1. Mission and Vision Current Performance 1 To Heal. To Teach. To Discover. University Hospitals will be the premier integrated health system by providing access to the highest quality healthcare at a competitive price. We will lead our industry in developing and delivering the next generation of consumer-driven health care. Superior Quality: We will pursue breakthrough medical advancements and practices to deliver superior clinical outcomes. Personalized Experience: Our care will focus on out patients as individuals. We will provide every patient an experience customized to their medical, emotional, social and spiritual needs. Service Line Mission and Vision The Department of Medicine is guided by our mission: Advancing Science and Education. Improving Care. The Department of Medicine's vision is to maintain and enhance our cutting-edge clinical expertise while balancing this with the other elements of our tripartite mission, research and education. We remain committed to this mission through our outstanding faculty, trainees and staff; while nimbly navigating the ever-changing transformation of health care with firm commitment to diversity among our ranks.

2. Key Accomplishments 2014-2015 Current Performance 2 GoalsInitiatives Accomplished or In Progress Clinical 7% wRVU increase/cFTE; for 2015 DOM at 76% 10% NPR increase/cFTE Ave CGCAHPS “Doctor Rating” Top Box % = 82 Yr. over Yr. positive NI to budget with/without TBA recruits; 16 recruits for 2016 Research $63M total research awards; opportunities in non-federal funding 69% of total awards from Federal Funding; 2015 vs. 2014, submitted grants increased 7% and funded award increased 1.5% Several major new programs including a Silvio O. Conte Center (GI) Enhanced intramural programs including “team science” challenge grants HDI 46 Harrington Scholars New extramural relationships (e.g. Gund Foundation) Current BioMotiv accelerator capitalization of $90M Education Total teaching effort by Medicine faculty in SOM = 30% Leader in innovation in the area of teaching patient safety and quality Enhanced ABIM research pathway with Harrington Physician-Scientist pathway Leader in CME; Medicine Today to restart in 2016 Highly successful recruitment for 2015 - 36 interns including 7 underrepresented minorities The residency began a new Leadership in Medical Education track focused on training the next generation of IM teachers. Highly visible residency leaders at national meetings The 5 th Annual Quality Summit took place in Sept 2015 with 315 attendees. considered a rousing success by attendees

3. Institution Level Goals & Service Line Objectives Strategic Plan Design 3 ObjectiveInitiative Goal Enhance Patient Experience and Excellence in Quality Grow Volume and Key Service Lines Reduce Costs and Improve Operations Increase market share by 3% in next 1 year Program development (e.g. Diabetes Center, Bone Health) Physician outreach - Strengthen relationship with referring physicians in system Revenue enhancement plans Improve Patient Access: initiatives to include < 14 days to 1 st. available, same day access, MDFit, ZocDoc Improve Ambulatory and Hospital Patient Throughput; LOS, earlier discharges Improve patient satisfaction/experience scores Coordinated by DOM Clinical Operations Committee Expansion of Antibiotic Stewardship Program to SCC, the ICUs Expanded involvement of hospitalists in the ACO-based care/quality initiatives Blur the management lines in ambulatory (OH/DO sites) operations and create a single set of staff POS priorities Service Line Objectives System Goals

4. 4 Institution Level Goals & Service Line Objectives Strategic Plan Design 4 ObjectiveInitiative Goal Increase Physician Alignment Fortify Academic Mission Accelerate RHI development within the system beginning with a formal planning process for Ahuja ICU; standards for ICUs in System Increase system-wide (MP) involvement in the ambulatory aspects of house staff training and precepting supported financially by the system Increase the # of hybrid specialty appointments (MG/MP) where needed and develop a “credit” system under the new comp plan for MG volume diverted to MP Increase total awarded industry-based clinical trials; initiatives to include Leadership role, increased awareness of open/existing protocols, tracking of patient rate changes Develop a philanthropic support base for clinical investigation with a target of $1M. Engage UH Development on potential donor interest, trainee costs for clinical investigation experience and staff support for program management Increase “team science” initiatives by creating a baseline of trial awards, a support infrastructure, enhanced communication plan and tracking outcomes Continue to enhance our role in innovative teaching. The DOM will align the education programs with the needs of the hospital system (interaction with other IM residencies) with a greater emphasis on preparing internists to function in the ambulatory setting of the future with ability to lead teams, patient safety and quality efforts Service Line Objectives System Goals

5. 5 Institution Level Goals & Service Line Objectives Strategic Plan Design 5 ObjectiveInitiative Goal Develop Culture and Be a Top Employer Achieve Strong Financial Performance Faculty Diversity and Development to include Junior Faculty Mentoring (Mentoring Committees, Senior Career Mentors, Speed Mentoring) Improve Physician Engagement Meet 2016 financial targets through accurate and timely charge submission, revenue enhancement plans, and increased access Receive appropriate and sustained level of programmatic/development support for new Chair Receive appropriate and sustained level of programmatic support for a new Chief of Cardiovascular Medicine, Geriatrics, and Palliative Medicine Service Line Objectives System Goals