Transcript UNIVERSITY LEADERSHIP DEVELOPMENT INSTITUTE DECEMBER 2011 Overview- Recent Discussions on MUSC Excellence • External Review of the Provost’s Office- Recommendations Pertaining to MUSC Excellence • MUSC Excellence.

UNIVERSITY LEADERSHIP
DEVELOPMENT
INSTITUTE
DECEMBER 2011
Overview- Recent Discussions on MUSC
Excellence
• External Review of the Provost’s Office-
Recommendations Pertaining to MUSC Excellence
• MUSC Excellence Leadership- Survey Results
• Framing MUSC Excellence Within the Context of Other
Key MUSC Initiatives
External Review Recommendation
• The Provost Office Should “Broaden and Amplify the
Focus on Strategy”
• “Better explain the integration of the MUSC Strategic
Plan, MUSC Excellence, Funds Flow so they are not
viewed as competing priorities”
• “If people can see how they work together there is greater
likelihood of overall success”
MUSC Excellence Leadership Survey
• Benefits
• Provided a framework for communicating across the university that
had never been present
• Excellence has created “a common language” and sense of
“community”
• Pillars create a sense of balanced goals
• Brought a university-wide metric base to help evaluate institutional
performance
• Provides institutional data to monitor the climate of the university
• Enhanced recognition of faculty/staff contributions and satisfaction
• Deans believe it has helped
MUSC Excellence Leadership Survey
• Opportunities
• Bringing a MUSC Excellence built for the clinical environment into
the academic setting has been challenging in understanding and
framing
• Better integration of Strategic Plan, Funds Flow, and MUSC
Excellence is needed
• Improve accountability
• Need to have more true Leadership Development in LDI
• Need to improve data meaningfulness and validity
Conceptual Integration of MUSC
Excellence as a University Initiative
• Origin of initiatives as we ponder integration
• 2008 MUSC Excellence emerged from hospital. MUSC was the
first university to transfer. “Branded” as a strong service and
customer satisfaction. Many different groups (MUHA, COM, F&A,
OCIO, University)
• 2008 Funds Flow emerged from the Offices of the Provost and
Administration & Finance to address finances in a targeted way.
Became University-wide with Committee recommendation
• 2010 Strategic Vision emerged from the Office of the President.
Expanded through broad based strategic planning teams
How Does MUSC Excellence Advance
the Institutional Vision?
• Ray Greenberg, M.D., Ph.D. Vision
“MUSC should be a leading and transformative academic health
center”
Academic Leadership Retreat- February, 2011
The New Reality
• Pre-2008: Growth
• Design and Funding of Buildings
• Secure Centers of Economic Excellence
• Lobby for increased state appropriations
• Grow Revenues in Clinical, Research, Tuition
• Post-2008: Reorient to a Changed Economy
• Loss of State Appropriations
• Federal Deficit: Research & Clinical Revenues
• Tuition Caps
• Rising Expenses
• Student Debt Load
• Europe!!!!
AAMC, November 2011- Focuses on
Transformation
• AAMC Board Chair Thomas Lawley, M.D.“Either you can let the sky come tumbling down or you can set
about the ‘impossible’ task of holding up the sky and making
changes that make progress.”
What Does “Hold Up the Sky” Mean?
Strategy for Institutional Change
Data-Based Decision-Making on Resource Allocation
Leadership
Communication
Monitoring
Post 2008-MUSC Strategy
• MUSC Strategic Plan• Become more entrepreneurial
• Promote more innovation
• Take advantage of the global economy
• Advance interprofessionalism
Data-Based Decision Making on
Resource Allocation
• Funds Flow- Responsibility Centers
• Incentive based
• Transparency in Funds Flow
• Authority Tied to Responsibility
• Accountability
• Data Rich
Leadership
• Leadership vs Management
• Transactional Leadership vs Transformative Leadership
• Stages of Leadership Growth & Development
Communication
• Communicating institutional shared values
• Communicating as a MUSC community
Monitoring
• As we transform is institutional quality changing for the
Positive or Negative- “Institutional Climate”?
• Faculty and Staff Satisfaction
• Institutional Pass Rates
• Student Satisfaction
University Excellence Pillar Goals
Create an
environment
that is
conducive to
high morale
and
productivity –
reinforcing
that MUSC is
the right
place to be!
Provide high
quality
services to
students,
alumni,
patients,
families, each
other and our
community
with
compassion,
respect,
dignity and
pride.
Achieve the
highest
standards of
excellence in
education,
research, and
clinical and
community
service.
Create new and
expanding
opportunities,
emphasizing
collaborative
partnerships
internally and
externally, that
benefit our
research,
educational
and clinical
enterprises.
Maintain
fiscally sound
practices that
will sustain
our ability to
operate and
grow in all
areas of our
strategic
mission.
11/6/2015
FY11-12 Pillar Goals
University
People
Service
Quality
Growth
Finance
As we continue our pursuits in Excellence – we will be striving to reach or exceed the top 10% in most key areas (some yet unmeasured as indicated
below). Once benchmark data are available, we will establish step goals to move us upwards at all times.
Faculty made right
choice in selecting
MUSC at 90% or
higher
90% of Staff pleased
to be working at
MUSC
90% believe the
faculty & staff are
respectful of one
another.
Improvement in
recognition score
from 82% to 85% for
2012
Graduating students
believe they made the
RIGHT choice in selecting
MUSC at 90% or higher or
would choose this
experience again
Develop Baseline - Current
students believe they are
receiving a high quality
education at 90% or higher
Each unit to develop a
Service
Assessment/Evaluation by
Jan 2012, or raise existing
scores to 90% overall
satisfied.
Achieve Pass Rate on
licensure,
credentialing, or
board exams of 90%
Achieve 90%
graduation rate within
each program
Achieve EValue score of 4.2 (of 5)
or higher for ‘students
satisfied with faculty
eff. as teacher’
Faculty ‘believe they have
the tools and resources
(infrastructure) to perform
high quality, teaching,
research and scholarship at
80% or higher
Achieve top 50%
ranking for total
funding of research as
compared to ‘peer
institutions’
Align each College/Unit
strategic plan as
appropriate with
University strategic plan
(Entrepreneurship,
Globalization, InterProfessional,
Technology/Innovation)
by Nov 2011.
Develop core metrics for
interprofessional
behavior and outcomes
for faculty, staff,
students, and patients by
Dec 2011
Colleges/RCs will have
sustainability plans
fully developed for new
‘Funds Flow’ model by
July 1, 2012
Administrative and
Support units will have
fully developed
benchmark data for
services they provide
by May 2012
MUSC Excellence Integration- One of
Three Key Initiatives to Change the
Culture
• Post 2008- Necessity for Institutional Transformational
Change
• Strategic Plan
• Strategy
• Funds Flow
• Decision-Making on Resource Allocation
• MUSC Excellence
• Leadership Development
• Communication
• Monitoring