Mission and Vision
To Heal. To Teach. To Discover.
University Hospitals will be the premier integrated health system by providing access
highest quality healthcare at a competitive price.
• to the
Current
Performance
We will lead our industry in developing and delivering the next generation of
consumer-driven health care.
Superior Quality: We will pursue breakthrough medical advancements and practices
to deliver superior clinical outcomes.
Personalized Experience: Our care will focus on out patients as individuals. We will
provide every patient an experience customized to their medical, emotional, social
and spiritual needs.
Service Line Mission and Vision
The Department of Medicine is guided by our mission: Advancing Science and Education.
Improving Care.
The Department of Medicine's vision is to maintain and enhance our cutting-edge clinical
expertise while balancing this with the other elements of our tripartite mission, research
and education. We remain committed to this mission through our outstanding faculty,
trainees and staff; while nimbly navigating the ever-changing transformation of health care
with firm commitment to diversity among our ranks.
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Key Accomplishments 2014-2015
•
Goals
Current
Performance
Clinical
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•
•
•
7% wRVU increase/cFTE; for 2015 DOM at 76%
10% NPR increase/cFTE
Ave CGCAHPS “Doctor Rating” Top Box % = 82
Yr. over Yr. positive NI to budget with/without TBA recruits; 16 recruits for 2016
•
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$63M total research awards; opportunities in non-federal funding
69% of total awards from Federal Funding; 2015 vs. 2014, submitted grants
increased 7% and funded award increased 1.5%
Several major new programs including a Silvio O. Conte Center (GI)
Enhanced intramural programs including “team science” challenge grants
•
•
•
46 Harrington Scholars
New extramural relationships (e.g. Gund Foundation)
Current BioMotiv accelerator capitalization of $90M
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•
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Total teaching effort by Medicine faculty in SOM = 30%
Leader in innovation in the area of teaching patient safety and quality
Enhanced ABIM research pathway with Harrington Physician-Scientist pathway
Leader in CME; Medicine Today to restart in 2016
Highly successful recruitment for 2015 - 36 interns including 7 underrepresented
minorities
The residency began a new Leadership in Medical Education track focused on
training the next generation of IM teachers.
Highly visible residency leaders at national meetings
The 5th Annual Quality Summit took place in Sept 2015 with 315 attendees.
considered a rousing success by attendees
Research
HDI
Initiatives Accomplished or In Progress
Education
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•
•
2
Strategic Plan Design
Goal
Objective
Initiative
Institution Level Goals & Service Line Objectives
Service Line Objectives
Enhance Patient
Experience and
Excellence in
Quality
• Improve Patient Access: initiatives to include < 14 days to 1st. available, same day
access, MDFit, ZocDoc
• Improve Ambulatory and Hospital Patient Throughput; LOS, earlier discharges
System Goals
• Improve patient satisfaction/experience scores
• Coordinated by DOM Clinical Operations Committee
Grow Volume and
Key Service
Lines
• Increase market share by 3% in next 1 year
• Program development (e.g. Diabetes Center, Bone Health)
• Physician outreach - Strengthen relationship with referring physicians in system
• Revenue enhancement plans
• Expansion of Antibiotic Stewardship Program to SCC, the ICUs
Reduce Costs
and Improve
Operations
• Expanded involvement of hospitalists in the ACO-based care/quality initiatives
• Blur the management lines in ambulatory (OH/DO sites) operations and create a
single set of staff POS priorities
3
Strategic Plan Design
Goal
Objective
Initiative
Institution Level Goals & Service Line Objectives
Service Line Objectives
• Accelerate RHI development within the system beginning with a formal planning
process for Ahuja ICU; standards for ICUs in System
Increase
Physician
Alignment
• Increase system-wide (MP) involvement in the ambulatory aspects of house staff
training and precepting supported financially by the system
System Goals
• Increase the # of hybrid specialty appointments (MG/MP) where needed and develop a
“credit” system under the new comp plan for MG volume diverted to MP
• Increase total awarded industry-based clinical trials; initiatives to include Leadership
role, increased awareness of open/existing protocols, tracking of patient rate changes
• Develop a philanthropic support base for clinical investigation with a target of $1M.
Engage UH Development on potential donor interest, trainee costs for clinical
Fortify
Academic
Mission
investigation experience and staff support for program management
• Increase “team science” initiatives by creating a baseline of trial awards, a support
infrastructure, enhanced communication plan and tracking outcomes
• Continue to enhance our role in innovative teaching. The DOM will align the education
programs with the needs of the hospital system (interaction with other IM residencies)
with a greater emphasis on preparing internists to function in the ambulatory setting of
the future with ability to lead teams, patient safety and quality efforts
4
Strategic Plan Design
Goal
Objective
Initiative
Institution Level Goals & Service Line Objectives
Service Line Objectives
• Faculty Diversity and Development to include Junior Faculty Mentoring (Mentoring
System Goals
Develop Culture
and Be a Top
Employer
Committees, Senior Career Mentors, Speed Mentoring)
• Improve Physician Engagement
• Meet 2016 financial targets through accurate and timely charge submission, revenue
enhancement plans, and increased access
Achieve Strong
Financial
Performance
• Receive appropriate and sustained level of programmatic/development support for
new Chair
• Receive appropriate and sustained level of programmatic support for a new Chief of
Cardiovascular Medicine, Geriatrics, and Palliative Medicine
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