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Slide 1 - University of Iowa Carver College of Medicine

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									University of Iowa Health Care
Integrated Strategic Planning




                     CCOM Executive Committee
                        September 29, 2008




                                                Office of Integrated Strategic Planning
                                 -0-
University of Iowa Health Care
Integrated Strategic Planning
                                 University of Iowa Health Care
   Integrated Strategic Planning and Business Development

                                                      Christine Miller,
                                                    Ass’t Vice President


                                                                              Craig Jarvie,
                                       Anna Kisting,
                                                                          Program Associate II
                                    Program Associate I
                                                                          Sr. Planning Analyst


                                      Corporate & Physician
                                                                                                       Strategic Business
   UI Health Plans                         Relations/
                                                                                                            Planning
                                        Executive Health

                                           Joe Hentges,                      Corrie Hamers,                 Denise Rettig,                 Melissa Whisler,
  Dianne Wasson, ANP                         Manager                             Manager                       Manager                         Manager
      Supervisor
                                     Physician & Corp Relations        Strategic Business Planning   Strategic Business Planning     Strategic Business Planning


                                                                Kim Hagie,
                     Krista Smeins, RN
                                                            Program Associate I
                      Case Manager
                                                            Physician Relations


                                                                   Open
                         Carla Clark,
                                                            Program Associate I
                       Project Assistant
                                                            Physician Relations


                                                               Brian Leibold,
                        Julie Sexton,
                                                            Program Associate I,
                       Project Assistant
                                                          Executive Health/Corp Rel


                                                              Hameed Faruqui,
                                                              Project Assistant
                                                                                                                         Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Strategic Planning & Business Development
   •   Christine Miller – Assistant Vice President of Integrated Strategic Planning
       and Business Development

   •   Strategic Planning Managers
        – Corrie Hamers – Main Campus Facilities (Adult) Planning
        – Denise Rettig – Off-site Ambulatory Care Planning
        – Melissa Whisler – Children’s Hospital Planning

   •   Physician and Corporate Relations
        – Joe Hentges

   •   UI Health Plans
        – Dianne Wasson

   •   Functions include:
        –   Strategic Planning for the integrated enterprise (UIHC, CCOM and UIP)
        –   Facilities Planning
        –   Service Line Business Planning
        –   Implementation of the Plans (Business Development)
              • For example:
                    – Referring Physician Strategies
                    – UI Health Plan Strategies - 2 -                    Office of Integrated Strategic Planning
University of Iowa Health Care
Integrated Strategic Planning

Strategic Business Planning Department

     • Strategic Business Planning Functions Include:
          – Strategic Planning for the integrated enterprise (UIHC, CCOM
            and UIP)
          – Facilities Planning
          – Service Line Business Planning
          – Implementation of the Plans (Business Development)


     • Strategic Business Planning Projects Underway:
          – Final stages of completion of the Integrated Strategic Plan
          – Facilities Planning for both main campus adult and children’s
            facilities, off-site ambulatory care campus, as well as satellite
            facilities and outreach
          – Service Line Business Planning – ongoing
                                                                Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Service Line Business Planning

     • Business Planning process for Service Lines includes:
          – Market Assessment (to include competitive analysis)
          – Future Projections (to include plans for recruitment, new
            technology)
          – Historical Analysis of Trends and Finances
          – Quality, Safety and Patient Satisfaction Assessment
          – Referring Physician Analysis
          – Existing Facility Assessment
          – SWOT
          – Development of the Strategies and Tactics
          – Assist with Implementation and Monitoring



                                                              Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Office of Referring Physicians
     • Goals:
          –   Promote positive referring provider relationships
          –   Encourage effective communications
          –   Provide forums for education and learning
          –   Provide information on what is happening at UIHC/UIP/CCOM
          –   Identify common interests and opportunities to partner
     • Services
          – Personal visits to physician clinics
          – Serve as a convenient, single point of contact for any questions
            or concerns about procedures or services from external
            providers
          – Help to identify topic ideas for future CME
          – Address and resolve issues and concerns



                                                             Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

UI Health Plans Office
     • Facilitate access and care management for UI family
          – Addressing health plan benefit questions and claim issues
          – Providing case management for chronic or complex health
            conditions
          – Facilitating clinical access and care coordination
          – Facilitating access to disease management services where
            available

     • New service initiatives
          –   Opportunity identified for UI QuickCare
          –   Pilot for Virtual Colonoscopy – in development
          –   Promotion of Women’s Health initiatives – in development
          –   UI PersonalCare
          –   Assistance with international patients

                                                             Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning




                         Integrated Strategic Plan
                             for UI Health Care
                          FY2009 - 2011 - DRAFT




                                                     Office of Integrated Strategic Planning
                                     -7-
University of Iowa Health Care
Integrated Strategic Planning

Background
     • Engaged Diana Carmichael from AMC Strategies, LLC to facilitate
       the development of the integrated vision, mission and strategic goals
       for the new organization

     • Used the UIHC and CCOM 2006-2010 plans as a foundation

     • AMC Strategies conducted one-on-one interviews with 57
       individuals representing internal and external constituency groups

     • Two half day retreats were held facilitated by Diana Carmichael

     • Received input from Joel Ettinger (Baldrige consultant), VPMA
       Cabinet, VPMA Senior Leadership Team and Medical Council




                                                            Office of Integrated Strategic Planning
                                       -8-
University of Iowa Health Care
Integrated Strategic Planning
A total of 57 individuals were interviewed as part of this strategic planning process. These
interviews included representatives from University of Iowa Hospitals & Clinics, the Carver
College of Medicine, and community members.

              Frank Abboud           Jack Evans            Jane Paulson
              Mike Abrams            Janet Fairley         Jean Robillard
              Mark Anderson          Laurie Fajardo        Paul Rothman
              Mike Apicella          Jim Fausett           Victoria Sharp
              Michael Artman         Ken Fisher            Sabi Singh
              Christopher Atchison   Rita Frantz           Jerre Stead
              Regenia Bailey         Tim Gaillard          Craig Syrop
              Denny Boatman          Lois Geist            Debbie Thoman
              Joe Bolkcom            Pamela Geyer          Mike Trachta
              John Buatti            Mary Greer            Doug True
              Karen Butler           Kay Halloran          Eva Tsalikian
              Kevin Campbell         Donna Hammond         Ron Weigel
              Lee Carmen             James Henderson       George Weiner
              Christopher Cooper     Bill Hesson           Gordon Williams
              Stacey Cyphert         Gary Hunninghake      Ann Williamson
              Peter Densen           Paul James            Nancy Willis
              Eric Dickson           Don Letendre          Mark Wilson
              Bob Downer             Sally Mason
              John Engelhardt        Christine Miller
              Sarah England          Erin Minne

                                                                       Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

   Integrated Strategic Planning Retreat Participants


    •   Jean Robillard, MD            •   Michael Artman, MD
    •   Craig Syrop, MD               •   Peter Densen, MD
    •   Paul Rothman, MD              •   Ron Weigel, MD
    •   Gordon Williams, MD           •   Bill Hesson
    •   Ann Williamson, RN            •   Debbie Thoman
    •   Ken Fisher                    •   Karen Butler
    •   Sabi Singh                    •   Lee Carmen
    •   Joel Ettinger                 •   Christine Miller



                                                     Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning




                        Strategic Planning Process




                                                 Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Components of the Planning Process

                                                • Environmental Assessment
   1. Where is the Organization
      Today?                                        – External data analysis &
                                                      interviews
                                                    – Internal data analysis &
                                                      interviews
   2. Where Should the
      Organization Be in the Future?            • Strategic Vision
                                                    – Key strategic implications
                                                    – Vision statement
                                                    – Goals & (measurable) objectives
   3. How Should the Organization               • Strategy Formation
      Get There?
                                                    – Strategies & tactics
                                                    – Financial requirements/estimates
                                                    – Governance & management
                                                      implications
   4. Is the Organization Getting               • Implementation Planning/
      There?                                      Monitoring
                                                                 Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning




                       Environmental Assessment




                                                  Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Environmental Assessment Summary

  •    Local Conclusions                                 •   Local Implications
         – Aging population will impact                       – Expect shift from acute care to
           clinical services                                    chronic care disease management
         – Growth in technology will continue                 – Embracing innovation and the
         – Consumers have easy access to                        ability to change quickly will be
           healthcare information and are                       essential
           beginning to hold providers                        – Quality and other measures will
           accountable                                          be utilized by consumers in
         – AMC’s expenses are rising and                        making choices for care
           margins eroding                                    – Unique revenue strategies and
         – Physician and nursing shortages                      cost-cutting efforts will need to be
           are projected to continue                            explored
         – Growth in the uninsured and                        – Physician and nurse recruitment
           underinsured population will                         will be difficult/costly and retention
           continue                                             will be essential
         – AMC competitors are positioning                    – Healthcare delivery will continue
           for their survival as well                           to be impacted by the uninsured
                                                                population
         – Longer-term, prepare for genomic
           revolution                                         – Competitive efforts by other
                                                                AMC’s through outreach and
                                                                marketing strategies will impact
                                                                UIHC
  Source: UIHC 2006-2010 Strategic Plan                                       Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Environmental Assessment Summary

  •   Local Conclusions                                  •   Local Implications
        – Payment pressure from Medicare,                     – Successful ongoing cost reduction
          Medicaid and private health plans                     and revenue enhancement will be
          will continue                                         needed
        – Consumerism is growing in Iowa                      – It is important to recognize
          but at a slower pace than                             consumer need and meet that
          nationally                                            need
        – Local competitors will continue to                  – UIHC will need to continue to
          climb the specialty ladder by                         differentiate clinical services,
          recruiting sub-specialty physicians                   solidify and nurture referring
        – Market share is strong but local                      physicians, etc.
          competitive pressures will                          – Creating a strong brand and value
          continue                                              to our “customers” will be
        – Service and access are very                           important
          important                                           – Improve service levels and access




 Source: UIHC 2006-2010 Strategic Plan
                                                                            Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning




                      Results of Strategic Planning
                         Visioning Interviews




                                                 Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Interviewee Input: Strengths and Weaknesses
  •   Greatest Internal Strengths                              •   Greatest Internal Weaknesses
       –   Committed and skilled faculty, staff and                –   Need to function more like and
           leadership (76%)                                            Academic Health Center (not
       –   History of collaboration and                                leveraging health sciences colleges
           interdisciplinary work (27%)                                that are co-located) (44%)
       –   Unique status as the only academic                      –   Leadership gaps (40%)
           health center in State of Iowa (27%)                    –   Need for integrated strategic plan
       –   Comprehensive array of clinical                             (29%)
           services (27%)                                          –   Financial challenges for UI Health Care
       –   Productive and nationally reputable                         (24%)
           research enterprise (24%)                               –   Recruitment and retention issues
       –   Positive reputation throughout the                          (24%)
           region, state and nationally (24%)                      –   Organizational communication (22%)
       –   Outstanding facilities (18%)                            –   Impediments to organizational agility
       –   Stable financial position (18%)                             and productivity (18%)
       –   Newly integrated organizational                         –   Not functioning as a patient-centered
           structure (13%)                                             organization (18%)
       –   World-class education and training                      –   Institutional culture that is resistant to
           programs in a strong learning                               change (18%)
           environment (5%)                                        –   Behind in quality and safety initiatives
                                                                       (9%)


                                                                                      Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

                Significant Finding from Interviews




                      76% of interviewees listed our
                          greatest strength as
                               our People.




                                                 Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Interviewee Input: Opportunities and Threats
  •   Greatest Internal Opportunities                           •   Greatest Internal Threats
       –   Develop a culture of quality, safety and                  –   Failure to secure (adequate)
           service (33%)                                                 sustainable sources of funding (87%)
       –   Pursue growth strategies in ambulatory                    –   Continued recruitment and retention
           care, pediatric services, integrate into                      (44%)
           community practices, increase volume
           of specialized tertiary services by                       –   Inability to overcome two distinct
           targeting programmatic priorities(31%)                        cultures and integrate under one
                                                                         unifying vision (22%)
       –   Enhance reputation of UIHC locally,
           regionally and nationally (31%)                           –   Increased competition for market
                                                                         share; UI Health Care must
       –   Continue to strengthen the research                           differentiate as an AHC (43%)
           enterprise (29%)
                                                                     –   Continuing as an organization with
       –   Secure sustainable sources of funding                         silos; diminishing opportunities for
           (20%)                                                         collaboration (6%)
       –   Upgrade facilities (18%)
       –   Develop strategies to recruit and retain
           the highest quality of faculty, students,
           trainees and staff (18%)
       –   Utilize the new UI Health Care to more
           fully integrate CCOM, Hospitals and
           Clinics and UIP (16%)
       –   Develop mechanisms to ensure strong,
           sustainable leadership (15%)
       –   Reinvigorate educational mission (9%)




                                                                                       Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Interviewee Input : Recommended* Strategic Priorities
   A.     Enhance quality, safety and patient-centered care (56%)

   B.     Recruit and retain high-quality leadership, faculty, staff, students and trainees (35%)

   C.     Develop and communicate a proactive strategic plan that articulates UI Health Care’s integrated
          mission, vision and goals (33%)

   D.     Continue to strengthen the positive financial position (31%)

   E.     Successfully complete the integration of CCOM, UIHC and UIP (29%)

   F.     Continue to address facilities issues and improve the infrastructure (22%)

   G. Enhance UI Health Care’s reputation locally, regionally and nationally (22%)

   H.     Ensure strong and stable institutional leadership for the future (16%)

   I.     Initiate growth strategies for targeted service lines (15%)

   J.     Improve communication with all internal and external constituency groups (13%)

   K.     Continue to expand the research enterprise and align with UI Health Care (13%)


  Note: The top 12 recommended priorities are fully aligned with the opportunities mentioned by the interviewees .
                                                                                                                     Office of Integrated Strategic Planning
* From UI Health Care Visioning Interviews                                  - 20 -
University of Iowa Health Care
Integrated Strategic Planning




                                Interviewee Input:
                                 Mission & Vision




                                                     Office of Integrated Strategic Planning
                                       - 21 -
University of Iowa Health Care
Integrated Strategic Planning
Input on Mission Statements
  University of Iowa Hospitals & Clinics – “Old” Mission:                                 “Likes”
  University of Iowa Hospitals and Clinics, in compliance with the Code     •       Emphasis on academic
  of Iowa, serves as the teaching hospital and comprehensive health                 health center
  care center for the State of Iowa, thereby promoting the health of        •       Commitment to Iowans
  Iowans regardless of their ability to pay. University of Iowa Hospitals   •       CCOM is still relevant and
                                                                                    concise
  and Clinics, in concert with the University of Iowa health science
                                                                            •       Emphasis on tripartite
  colleges, functions in support of health care professionals and                   mission
  organizations in Iowa and other states by:                                •       Advances health
       offering a broad spectrum of clinical services to all patients      •       Emphasis on discovery and
                                                                                    innovation
        cared for within the Center and through its outreach programs;
       serving as the primary teaching hospital for the University; and,                “Dislikes”

       providing a base for innovative research to improve health care.        •    UIHC’s is too lengthy
                                                                                •     Need for integrated mission
                                                                                •    Focus on Iowans is too
   Carver College Medicine – “Old” Mission:                                          limited
                                                                                •    Lack of emphasis on quality,
   The University of Iowa Carver College of Medicine advances health                 excellence
   through collaborative discoveries, innovations in education and              •    Need more emphasis on
                                                                                     education
   science, and exemplary service.                                              •    Need to emphasize benefits
                                                                                     of tripartite mission


                                                                                     Office of Integrated Strategic Planning
                                                      - 22 -
University of Iowa Health Care
Integrated Strategic Planning
Input on Vision Statements

    University of Iowa Hospitals & Clinics – “Old” Vision:                         “Likes”

                                                                    •    Internationally recognized
    We will be the Midwest hospital that people choose for
    innovative care, excellent service, and exceptional             •    Innovative care, excellent
    outcomes. We will be an internationally recognized                   service, exceptional outcomes
    academic medical center in partnership with the UI Carver       •    Academic difference
    College of Medicine.                                            •    Provider of choice
                                                                    •    Innovation


    Carver College of Medicine – “Old” Vision:                                   “Dislikes”

    The University of Iowa Carver College of Medicine, in       •       “Midwest hospital” is too limiting
    partnership with the UI Hospitals and Clinics, will         •       Too lengthy
    demonstrate the academic difference as the provider of      •       Change “academic medical
    choice for Iowans. This will be accomplished through                center” to “academic health
    leadership in scientific discovery, innovative education,           sciences center”
    and patient-centered are.                                   •       “For Iowans” is too limiting
                                                                •       Academic difference may not be
                                                                        understood by all

                                                                                  Office of Integrated Strategic Planning
                                                     - 23 -
University of Iowa Health Care
Integrated Strategic Planning
Recommended* Concepts for an Integrated Mission and Vision

          Mission:

                   Provide highest quality, safe care

                   Patient-centered

                   Incorporate discovery, dissemination, delivery

                   To improve health and well-being of Iowans and beyond

          Vision:

                   Create a short, inspiring vision statement highlighting integration

                   Be recognized as a leading academic health center locally, regionally
                    and nationally (globally?) for excellence and innovation in tripartite
                    mission areas

                   Develop a national reputation for high-quality and patient-centered
                    care across the continuum of services
                                                                      Office of Integrated Strategic Planning
* From UI Health Care Visioning Interviews      - 24 -
University of Iowa Health Care
Integrated Strategic Planning




                                Interviewee Input:
                                       Goals




                                                     Office of Integrated Strategic Planning
                                       - 25 -
University of Iowa Health Care
Integrated Strategic Planning

Interviewee Input: Accomplishment and Importance of UIHC Strategic Plan Goals

  Highly-satisfied patients and                                                                                               2.93
            families                                   1.59

      Valued staff, faculty, and                                                                                        2.85
            volunteers                                 1.61

      Recognized by referring                                                                                           2.85
                                                                              Importance for Future
           physicians                          1.44
                                                                              Accomplished
                                                                                                                       2.82
             Safe environment
                                                                   1.77

  Implement strategies to meet                                                                                      2.79
         2010 goals                                           1.71

                                                                                                                   2.77
Exceptional clinical outcomes.
                                                                1.76

Select clinical services leaders                                                                                2.73
                 i                                                 1.77

  Leader in new/more efficient                                                                                  2.73
  health care delivery models                   1.48

                                                                                                      (Much accomplished;
                                   1                                      2                             great importance)       3
                             (Little change;
                            less important)
                                                                                               Office of Integrated Strategic Planning
                                                          - 26 -
University of Iowa Health Care
Integrated Strategic Planning

Interviewee Input: Accomplishment & Importance of CCOM Strategic Plan Goals
                                                                                                                                                            2.92
                     COLL-WIDE: Preeminent faculty and excellent staff
                                                                                                 1.49
                                                                                                                  Importance for Future
                                                                                                                                                        2.88
       CLINICAL: Patient-and family-centered multidisciplinary programs                                           Accomplished
                                                                                          1.29
                                                                                                                                                            2.87
                                  COLL-WIDE: CCOM/UIHC partnership
                                                                                                                               2.21
                                                                                                                                                       2.83
  EDUCATION: Educational programs of excellence; develop new models
                                                                                                               1.83
                                                                                                                                                       2.83
                                   COLL-WIDE: CCOM financial position
                                                                                                                            2.17
                                                                                                                                                      2.82
     CLINICAL: patient-centered service w/cutting-edge clinical research
                                                                                                 1.49
                                                                                                                                                      2.8
  RESEARCH: Excellent research programs; increase extramural funding
                                                                                                                  1.91
                                                                                                                                                2.7
                                          COLL-WIDE: National stature
                                                                                                    1.59
                                                                                                                                               2.67
           COLL-WIDE: Communication, collaboration, and effectiveness
                                                                                                          1.71
                                                                                                                                               2.66
                                    COLL-WIDE: Increase collaboration
                                                                                                        1.62
                                                                                                                                       2.46
                              COLL-WIDE: Internal community diversity
                                                                                    1.2
                                                                                                                                      2.41
                           EDUCATION: Research training experiences
                                                                                                           1.73

                                                                           1                                          2                                       3
                                                            (Little change; less important)                                                   (Much accomplished;
                                                                                                                                                great importance)
                                                                                                                          Office of Integrated Strategic Planning
                                                                           - 27 -
University of Iowa Health Care
Integrated Strategic Planning




                                Interviewee Input:
                                      Values




                                                     Office of Integrated Strategic Planning
                                       - 28 -
University of Iowa Health Care
Integrated Strategic Planning
Interviewee Input – Core Values for the Future as an Integrated UI Health Care

                                                                         Rank
                                                                         Order
                  Core Values for the Future                             (1-12)

                  Patient-Centered                                         1

                  Bold leadership                                          2

                  Great people (faculty, staff, students and partners)     2

                  Value for Iowans                                         3

                  Fostering innovation                                     4
                  Accountability, openness & transparency                  5

                  Focus on the future                                      6
                  Continuous improvement, quality and safety               7
                  Agility                                                  8
                  Learning & communication (personal &
                  organizational)                                          8

                  Data-driven and results-oriented                         9
                  Robust information systems                              10
                                                                          Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning




                          Recommendations
                    from Strategic Planning Retreat




                                                Office of Integrated Strategic Planning
                                  - 30 -
University of Iowa Health Care
Integrated Strategic Planning

                                                Mission
  Everyday, through world-class inter-disciplinary teaching and research, UI Health Care develops and delivers
  leading-edge patient care, treatments and service, changing the delivery of healthcare, optimizing health and
                                                  changing lives.




                  Changing Medicine. Changing Lives.




                                                                                     Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

                                 Vision




         World-class people. World-class medicine.
                  For Iowa and the world.




                                            Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

                                         Values

     I pledge my individual commitment to UI Health Care’s
        values because I CARE about:


     Innovation             We seek creative ways to solve problems.
     Collaboration          We believe teamwork is the best way to work.
     Accountability         We behave ethically, act openly and with integrity in all that
                                 we do, taking responsibility for our actions.
     Respect                We recognize the worth and dignity of every person.
     Excellence             We strive to achieve excellence in all that we do.




                                                                       Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

                                        Goals

    1. Provide world-class medicine and service.

    2. Advance world-class discovery through excellence and innovation in
       biomedical research.

    3. Develop world-class health professionals and scientists through excellent,
       innovative and humanistic educational curricula for learners at every stage.

    4. Foster a culture of excellence that values, engages and enables our
       workforce.

    5. Create an environment of inclusion where individual differences are
       respected and all feel welcome.

    6. Optimize a performance-driven business model that assures financial
       success.


                                                                   Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning
Mission, Vision, Values & Goals (all on one page!)


                                                                                Values:
  Mission Statement                                                             Innovation
                                                                                Collaboration
  Changing Medicine. Changing Lives.                                            Accountability
                                                                                Respect
  Vision Statement                                                              Excellence

  World-class people. World-class medicine. For Iowa and the world.

  Goals
  1. Provide world-class medicine and service.
  2. Advance world-class discovery through excellence and innovation in biomedical research.
  3. Develop world-class health professionals and scientists through excellent, innovative and
     humanistic educational curricula for learners at every stage.
  4. Foster a culture of excellence that values, engages and enables our workforce.
  5. Create an environment of inclusion where individual differences are respected and all feel
     welcome.
  6. Optimize a performance-driven business model that assures financial success.



                                                                         Office of Integrated Strategic Planning
                                              - 35 -
University of Iowa Health Care
Integrated Strategic Planning

                                Accountable Leaders
             In conjunction with the Strategic Planning Office and
             team members, Accountable Leaders are
             responsible for:


         •   refining the strategies;
         •   identifying major tactics;
         •   developing metrics;
         •   identifying necessary resources;
         •   creating an implementation plan with timeframes;
         •   achieving results.




                                                      Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

                        Goals and Accountable Leaders - DRAFT
                         Goals                                       Accountable Leaders
    1. Provide world-class medicine and service.             Leaders: Ken Kates and Craig Syrop
                                                             Team Members: Ann Williamson and Eric Dickson

    2. Advance world-class discovery through                 Leader: Paul Rothman and Michael Apicella
          excellence and innovation in biomedical            Team Members: Pat Winokur; Gary Hunninghake
          research.
    3. Develop world-class health professionals and          Leader: Paul Rothman and Peter Densen
          scientists through excellent, innovative and       Team Members: Mark Wilson; Christopher Cooper
          humanistic educational curricula for
          learners at every stage.
    4. Foster a culture of excellence that values,           Leader: New AVP of Human Resources
          engages and enables our workforce.                 Team Members: Diana Leventry; Jana Wessels; Ann
                                                             Williamson
    5. Create an environment of inclusion where              Leader: Benita Wolff
          individual differences are respected and all       Team Members: Nicole Nisly; New AVP of HR
          feel welcome.
    6. Optimize a performance-driven business                Leader: Ken Fisher
          model that assures financial success.              Team Members: Mark Hingtgen; Mark Henrichs; Erin
                                                             Minne; Christine Miller




                                                                                          Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Sample Metrics

                                                             “Top box” measures of process improvements and/or outcomes of care
                                                             Development and adherence to protocols of excellence
1. Provide world-class medicine and service.                 High rankings by external agencies (e.g. US News & World, Baldrige)
                                                             “Top box” patient, family, referring provider and community satisfaction/loyalty
                                                             Documented improvement in patient safety (reduced errors and adverse events)

                                                             Number of research grants
                                                             Increase in extramural awards
                                                             Number of and dollar amount of funded projects
2. Advance world-class discovery through excellence and      Increase in the number of peer-reviewed publications
innovation in biomedical research.                           Increase in the number of citations for peer reviewed publications
                                                             Growth in the number of collaborative projects and programs (i.e. with other UI Colleges)
                                                             Increase in the number of discoveries, patents, royalties, licensing agreements
                                                             Prizes, honors, and awards for research and innovation

                                                             Applications, admissions, and yield
                                                             GPA and MCAT scores for admitted students
                                                             Diversity of applicants and admitted students
                                                             Match results
                                                             USMLE scores
3. Develop world-class health professionals and scientists   Board scores/licensure rates
through excellent, innovative and humanistic educational     Placements of graduates, short term and long term
curricula for learners at every stage.                       Leadership in education-related committees, organizations, etc.
                                                             Student evaluations of curriculum and instruction
                                                             Educational scholarship (including authorship on chapters, textbooks, web-based teaching
                                                             tools, etc.)
                                                             Reviews/audits by external agencies (e.g., accreditation of campus, degree programs)
                                                             National rankings of graduate programs and professional schools




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University of Iowa Health Care
Integrated Strategic Planning

Sample Metrics

                                                             Measured improvement in faculty satisfaction
                                                             Measured increase in workforce engagement, satisfaction and loyalty
                                                             Improved employee satisfaction with specific elements of the work environment (e.g.,
                                                             reporting mechanisms, process reengineering, human resources, databases, etc.)
4. Foster a culture of excellence that values, engages and   Increase in the number of qualified applicants
enables our workforce.                                       Increase in the yield of acceptances to offers
                                                             Documented improvement in workforce development measures (i.e. professional
                                                             development opportunities, promotion or advancement, succession planning)
                                                             Reduction in faculty and staff departures for "controllable" factors.
                                                             Improvement in workforce safety measures



                                                             Increase in the number of underrepresented minority faculty at all levels
                                                             Increase in the percentage of underrepresented minorities in executive positions
5. Create an environment of inclusion where individual
                                                             Increase in the percentage of underrepresented minority students and trainees
differences are respected and all feel welcome.
                                                             Sufficient representation of underrepresented groups in search processes
                                                             Measured increase in satisfaction of minority patients, faculty and staff


6. Optimize a performance-driven business model that         Accomplishment of annual targets set for volume, productivity, revenue, and operating
assures financial success.                                   margins.




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University of Iowa Health Care
Integrated Strategic Planning




                                IV. Next Steps




                                                 Office of Integrated Strategic Planning
                                      - 40 -
University of Iowa Health Care
Integrated Strategic Planning

Next Steps

       • Receive feedback

       • Verify Accountable Leaders and Team Members

       • In conjunction with Leaders, fully develop:
               - Strategies
               - Tactics
               - Metrics
               - Timeframes
               - Resources

       • Communicate


                                                Office of Integrated Strategic Planning
                                 - 41 -
University of Iowa Health Care
Integrated Strategic Planning

Communication Plan - Phase I
     • Communication of Strategic Plan – Two Phases

        1. Phase I – Internal focus (create “context for significant activities underway, from facilities
        development to major program initiatives.)

               -- VPMA Cabinet
               -- VPMA group
               -- UI President’s Council
               -- Board of Regents
               -- Medical Council
               -- CCOM Senior Staff
               -- Executive Committee
               -- Collegiate Admin. Meeting
               -- UIP Exec Comm. and Board
               -- Clinical Leadership Team
               -- UIHC Director’s Staff
               -- UIHC Management Staff
               -- UHAC

        Goal: Explain the planning process, participants and major directions. Announce strategy/tactic
        development process as Phase II of planning process.




                                                                                         Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning

Communication Plan - Phase II


        2. Phase II – Internal and External Audiences (upon completion of key
        strategies, tactics & metrics)
               Internal: Engage workforce to achieve the Plan
               -- Same as Phase I, with these additions:
              -- “Train the trainer” presentations at forums in late fall
               -- Present key strategies, tactics, metrics & timelines
               -- Summarize as “one-page” Strategic Plan
               External: Obtain public support for Strategic Plan implementation
               -- VPMA interview/meetings with key media to share
                            highlights of plan
               -- External relations events and other tactics

     ALL: How this plan will advance University of Iowa Health Care’s Mission
                    CHANGING MEDICINE.CHANGING LIVES.



                                                                    Office of Integrated Strategic Planning
                                           - 43 -
University of Iowa Health Care
Integrated Strategic Planning
Implementing and Tracking Mechanism are Key Outcomes

     …Planning is an on-going, continuous process

                                                                    Successful execution is key

                           Vision & Goals
                                                                    Balance between strategic
                                                                     & operational priorities
    Environmental                                    Strategic &     must be maintained
     Assessment                                        Tactics
                                                                    Goals and strategies
              VPMA Senior Leadership Team                            should be periodically
                    (Strategic Planning Oversight)                   assessed and adjusted


       Adjust                                                       Oversight provided by
                                                     Implement
                                                                     VPMA Senior Leadership
                                                                     Team
                              Monitor &
                              Evaluate




                                                                           Office of Integrated Strategic Planning
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University of Iowa Health Care
Integrated Strategic Planning




                                 Questions?




                                              Office of Integrated Strategic Planning
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