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.

Target Completion Date: Q4 2023; Progress: 75%

Key Activities

  • All Campuses: Establish partnerships to address gaps in clinical service offerings and address community needs related to low-volume/low-growth services.

 

Target Completion Date: Q1 2022; Progress: 100%

Key Activities

  • 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

Subcommittee Membership

Rhea Begeman, Travis Romagnoli, Markela Cici, Scott Jones, Priya Patel, Heather Prendergast, Jon Radosta, Terry Vanden Hoek

Target Completion Date: Q1 2022; Progress: 100%

Chicago Campus: Increase alignment across UI Health (hospital and faculty practice) to enhance quality and enable efficiency by addressing governance, decision-making, physician leadership, and economics while preserving a culture where units and departments are encouraged to be entrepreneurial.

Key Activities

  • 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)”

Subcommittee Membership

George Kondos, Mary Lou Schmidt, Enrico Benedetti, Markela Cici, Scott Jones, Anand Kumar, Priya Patel, Heather Prendergast, Jon Radosta, Jessica Solis, Mariel Yekich

Target Completion Date: Q4 2022; Progress: 100%

Chicago Campus: Develop an ambulatory care strategy (sites and services) with UI Hospital and Clinics to expand our presence in Chicagoland, improve access, and increase clinical volumes.

Key Activities

  • 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

Subcommittee Membership

Heather Prendergast, Kunal Vora, Rachael Caskey, Markela Cici, Masahito Jimbo, Scott Jones, Harsha Kumar, Louis Papoff, Priya Patel, Jon Radosta, Mariel Yekich

Metrics Heading link

Number of new partnerships addressing key service gaps in regional communities

Count of contractual arrangements (by department, outside system or hospital)

Current Value: 54 Target Value: 0

AAMC Survey & Press Ganey

AAMC survey reported annually.

Current Value: 0 Target Value: 0

Growth of clinical footprint as measured by % N/new patients provided with access to be seen within 14 days

Manually extracted from EPIC via running of applicable reports

Current Value: 50.0% Target Value: 60.0%

Total MSP Revenue

As per MSP (17 Chicago Clinical Depts) monthly financial statements from EPIC, “Total Revenue”

Current Value (in Millions): $257 Target Value (in Millions): $273

Total wRVUs

As per MSP (17 Chicago Clinical Depts) monthly financial statements from EPIC, “wRVUs

Current Value (in Millions): $1.97 Target Value (in Millions): $2.14

Top Box Provider Rating (CGCAPS)

Current Value: 83% Target Value: 87.2%

30 Day Readmissions

Current Value: 19.82% Target Value: 14.5%

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)

Current Value: 204,095 Target Value: 0

Patient outcomes across areas of focus based on key diagnostic indicator (Diabetes, Hypertension, Breast Cancer, Cervical)

Current Value: 0 Target Value: 0

Improve Diabetic Control

Patients seen in Primary Care or Endocrinology clinic in the past 3 years who have diabetes and have a most recent A1c<8 in the past 12 months

Current Value: 44.50% Target Value: 0

Improve Blood Pressure Control

Patients seen in a primary care, cardiology, or nephrology clinic in the past 3 years who have HTN and the most recent BP is controlled.

Current Value: 52.00% Target Value: 0

Improve Breast Cancer Screening

Female patients with a visit in the past 3 years to a primary care or women’s health clinic age 50-74 who are up to date on mammogram screening

Current Value: 25.9% Target Value: 0

Improve Cervical Cancer Screening

Female patients with a visit in the past 3 years with primary care or Women’s Health clinic who are up to date on cervical cancer screening

Current Value: 35.20% Target Value: 0

% increase in patients on registries in areas of focus

DRAFT ONLY

Current Value: 0 Target Value: 0