Acting as a Single Enterprise Workgroup (AASE) Executive Summary of Initial Recommendations Revised February 20, 2008

Transcription

1 Acting as a Single Enterprise Workgroup (AASE) Executive Summary of Initial Recommendations Revised February 20, 2008 Center for Health Innovation

2 Introduction This Executive Summary synthesizes the work to-date of the Acting as a Single Enterprise (AASE) Work Group. Included are: The AASE charter, Work Group members, and rationale. Summary of recommended goals, to facilitate acting more like a single enterprise, from 12 subgroups: Financial Services Library Services Information Services Strategic Planning Facilities Government Relations Human Resources Capital Planning and Management Technology Management and Compliance Diversity and Equal Opportunity Marketing and Public Relations (including Branding) Development 1

3 AASE Charter, Members and Rationale 2

4 AASE Charter Opportunity: With many years of working as one enterprise prior to 1998, and many years operating as two distinct but linked entities post 1998, the executive leadership of both organizations is committed to creating a framework for the development of a strategic plan to promote an environment of acting as a single enterprise, thereby positioning us a premier academic health sciences center. Goal: With a goal of working as one strong academic health center through increased collaboration, coordination, and communication, this working group will remove barriers and identify opportunities to achieve improved organizational performance by: Creating a common identity and branding strategy. Creating a framework for ongoing joint decision making. Identifying, analyzing and executing on shared service opportunities. Assessing potential for co-location of leadership teams. Communicating with all parties, as appropriate. 3

5 AASE Work Group Members The AASE Work Group includes: George Brenckle, CIO, UMMHC Doug Brown, Senior Vice President, Legal Counsel, UMMHC Michael Collins, MD, Interim Chancellor and Sr. Vice President for Health Sciences Joanne Derr, Associate Vice Chancellor for Human Resources, UMMS Robert Eppensteiner, Student Representative Walter Ettinger, MD, President, UMMHC Terence Flotte, MD, Dean and Executive Deputy Chancellor, UMMS Allan Jacobson, PhD, Chair, Molecular Genetics & Microbiology Bob Jenal, Vice Chancellor for Operations, UMMS Gary Lapidas, Senior Vice President, UMMHC Cheryl Lapriore, Chief of Staff, UMMHC Dan Lasser, MD, Chair, Family Medicine and Community Health, Interim President of the Group Practice, UMMHC Abraham Morse, MD, OB/GYN, Chair, Faculty Council John O Brien, CEO, UMMHC Bob Peterson, CIO, UMMS Kathleen Q. Powers, Associate Vice Chancellor, Chief of Staff Jose Ramirez, Sr. Director, Human Resources, Medical Group and Diversity, UMMHC Michele Streeter, Vice President, Finance and Administration, UMMMG Dana Swenson, Sr. Vice President, Chief Facilities Officer, UMMHC Patricia Webb, Senior Vice President, Chief Human Resource Officer, UMMHC 4

6 AASE Subgroups The AASE s work was divided among multiple subgroups, each focused on one core function and involving relevant subject matter experts from both UMMS and UMMHC. The subgroup efforts were highly inclusive, involving over sixty individuals from across the enterprise. Financial Services Library Services Information Services Strategic Planning Facilities Government Relations Human Resources Capital Planning and Management Technology Management & and Compliance Diversity and Equal Opportunity Marketing and Public Relations Development 5

7 AASE Rationale The discussions of the AASE subgroups focused significantly on the following types of opportunities: What specifically can we do better together than separately? What opportunities exist to achieve cost efficiencies/economies of scale? To maximize the use of resources? To eliminate unnecessary redundancies? To enhance consistency and compliance? To share expertise to improve effectiveness and outcomes? To facilitate greater overall coordination and collaboration? The end users of their services were an important consideration for many of the subgroups: How specifically can we enhance our value-added for those who use our services? What feedback have we received about areas for improvement and opportunities to eliminate barriers? 6

8 Summary of Recommended Goals 7

9 Introduction The subgroups used a common template to identify, for their assigned core functions: Goals specific accomplishments that are better achieved together rather than working separately. Rationale the potential value added from the goals. Initiatives*: Quick hits to be accomplished now Short-term to be accomplished in the next 6 months. Medium-term to be accomplished in the next months. Long-term to be accomplished in the next 3-5 years. A summary of the recommended goals is provided in the next section. The complete goals and initiatives from the subgroups follow. *A color coding scheme has been used to indicate expected timing of the initiatives. Initiatives with no color coding are expected to be ongoing and include components that are short-term, medium-term and long-term. 8

10 Considering the Goals Along a Continuum In addition to considering the recommended goals by functional area, it also is useful to view them along the following continuum, based on the type and degree of integration proposed. Communication Coordination Standardization Integration Consolidation Less Integrated Type of Integration More Integrated Sharing of information to enhance teamwork and alignment Deliberately acting together for a better result Establishing shared benchmarks or rules Combining or blending into a functional or unified whole Eliminating redundancy by forming a single entity 9

11 Summary of Recommended Goals by Type Communication Coordination Standardization/ Integration Consolidation Subgroup Sharing of information to enhance teamwork and alignment Deliberately acting together for a better result Establishing shared benchmarks or rules. Blending into a functional/unified whole. Eliminating redundancy by forming a single entity Financial Services Implementing single budget process Agreement on use of ACCES building Creation of Joint Finance Group (JFG) Leveraging financial strengths to address capital & other financial issues through the JFC Investigation of shared financial reporting systems/forms Investigation of consolidation of like business processes to reduce cost redundancy Library Services Government Relations Establishment of annual planning retreat to define priorities Integrating/standardizing delivery of library services (e.g., integrated Micromedix subscriptions, integrated budgets, integrated staffing) 10

12 Summary of Recommended Goals by Type Communication Coordination Standardization/ Integration Consolidation Subgroup Sharing of information to enhance teamwork and alignment Deliberately acting together for a better result Establishing shared benchmarks or rules. Blending into a functional/unified whole. Eliminating redundancy by forming a single entity Information Services Using technology to facilitate and enable communication and collaboration (e.g., MS Share Point implementation) Oversight process to endorse and sponsor joint IT initiatives Coordinated IT strategic planning Infrastructure and administrative environment to support clinical research (e.g., strategy to extract existing data, development of clearly defined security and adm structure, replacement of Meditech Integrating and standardizing core services (e.g., help desk, support group, shared data system, shared antenna system, single environment) Investigation of opportunities to consolidate specific functions to reduce cost and eliminate redundancy 11

13 Summary of Recommended Goals by Type Subgroup Communication Sharing of information to enhance teamwork and alignment Coordination Deliberately acting together for a better result Facilities Parking and access control (e.g., 1 badge for entire system) HR: Work Environment HR: Workplace Learning HR: Service to Intern l Students Opening up selected WPL curricula and programs to the other organization Shared resources and practices Same legal counsel Standardization/ Integration Establishing shared benchmarks or rules. Blending into a functional/unified whole. EH&S: evaluation of integration of University Campus service to Memorial and Hahneman Model set of performance management tools Joint Workplace Development Inst. Consolidation Eliminating redundancy by forming a single entity Transfer of management of EBS and Food Service to single entity Common Work-life office Common Child Care, Health and Fitness Centers HR: Community Contributor Coordinated community outreach Encouragement of volunteerism 12

14 Summary of Recommended Goals by Type Communication Coordination Standardization/ Integration Consolidation Subgroup Sharing of information to enhance teamwork and alignment Deliberately acting together for a better result Establishing shared benchmarks or rules. Blending into a functional/unified whole. Eliminating redundancy by forming a single entity HR: Employer of Choice HR: Labor & Employee Relations Joint quarterly labor meetings Sharing policies and practices Linked web sites Shared diversity resources Joint purchasing Co-location at job fairs Temprite services for selected UMMHC positions Alignment of onboarding/orientation materials HR: Benefits Less variation of HR and payroll forms Expansion of selected benefits programs to both organizations Retirement program for dual doctors; reduced administrative burden Exploration of health insurance options 13

15 Summary of Recommended Goals by Type Subgroup Capital Planning & Management Marketing and Public Relations (including Branding) Communication Sharing of information to enhance teamwork and alignment Coordination Deliberately acting together for a better result Development of facilities and acquisition master plan Strategic planning information systems (CAD, space utilization etc.) Determination of current allocation of space across the enterprise/evaluation of productivity (efficiency) of the current allocation Enhanced/combined internal and external communications Integrated messaging to present the two entities as a single enterprise Standardization/ Integration Establishing shared benchmarks or rules. Blending into a functional/unified whole. Common processes Common standards Algorithm for allocating space Assignment of space according to highest and best use Single door approach for media management and public relations Distinctive brand and image, as appropriate Consolidation Eliminating redundancy by forming a single entity Structure for sharing of human resources performing Capital Planning and Management functions across the entities Consolidated function of marketing, communications, PR and public affairs 14

16 Summary of Recommended Goals by Type Communication Coordination Standardization/ Integration Consolidation Subgroup Sharing of information to enhance teamwork and alignment Deliberately acting together for a better result Establishing shared benchmarks or rules. Blending into a functional/unified whole. Eliminating redundancy by forming a single entity Diversity and Equal Opportunity Development Shared efforts related to diversity (e.g., coordinated community outreach; shared information, knowledge and resources; sourcing for key positions) Coordination of educational calendar Case management: discrimination & sexual harassment Cultural competency modules Participation on boards/councils 15

17 Summary of Recommended Goals by Type Subgroup Technology Management and Compliance Communication Sharing of information to enhance teamwork and alignment Broadened awareness of OTM Coordination Deliberately acting together for a better result Integrated system for COI Mechanisms to determine ownership of IP/share licensing income Standardization/ Integration Establishing shared benchmarks or rules. Blending into a functional/unified whole. Uniform technical security standards to facilitate data sharing Facilitate development of fiscally strong, nationally recognized clinical research, including: Improved communication between research and clinical staff Consideration of cross-funding approach to additional resources Cross credentialing Mirror policies and procedures Research structure at medical center that dovetails with medical school structure Joint protocols Consolidation Eliminating redundancy by forming a single entity 16