Mission and Vision

• Current Performance

1

To Heal. To Teach. To Discover.University Hospitals will be the premier integrated health system by providing access

to the highest quality healthcare at a competitive price. 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.

Key Accomplishments 2014-2015

• Current Performance

2

Goals Initiatives Accomplished or In Progress

Clinical

• 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

Research

• $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

HDI• 46 Harrington Scholars• New extramural relationships (e.g. Gund Foundation)• Current BioMotiv accelerator capitalization of $90M

Education

• 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

Institution Level Goals & Service Line Objectives

Strategic Plan Design

3

Objective InitiativeGoal

Enhance Patient Experience and Excellence in Quality

Grow Volume and Key Service Lines

Reduce Costs and Improve Operations

• 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

• 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

• Improve patient satisfaction/experience scores

• Coordinated by DOM Clinical Operations Committee

• Expansion of Antibiotic Stewardship Program to SCC, the ICUs

• 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

Service Line Objectives

Syst

em G

oals

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Institution Level Goals & Service Line Objectives

Strategic Plan Design

4

Objective InitiativeGoal

Increase Physician Alignment

Fortify Academic Mission

• Accelerate RHI development within the system beginning with a formal planning

process for Ahuja ICU; standards for ICUs in System

• Increase system-wide (MP) involvement in the ambulatory aspects of house staff

training and precepting supported financially by the system

• 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

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

Service Line Objectives

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oals

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Institution Level Goals & Service Line Objectives

Strategic Plan Design

5

Objective InitiativeGoal

Develop Culture and Be a Top Employer

Achieve Strong Financial Performance

• Faculty Diversity and Development to include Junior Faculty Mentoring (Mentoring

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

• 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

Service Line Objectives

Syst

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oals