Reinventing the Academic Health Center - 1 views
started by Eve Byrd on 27 Oct 14
started by Eve Byrd on 27 Oct 14
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started by Eve Byrd on 27 Oct 14
The authors layout nine factors which they believe were critical in transforming an academic medical center after a "near death" following a failed merger. They performed a "campus-wide cultural assessment and acted decisively on the information found." They implemented a quarterly meeting with president/ dean and executive director of the medical center which all faculty and staff were invited to and every question on the evaluation forms received a respectful, written response, modeling the behavior and attitudes expected of others. Making values explicit and an active part of everyday decisions was another component. It was announced widely that organizational values would be implemented at all levels. Actions like providing parking, illuminating the historic building proved to be a great return on investment in regaining trust and proving value-based culture. Persons that weren't preforming or did not perform with the values in mind were replaced; those who consistently spoke disrespectfully to subordinates. Resources and productivity were realigned. "Aligning corporate structure and governance to unify academic activities and health system" was the third concept. They created a Sr VP/ dean and CEO so there was no longer splitting between the school and health system. Next, aligning the next tier of administrative structure and function was important. Although separate legally, leadership had school and health system responsibilities. Foster collaboration and accountability - "the creation of unified campus teams was another strategy for reinventing the health system." The creation of Mission Teams: Research, Academic and Clinical; Connectivity Teams: Information Resources and Strategic Relations and Resource Teams: Physicial Resources, Financial Resources and Human Resources were formed. "Articulating a succinct, highly focused, and compelling vision and strategic plan" was a response to faculty and staff wanting to know what the future would be. An 18 page document emerged in 4 months out of the work of the teams and distributed to all. "Using the tools of mission-based management to realign resources" was achieved by the mission teams establishing performance measures and removing artificial barrier of department and cost centers "resting on their own bottom." Finally, focus was put on "leadership recruitment on organizational fit" and ""Growing your own" through broad based leadership development." A focus was placed on building human connections, creativity and collaboration and resource exchange. In order to focus on quality, must have morale, mission productivity and financial performance in check. Outcomes have been improvement in student satisfaction, sponsored funding increased by 80%, patient satisfaction increase, increased philanthropic giving and improved employee morale.
The authors are the senior vice president for health affairs at Pennsylvania State
and Dean of Penn State College of Medicine and other senior members of the leadership team, persons qualified to recount the process that Penn State Medical Center went through following a failed merger. Particularly useful information for person working in an academic healthcare environment. Like the NCMedical Journal Article, it provides very practical information and processes that could be replicated similarly in another academic environment. Emphases cultural assessment, values in every day decisions, collaboration, articulating vision and strategic plan and mission based management.