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.
Strategy 4 Heading link
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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.
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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
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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
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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
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Number of new partnerships addressing key service gaps in regional communities
Count of contractual arrangements (by department, outside system or hospital)
Values
Current Value: 54 Target Value: 0 -
AAMC Survey & Press Ganey
AAMC survey reported annually.
Values
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
Values
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”
Values
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
Values
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)
Values
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
Values
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.
Values
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
Values
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
Values
Current Value: 35.20% Target Value: 0 -
% increase in patients on registries in areas of focus
DRAFT ONLY
Values
Current Value: 0 Target Value: 0