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UHealth New Faculty Orientation October 2010. UHealth Org Chart 210/15/10.

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Presentation on theme: "UHealth New Faculty Orientation October 2010. UHealth Org Chart 210/15/10."— Presentation transcript:

1 UHealth New Faculty Orientation October 2010

2 UHealth Org Chart 210/15/10

3 The University of Miami Medical Group UMMG

4 Leadership Council Elects Chair/Vice-Chair Board of Directors 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 Executive Committee 2 Clinical Chairs plus 1 at-large LC members elected 2 Chairs appointed by Dean, plus Administrative leaders Revenue Cycle Managed Care Contracting Taxation Disability Retiremen t 3-year term (  2) At-large members serve 3-year term UMMG Governance & Structure ASAP Committee G&E Committee Finance Committee Benefits Committee

5 UHealth Org Chart 5 1/9/2009 11:21 AM

6 UHealth Org Chart 6 1/9/2009 11:21 AM

7 UMMG Key Responsibilities Practice Improvements –Strategic planning –Practice restructuring –Compensation plans –Taxation models –Funds flow Revenue Cycle Improvements and implementation of CBO 7

8 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

9 UMMG Key Responsibilities Improve profitability of UMMG business lines Assist in EMR implementation Prepare annual budget Monitor physician productivity 9

10 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 10

11 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 11

12 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

13 UMMG Administration SharePoint Site

14 UHealth Faculty Orientation Website 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

15 UHealth Faculty Orientation Website (continued…) 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

16 HARDWIRE PATIENT-CENTERED CULTURE OF TEAMWORK & EXCELLENCE UHealth and the Studer Group + Outcomes-based health consulting firm Teach evidence-based tools & processes to help create & sustain service & operational excellence

17 Branded Initiative 17 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.

18 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%) PeopleGrowth Quality Finance(30%) Patient Loyalty*: Hospital Based Clinics: Likelihood to Recommend Practice: 90 th Rank Baseline (FY 10): 84 th Rank Likelihood to Recommend Provider: 90 th Rank Baseline (FY 10): 85 th Rank Non Hospital Based Clinics: Likelihood to Recommend Practice: 90 th Rank Baseline (FY 10): 71 st Rank Likelihood to Recommend Provider: 90 th Rank Baseline (FY 10): 99 th Rank 1 st Case OR on time Start: Increase the percent of physicians being on time for 1 st case OR at UMH; UMHC/SCCC and ABLEH to 86%. Turnover: Overall employee turnover: UMMG (including Faculty and Staff): < 6.9% Baseline (FY 10): Turnover: 6.9% UChart Competency*: 100% of Faculty and Staff passing competency assessment on UChart. 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. New Patient Visit*: 3 rd available appointment for 90% of the new patient visits is within 1 -3 weeks out. 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. Operating Income*: Achieve operating income target. Account Receivable Days: Achieve 100% compliance for providers closing encounters within 48 hours. 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. Hand Hygiene: Achieve 90% physician compliance for hand hygiene at ABLEH; UMH and UMHC/SCCC. * Mandatory goals for UMMG leaders, if applicable Baseline Information in orange

19 Fundamentals of Communication A AcknowledgeAcknowledge & greet I Introduce Introduce yourself & your title/position D DurationAdvise of duration E Explain Explain details of procedure/intervention T Thank YouAlways thank your customers

20 University of Miami Medical Group (UMMG) Policies and Procedures Policies and Procedures (gray bar) Medical ID and password 20 1/9/2009 11:21 AM

21 UMMG Master Schedule Policy Defines clinic sessions:  Hours of regularly scheduled sessions  Release of open slots  More efficient use of overbook slots 21 1/9/2009 11:21 AM UMMG Enforcement Policy (continued…)

22 UMMG On-Time Clinic Start Policy Sets parameters to minimize patient wait times, particularly at the start of clinic sessions. 22 1/9/2009 11:21 AM …)

23 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 Consulting Policy

24 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

25 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

26 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.

27 UMMG Enforcement Policy 27  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.

28 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. 28

29 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. 29

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