Goal F: Secure and Optimize Resources Aligned with Strategic Priorities

I. Implement creative approaches to secure financial resources

ACTIONS COMPLETED:

1. Post-construction audits have been initiated, recovering significant financial resources from finished projects.

2. Based on recommendations from the Huron Changing for Excellence initiative, KU Medical Center has drafted a new energy conservation strategy. Once fully implemented, it is estimated to save significantly on utility costs.

ACTIONS IN PROGRESS:

1. In September 2012, medical center leaders announced a significant restructuring of financial operations. The university began developing the role of a Vice Chancellor for Finance, who will report to the Executive Vice Chancellor and oversee financial operations for the School of Medicine on all campuses, the School of Nursing and the School of Health Professions. A chief operating officer will also be appointed for the School of Medicine campus in Wichita, reporting to the dean there and to the Vice Chancellor for Finance in Kansas City.

With ECG's Clay Tellers serving in the role of Interim Chief Financial Officer, the university began:
• reviewing the roles, responsibilities and organizational structure for a medical-center-wide finance office to ensure that efficiencies are maximized
• reviewing financial policies related to research
• creating standardized financial and operational metrics reporting through the Department of Enterprise Analytics.

In the longer term, the Vice Chancellor for Finance will:
• create a shared administrative resource model for School of Medicine departments on the Kansas City campus
• improve guidelines for allocation of resources
• improve guidelines for compensating faculty for research and education
• implement an incentive policy for research in our departments, centers and institutes.

2. Leaders from KU Medical Center, The University of Kansas Hospital and the University of Kansas Physicians, along with 18 separate foundations representing clinical specialties on the medical center campus, are working toward a more integrated clinical enterprise. University leaders believe that a simpler flow of costs and revenues will more efficiently fund the education of medical students and residents. Additionally, the new organization will improve integration and collaboration among clinical specialties, allowing more coordination among various types of health care providers and leading to better patient experiences (see Goal C-I).

II. Increase administrative effectiveness by optimizing business processes

ACTIONS COMPLETED:

1. Implementation of PeopleSoft 9.1 HR/Payroll system (see Goal E-II).

2. Creation of business intelligence tools through the Qlikview reporting application used by Enterprise Analytics to provide data insights for the medical center (see Goal E-II).

3. Adoption of electronic procurements systems and compliance systems (see Goal E-II).

ACTIONS IN PROGRESS:

1. The Facilities Management department is preparing to make more effective use of the Maximo tool, incorporating productivity reports, automated interfaces and improved tracking information and data for the thousands of assets throughout the institution (see Goal E-II).

2. An Organizational Improvement Office was formed in the fall of 2012. Using the framework of the Baldrige Performance Excellence Program, the three staff members will work with Support Services departments, Student Services and other related areas to share best practice strengths and with departmental leadership to address opportunities for improvement through process analysis, measurement and communication.

III. Foster collaboration across missions and units to leverage existing resources

ACTIONS COMPLETED:

1. Several departments or units have agreed to relocate to accommodate other departments' changing space needs.

ACTIONS IN PROGRESS:

1. Based on recommendations from the Huron Changing for Excellence initiative, the medical center< is beginning to institute administrative "pods" that can leverage existing expertise to serve multiple units and departments. At the time of this report, the administrative structure had been adopted by the Office of Compliance and Enterprise Analytics.

IV. Ensure effective allocation of human, financial and physical resources

ACTIONS COMPLETED:

1. As a result of ECG's findings, the medical center has announced a significant restructuring of its financial organization (see Goal F-I).

2. A space manager has been hired to maximize efficient use of existing facilities.

ACTIONS IN PROGRESS:

1. Through benchmarking our financial status and processes against national standards at other academic medical centers, ECG Management consultants is in the process of providing a detailed analysis of the medical center's funds flow across all of our schools and missions. Ultimately this will allow university leaders to ensure effective allocation of all resources to meet strategic priorities.

Goal F: Sample Strategic Plan Metrics

Last modified: Feb 11, 2013

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Goal F: Secure and Optimize Resources Aligned with Strategic Priorities

ACTIONS COMPLETED:

ACTIONS IN PROGRESS:

ACTIONS COMPLETED:

ACTIONS IN PROGRESS:

ACTIONS COMPLETED:

ACTIONS IN PROGRESS:

ACTIONS COMPLETED:

ACTIONS IN PROGRESS:

Goal F: Sample Strategic Plan Metrics