Creating the Blueprint for Strategic Action

1
Creating the Blueprint for
Strategic Action
Executive Summary For Review and Discussion
October 2004
2
Overview of the Blueprint for Strategic Action
Process
Fact-Based Understanding
Where We Came From
Where We Are (SWOT)
Where We Are Going
Gap Analysis
Action Next 3 Months
Action Calendar 2005
3
(No Transcript)
4
An Abundance of Suggested Action Items
First Three Months
Calendar 2005

• Define Strategic Direction
• Define Organization Structure, Roles,
  Responsibilities/Authority, etc.
• Identify Core Focus Areas for Research
• Launch Branding/Marketing Initiative
• Resolve Moffitt/DIO Relationship Issues
• Develop Hospital Affiliate Strategy
• Define Building Program
• Define Economic Model
• Define Mission Based Budgeting Plan
• Confirm Direction of 3rd/4th Year Curriculum
  Changes
• Develop Plan to Improve Departmental Financial
  Performance (e.g. IM, Anesthesia, etc)
• Finalize Western IRB Arrangement
• Institute Approach Meet the Faculty Staff
• Develop/Implement Internal and External
  Communication Strategy
• Target Merit Increases to Performance
• Define Intentions re Incentive Compensation
• Implement Signage Program
• Meet Community Leaders and Potential Donors
• Launch Improved Faculty Development Program

• Develop COM Strategic Plan/Initiate Self Study
  for LCME
• Implement Plan to Expand Academic Programs and
  Enrollment
• Implement Organization Structure, Roles,
  Responsibilities/Authority, etc.
• Implement Improvements in Core Focus Areas for
  Research
• Implement Mission Based Budgeting
• Complete Rollout of Branding/Marketing Plan
• Begin Implementation of Hospital Affiliate
  Strategy
• Begin Construction on New Buildings
• Complete Design and Implement 3rd/4th Year
  Curriculum
• Implement Clinical Department Financial/Operating
  Performance Improvement Plan
• Develop Support Structures for Clinical Research
• Design/Implement Incentive Compensation Program
• Develop Alternate Hospital Partners
• Raise X Million in New Philanthropic Gifts
• Achieve HSC Accountability Measures
• Expand Programs Alumnae Planned Giving
  Corporate Relations
• Implement Topic Based Forums for Faculty and
  Staff
• Demonstrate Progress on Key Indicators for
  Strategic Progress
• Develop Patient Centered Service Agreement

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Immediate Next Step Organize for Action
We will take a Divide and Conquer approach to
the long list of action items outlined on the
previous page.
Organize the Work
Organize the Work Force

• Aggregate work activities into logical
  synergistic activity sets
• Evaluate activity sets to ensure that they
  contribute directly to the achievement of the
  Major Messages
• Identify pre-requisite activity sets
• Evaluate potential activity set resource
  requirements and impact
• Prioritize activity sets to optimize Major
  Message achievement

• Identify specific individuals to participate in
  identified activity sets
• Define participation expectations and guidelines
• Timing
• Objectives
• Process and milestones
• Individual time commitments (and if necessary,
  backfill plans
• Establish overall Project Management Structure

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Strategic Work Groups (SWiGs) will Drive the
Blueprint for Strategic Action
7
Getting to the Next Level
Improving Organizational and Financial
Performance Deans Office
Executive Summary Report on Observations,
Conclusions and Recommendations
January 31, 2007
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Executive Summary Findings and Observations

• Significant progress (volume and speed) against
  the Blueprint for Strategic Action across USF
  Health
• Advancement of the three principal missions
• Research Significant overall improvementnow
  positioned to achieve the growth objectives
• Education Significant overall improvementnew
  curriculum a major accomplishment
• Clinical Most improvement has come in the last
  three to six months
• Opportunity to refresh Blueprint
• The Change Environment Massive, complex and
  rapid change is hard!
• Faculty support the vision
• Significant budget growth since 2004 primarily
  in organizational infrastructure required to
  achieve Blueprint for Strategic Action
• Some opportunity to reduce COM Administration
  expense through privatization of six sigma
  Operations and Organizational Development
  function
• Organizational structure is generally comparable
  to Benchmark colleges
• USF COM is at median with regard to total
  number of leadership positions
• Most other institutions have greater number of
  layers/positions at executive organizational
  level
• USF COM organization includes a number of
  functions that at least half of the Benchmark
  institutions do not include, e.g.
• General Counsel/Legal
• Community/Public Affairs
• Operations and Facilities

• Information Services
• Community Health Education
• International Affairs

9
People Interviewed During Phase I
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Outline of COM Major Accomplishments
Blueprint for Strategic Action
Strive for national prominence through
excellence, professional
ism,
diversity, timeliness
and strategic growth.

• Scholarly concentrations
• CACL
• New 3rd / 4th year curriculum
• Years 1 2 video archived
• 60,000 CPE attendees
• CAMLS 70 million

• Dual - degree track
• Pre-matriculation program
• K-12 pipeline / tutoring program
• Longitudinal Clinical Experience
• PhD PT
• GE Ultrasound program

• Extramural funding up 33 million (25)
• NIH funding up 16
• Krischer NIH Grant
• Significant clinical research growth
• Productivity measurement
• Resource reallocation

• Recruited Vice Dean and over 30 Faculty
• Strategic Plan
• Established Signature Programs
• Reorganized COM Basic Science Dept.
• Reorganized Endowed Chairs
• Research Core

• Cultural evolution
• Updated technology infrastructure
• EMR implementation
• Institute for Health- care Improvement Top 20
• Top 10 research site for babies and brains
• National recognition for innovative curriculum
• Extensive media coverage
• COM enrollment up 9
• International presence
• Millennium Conference
• Carnegie redraft of medical curriculum standards
• iTunes U 1st COM in Nation
• Carnegie Foundation Engaged University
• GE Pasrtnership
• AIMS In Process

True Collaboration
True Collaboration
True Collaboration
COM HSC
COM HSC
COM HSC
University
University
University

• Over 60 new Clinicians
• 70th percentile Clinical Operations
• Clinical revenue up 47.5 million
• RVU productivity improvement
• Community Board
• USF Health Smart

• Lakeland Regional
• UCH
• Centers for Advanced Healthcare N S
• Sports Medicine
• Orthopedics
• Cardiology
• OB/GYN
• Numerous community programs

• Creation of USF Health
• Institute for Healthcare Improvement Top 20
• 8 million Biosensor Grant
• 35 million fundraised
• SMART based on interdisciplinary outreach
• 20 Dual-Degree track goal

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Recognition of Improvements to Date

• Advancement of the three principal missions
• Research Significant overall improvementnow
  positioned to achieve the growth objectives
• Education Significant overall improvementnew
  curriculum a major accomplishment
• Clinical Most improvement has come in the last
  three to six months
• Infrastructure for Research Grant Application
  Assistance Program
• Information Technology Services
• Faculty recruitment and on-boarding process
• New facilities planning and management
• Governmental/Legislative and Board of Trustees
  relations
• Financial management processes and procedures
• Fund raising activities have increased and are
  productive given people something cool in
  which to invest
• People now believe the new buildings will really
  happen
• Center for Advanced Medical Learning and
  Simulation (CAMLS) big opportunity!
• Avoided Moffitt Divorce (though may want to
  consider this on USF terms going forward)
• Willingness to try new modelsapproach new
  partnersinnovate and experiment

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Funded Research Projects Across the Continuum