Creating the Preferred Academic Medical Center of the 21 st Century. AMC 21 Reload

Transcription

1 Creating the Preferred Academic Medical Center of the 21 st Century AMC 21 Reload

2 AMC 21 Illustration We strive to By being Which we can achieve through SATISFACTION QUALITY FINANCIAL ADVANCEMENT OF KNOWLEDGE But not without ALIGNMENT AND INTEGRATION INNOVATION REACHING FOR EXCELLENCE Page 2

3 Why Update- Reload - AMC 21? AMC 21 represented a true milestone: first time UAB Medicine created a joint strategic vision, goals and initiatives. Three years later, we have a long list of accomplishments to celebrate--but a lot has changed internally and externally since its inception Reload provides an opportunity to expand, dive deeper and revise key initiatives. Expand coordination between Health System & SOM strategic initiatives Page 3

4 Why Update - Drivers of Change for AMCs Changing economics, market consolidation, fiscal pressures and the emphasis on high quality/low cost Movement from fee-for-service to value based payments (premium pricing in jeopardy) Care delivery shifting from inpatient to outpatient (not our core competency) Reduction in all funding sources: Decrease in Medicare payments Transition of Medicaid to managed care Commercial business migrating to the exchange Loss of 50% in DSH payments with the implementation of ACA Federal funding for research State funding Page 4

5 AMC 21 Reload With all these changes underway and more to come- it is time to recalibrate. The Reload process will: Outline future trends and themes Assess our current position Keep the priorities that still make sense Adjust based on what we ve accomplished and how the environment has changed Add new areas of focus to reflect today s new realities Page 5

6 Outline Future Trends and Themes: AAMC Advisory Panel on Health Care Advisory Panel completed a year-long project to develop a framework of analysis and principles to guide AMCs post-reform transformation in how: Care is delivered Students and residents are educated Research is organized and funded Missions come together in new and impactful ways The Panel s report is organized around key themes developed from interviews with leading academic health systems considered as the vanguard of academic medicine* *Drs. Bonner and Agarwal were interviewed by the Advisory Panel Page 6

7 Advisory Panel Members Page 7

8 AAMC Advisory Panel on Health Care Key Themes: AMCs will: Be System-Based Require governance, organizational and operational alignment and accountability Require expanded skill set and leadership competencies Provide greater transparency in quality, satisfaction and financial data Restructure their operating models to focus on cost and quality Manage the health of the population they serve Page 8

9 AAMC Advisory Panel on Health Care: Assessment Framework Profile Area Strategy and Governance Dimensions of Academic Health System Unified Leadership and Culture Scale Innovation Fiscal Affairs Fiscal Transparency Access to Capital Network Services Strategy Performance Management Primary Care Network Development Brand Policy Leadership Management of Risk Data Analytics & Measurement Cost Management & Quality of Care Page 9

10 Strategy and Governance: Key Themes 1. Alignment around vision, strategy and finances supported by shared goals, financial risk and joint decision-making 2. Functional integration across missions and the ability to Drive change throughout all levels in the organization 3. Recruitment strategy driven by organizational objectives and goals 4. Increased scale (clinical and financial integration)-- necessary to provide system-based care and expanded scope of services 5. Innovation to drive new care delivery models, quality improvement activities, technological advances Page 10

11 Fiscal Affairs: Key Themes 1. Strength of balance sheet dictates options for positioning geographic expansion, investment in IT, faculty recruitment 2. Organizational understanding of what drives financial success and how these drivers impact all missions 3. Financial decisions driven by transparency and access to useable data and minimal turf battles 4. Clear and nimble decision making and resource allocation Page 11

12 Network Services Strategy: Key Themes 1. Network development and geographic reach to serve desired populations and achieve scale in all 3 missions 2. Expand points of access and breadth of services across the continuum: maximizing affordability and availability 3. Brand leverage - brand is protected and used judiciously, not diluted through uncoordinated expansion or affiliation 4. Leadership actively involved in policy and reform Page 12

13 Performance Management: Key Themes 1. Ability to demonstrate value to patients and purchasers 2. Infrastructure and resources to engage in population health riskbased contracts 3. Utilization of big data to drive process and system-based improvement 4. Integrated and aligned signature" programs 5. Focus on value based performance -- performance will no longer be measured on discharge volume or market share, but on Quality, Engagement and Cost Page 13

14 UAB Medicine Clinical Gap Assessment Purpose: Candid assessment of strengths and weaknesses developed from input by leaders across all missions Format: Based on AAMC Key Themes Survey participants where asked to rank the importance of theme concepts for UAB Medicine from Very Important to Not Sure Participants where also asked to assess UAB Medicine s performance relative to each concept (Excelling, Succeeding, Struggling or Not aware of current activities) Page 14

15 AAMC Advisory Panel on Health Care: Assessment Framework Profile Area Strategy and Governance Dimensions of Academic Health System Unified Leadership and Culture Scale Innovation Fiscal Affairs Fiscal Transparency Access to Capital Network Services Strategy Performance Management Primary Care Network Development Brand Policy Leadership Management of Risk Data Analytics & Measurement Cost Management & Quality of Care Page 15

16 Strategy and Governance: UAB Medicine Results and Key Takeaways Where we are Succeeding: There is a unified vision and strategy supported by leadership Leadership takes an organization approach to decision making Organizational commitment to develop leadership We have an innovative reputation in the community Page 16

17 Strategy and Governance: UAB Medicine Results and Key Takeaways Where we are Struggling: Strategies to recruit and retain high performing faculty and staff Strategic resources and capacity to support growth Leaders collaborate to achieve integration and reduce cost Chairs are willing to delegate responsibility to centralized management Page 17

18 AAMC Advisory Panel on Health Care: Assessment Framework Profile Area Strategy and Governance Dimensions of Academic Health System Unified Leadership and Culture Scale Innovation Fiscal Affairs Fiscal Transparency Access to Capital Network Services Strategy Performance Management Primary Care Network Development Brand Policy Leadership Management of Risk Data Analytics & Measurement Cost Management & Quality of Care Page 18

19 Fiscal Affairs: UAB Medicine Results and Key Takeaways No concepts were ranked as succeeding Where we are Struggling: Leaders have a complete understanding of our cost structure Financial information is shared across missions We have a nimble decision-making process for capital investment High percentage of respondents also indicated they were unaware of many capital planning activities Page 19

20 AAMC Advisory Panel on Health Care: Assessment Framework Profile Area Strategy and Governance Dimensions of Academic Health System Unified Leadership and Culture Scale Innovation Fiscal Affairs Fiscal Transparency Access to Capital Network Services Strategy Performance Management Primary Care Network Development Brand Policy Leadership Management of Risk Data Analytics & Measurement Cost Management & Quality of Care Page 20

21 Network Services Strategy: UAB Medicine Results and Key Takeaways Where we are Succeeding: Strong reputation in the community for high quality, innovative care Brand management and brand protection Were we are Struggling: Commitment to develop an adequate primary care base Financial resources dedicated to primary care development Significant percentage of respondents also indicated they were not aware of primary care related activities Page 21

22 AAMC Advisory Panel on Health Care: Assessment Framework Profile Area Strategy and Governance Dimensions of Academic Health System Unified Leadership and Culture Scale Innovation Fiscal Affairs Fiscal Transparency Access to Capital Network Services Strategy Performance Management Primary Care Network Development Brand Policy Leadership Management of Risk Data Analytics & Measurement Cost Management & Quality of Care Page 22

23 Performance Management: UAB Medicine Results and Key Takeaways Were we are Succeeding: The organization has/is considering initiatives to enhance patient engagement Where we are Struggling: We can compete with community providers on quality, efficiency and cost Transparency of data across all missions Commitment to organizational-wide continuous process improvement Organization has a comprehensive cost management strategy Clinicians are trained to use data and improve practice patterns Page 23

24 Priority and Performance 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% Less Important Succeeding Priority (% Very Important) Policy Leadership Brand Innovation More Important Succeeding Performance (% Struggling) 20% 30% 40% 50% 60% 70% 80% Management of Risk Access to Capital Primary Care Unified Leadership and Culture Analytics Cost Mgt/Quality of Care Fiscal Transparency Scale 90% 100% Less Important Struggling More Important Struggling Page 24

25 Priority and Performance 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% Less Important Succeeding Priority (% Very Important) Policy Leadership Brand Innovation More Important Succeeding Performance (% Struggling) 20% 30% 40% 50% 60% 70% 80% Management of Risk Access to Capital Primary Care Unified Leadership and Culture Analytics Cost Mgt/Quality of Care Fiscal Transparency Foundational Concepts Scale 90% 100% Less Important Struggling More Important Struggling Page 25

26 Implications for UAB Medicine Focus efforts on improving performance of critical foundational elements For areas currently assessed to be lower priority determine organizational commitment and develop appropriate communication plans Maintain results in high performing areas Page 26

27 AMC 21 Reload Continue our progress on key priorities across Pillars & Foundations Patient, faculty and staff engagement Leadership development Quality outcomes Access to care Operational efficiencies Strategic volume Add 3 New Foundational components: Signature Programs Population Health System Development Page 27

28 AMC 21: Blueprint We strive to By being Which we can achieve through SATISFACTION QUALITY FINANCIAL ADVANCEMENT OF KNOWLEDGE But not without Signature Programs Population Health System Development Alignment & Integration / Innovation / Reaching Page 28