Centralization and Standardization Listening Session February 19, 2018

Agenda Introduction Group Exercise 11_89 Introduction Group Exercise Feedback from Group Exercise and Questions Preview of Future Centralization Listening Session Topics Closing Comments

Our shared vision for the School of Medicine 17_88 6_84 4_84 3_84 Our shared vision for the School of Medicine Set the standard for quality patient- centric care and academic excellence Become the desired destination for faculty, staff, and students by ensuring they are developed and empowered Grow to achieve leading financial results and a leadership position in the market, benefiting our mission, faculty, and staff

14_85 15_85 16_85 18_85 22_85 23_85 TEAM initiatives will enable us to deliver quality and growth in everything we do Culture: Excellence and accountability Clinical Quality Patient Access Research and Education Improve clinical quality across the continuum of care Develop infrastructure for high performance in value-based payment contracts Develop a patient experience program Optimize clinical capacity - develop standards on working hours, productivity, scheduling, and CARTS Reduce and mitigate the impact of cancellations, no shows, & bumps Sustainably develop programmatic research to grow external funding resources (NIH, clinical trials, and others) Improve Graduate Medical and Graduate Research Education Reinstate full LCME accreditation Improve and integrate interprofessional health professions training Integrated Organization Supporting Capabilities Strategic Plan Shift to an institute model to enhance performance while maintaining identity Clarify decision rights and accountabilities Redesign budget and funds flow process Improve recruiting, hiring, and development processes & standardize job titles Centralize & standardize support functions Rollout new faculty compensation model Implement standardized processes to ensure billing & coding compliance Consolidate Epic EHR Transition to the Epic revenue cycle management system Develop a 5-year roadmap to achieve ‘full- potential’ growth and patient outcomes Implement the Integrated Delivery Network Plan with SSM Build the new hospital and ACC and move clinical infrastructure Redesign the academic campus How we came up with these; progress on some already; LCME is critical; refer to vicious cycle in access; goal to grow external research funding as examples that appeal to multiple constituents. DELIVER QUALITY AND GROWTH IN EVERYTHING WE DO

Group Exercise 11_89 When centralizing the following functions, what small changes could we make that would make the most difference? Business and finance administrative support Academic program support Research support What would you like to see in the centralization of professional development and career ladders? Any questions or concerns about the centralization of these four functions?

Feedback from Group Exercise and Questions 11_89 Feedback from Group Exercise and Questions

Questions Submitted with Registration Many administrative staff are already performing the workload of multiple people, which compromises the quality of work that can be performed. How will centralization help alleviate the heavy workload issues many are faced with and trying to balance? Will support staff be consulted for input on job descriptions so the decision makers will have a realistic idea of the duties they perform? When part of a department is acquired into an Institute, how will budget support be dispersed? What if a person does multiple jobs in their current position (i.e., travel, reconciliations, credentialing, appointment, promotions, event planning, etc.)?  Would this type of staff member just be assigned to a centralized service? Will staff in academic departments remain in their current positions? Will academic departments retain budgets and maintain their accounts as always? Is there a possibility that some SLUCare employees might transition to becoming SSM SLU Hospital employees? 11_89

Questions Submitted with Registration Do you foresee the administrative staff for individual departments to all be added into one pool? Has there been any discussion as to where these larger groups of "centralized" staff members might be housed? Can you give us examples of the types of staff jobs you are looking at centralizing? Will the staff centralization effect program coordinators? Is there a plan to centralize licensed clinical research staff? Is there a plan for a career ladder for licensed clinical research staff? Is there a role for mid-level providers, e.g., NPs, PAs, to work in clinical research support at SLU? Will the training be online or with an instructor.  Or both? Centralization of Credentialing - please explain how this will work.  Centralizing primary source verifications?  Centralizing the collection of data?  What about credentialing on the medical school side? 11_89

Questions Submitted with Registration What is the likelihood that layoffs will occur as a result of centralization? When will we find out the specifics of a severance package for those employees whose jobs are eliminated? There will be some duplication of positions, particularly for administrative positions, when divisions are combined to form Institutes.  How will you decide which employee to keep and which employee to terminate? Will academic departments be part of the centralization of financial and grant support? 11_89

Preview of Future Centralization Listening Session Topics 11_89 Nurse Triage Supply Chain Billing and Coding Professional Development and Career Ladders Other Suggestions???

11_89 Closing Comments