Finance and Administration

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Finance and Administration
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The successful people are the ones who can think
up things for the rest of the world to keep busy
at.
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Planning Committee

• Committee Chair
• Michael Hindery (Sr. Associate Dean - FA)
• Committee Members
• Cori Bossenberry (Director - Human Resources)
• Dori Boyles (DFA - Neurology and Neurosurgery)
• Carole Buffum (Executive Director - FA)
• Connie Hartnett (Co-Director - Research
  Management Group)
• Robin Maslin (ASM - Molecular Genetic Medicine)
• David OBrien (Strategic Planning Project)
• Nancy Tierney (Acting Co-Director - Facilities
  and Planning Services)
• Julia Tussing (DFA - Radiology and Acting
  Director - Student Services)
• Gerry Weitz (Director - MedIT)

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Mission Statement
As partners with the faculty and students, the
medical schools staff are committed to providing
the administrative infrastructure to support the
pursuit of excellence and innovation in
education, research, and patient care.
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Goals

• To create a responsive management organization
  that effectively provides the resources,
  infrastructure and incentives required to support
  the Schools education, research, and patient
  care activities.

• To ensure the optimum utilization of the Schools
  resources.

• To ensure that decisions are timely, known and
  understood by those affected.

• To develop and promote an acknowledged standard
  for management excellence based on the core
  values of professionalism, integrity, personal
  responsibility and service.

• To promote continuously a culture that clearly
  recognizes and values the role of staff as
  partners in the success of the Schools core
  missions.

• To create an environment that attracts and
  retains the highest quality staff.

• To create a culture that supports a balanced
  work-life relationship.

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Initiatives Evaluations
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• If you want to make God laugh, tell her your
  plans.

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Administrative Organization
To create a responsive management organization
that effectively provides the resources,
infrastructure and incentives required to support
the Schools education, research, and patient
care activities.
STRENGTHS
WEAKNESSES
Entrenched organizational structure
Intellectual resources
Financial resources
Difficulty in adapting to new models
Geographic dispersion
Effective and efficient management integration
within the School and with the University
Bureaucracy and fragmentation of authority,
responsibility and resources.
Absence of management role in the clinical
practice
Universitys funds flow model
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Administrative Organization
To create a responsive management organization
that effectively provides the resources,
infrastructure and incentives required to support
the Schools education, research, and patient
care activities.
OPPORTUNITIES
THREATS
Clark Center/Bio-X management
Rapid pace of technology changes
Proximity to Silicon Valley and
technology-enabled management best practices
Management efforts required by University systems
changes
Financial performance of the hospitals
New funding for emerging biosciences
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Administrative Organization
Develop an organizational structure that is
equally supportive of traditional and emerging
units and that can effectively collaborate with
industrial partners. Long-Term project Requires
better understanding and experience with
alternative models Depends on successful
implementation of other initiatives Recommendation
Implement incrementally
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Administrative Organization
Revise resource allocation principles and
methodologies to align them with school
priorities. Proposed by FA, Medical Education
and Research groups Current methods have been in
place for over 20 years and may not be
appropriate to current missions and
needs. Mission-based programs require
mission-based resource allocations. Recommendation
Implement for FY 2003 (if possible) or FY 2004
(at the latest) Resource Requirements
(Short-term) Could require transitional funding
allocations Resource Requirements (Long-term) To
Be Determined Success Measures Clearly
established criteria for decision-making Eliminate
confusion of existing formula Improved
accountability measurement of resource
utilization Open/transparent resource allocations
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Resource Utilization
To ensure the optimum utilization of the Schools
resources.
WEAKNESSES
STRENGTHS
Space limitations
Already a top-tier, highly productive medical
school
IT infrastructure and support
Entitlement culture
Hospitals IT infrastructure and systems
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Resource Utilization
To ensure the optimum utilization of the Schools
resources.
OPPORTUNITIES
THREATS
General use permit constraints on new development
(costs and access to land)
Decision-making tied to strategic plan
Allocation of resources to support strategic plan
Variable quality of and inexperience with
University systems
Emerging new models for education and research
Local economy
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Resource Utilization
To ensure the optimum utilization of the Schools
resources.
Create a planning and evaluation
office. Post-Retreat implementation and
follow-through Extension of current process to
departments and units Resource allocation Coordina
tion with University, SHC, and LPCH
planning Recommendation Implement
immediately Resource Implications Incremental
costs Success Measures Medical School leadership
support and satisfaction Successful
implementation of approved initiatives Improved
decision-making
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Administrative Excellence
To develop and promote an acknowledged standard
for management excellence based on the core
values of professionalism, integrity, personal
responsibility and service.
WEAKNESSES
STRENGTHS
Excessive regulations
Management excellence
Innovative and creative problem-solving
Unclear roles and expectations with University
management structure
Strong work ethic
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Administrative Excellence
Include staff participation on University and
School-wide committees Promotes increased
understanding of school-wide management
needs Promotes constructive involvement with
University management teams Promotes faculty
staff partnerships Recommendation Implement
immediately
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Administrative Excellence
Create a staff training and development
program Promotes continuous improvement and
skills development Recommendation Implement
immediately
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Administrative Excellence
Establish and exercise accountability in the
conduct of the medical schools
business. Excellence requires the alignment of
accountability and responsibility Current
ambiguities dilute individual responsibility
Recommendation Implement immediately Resource
Implications Some incremental development and
implementation costs Success Measures Efficiency
improvements Faculty and staff satisfaction
improvements
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Rewards and Incentives
To continuously promote a culture that clearly
recognizes and values the role of staff as
partners in the success of the Schools core
missions. To create an environment that attracts
and retains the highest quality staff.
STRENGTHS
WEAKNESSES
Commitment to the mission of the medical school
Lack of depth of management skills within units
Staff pride, loyalty and commitment
OPPORTUNITIES
THREATS
New education and research models provide for
more explicit recognition of the value of staff
Continued high workloads
Perceived low compensation
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Rewards and Incentives
Develop a staff seminar series Promotes better
understanding of school missions and faculty
activities Recommendation Defer
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Rewards and Incentives
Develop mechanisms for rewards and incentives for
administrative partners across SUMC and revise
faculty and staff compensation plans to ensure
appropriate rewards and incentives Recognition,
rewards and incentives Strengthens partnerships
and interdependences within SUMC Recommendation
Implement incrementally Resource Implications
Increased compensation costs commensurate with
improved efficiency Success Measures Reduced
compensation barriers to new staff hires and to
reward outstanding performance Faculty and staff
satisfaction improvements
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Next Steps
Actions to be taken by management Create a
planning and evaluation office. Align
accountability, authority and responsibility and
develop improved compensation models. Include
staff on committees. Improve staff training and
development programs.
Actions sought from the retreat Approve
developing and implementing a new Operating
Budget formula. Approve development of new
organizational models.
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Timeline
Phase 1 Implementation by Fall 2002 New
Operating Budget Formula (preferred) Planning and
Evaluation Office Staff Participation on
Committees Better Aligned Authority,
Accountability and Responsibility
Phase 2 Implementation by Fall 2003 New
Operating Budget Formula (possible) New
Organizational Models Improved Compensation
Models Revised Staff Training and Development
Programs
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Summary

• The Schools staff support and enable the
  Schools pursuit of our missions.
• Most significant issues affecting our success
  include
• Need to adapt management and funding in concert
  with new education, research and patient care
  models.
• Need to better anticipate school needs and target
  investments for future successes.
• Need to enable and empower staff to excel.
• Need to motivate and recognize performance
  improvement and successes.

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