Strategy 4: Deliver comprehensive clinical services that improve the health status of the communities we serve
In partnership with its clinical affiliates and other colleges, UI COM will strive to meet the different healthcare needs of patients and improve the quality and safety of the clinical experiences for our diverse communities throughout Illinois.
- Implement a UIPG Physician Orientation in conjunction with Medical Staff to develop expectations and enhance culture (define role of physician group versus medical staff)
- Revamp/Revitalize current UIPG standing committees, expand utilization of UIPG exec committee, ensure optimal UIPG participation in hospital and medical staff committees
- Develop opportunities for system-wide utilization of expertise among DAOs
Rhea Begeman, Travis Romagnoli, Markela Cici, Scott Jones, Priya Patel, Heather Prendergast, Jon Radosta, Terry Vanden Hoek
- Working with health system, develop a clinical care quality and safety analysis to inform us on areas of challenge and opportunities for correction and establish quality and safety norms/expectations for the health system (with respective outcomes metrics)
- Improve opportunities for overlap with business development and faculty practice plan in order to mitigate “pipeline leakage”
- Implement Vision & Guide Alignment Committee to further enable collaboration between COM Directors of Operations and Hospital Leadership/Designees on agreed strategic vision
- “Develop demand forecasting around site of care for all service lines (diversification of payer mix)”
George Kondos, Mary Lou Schmidt, Enrico Benedetti, Markela Cici, Scott Jones, Anand Kumar, Priya Patel, Heather Prendergast, Jon Radosta, Jessica Solis, Mariel Yekich
- Use all available data to generate a current-state needs/asset assessment
- Working with health system, develop an ambulatory care SWOT analysis to provide strategic direction for way forward
- Set areas of focus for expansion (using analysis above) – mix of services
- Development and implementation of a comprehensive ambulatory dashboard that contains relevant metrics across ambulatory operations accessible to both department clinic leadership and providers
- Develop a faculty practice-specific policies and procedures manual that builds on and creates addendums for hospital policies and procedures as applicable
Heather Prendergast, Kunal Vora, Rachael Caskey, Markela Cici, Masahito Jimbo, Scott Jones, Harsha Kumar, Louis Papoff, Priya Patel, Jon Radosta, Mariel Yekich
Metric 2 (S4M2):
Number of new partnerships addressing key service gaps in regional communities
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Metric 4 (S4M4):
Growth of clinical footprint as measured by % N/new patients provided with access to be seen within 14 days
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Metric 5 (S4M5):
Total MSP Revenue
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Metric 6 (S4M6):
Total wRVUs
As per MSP (17 Chicago Clinical Depts) monthly financial statements from EPIC, “wRVUs
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Metric 9 (S4M9):
Top Box Provider Rating (CGCAPS)
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Metric 12 (S4M12):
30 Day Readmissions
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Metric 14 (S4M14):
Number of patients we care for coming from areas of hardship
Number of patients we cared for in the past 3 years who live in a Chicago Economic Hardship Index Score >60 Zip Codes (Economic Hardship Index Score is from 2017 – last publicly reported data)
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Metric 15 (S4M15):
% URM of physician/resident workforce
Diversity of physician/resident workforce: Resident and Attending Physician (URM only metric for dashboard)