VUMC experience with streamlining and cost cutting
|
|
- Wilfrid Fitzgerald
- 6 years ago
- Views:
Transcription
1 VUMC experience with streamlining and cost cutting Ed Marx Vanderbilt University Medical Center AMGA 2016 Annual Conference March 11, 2016
2 History of VUMC s streamlining and cost-cutting initiative It began in May 2013 as a cost savings initiative across non-labor and non-clinical labor areas We conducted both a top-down and bottom-up analysis of potential savings opportunities For the top-down analysis we did a spend analysis and compared to benchmarks of other AMCs For the bottom-up analysis we conducted interviews and focus groups across all our non-labor areas (80 total people) as well as surveys to identify all our shadow work (work conducted by departments that is duplicative to support services, e.g., IT, HR) Simultaneously to the savings opportunities, we were also calculating the decrease in expected revenue due to reimbursement cuts, movement to exchanges, sequestration The total decrease in expected revenue was $250M which would be realized in full across 2 years. Therefore we had our target for the entire medical center over the next 2 years Our analysis on savings from non-labor and non-clinical labor revealed that we would not be able to close the gap without adding in clinical labor As the non-labor piece was gaining traction, in late June we created a PMO (Project Management Office) to focus on achieving labor savings across the clinical and non-clinical areas of the medical center 1
3 The financial landscape for VUMC had shifted dramatically over time In the first half of 2013 there were a number of forces that contributed to a decline in revenue at VUMC: US Budget Deficit and Sequestration State decisions ACA Aging demographics Shift to exchanges The total run-rate revenue reduction for FY15 (July 2014 June 2015) was projected to be $ M Other institutions experienced these same pressures: Cleveland Clinic announced it was cutting $330M from $6B budget (~2,500 jobs) Indiana University Health announced it was cutting $1B from $5.7B budget In order to reduce our cost base to more appropriately match our reduced revenue, the Medical Center embarked on the Evolve 2 Excel (E2E) initiative which was comprised of cost savings in both non-labor and labor areas 2
4 VUMC set aggressive goal to address the financial gaps $ M target was established to match the reduction in revenue and align leadership across the medical center around the magnitude of the change Leadership determined a focused reduction period over 6 months in 2013 was preferable to an ongoing reduction process A focused effort would minimize continued uncertainty and have a lesser impact on the Vanderbilt culture Consulted external partners to initially assist in kicking-off the process and establishing meaningful benchmarks, before an internal VUMC team led the entire labor reduction effort 3
5 An internal, cross-functional team was created to leverage expertise across the medical center In under one week, a team was assembled to work full-time on the E2E project. The team was relocated from their every day areas and co-located in an area off the main medical center campus. The team consisted of: Medical Center Administration Strategy Equal Opportunity, Affirmative Action and Disability Services IT Quality Cross-functional team Nursing Administration (Adult and Children s) Informatics Academic Dept Administration Systems Engineering Human Resources Finance (academic and operational) Operations 4
6 Several guiding principles were reinforced for all VUMC leaders during E2E to ensure we preserved our culture At VUMC, Faculty are leaders in all that we do Mission Our commitment to education, research, and patients care is top priority Restructure work in a manner that improves our effectiveness, impact, quality & safety In service to patients, deliver on our Promise & do no harm Display enthusiasm, respect & empathy Work for good of the whole, versus ourselves or our own operating units Accept ownership & accountability in public dialogue Role Model Guiding Principles Trust Communicate effectively and frequently Be honest and transparent Maintain confidentiality Articulate decisions in a manner that displays integrity and fairness
7 E2E thoroughly and thoughtfully evaluated our operations to improve efficiency and effectiveness E2E labor reduction process Define units The Medical center was divided into a number of areas based on function. Each area was assigned a leader These leaders then determined how to divide their areas into units, based either on function or job code, resulting in 13,150 people mapped to ~450 units Map jobs to the Mission, Activities and End Products (MAE) for each unit Each unit created a robust catalog of the missions, activities, and end products that defined the work they do They then mapped each individuals time to each of the activities in the respective unit These were then summarized at the job code level for each unit Redesign work to create a new streamlined organization structure, carefully selecting roles for elimination More than a 100 leaders across the Medical Center used the MAEs to determine how work could be performed more effectively and efficiently These suggested position eliminations were documented, along with risk mitigation plans, and fully vetted with risk management, quality, other operators and medical center leadership Rank and select individuals in roles selected for elimination Unit leaders, in partnership with HR, assessed and ranked individuals in eliminated positions based on past performance evaluations, disciplinary records, special skills, and years of service 6
8 All proposed changes to workflow underwent extensive review and risk mitigation planning Operators partnered with quality and created risk mitigation plans for medium and low risk proposals. Changes to the work flow deemed high risk were not implemented Review day feedback by unit, Therapies example Stakeholders across the medical center met to discuss potential risks for an entire day, during an Opportunity Review session Equal Opportunity, Affirmative Action and Disability Services (EAD), Quality, Legal, and Risk Management reviewed all proposed work changes Each unit submitted an initial work re-design plan, which clinical chairs and other senior leaders commented on using post-it style feedback during Opportunity Review Day 7
9 Process strengthened VUMC capabilities E2E demonstrated the power of focused effort at the medical center the entire medical center was committed to obtaining results Engaging leadership in honest, direct communication created sense of trust The Project Management Office (PMO) structure used for E2E was new to the medical center, demonstrating the effectiveness of a dedicated, cross-functional project team Unparalleled decision rights given to the PMO to create and run the process. The PMO managed the traditional project management aspects of the project, and with cross-functional representation it ensured that the process would work for every area of the Medical Center The PMO did not make any operational decisions The Rank and Select process brought rigor and discipline to the downsizing process that will be incorporated by HR for future eliminations 8
10 Communication throughout Evolve 2 Excel was extensive 2013 March April May July August Sept Oct Nov December 9
Vanderbilt s Transformation Journey
Vanderbilt s Transformation Journey David R. Posch, MS CEO Vanderbilt Hospital and Clinics Executive Director, Vanderbilt Medical Group August 14, 2014 Vanderbilt s Transformation Journey: Challenges:
More informationStrategic Cost Management: Vanderbilt s Transformation Journey
Performance Improvement Series AMGA Member Best Practices Strategic Cost Management: Vanderbilt s Transformation Journey David R. Posch, MS, Chief Executive Officer, Vanderbilt Medical Group Webinar, October
More informationGW Human Resources Strategic Plan
GW Human Resources Strategic Plan 2017-2021 OUR VISION We aspire to develop a diverse and engaged workforce to lead GW to excellence. OUR MISSION The mission of Human Resources is: to serve as an effective
More informationEducational Master Plan Goals, Objectives, Benchmarks
Educational Master Plan Goals, Objectives, Overview The following Goals, Objectives,, and comments represent the current strategic plan for Crafton Hills College and the work we currently feel is necessary
More informationCEO Performance Planning and Review Process
DRAFT 01 Feb 2017 CEO Performance Planning and Review Process A good leader is not the person who does things right, but the person who finds the right things to do. Anthony T. Padovano, theologian and
More informationOUR LEADERSHIP DEVELOPMENT JOURNEY
OUR LEADERSHIP DEVELOPMENT JOURNEY NORTHAMPTONSHIRE HEALTHCARE NHS FOUNDATION TRUST #wearenhft OUR TRUST An Foundation Trust since 2009 A diverse range of community and mental health services for adults
More informationThe Ohio State University Human Resources Strategic Plan
Human Resources 2018-2023 Strategic Plan Finalized: May 16, 2018 Delivering HR Excellence. Inspiring People. Leading Change. HR.OSU.EDU 1590 N. High Street, Suite 300 Columbus, OH 43201 614-292-1050 Table
More informationGoal 1: Prepare Students for Leading Roles in an Innovation-driven Economy and Global Society
Goal 1: Prepare Students for Leading Roles in an Innovation-driven Economy and Global Society Objective 1.1 Enroll more high-ability students from all societal segments. Strategy 1.1.1 Enhance marketing
More informationDepartment Business Plan. Human Resources
2015-18 Department Business Plan Human Resources Updated June 2016 Key to my role as Director of Human Resources (HR) is to help create a positive and safe work environment that attracts talent and inspires
More informationPortland Public Schools Board of Education 501 N. Dixon Street Portland, Oregon
Portland Public Schools Board of Education 501 N. Dixon Street Portland, Oregon Performance Appraisal: Superintendent Carole Smith June 2009 to September 2010 In May 2008, the Portland Public Schools Board
More informationCHIEF TRANSFORMATION OFFICER
Being part of a dynamic, growing organization offers an exciting career path full of opportunity. TransForm Shared Service Organization, a nonprofit, unique, innovative, results-driven organization that
More informationPartnership Assessment Tool for Health
Partnership Tool for Health Welcome to the Partnership Tool for Health (PATH). This resource is intended for community-based organizations (CBOs) that provide human services and healthcare organizations
More informationBEATING THE FINANCIAL SQUEEZE: How to Drive Performance Transformation in Your Health System
BEATING THE FINANCIAL SQUEEZE: How to Drive Performance Transformation in Your Health System Authors: Rob Gamble and Pamela Damsky For decades, health systems have recognized the strategic imperative of
More informationThe University of North Carolina at Chapel Hill Efficiency and Effectiveness Project Scope of Work February 2009
Bain & Company, Inc. 3280 Peachtree Road, NW Suite 2400 Atlanta, GA 30305 USA Tel: 1 404 869 2727 Fax: 1 404 896 2222 The University of North Carolina at Chapel Hill Efficiency and Effectiveness Project
More informationReal World Experiences in Achieving "Meaningful Use" Mark D. Sugrue, RN-BC
www.pwc.com Real World Experiences in Achieving "Meaningful Use" Mark D. Sugrue, RN-BC Our Approach: Meaningful Use Transform Methodology Identify Assess Design Construct Implement Operate & review Delivering
More informationPHASE IV: IMPLEMENTATION OF THE POWER OF SUNY Draft: October 19, 2010
PHASE IV: IMPLEMENTATION OF THE POWER OF SUNY Draft: October 19, 2010 Table of Contents I. Introduction II. Implementation Principles III. Organizational Structure and Process IV. Deliverables V. Conclusion
More information2017 to 2020 Strategic Plan. Approved by the CAA Board of Directors: March 1, 2017
2017 to 2020 Strategic Plan Approved by the CAA Board of Directors: March 1, 2017 Table of Contents Introduction... 3 The Canadian Avalanche Association - Who Are We?... 4 Our Vision...4 Our Mission...4
More informationSTRATEGIC PLAN. FISCAL YEARS 2018 to 2022 SAFETY WORKS
STRATEGIC PLAN FISCAL YEARS 2018 to 2022 SAFETY WORKS TSSA has developed an ambitious plan to ensure we effectively reduce safety risks and provide value to our customers and stakeholders. STRATEGIC PLAN
More informationMetropolitan Council PUBLIC PARTICIPATION PLAN. for Transportation Planning and Programming
Metropolitan Council PUBLIC PARTICIPATION PLAN for Transportation Planning and Programming Introduction and Federal Requirement Public participation is an essential element of planning in the Twin Cities
More informationHiring i freezes/furloughs Spending restrictions. Budget reductions Service level reductions
Administrative Review & Restructuring The President s Charge Review administrative organization and delivery of administrative services at all levels of the university and propose ways to: Improve performance
More informationCRITICAL SUCCESS FACTORS
CRITICAL SUCCESS FACTORS FOR HEALTH IT INNOVATION Thursday, November 10, 2016 SC HIMSS Conference Columbia, SC Elizabeth A. Regan, Ph.D. Dept. Chair Integrated Information Technology Professor Health Information
More informationOptimization: The Next Frontier
Optimization: The Next Frontier A White Paper Impact Advisors LLC January 2015 400 E. Diehl Road Suite 190 Naperville IL 60563 1 800 680 7570 Impact Advisors.com Table of Contents Introduction... 3 Optimization
More informationPeople and Culture Strategy
People and Culture Strategy 2016-2021 SERVE S1 1. Executive Summary While providing a full spectrum of care from birth to end-of-life, Covenant s unique focus is on those most vulnerable. To play this
More informationThe Endocrine Society Strategic Plan 2011 (Approved by Council on June 2, 2011) Strategic Plan Overview
The Endocrine Society Strategic Plan 2011 (Approved by Council on June 2, 2011) Strategic Plan Overview Mission: The mission of The Endocrine Society is to advance excellence in endocrinology and promote
More informationORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL
ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL Time is running out for the traditional, monopolistic IT model now that users have so many alternatives readily available. Today s enterprises
More informationEngaging Staff in Change Management: HR Transformation Process in the School of Medicine and Public Health
Engaging Staff in Change Management: HR Transformation Process in the School of Medicine and Public Health Brian Gittens, EdD, SPHR, SCP-HR Associate Dean of HR, Equity, and Inclusion Session Agenda Overview
More informationEMERGING STRATEGIC DIRECTIONS BOARD OF DIRECTOR SESSION TIMEFRAME:
EMERGING STRATEGIC DIRECTIONS BOARD OF DIRECTOR SESSION TIMEFRAME: 2016-2019 TABLE OF CONTENTS Living Possibilities Inspiring Leadership Championing Success Introduction... 1 Strategic Planning Process...
More informationMicrosoft REJ Framework: Step by Step
Microsoft REJ Framework: Step by Step Quantifying the Business Value of Information Technology (IT) Investments Abstract IT managers today face challenges of delivering products to markets faster, making
More informationEssex Partnership University NHS Foundation Trust. Operational Plan Summary 2017/18 & 2018/19
Essex Partnership University NHS Foundation Trust Operational Plan Summary 2017/18 & 2018/19 1 Contents Page Introduction 3 Quality 5 Workforce 7 Finance 8 Partnership Working 9 2 Introduction Essex Partnership
More informationIT departments need to be the leader of technological. Business / Clinical leadership need to own enterprise solutions
Taking Your PMO to the Next Level November 2012 Outline Bottom Line Upfront Definitions Greencastle Background Case for Change Goals for Moving an EPMO to the next level High Level Process for Moving to
More informationgetting materiality right a whitepaper by brownflynn
getting materiality right a whitepaper by brownflynn Introduction In this paper, we present the why and how of getting materiality right. We affirm that a materiality assessment can help companies focus
More informationACADEMIC DIVISION ENTERPRISE RISK MANAGEMENT (ERM) GARY NIMAX ASSISTANT VICE PRESIDENT FOR COMPLIANCE AND ENTERPRISE RISK MANAGEMENT
Meeting of the Board of Visitors Audit, Compliance and Risk Committee June 12, 2015 ACADEMIC DIVISION ENTERPRISE RISK MANAGEMENT (ERM) GARY NIMAX ASSISTANT VICE PRESIDENT FOR COMPLIANCE AND ENTERPRISE
More informationInvesting in our Local Labour Market. Strategic Plan T o r o n t o W o r k f o r c e I n n o v a t i o n G r o u p
Investing in our Local Labour Market Strategic Plan 2012-2016 T o r o n t o W o r k f o r c e I n n o v a t i o n G r o u p A MESSAGE FROM the EXECUTIVE DRECTOR, KAREN CHARNOW LIOR and BOARD OF DIRECTORS
More informationImproved Service Delivery at Iowa State University. Status Report November 14, 2018
Improved Service Delivery at Iowa State University Status Report November 14, 2018 Prepared for: Dr. Wendy Wintersteen, President Prepared by: Institutional Effectiveness Leadership Team (IELT) Super Group
More informationCorporate Plan
Corporate Plan 2017 2021 Contents Foreword 2 Strategic Context 4 Who we are and what we do 6 How our Corporate Plan was developed 7 We asked, you said, we will... 8 Evaluation 15 Structure and Leadership
More informationStrategic Plan Update. Meeting of the Board of Governors Committee on Strategic Planning July 12, 2016
Strategic Plan Update Meeting of the Board of Governors Committee on Strategic Planning July 12, 2016 Review of Work Plan and Roles and Responsibilities Assignments, Roles, and Responsibilities Staff
More informationWhat is Achieving System Integration (ASI)? ASI is a multiphase process to transition Seattle Colleges from its current organizational structure to a
What is Achieving System Integration (ASI)? ASI is a multiphase process to transition Seattle Colleges from its current organizational structure to a more efficient and integrated system that allows us
More informationPublic Service Secretariat Business Plan
Public Service Secretariat 2008-11 Business Plan Message from the Minister The Public Service Secretariat is a Category 2 entity that provides leadership in the area of strategic human resource management.
More informationBusiness Transformation
EB-0-0 Tab Schedule Page of 0 0 Business Transformation.0 PURPOSE This evidence discusses OPG s Business Transformation initiative ( BT ). Business Transformation supports the alignment of OPG s costs
More informationCompetency Models Eight competency models were created for each position within the training organization. These were:
W hat differentiates the BEST from the REST? How do we define exceptional performance? Competencies provide an objective platform of skills, knowledge, and behaviors that identify what is required for
More informationHow it works: Questions from the OCAT 2.0
Social Sector Practice How it works: Questions from the OCAT 2.0 OCAT 2.0 is an updated and improved version of our original OCAT survey. It asks nonprofit staff to rate their organization s operational
More informationSenior Clinical Application Analyst
Being part of a dynamic, growing organization offers an exciting career path full of opportunity. TransForm Shared Service Organization, a nonprofit, unique, innovative, results-driven organization that
More informationHEALTHCARE CONSULTING GROUP
MAZARS USA LLP HEALTHCARE CONSULTING GROUP As one of the nation s leading professional service firms, Mazars USA provides the resources, experience and global expertise to help you adapt in a dynamically
More informationexploring opportunities for transforming cost structure
REPRINT June 2017 William J. Doherty Michael Connell Kimberly Neese Gavin McDermott healthcare financial management association hfma.org exploring opportunities for transforming cost structure A performance
More informationIndiana Library Federation
Calls with Leaders of the Indiana Library Federation Leader Call 1: Status Update and 2016 Work Plan Nov. 1, 2016, 3pm ET/2pmCT On behalf of the ILF Board, thank you! Robyn Young, ILF Board President David
More informationOBSI Strategic Plan
OBSI Strategic Plan 2017-2021 TABLE OF CONTENTS 1. Building OBSI s Strategic Plan... 2 1.1 Strategic Plan Development... 2 1.2 Context and Strategic Response... 2-3 2. The Strategic Plan... 4 2.1 OBSI
More informationGE Foundation. Developing Health Network. Strategic Planning Tools. Justin M. Whitman. 1 Strategic Planning Webinar 3/23/2016
GE Foundation Developing Health Network Strategic Planning Tools Justin M. Whitman 2015 1 Strategic Planning Webinar Our Speaker Justin M. Whitman Executive, HR Business Partner Supply Chain Division GE
More information2/24/2017. Analytics: Enhancing Your Hospital Compliance Program. Today s Session. Polling Question: What is Your Role in Compliance?
Analytics: Enhancing Your Hospital Compliance Program Kate Conklin, B.A., CPMSM, CPHQ, Chief Compliance Officer Trissi Gray, MBA, CHRC, Assistant Director, Health System Compliance Today s Session 1 Objective
More informationHuman Resources Strategic Plan
Human Resources Strategic Plan 2018-2023 A M E SSAG E F R O M T H E V IC E P R E SI D E N T O F H UM AN RE S O URC ES Over the next five years, Human Resources will strive to deliver exceptional service
More informationBRITISH COLUMBIA INSTITUTE OF TECHNOLOGY
BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY THREE-YEAR BUSINESS PLAN 2014 /15 2016 /17 September 2014 95% Employment among recent degree graduates One of BC s Top Employers since 2011 TABLE OF CONTENTS Executive
More informationClosing the Health Care Improvement Gap
Session D3/E3 This presenter has nothing to disclose Closing the Health Care Improvement Gap Brandon Bennett & David Williams December 13, 2017 Welcome 2 Brandon Bennett Founder Improvement Science Consulting,
More informationEXECUTIVE SUMMARY ACCOUNTABILITY. SFY STRATEGIC PLAN Oklahoma Department of Human Services
EXECUTIVE SUMMARY SFY 2019-2020 STRATEGIC PLAN Oklahoma Department of Human Services 1 STRATEGY MAP SFY 2019-2020 OUR MISSION We improve the quality of life of vulnerable Oklahomans by increasing people
More informationBeyond the Walls of Catholic Health Initiatives, Mission Integration in Emerging Markets
Beyond the Walls of Catholic Health Initiatives, Mission Integration in Emerging Markets Lois Lane, FNP-BC, JD, MA Vice President, Mission Integration Catholic Health Initiatives Englewood, Colo. loislane@catholichealth.net
More informationPERFORMANCE MANAGEMENT ROADMAP
PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize
More informationNASPE Eugene H. Rooney, Jr. Awards Nomination
NASPE Eugene H. Rooney, Jr. Awards Nomination Workforce and Succession Planning Strategic Initiative Pennsylvania Department of Transportation Contact: Suzanne H. Itzko, Deputy Secretary for Administration
More informationTHAF Fellows Program. Engaging Board and Community Members in Quality/Patient Safety Initiatives. Ini
THAF Fellows Program Engaging Board and Community Members in Quality/Patient Safety Initiatives Kimberly McNally, MN, RN, BCC President, McNally & Associates Ini 2 Today s session Indicators of an engaged
More informationOHSU Healthcare Diversity and Inclusion Strategic Plan FY 2011
OHSU Healthcare Diversity and Inclusion Strategic Plan FY 2011 Background OHSU Healthcare believes ethnic, gender, religious, linguistic, socioeconomic and other cultural differences add to the tapestry
More informationMPM Strategic Plan FY2019-FY2020
MPM Strategic Plan FY2019-FY2020 Introduction How can the Milwaukee Public Museum leverage our strengths and unique assets, and how can we build an institution that is more vibrant, more relevant to our
More informationThe Data Integrity Department: Optimizing Health Information Management
MGMA 2017 ANNUAL CONFERENCE OCT. 8-11 ANAHEIM, CA The Data Integrity Department: Optimizing Health Information Management Randy Jones, DHA, FACHE, FACMPE Senior Vice President, Management Consulting Culbert
More informationStrategic Plan. Uniting to care & cure
2017-2020 Strategic Plan Uniting to care & cure Table of Contents Message from the President & CEO Page 2 Overview Page 3 Mission Page 4 Core Values Page 5 2017-2020 Objectives & Strategies Page 6 Mission
More informationAre Your Physicians Aligned?
WHITE PAPER Are Your Physicians Aligned? An Assessment Tool for Healthcare Leaders Authors: Mark J. Werner, MD and Cynthia Bailey Success in today s uncertain healthcare environment requires engaging physicians
More informationUCSF School of Medicine
UCSF School of Medicine UC Retreat for Health Sciences Administration Workforce Issues March 6 2012 SCHOOL OF MEDICINE, UNIVERSITY OF CALIFORNIA, SAN FRANCISCO UCSF Workforce Issues Discussion Topics Introducing
More informationelevating the role of finance at Mary Lanning Healthcare
CASE STUDY REPRINT November 2013 Amanda Hoffman Jay Spence healthcare financial management association hfma.org elevating the role of finance at Mary Lanning Healthcare One central Nebraska hospital sought
More informationA Formal Organizational Excellence Program
A Formal Organizational Excellence Program To enable the achievement of institutional strategic goals and priorities excellence in education, research, and scholarship and leverage its core strengths and
More informationImplementing Category Management for Common Goods and Services
Implementing Category Management for Common Goods and Services Darbi Dillon Office of Federal Procurement Policy 1800 G Street NW, Washington DC 20006 Audit Tax Advisory Grant Thornton LLP 333 John Carlyle
More informationCatholic Family Services Peel-Dufferin. Executive Summary. Strategic Plan to 2018 June 2015
Executive Summary Strategic Plan - 2015 to 2018 June 2015 Table of Contents 1 INTRODUCTION... 1 2 VISION... 2 3 MISSION... 3 4 VALUES... 4 5 STRATEGIC DIRECTIONS... 5 Table of Contents i 1 Introduction
More informationGuiding Principles. Mission: Vision: Values: Overarching Principles
Guiding Principles To ensure that the organization effectively achieves these goals and objectives and experiences a uniformly successful implementation, we have developed a series of guiding principles
More informationStrategic Planning
2016-18 Strategic Planning OSM Vision To lead a vibrant media production industry by enabling growth and innovation. OSM Mission To represent, promote and grow the Manitoba media production industry. OSM
More information2017 SURVEY SUITE. Strengthening Total Compensation Solutions through Data-Driven Intelligence and Insights. Cover TBD
Cover TBD 2017 SURVEY SUITE Strengthening Total Compensation Solutions through Data-Driven Intelligence and Insights Struggling to benchmark unique or emerging positions? Interested in devising competitive
More informationSTRATEGIC FRAMEWORK. National CASA Association
STRATEGIC FRAMEWORK National CASA Association Summary This document contains the detailed strategic framework presented on and discussed at the National CASA Association Board meeting occurring on May
More informationExcellence in Action: Division of Human Resources Summary Response to the Human Resources Assessment. Division of Human Resources
Excellence in Action: Division of Human Resources Summary to the Human Resources Assessment Division of Human Resources March 26, 2010 Introduction The Human Resources Assessment was conducted in response
More informationStrategic Procurement Plan
Strategic Procurement Plan Fiscal Year 2018 2022 Mission Vision Value The mission of Procurement Services is to support W&M as a leader among liberal arts universities through delivery of procurement excellence.
More informationPenn State Outreach Strategic Plan for Diversity
Penn State Outreach Strategic Plan for Diversity 2004-2009 The mission of Penn State Outreach is to increase access to Penn State s educational resources through linking the expertise of faculty in the
More informationWorkforce Planning. IHRC Workshop, June 15, 2011
Workforce Planning IHRC Workshop, June 15, 2011 Arnoud Middel; Head HR Switzerland Zürich 16 June 2011 CEO Top Ten Challenges 2010 / 2011 2011 survey out today (June 16, 2011) http://www.conference-board.org/webcasts/webcastdetail.cfm?webcastid=2532&subtopicid=90
More informationHuman Resources Divisional Plan
Human Resources Divisional Plan 2018-2019 Strategic Theme 3: Being an Employer of Choice The importance of our people SP GOAL 3.1: Strengthen and sustain communication and engagement throughout the University
More informationFINANCE & BUSINESS AT PENN STATE...
Table of Contents FINANCE & BUSINESS AT PENN STATE... 3 Mission & Vision... 3 Organizational Profile... 3 F&B Situational Analysis... 3 F&B Alignment with University Priorities... 4 STRATEGIC PRIORITIES...
More informationHEALTHCARE CONSULTING GROUP
MAZARS USA LLP HEALTHCARE CONSULTING GROUP As one of the nation s leading professional service firms, Mazars USA provides the resources, experience and global expertise to help you adapt in a dynamically
More informationBOARD MEETING 26 October Workforce Race Equality Standard Annual Report
Paper Title: Section: Lead Director: Paper Author: Agenda Item: 9 Presented For: Paper Category: BOARD MEETING 26 October 2017 Workforce Race Equality Standard Annual Report Public or Private Sandra Knight,
More informationMERIDIAN. Meridian: What Is It All About?
MERIDIAN Meridian: What Is It All About? What is Meridian? Re-engineering business processes Meridian is the improvement of processes Implementing technology to support electronic processes & document
More informationREADY FOR SCHOOL, READY FOR LIFE CEO
READY FOR SCHOOL, READY FOR LIFE CEO www.koyapartners.com ABOUT READY FOR SCHOOL, READY FOR LIFE ( Ready/Ready ) is an organization that is leading a collaborative effort to design and build an innovative
More informationMid Michigan Community College. Strategic Plan
Mid Michigan Community College Strategic Plan 2011-2015 The Foundations of Strategic Planning Anything built to last must have a solid foundation. This strategic plan was built on the principles, concepts,
More informationThe Path to Clinical Enterprise Maturity DEVELOPING A CLINICALLY INTEGRATED NETWORK
The Path to Clinical Enterprise Maturity DEVELOPING A CLINICALLY INTEGRATED NETWORK dhgllp.com/healthcare Kevin Locke PRINCIPAL Kevin.Locke@dhgllp.com 330.606.4699 Michael Strilesky SENIOR MANAGER Michael.Strilesky@dhgllp.com
More informationEntry Plan. Deirdre Hargrove-Krieghoff 9/25/14
Entry Plan Deirdre Hargrove-Krieghoff 9/25/14 Entry Plan Table of Contents Introduction 3 Guiding Principles 4 Goals 6 Entry Plan Phase I 7 Entry Plan Phase II 8 Entry Plan Phase III 9 Conclusion 10 Introduction
More informationHospital Implementation Case Study. Lonar Consulting Services Pvt Ltd.
Hospital Implementation Case Study Client Profile and Background The client is a university hospital with a capacity of 300+ beds and with a 1700+ strong team of employees. The hospital is located in Bahrain
More informationInformation Services and Technology. All Hands Meeting. February 24, 2010
Information Services and Technology All Hands Meeting February 24, 2010 1 Agenda Welcome and Agenda Accomplishments Mission of MIT IS&T Responsibilities My Values Progress toward what we said in October
More informationStrategic Plan. Uniting to care & cure
2017-2019 Strategic Plan Uniting to care & cure Table of Contents Message from the President & CEO Page 2 Overview Page 3 Mission Page 4 Core Values Page 5 2017-2019 Objectives & Strategies Page 6 Mission
More informationHCCA Compliance Institute : Intersection of Internal Audit & Compliance. April 17, Agenda. Where are we today?
HCCA Institute 2018 708: Intersection of & April 17, 2018 Agenda Objectives Where are we today? Corporate Integrity: The intersection of, and Privacy Questions 2 Where are we today? 3 1 Regulatory change
More informationDriving Improvement to your Bottom Line:
White Paper Title Driving Improvement to your Bottom Line: Untapped Opportunities to Begin Tackling Now Given the current and anticipated reimbursement and cost pressures facing healthcare providers today,
More informationEnterprise Risk Management Handbook. June, 2010
Enterprise Risk Management Handbook June, 2010 Table of Contents Overview... 4 What is Enterprise Risk Management?... 5 Why Undertake Enterprise Risk Management?... 6 Draft UW System ERM Vision, Mission,
More informationCould you help lead the NHS in your area?
Could you help lead the NHS in your area? Non-executive Director and Associate Non-executive Director Candidate information pack Reference: S1671 We value and promote diversity and are committed to equality
More informationVOLUNTEERING VICTORIA MENTORING PROGRAM 2018 INFORMATION KIT
VOLUNTEERING VICTORIA MENTORING PROGRAM 2018 INFORMATION KIT Contents INTRODUCTION... 2 HOW DOES THE PROGRAM WORK?... 3 WHAT IS MENTORING?... 3 WHAT THE MENTORING PROGRAM IS NOT... 3 HOW TO APPLY... 4
More informationMarch Year Strategic Plan
gic rate r St Yea 10Plan March 2017 Our Water Future A Letter from the President/CEO El Paso Water has made history with our water resource innovations, leading the way decades ago in water reclamation,
More informationDeveloping a Results-Driven Onboarding and Mentoring Process for Physicians
Developing a Results-Driven Onboarding and Mentoring Process for Physicians Speakers C. Edward Brown, F.A.C.H.E. Chief Executive Officer The Iowa Clinic Jamie Carlson Chief Human Resources Officer The
More informationOffice of Vice President, Business and Finance Financial Services
Calliiforniia Sttatte Uniiversiitty,, Sttaniisllaus Office of Vice President, Business and Finance EXECUTIVE SUMMARY JULY 2008 Kenton Whitfield, Interim Vice President Business and Finance Nancy Havens,
More informationSummary HEFCE operating plan for
Summary HEFCE operating plan for 2006-09 Updated April 2008 Contents Introduction 2 Summary operating plan Enhancing excellence in learning and teaching 4 Widening participation and fair access 9 Enhancing
More informationSTRATEGIC PLAN BUREAU OF HUMAN RESOURCES
INTRODUCTION In conjunction with the Office of Management and Finance, the Bureau of Human Resources began its strategic planning process in the spring of 2001. Over the last decade, but particularly in
More informationRevised IT Governance Charter Toolkit
Health Care IT Advisor Toolkit Revised IT Governance Charter Toolkit This toolkit offers guidance to business leaders and IT executives for developing an IT governance charter. Listed here are critical
More informationSupporting Organizational Transformation
Supporting Organizational Transformation Collective Wisdom Fresh Ideas 4 Lansing Square, Suite 119 Toronto, Ontario M2J 5A2 PH: (416) 499-7459 FX: (416) 499-8803 Email: bcg@berkeleyconsulting.com Volume
More informationidentifying areas for improvement with respect to the Institute s research administration internal control structure.
The MIT delivers audit services through a risk-based program of audit coverage, including process audits, targeted reviews, and advisory services. These efforts, in coordination with the Institute s external
More informationAFM Corporate Governance Code
AFM Corporate Governance Code January 2019 Ó Association of Financial Mutuals About this document The AFM Corporate Governance Code (AFM Code) takes effect from 1 January 2019. This means AFM members should
More information