Summary Notes (PDF) - AAMC

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Regional hospitals - The have expanded the Cleveland model to regional sites (FL, Abu Dhabi) now financially responsible to main organization for budget which brings engagement across all sites. Invested $1B in IT using the EHR and hospital transfer system are what hold all this together – to carry patient centered focus to all location Address culture – 4 yrs ago established Quality Alliance – to get paid the same as the CC – use EHR, meet quality indicators and follow evidence based CC pathways How they Recruit Chairs: Have a process for look for leadership skills rather than CV, Once hired they are provided a coach (outside consultants) and assign internal mentor for new leaders. They are given business training (doc like talking with docs) – all backed up by admin. They are responsible for P& Ls across institutes What is the relationship with SOM? they have traditional chair roles – their chairs are not CC chairs - students are taught by CC staff (really two schools CC and Learner) What is the role of the chair now? Clinical protocols, developing personnel, innovating across organization, recruiting and managing personnel How to make nurse and doc leadership work together? Head nurse has relationship with institute. Usually based on geographic location If research can’t support after three years they are out Total transparency has been most powerful by ranking and posting performance – raises quality – no one wants to be last on the list Joanne suggested: Assoc. of Academic Recruiters – do behavioral recruiting Use <strong>AAMC</strong> salary data for benchmarking and McGladery at 90% ….close to community comp Fixed increase each year no bonuses, no incentives Describe most successful institutional leader: skills – bright, communicative, lead and organized well, committed to vision of larger organization, interpersonal and communication most important – Do again – be smart enough to know you need leaders to lead Have flexibility to modify structure as you go James E. Keeton, M.D., Vice Chancellor for Health Affairs & Dean, School of Medicine, University of Mississippi School of Medicine Must understand own environment to understand larger environment To know Medicaid you need to know Mississippi Page 4 of 6
11% of budget supported by the state Always recruiting – sometimes find leaders localyl ( don’t forget to look in your own backyard) Removing chairs is tough – biggest mistake is waiting to long – we can’t save them so don’t drag it out What are you looking for? Must have behavior that allows communication (major point), sense of humor and ability to connect. Looking for character, integrity, listening, flexible, can they change….? Looking for different skill set run through chairs business skills All three missions equal but clinical makes money – all boats rise together Asking chair to come from academic world to run a 30M business – they don’t have those skills Mississippi still traditional center with departments Always thinking about diversity – Miss 30% African American – no AA chairs Many chairs have an emotional attachment to chair role Three years ago tried to create an individual committee to recruit each chair – failed almost everytime New model: Have permanent search committee –includes SOM, hosp, nursing part of the process…14 members – they are trained in interview skills, use psychological testing, use behavioral tools, use search firm Conduct SWOT of department. Info given to committee, search firm and interviewee Candidate and bring spouse on first visit to see if they like it Only see team on first visit –(candidates) liked the process and that Miss was trying to see if they fit with organization Second visit with departmental leadership – this is when they articulate resource needs Letter of intent – salary done in 15 min – chairs 75 percentile Everyone on 1 year contract with state All chairs do clinical work (avg 18% of their time) Regular meetings with leadership starts weekly then monthly Moving towards full consolidation – merging 17 physician groups and brining dental and NP, PT will be in one model Fair market salary – use RVU Merged model …. hospital will contribute “tax” ( like a JOA) – $ come to chancellor – one pot of money – will give chairs state money, clinical earned funds, - allow chairs to divide money as they see fit…accountability and responsibility. Mission driving program development – improve health of Mississippi Chairs report to VC – practice plan reports to Hospital Discussion: How to get “my money” to be “our money” Reducing reporting the VC and developing small team to manage missions is key. Also important for succession Page 5 of 6
Page 1 and 2: Meeting Notes: 2013 Joint Gathering
Page 3: 4. 5. 6. Delos M. Cosgrove, M.D., C

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