UHealth Org Chart - UMMG Faculty Orientation

Report
UHealth
New Faculty Orientation
October 2010
UHealth Org Chart
2
10/15/10
Miami VA
Medical Center
The University of Miami
Medical Group
UMMG
UMMG Governance & Structure
Clinical Chairs, plus at-large
elected from Departments and
Centers
Clinical Chairs plus Chair/Vice
Chair plus 9 at-large LC members
plus 2 VCAs
2 Clinical Chairs plus
1 at-large LC members elected
2 Chairs appointed by Dean, plus
Administrative leaders
ASAP Committee
Leadership
Council
Board of
Directors
Elects Chair/Vice-Chair
3-year term (2)
At-large members serve 3-year term
Executive
Committee
G&E Committee
Finance Committee
Revenue Cycle
Managed Care
Contracting
Taxation
Benefits Committee
Disability
Retiremen
t
UHealth Org Chart
5
1/9/2009
11:21 AM
UHealth Org Chart
UMMG Practice Plan
Chief Operations Officer
AVP
Steve Falcone, MD, MBA
Executive Director
Revenue Cycle
Gene Lawson
Director
Medical Finance
Rick Norwood
Chief Medical
Officer (CMO)
Jorge Guerra, MD
Vice Chair for
Administration
Michael Kelley
Director
UMMG Initiatives
Helen Scarr
UHealth at Boca
Raton
UHealth at Fort
Lauderdale
Central Business
Office
UHealth at Palm
Beach Gardens
HR/Budget
Lisa Tobin-Jacobson
Vice Chair for
Administration
CHDS
Cristian Murray
Finance Manger
Ramanie Perera
Associate Finance
Director
Shehzad Mughai
Gen Med Practice
Hialeah Cardiology
Family Med Clinic
and Practice PPW
Pediatrics Clinic and
Practice PAC
Key West
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1/9/2009
11:21 AM
UMMG Key Responsibilities
• Practice Improvements
– Strategic planning
– Practice restructuring
– Compensation plans
– Taxation models
– Funds flow
• Revenue Cycle Improvements and
implementation of CBO
7
UMMG Key Responsibilities
•
Develop business plans for new practice sites and
initiatives
•
Represent the practice in local, regional, state and
national functions
•
Foster strong relationships with referring physicians
•
Identify an implement a primary care and community
health delivery system strategy
•
Establish and oversee faculty orientation program
8
UMMG Key Responsibilities
• Improve profitability of UMMG business lines
• Assist in EMR implementation
• Prepare annual budget
• Monitor physician productivity
9
UMMG FY10-11 INITIATIVES
• Reconstitute structure
• Focus on EMR implementation
• Focus on revenue cycle changes
• Focus on access
• Optimizing system performance through
stronger practice to hospital referrals
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UMMG FY10-11 INITIATIVES
• A bias towards the development of primary
care network(s)
• Focused and coordinated clinical outreach
development
• Establish principles that govern behavior and
decision making
• Establish more multidisciplinary site based
clinics
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UMMG PRINCIPLES
• Patient-centric Care
• Disease-centric Care (Multidisciplinary Point
of Care)
• High Quality Care
• Fostering Physician, Staff and Facility
Productivity
• Generation of surplus
12
UMMG Administration SharePoint Site
medportal.med.miami.edu/sites/ummg
UHealth Faculty Orientation Website
facultyorientation.med.miami.edu
Home
Welcome Session
ULearn Faculty Orientation
Requirements
Brief History of the UM
Leonard M. Miller School of
Medicine
About UHealth
UCare
UMMG Policies and
Procedures
Clinical Department
Clinical Systems
Faculty Affairs
Benefits
Campus Map
UHealth
New
Faculty
Orientation
UHealth Faculty Orientation Website
(continued…)
www.uhealthsystem.com/facultyorientation/
•
Can be accessed from time of hire
•
Provides direct link to required orientation
elements to be completed prior to providing
patient care
•
Provides a handy copy of the Departmental
Onboarding Checklist
•
Useful faculty resource as career at UM
continues with updated policies and clinical
systems information
UHealth and the Studer Group
+
Outcomes-based health
consulting firm
Teach evidence-based tools & processes to help
create & sustain service & operational excellence
HARDWIRE PATIENT-CENTERED CULTURE OF
TEAMWORK & EXCELLENCE
Branded Initiative
UCare
“U Can Achieve Real Excellence”
Make UHealth a better place for
Employees to work
Physicians to practice
Patients to receive care.
UCare Leadership Development Institute (LDI)
Quarterly educational session to provide leaders (physicians,
administrators, managers) with tools, resources, and training
that support a patient centered culture.
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UMMG Clinical Indicators-FY 2011
OUR MISSION
The University of Miami Health System delivers high-caliber, compassionate health care; advances patient care through applied research;
educates the next generation of medical leaders; and contributes to a healthier world.
Service (20%)
Patient Loyalty*:
Hospital Based Clinics:
Likelihood to Recommend
Practice: 90th Rank
Baseline (FY 10): 84th Rank
Likelihood to Recommend
Provider: 90th Rank
Baseline (FY 10): 85th Rank
Non Hospital Based Clinics:
Likelihood to Recommend
Practice: 90th Rank
Baseline (FY 10): 71st Rank
Likelihood to Recommend
Provider: 90th Rank
Baseline (FY 10): 99th Rank
1st Case OR on time Start:
Increase the percent of
physicians being on time
for 1st case OR at UMH;
UMHC/SCCC and ABLEH to
86%.
People
Quality
Growth
Turnover:
Overall employee
turnover:
UMMG (including Faculty
and Staff): < 6.9%
Baseline (FY 10):
Turnover: 6.9%
PQRI Measures:*
Track and report at least 3
PQRI measures in each
clinical department and
achieve a high enough
score to receive CMS
incentive payment.
New Patient Visit*:
3rd available appointment
for 90% of the new patient
visits is within 1 -3 weeks
out.
UChart Competency*:
100% of Faculty and Staff
passing competency
assessment on UChart.
Hand Hygiene:
Achieve 90% physician
compliance for hand
hygiene at ABLEH; UMH
and UMHC/SCCC.
LDI Participation*:
Increase the participation
of leaders at LDI to 90%
unexcused.
Baseline (FY 10):
UMMG: 49%
Telephone Etiquette*:
100% staff participation
on CBL on Telephone
Etiquette.
90% Compliance on Audit
conducted for telephone
etiquette.
* Mandatory goals for UMMG leaders, if applicable
Finance(30%)
Operating Income*:
Achieve operating
income target.
Account Receivable
Days:
Achieve 100%
compliance for providers
closing encounters
within 48 hours.
Surgical Volume:
Achieve the targeted
surgical volume (UMMG
only) at UMH and ABLEH.
Imaging Volume:
Achieve targeted imaging
volumes at UMHC/ABLEH.
Chemotherapy Volume:
Achieve targeted
chemotherapy volumes at
UMHC Sylvester.
Rad Onc Volume:
Achieve targeted Rad Onc
volume at UMHC Sylvester.
Track ONLY:
Number of patients per
room per session by
Department/Division.
Baseline Information in orange
Fundamentals of
Communication
A
Acknowledge Acknowledge & greet
I
Introduce
Introduce yourself & your
title/position
D
Duration
Advise of duration
E
Explain
Explain details of
procedure/intervention
T
Thank You
Always thank your customers
University of Miami Medical Group
(UMMG)
Policies and Procedures
• umdoctors.com
• Policies and Procedures (gray bar)
• Medical ID and password
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1/9/2009
11:21 AM
UMMG Master Schedule
Policy
Defines clinic sessions:
UMMG Enforcement Policy
 Hours of regularly scheduled sessions
(continued…)
 Release of open slots
 More efficient use of overbook slots
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1/9/2009
11:21 AM
UMMG On-Time Clinic Start Policy
Sets parameters to minimize patient wait
times, …)
particularly at the start of clinic
sessions.
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1/9/2009
11:21 AM
UMMG Consulting Policy
UMMG Consulting Policy
For many years the provisions of the University of Miami Faculty
Manual that deal with consulting activities did not apply to UMMG
members. A separate UMMG policy on consulting activities, and
the UMMG Bylaws, had mandated that all consulting activities of
UMMG members be performed under UMMG oversight and that
all revenue from those activities be recorded as Practice income,
with partial redistribution back to the member via non-uniform
departmental rules.
After a deliberate process, a new consulting policy has been
approved that allows for non-clinical consulting activities,
including expert witness testimony, to be performed by any
Faculty member as an independent contractor under the
provisions of the Faculty Manual, similar to those activities of
any other University Faculty, with minor limitations that pertain
to specific situations common to the practice of Medicine.
UMMG
Interaction with Industry Policy
•
As a result of AAMC recommendations and policy
changes at other Academic Medical Centers, Clinical
Operations comm. charged with revision of existing
(3/04) policy in Jan. ‘06.
•
Fourteen provisions of the policy have been
sequentially revised and each approved by the UMMG
Executive comm.
•
Final new policy language approved by Exec Feb. ’08
•
Policy Revisions Implementation: July ‘09
UMMG Physician Mentoring
• Physician Mentoring is a low profile and
effective method of identifying disruptive
behavior at its onset, and managing it
before it effects the work environment
• It is a JCAHO 2009 required process in
dealing with disruptive behavior and
preventing the development of a hostile
work environment
Risk Management
Risk Avoidance and Reduction can be
tied into policies that improve the work
environment and allows UHealth to
deliver more patient-centric care.
UMMG Enforcement Policy
UMMG members are responsible for complying with
the provisions of all UMMG policies.
Each practitioner is accountable to his or her Chair for
adherence to these policies.
Full disclosure of actions related to compliance with
these policies is expected.
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UMMG Enforcement Policy
(continued…)
The list below describes the minimum expected
consequence for deviations from UMMG policies:
1. Unintentional and minor deviation from policy
Action: Verbal reprimand from department Chair or
delegated supervisor.
2. Subsequent unintentional deviation from policy
Action: Written reprimand from department Chair
and warning that any further infractions would
result in a fine.
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UMMG Enforcement Policy
(continued…)
3. Intentional or flagrant or repeated offenses.
Action: Minimum fine of 5% of monthly salary, based on
previous 12-month average. Higher amounts may be
imposed if deemed appropriate by the nature of the
infraction.
4. Additional intentional or flagrant or repeated
offenses; or significantly egregious offense.
Action: Termination from medical staff, including
relinquishment of clinical privileges or termination from
employment, as deemed appropriate, in accordance with
pertinent University/Faculty guidelines.
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