1. Centralization and Standardization Listening Session
February 28, 2018

2. Agenda Introduction TEAM Resources Group Exercise
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Introduction
TEAM Resources
Group Exercise
Feedback from Group Exercise and Questions
Closing Comments

3. Our shared vision for the School of Medicine
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Our shared vision for the School of Medicine
Set the standard for quality patient- centric care and academic excellence
Become the desired destination for faculty, staff, and students by ensuring they are developed and empowered
Grow to achieve leading financial results and a leadership position in the market, benefiting our mission, faculty, and staff

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TEAM initiatives will enable us to deliver quality and growth in everything we do
Culture: Excellence and accountability
Clinical Quality
Patient Access
Research and Education
Improve clinical quality across the continuum of care
Develop infrastructure for high performance in value-based payment contracts
Develop a patient experience program
Optimize clinical capacity - develop standards on working hours, productivity, scheduling, and CARTS
Reduce and mitigate the impact of cancellations, no shows, & bumps
Sustainably develop programmatic research to grow external funding resources (NIH, clinical trials, and others)
Improve Graduate Medical and Graduate Research Education
Reinstate full LCME accreditation
Improve and integrate interprofessional health professions training
Integrated Organization
Supporting Capabilities
Strategic Plan
Shift to an institute model to enhance performance while maintaining identity
Clarify decision rights and accountabilities
Redesign budget and funds flow process
Improve recruiting, hiring, and development processes & standardize job titles
Centralize & standardize support functions
Rollout new faculty compensation model
Implement standardized processes to ensure billing & coding compliance
Consolidate Epic EHR
Transition to the Epic revenue cycle management system
Develop a 5-year roadmap to achieve ‘full- potential’ growth and patient outcomes
Implement the Integrated Delivery Network Plan with SSM
Build the new hospital and ACC and move clinical infrastructure
Redesign the academic campus
How we came up with these; progress on some already; LCME is critical; refer to vicious cycle in access; goal to grow external research funding as examples that appeal to multiple constituents.
DELIVER QUALITY AND GROWTH IN EVERYTHING WE DO

5. TEAM Resources Website: www.slu.edu/team FAQ: www.slu.edu/team/faq
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Website: 
FAQ: 
Feedback: TEAM Website
TEAM Project Managers: Katie Troll, Kayla Hurley, Jackie Jones, Karley Berard   

6. Group Exercise
How might the centralization of the following functions make the SOM and/or SLUCare better?
Nurse Triage
Supply Chain
What successes have we experienced with the centralization of billing and coding?
What lessons have we learned in the centralization of billing and coding that we need to be aware of as we consider the centralization of other functions?
What would you like to see in the centralization of professional development and career ladders?
Any questions or concerns about the centralization of these functions, i.e., nurse triage, supply chain, billing and coding and/or professional development and career ladders?
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7. Feedback from Group Exercise and Questions
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Feedback from Group Exercise and Questions

8. Questions Submitted with Registration
What are the plans on centralization in regards to surgical schedulers that are now working in the clinic setting?
What is the time line for completion of centralization?
When is the centralized scheduling going to start?
How is it determined who goes?
Where will employees be placed? 
Will there be opportunities to work from home?
Will there be more chances for advancement within the departments?
Will employees be offered specific positions or simply placed?
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9. Questions Submitted with Registration
Will phone triage RNs remain SLU employees or become RelateCare employees?
What is timeline for Nurse Triage for specialties to be started?
How will centralization affect Nurse Practitioners?
Centralization of triage RNs, work from home possible?
I work in an office w/ 40 different providers. Would this office be centralized? The triage nurses also draw blood, work procedures, and do chemo teaching.
Will this also affect SLU Research Departments?
On the topic of career ladders, newer employees are often not able to advance, as many supervisors & managers may remain in their positions for many years, until retirement.  How would you address this issue?
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10. Questions Submitted with Registration
How can we provide better real-time data back to providers on how their visits and procedures were coded and billed?​
​Will PMO be moving, and if so, where and when?​
​Will the St. Mary's billing staff be joining PMO in any capacity or will we remain separate entities?​
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Closing Comments