions • Academic Medical Center & Teaching Hospital • Safety Net Hospital: serves 90 percent of patients below the poverty level • Tertiary & Quaternary Referral Hospital

  35. One Big Thing??!!The Regional Tertiary Referral Center To Do: • Growth as the Regional Tertiary Referral Center • Partnerwith UC-COM & CON and UCP • Continue to grow Market Area, Share & Payer Mix • Develop Referral Partnerships (Hospitals & Doc’s) • Build around Key Strengths or what must become Strengths • Build Infrastructure • Continue to Improve Culture 2005 UH Vision

  36. UH & UCP Integration …to improve patient care, operational and financial performance and strengthen market position • Align strategic & operational planning • Align incentives and financial operations • Improve operational integration and services • Align and improve systems and infrastructure • Contract more effectively • Partner in the community more effectively

  37. UC-COM, UH, UCP Partnering… The strength of the UC College of Medicine is in the interdependence of its missions and the breadth of its partnerships. Dayton Partner?? Community Partners Community Partners Tertiary Partners? Community Partners

  38. Next Steps… • Town Halls at UC, UH, CCHMC • The Joint Strategic Plan will be finalized in November after consultation with leadership and faculty. • Communications plan • Implementation plan

  39. Architecture, Structure & Key Decisions Execution Plans and Actions (Business Plans, Implementation Plans & Time tables, Assignment of Responsibility, etc. Overview of Strategic “Going Forward” Plan Mission/Vision Strategic Plans, Programs & Priorities

  40. Keys to Success for COM/UCP/UH • Outstanding clinical, educational & research activities • Growth in market share, human resources, financial resources and reputation • Aligned missions & incentives • Structure and organization that ensures alignment and targeted, definitive and timely action and results

  41. Comments/Questions • Please send your comments and questions to David Stern and Jim Kingsbury • Town Hall to discuss strategic planning is scheduled for 10/26/07, 3-5pm, Kresge Auditorium

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