State of the Department Faculty Retreat 2018
Transcript of State of the Department Faculty Retreat 2018
C O N F I D E N T I A L
NEW VISION STATEMENT!EXPANDING THE POSSIBILITIES OF HEALTH
We expand the possibilities of health by focusing on these five areas:
• Promoting wellness as the foundation of health.
• Discovering and addressing what optimizes health.
• Educating health professionals from every community.
• Improving access to care and prevention.
• Increasing evidence-based practice.
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C O N F I D E N T I A L
WHY ARE WE CREATING A NEW VISION STATEMENT?
Completed a cultural assessment for the department, which showed that the former mission statement while accurate was not memorable or inspirational.
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C O N F I D E N T I A L
PROCESS
• Three 3-hour intensive meetings• Representatives from each division and
each mission committee• Focus on identifying the key themes that
unite us as a department• Organizing those themes into a statement
that:– Unites– Excites– Ignites
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C O N F I D E N T I A L
DFPM BY THE NUMBERS
Faculty = 77
Staff = 82 (including clinical practitioners)
Students = 305
Residents = 35
Fellows = 49
C O N F I D E N T I A L
DFPM FACULTY TOTAL = 77
• Tenure Track Faculty: 18 (Family Medicine, Public Health,Occupational & Environmental Health)
• Clinical Track Faculty: 39 (Family Medicine, PA Studies, Public Health, Occupational & Environmental Health)
• Lecturer Track Faculty: 15 (PA Studies, Public Health, Occupational & Environmental Health)
• Research Track Faculty: 1 (Family Medicine)
• Visiting Track Faculty: 2 (PA Studies & Public Health)
• Clinical Attending Faculty: 2 (Division of Family Medicine)
C O N F I D E N T I A L
DEPARTMENT REVIEW
• Standard process—all departments are reviewed on a regular schedule
• Results are reviewed by the School of Medicine Executive Committee (SOMEC)
• The department submits a formal action plan to SOMEC
• Contact Elizabeth Rabon if you would like to see a copy of the report
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C O N F I D E N T I A L
DEPARTMENT REVIEW FINDINGS--ACCOMPLISHMENTS
• Restructured Executive Committee• Transparent and centralized integrated
revenue model• Standard department compensation plan• Creation and funding of mission committees• Shared infrastructure for HR and research pre-
award• Development of common sense of mission,
vision, and values• Enviable BRIMR score
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C O N F I D E N T I A L
DEPARTMENT REVIEW FINDINGS—MAJOR RECOMMENDATIONS
• Collaborate on joint degrees, graduate programs, and inter-professional education
• Define a research vision and set of goals, and a plan to sustain research mission
• Increase clinical collaboration with health system, and leverage collaboration to create market differentiation
• Increase department communication, faculty alignment, and shared infrastructure
• Augment goals through geography and use of space
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C O N F I D E N T I A L
TENURE TRACK APPOINTMENTS2017-2018
• Sunday Azagba, PhD: Associate ProfessorDivision of Public Health
• Kelly Baron, PhD, MPH, CBSM: Associate ProfessorDivision of Public Health
• Charles Rogers, PhD, MPH, MS: Assistant ProfessorDivision of Public Health
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CLINICAL TRACK APPOINTMENTS2017-2018
• Clarivette Bosch, MD: Assistant Professor Division of Family Medicine
• Erin McAdams, MD: Assistant ProfessorDivision of Family Medicine
• Sarah McCormick, PhD: Assistant ProfessorDivision of Family Medicine
• Uaisele Panisi, MPAS, PA-C: Assistant ProfessorDivision of Physician Assistant Studies
• Brian Vukelic, MD: Assistant ProfessorDivision of Family Medicine
• Sarang Yoon, MD, MOH: InstructorDivision of Occupational and Environmental Health
C O N F I D E N T I A L
LECTURER TRACK APPOINTMENTS2017-2018
• Trent Honda, PhD, MMS, PA-C: Division ChiefAssociate Professor Division of Physician Assistant Studies
• Ivette Lopez, PhD, MPH: ProfessorDivision of Public Health
• Shaun Curran, MPAS: Assistant ProfessorDivision of Physician Assistant Studies
RESEARCH TRACK APPOINTMENTS• Dominik Ose, DrPH, MPH: Assistant Professor
Division of Family Medicine
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VISITING TRACK APPOINTMENTS2017-2018
• Grant Sunada, MPH, PhD: Visiting InstructorDivision of Physician Assistant Studies
• Sharon Talboys, PhD, MPH: Visiting Assistant ProfessorDivision of Public Health
CLINICAL ATTENDING APPOINTMENTS• Rebecca Abbey, MD: Clinical Attending
Division of Family Medicine
• Tanya Williams, MD: Clinical AttendingDivision of Family Medicine
C O N F I D E N T I A L
DFPM GRANTS AND CONTRACTS EXPENDITURE (INCLUDING HASHIBE, STANFORD, AND EGGER PROJECTS)
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$3,798,893
$4,666,361
$6,231,920
$7,807,720
$10,812,493
$11,989,162
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
FY14 FY15 FY16 FY17 FY18 (Forecast) FY19 (Budget)
C O N F I D E N T I A L
DFPM BLUE RIDGE INSTITUTE FOR MEDICAL RESEARCH (BRIMR) RANKINGS
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BRIMR 2014 – University of Utah DFPM ranked #17 of 36 Family Medicine DepartmentsBRIMR 2015 – University of Utah DFPM ranked #15 of 39 Family Medicine DepartmentsBRIMR 2016 – University of Utah DFPM ranked #7 of 41 Family Medicine DepartmentsBRIMR 2017 – University of Utah DFPM ranked #4 of 41 Family Medicine Departments
2014 (#17) 2015 (#15) 2016 (#7) 2017 (#4)
Hashibe, Mia $ 731,743 Hashibe, Mia $ 935,886 Stanford$1,417,367 Stanford
$ 2,112,977
Porucznik, Christy $ 335,137 Porucznik, Christy $ 329,931 Hashibe$876,243 Hashibe
$ 773,717
Wu, Yelena $ 136,171 Wu$ 136,363 Okuyemi
$ 521,987
TOTAL $ 1,066,880 TOTAL $ 1,401,988 $ 2,429,973$ 3,368,681
The Blue Ridge Institute for Medical Research tracks the NIH grant success of School of Medicine departments
C O N F I D E N T I A L
DFPM—FINANCIAL HEALTH
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$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
FY15 FY16 FY17 FY18 FY19Budget
FY20 Projected FY21 Projected
DFPM—Total Cash
C O N F I D E N T I A L
HOW BIG A STEP?
TAXATION MODEL
1) All revenue goes to the division where the work
was preformed2) Divisions pay a tax to
support central administration
MAKE WHOLE MODEL
1) Clinical revenue and tuition differential will be kept at the division level
2) Money from SOM transfers will go to Central Administration and will be used as needed to make
divisions whole
HYBID MODELSome divisions will operate
under a taxation model, and some will operate in a
make whole model
INTEGRATED REVENUE MODEL
All clinical revenue, tuition, and SOM transfers will be
integrated at Central Administration
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C O N F I D E N T I A L
FACULTY COMPENSATION PLAN
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SPACE COMMITTEE
Co-ChairsStephen Alder, PhD
Jocelyn Romano, MPA
Committee MembersHolly Bynum, MBAMatt Hughes, MD
Osman Sanyer, MD
SupportHannah Elliott
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C O N F I D E N T I A L
MAJOR DEPARTMENT LOCATIONS
375 Chipeta Way, Suite A
391 Chipeta Way, Suite C
421 Wakara Way
Madsen Health Center
Sugar House Health Center
Centerville Health Center
South Main Clinic
Redwood Health Center
South Jordan Health Center
Saint George Campus
Asia Campus (South Korea)
Ensign Global Campus (Ghana)
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C O N F I D E N T I A L
APPROACH
1. Address critical space and furnishing needs
2. Optimize function of existing space
3. Facilitate planning for future space
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C O N F I D E N T I A L
GUIDING PRINCIPLES
1. ACCESS: Access and accommodation for faculty and staff who are protected under the Americans with Disabilities Act (ADA)
2. TIME: The actual amount of time a staff or faculty member spends in the office; this may be different (less) than a person’s FTE
3. FUNCTION: The various ways people work; for example, some jobs require collaboration or mobility, others require privacy or solitude
4. EQUITY: All else being equal (1. – 3.) faculty and staff of similar rank/role will be assigned similar office space, when possible (building configuration may restrict this)
5. MATERIAL GOODS: Storage/equipment needs
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C O N F I D E N T I A L
SPACE STUDY
• Fall 2018 we are undergoing a study of present and future department space needs
• Focus is on operations currently housed in 375 Chipeta Way, 391 Chipeta Way and 421 Wakara Way
• Inclusive process designed to engage range of perspectives across department
• Endpoint is to create guidelines that inform design of future facilities
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C O N F I D E N T I A L
CLINICAL COMMITTEE
Bernadette Kiraly, MDChair, Clinical Committee
FacultyJeremy Biggs, MDLeigh Elrod, PA-C
Steven Godin, PhDJennifer Leiser, MD
Susan Terry, MD
StaffHolly Bynum, MBA
Rob Gray, MBA
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C O N F I D E N T I A L
EDUCATION COMMITTEERod Handy, PhD
Chair, Education CommitteeFaculty
Steve Alder, PhD (Departmental Liaison)Nadia Cobb, MPAS, PA-C
Kara Frame, MDAndy Phillips, MD, MOHKarly Pippitt, MD, FAAFP
Christy Porucznik, PhD, MSPHSandy Stennett, MPAS, PA-CJared Spackman, MPAS, PA-C
StaffDoris Dalton, MPA
Jen Mair, BSCourtney Phillips, BSJill Stephenson, MPA
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C O N F I D E N T I A L
COMMUNITY ENGAGED SCHOLARSHIP COMMITTEE
Kim Shoaf, PhDChair, Community Engaged Scholarship
Committee
FacultyKyle Bradford, MDNadia Cobb, PA-CMatt Hughes, MD
Karen Mulitalo, PA-CSusan Saffel-Shrier, RD
StaffCourtney DeMond
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C O N F I D E N T I A L
DIVERSITY AND INCLUSION COMMITTEE
Darin Ryujin, PA-CChair, Diversity and Inclusion Committee
FacultyDan Crouse, PA-C
Jennifer Leiser, MDJosé Rodríguez, MDDarrah Sleeth, PhD
Grant Sunada, PhD, MPH
StaffTatiana Allen
Jocelyn Romano, MPALaura Seymour
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C O N F I D E N T I A L
MOVING FORWARD
• Collaborate on joint degrees, graduate programs, and inter-professional education
• Define a research vision and set of goals, and a plan to sustain research mission
• Increase clinical collaboration with health system, and leverage collaboration to create market differentiation
• Increase department communication, faculty alignment, and shared infrastructure
• Augment goals through geography and use of space
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We will be guided by Recommendations of External Reviewers
C O N F I D E N T I A L
MOVING FORWARD
• Transparency • Accountability • Alignment• Synergy • Efficiency• Strategic Investment for Growth
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