Finance administration

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Finance administration

  1. 1. Finance and Administration<br />
  2. 2. 2<br />The successful people are the ones who can think up things for the rest of the world to keep busy at.<br />
  3. 3. 3<br />Planning Committee<br /><ul><li>Committee Chair:
  4. 4. Michael Hindery (Sr. Associate Dean - F&A)
  5. 5. Committee Members:
  6. 6. Cori Bossenberry (Director - Human Resources)
  7. 7. Dori Boyles (DFA - Neurology and Neurosurgery)
  8. 8. Carole Buffum (Executive Director - F&A)
  9. 9. Connie Hartnett (Co-Director - Research Management Group)
  10. 10. Robin Maslin (ASM - Molecular & Genetic Medicine)
  11. 11. David O’Brien (Strategic Planning Project)
  12. 12. Nancy Tierney (Acting Co-Director - Facilities and Planning Services)
  13. 13. Julia Tussing (DFA - Radiology and Acting Director - Student Services)
  14. 14. Gerry Weitz (Director - MedIT)</li></li></ul><li>4<br />Mission Statement<br />As partners with the faculty and students, the medical school’s staff are committed to providing the administrative infrastructure to support the pursuit of excellence and innovation in education, research, and patient care.<br />
  15. 15. 5<br />Goals<br /><ul><li>To create a responsive management organization that effectively provides the resources, infrastructure and incentives required to support the School’s education, research, and patient care activities.
  16. 16. To ensure the optimum utilization of the School’s resources.
  17. 17. To ensure that decisions are timely, known and understood by those affected.
  18. 18. To develop and promote an acknowledged standard for management excellence based on the core values of professionalism, integrity, personal responsibility and service.
  19. 19. To promote continuously a culture that clearly recognizes and values the role of staff as partners in the success of the School’s core missions.
  20. 20. To create an environment that attracts and retains the highest quality staff.
  21. 21. To create a culture that supports a balanced work-life relationship.</li></li></ul><li>6<br />Initiatives Evaluations<br />
  22. 22. 7<br />If you want to make God laugh, tell her your plans.<br />
  23. 23. 8<br />Administrative Organization<br />To create a responsive management organization that effectively provides the resources, infrastructure and incentives required to support the School’s education, research, and patient care activities.<br />STRENGTHS<br />WEAKNESSES<br />Entrenched organizational structure<br />Intellectual resources<br />Financial resources<br />Difficulty in adapting to new models<br />Geographic dispersion<br />Effective and efficient management integration within the School and with the University<br />Bureaucracy and fragmentation of authority, responsibility and resources.<br />Absence of management role in the clinical practice<br />University’s funds flow model<br />
  24. 24. 9<br />Administrative Organization<br />To create a responsive management organization that effectively provides the resources, infrastructure and incentives required to support the School’s education, research, and patient care activities.<br />OPPORTUNITIES<br />THREATS<br />Clark Center/Bio-X management<br />Rapid pace of technology changes<br />Proximity to Silicon Valley and technology-enabled management “best practices”<br />Management efforts required by University systems changes<br />Financial performance of the hospitals <br />New funding for emerging biosciences<br />
  25. 25. 10<br />Administrative Organization<br />Develop an organizational structure that is equally supportive of traditional and emerging units and that can effectively collaborate with industrial partners.<br />Long-Term project<br />Requires better understanding and experience with alternative models<br />Depends on successful implementation of other initiatives<br />Recommendation: Implement incrementally<br />
  26. 26. 11<br />Administrative Organization<br />Revise resource allocation principles and methodologies to align them with school priorities.<br />Proposed by F&A, Medical Education and Research groups<br />Current methods have been in place for over 20 years and may not be appropriate to current missions and needs.<br />Mission-based programs require mission-based resource allocations.<br />Recommendation: Implement for FY 2003 (if possible) or FY 2004 (at the latest)<br />Resource Requirements (Short-term): Could require transitional funding allocations<br />Resource Requirements (Long-term): To Be Determined<br />Success Measures:<br />Clearly established criteria for decision-making<br />Eliminate confusion of existing formula<br />Improved accountability; measurement of resource utilization<br />Open/transparent resource allocations<br />
  27. 27. 12<br />Resource Utilization<br />To ensure the optimum utilization of the School’s resources.<br />WEAKNESSES<br />STRENGTHS<br />Space limitations<br />Already a top-tier, highly productive medical school<br />IT infrastructure and support<br />Entitlement culture<br />Hospitals’ IT infrastructure and systems<br />
  28. 28. 13<br />Resource Utilization<br />To ensure the optimum utilization of the School’s resources.<br />OPPORTUNITIES<br />THREATS<br />General use permit constraints on new development (costs and access to land)<br />Decision-making tied to strategic plan<br />Allocation of resources to support strategic plan<br />Variable quality of and inexperience with University systems<br />Emerging new models for education and research<br />Local economy<br />
  29. 29. 14<br />Resource Utilization<br />To ensure the optimum utilization of the School’s resources.<br />Create a planning and evaluation office.<br />Post-Retreat implementation and follow-through<br />Extension of current process to departments and units<br />Resource allocation<br />Coordination with University, SHC, and LPCH planning<br />Recommendation: Implement immediately<br />Resource Implications: Incremental costs<br />Success Measures:<br />Medical School leadership support and satisfaction<br />Successful implementation of approved initiatives<br />Improved decision-making<br />
  30. 30. 15<br />Administrative Excellence<br />To develop and promote an acknowledged standard for management excellence based on the core values of professionalism, integrity, personal responsibility and service.<br />WEAKNESSES<br />STRENGTHS<br />Excessive regulations<br />Management excellence<br />Innovative and creative problem-solving<br />Unclear roles and expectations with University management structure<br />Strong work ethic<br />
  31. 31. 16<br />Administrative Excellence<br />Include staff participation on University and School-wide committees<br />Promotes increased understanding of school-wide management needs<br />Promotes constructive involvement with University management teams<br />Promotes faculty staff partnerships<br />Recommendation: Implement immediately<br />
  32. 32. 17<br />Administrative Excellence<br />Create a staff training and development program<br />Promotes continuous improvement and skills development<br />Recommendation: Implement immediately<br />
  33. 33. 18<br />Administrative Excellence<br />Establish and exercise accountability in the conduct of the medical school’s business.<br />Excellence requires the alignment of accountability and responsibility<br />Current ambiguities dilute individual responsibility <br />Recommendation: Implement immediately<br />Resource Implications: Some incremental development and implementation costs <br />Success Measures:<br />Efficiency improvements<br />Faculty and staff satisfaction improvements<br />
  34. 34. 19<br />Rewards and Incentives<br />To continuously promote a culture that clearly recognizes and values the role of staff as partners in the success of the School’s core missions. To create an environment that attracts and retains the highest quality staff.<br />STRENGTHS<br />WEAKNESSES<br />Commitment to the mission of the medical school<br />Lack of depth of management skills within units<br />Staff pride, loyalty and commitment<br />OPPORTUNITIES<br />THREATS<br />New education and research models provide for more explicit recognition of the value of staff<br />Continued high workloads<br />Perceived low compensation<br />
  35. 35. 20<br />Rewards and Incentives<br />Develop a staff seminar series<br />Promotes better understanding of school missions and faculty activities<br />Recommendation: Defer<br />
  36. 36. 21<br />Rewards and Incentives<br />Develop mechanisms for rewards and incentives for administrative partners across SUMC and revise faculty and staff compensation plans to ensure appropriate rewards and incentives<br />Recognition, rewards and incentives<br />Strengthens partnerships and interdependences within SUMC<br />Recommendation: Implement incrementally<br />Resource Implications: Increased compensation costs commensurate with improved efficiency <br />Success Measures:<br />Reduced compensation barriers to new staff hires and to reward outstanding performance<br />Faculty and staff satisfaction improvements<br />
  37. 37. 22<br />Next Steps<br />Actions to be taken by management:<br />Create a planning and evaluation office.<br />Align accountability, authority and responsibility and develop improved compensation models.<br />Include staff on committees.<br />Improve staff training and development programs.<br />Actions sought from the retreat:<br />Approve developing and implementing a new Operating Budget formula.<br />Approve development of new organizational models.<br />
  38. 38. 23<br />Timeline<br />Phase 1: Implementation by Fall 2002<br />New Operating Budget Formula (preferred)<br />Planning and Evaluation Office<br />Staff Participation on Committees<br />Better Aligned Authority, Accountability and Responsibility<br />Phase 2: Implementation by Fall 2003<br />New Operating Budget Formula (possible)<br />New Organizational Models<br />Improved Compensation Models<br />Revised Staff Training and Development Programs<br />
  39. 39. 24<br />Summary<br />The School’s staff support and enable the School’s pursuit of our missions.<br />Most significant issues affecting our success include:<br />Need to adapt management and funding in concert with new education, research and patient care models.<br />Need to better anticipate school needs and target investments for future successes.<br />Need to enable and empower staff to excel.<br />Need to motivate and recognize performance improvement and successes.<br />
  40. 40. 25<br />

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