1. Centralization and Standardization Listening Session
February 19, 2018

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

3. Our shared vision for the School of Medicine
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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

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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

5. Group Exercise
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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?

6. Feedback from Group Exercise and Questions
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Feedback from Group Exercise and Questions

7. 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?
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8. 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?
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9. 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?
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10. Preview of Future Centralization Listening Session Topics
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Nurse Triage
Supply Chain
Billing and Coding
Professional Development and Career Ladders
Other Suggestions???

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Closing Comments