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Transition Information




 

    1. Faculty and Staff consulting group for transition within the Medical School
    2. Appointed based on recommendations of groups represented: Faculty Advisory Council, Basic Sciences Council, Clinical Sciences Council, Administrative Center Directors
    3. Active May 1 to September 30, 2009
    4. Monthly meetings
    5. Advise the Senior Vice President/Dean
    6. Communicate with the groups each represents within the Medical School and Transition Administrative Group

    Name Unit Title Dept Group Other
    Carol Lange MS Assoc Prof Med FAC MCC, Chair FAC
    Jim Boulger MS Prof Duluth FAC Department Head
    James Pacala MS Assoc Prof FMCH FAC  
    Tucker LeBien MS Prof Lab Medicine FAC MCC
    Greg Vercellotti MS Prof Med FAC  
    Sue Berry MS Prof Pediatrics FAC P and T Committee;
    IRB
    Judith Berman MS Prof GCD FAC  
    Aaron Friedman MS Prof Pediatrics Clinical Sciences Department Head
    Selwyn Vickers MS Prof Surgery Clinical Sciences Department Head
    Wes Miller MS Prof Med Clinical Sciences Department Head
    Leo Furcht MS Prof Lab Medicine UMP Department Head
    Joan Bailey MS Staff Basic Sciences Admin Center  
    Linda Kenny MS Staff Clinical Admin  
    Cathy Godlewski MS Staff Clinical Sciences Admin Center  
    Joe Metzger MS Prof Integrative Biology
    and Physiology    		 Basic Scineces Department Head
    Ashley Haase MS Prof Microbiology Basic Sciences Department Head
    Harry Orr MS Prof Lab Medicine Basic Sciences Special Advisor
    to the Dean for
    Basic Sciences
    Paul Olin AHC FCC Professor Dentistry    
    Colin Campbell AHC FCC Assoc Professor Pharmacology    
    1. Comprised of Medical School and AHC administrative leadership
    2. Active from May 1 to September 30, 2009
    3. Advises on transition, infrastructure, integration decisions between AHC and Medical School
    4. Oversees the implementation of infrastructure, integration decisions between AHC and Medical School
    5. Provides updates to and receives input from AHC Deans Council, AHC FCC, Medical School Faculty Advisory Group and department heads, and the Transition Advisory Group.

    Person Unit Title Other
    Terry Bock AHC Assoc VP-COS  
    Beth Nunnally AHC Assoc VP-CFO  
    Barbara Brandt AHC AVP-Education  
    Mark Paller AHC AVP-Research  
    Mary Koppel AHC AVP-Public Affairs  
    Roby Thompson MS VD-Clinical Affairs UMP
    Charles Moldow MS VD-Research and Organization  
    Lindsey Henson MS VD-Education  
    Ann Schwind MS AD-Planning and Development  
    Pete Mitsch MS AD-Finance  
    Marilyn Speedie AHC Dean  
  • AHC Major Challenges For
    The Next Two Years
    2009
    1. Alignment of the Clinical Enterprise
      1. Short Term
        1. Pursue further alignment of UMPhysicians and the Medical School around a common mission and financial model.
        2. Implement designated, integrated service lines throughout Fairview’s system.
        3. Complete name/brand/mark for integrated service lines.
        4. Clarify and begin “socializing” the common mission and vision of a converged organization that integrates UMPhysicians, Fairview, and the Academic Health Center.
        5. Clarify the principles to guide the movement toward organizational integration.
      2. Intermediate Term
        1. Continue socialization of the convergence among UMPhysicians, AHC and Fairview into a new, integrated entity.
        2. Identify the common and specific tangibles each is willing to put into a new integrated entity, as well as the results or outcomes needed.
        3. Develop willing relationships among physician groups (UMPhysicians, Fairview employed, and private practitioners) and develop ownership of the convergence process.
        4. Continue implementation of additional integrated services lines.
        5. Complete the Amplatz Children’s Hospital and the Ambulatory Care Center.
        6. Develop alternatives for the structure for a new, converged organization:
          1. Types
          2. Scope of services, personnel, assets, etc
          3. Financial analysis of each type
          4. Legal analysis of each type.
        7. Develop a coordinated HR plan across the Medical School, UMPhysicians, and Fairview.
      3. Over a Longer Term (2 years)
        1. Assessment of organizational readiness for integration or convergence.
        2. Approval by respective governing and regulatory bodies.
        3. Finalize and implement integration plan.
        4. Develop a coordinated HR plan that coordinates basic and clinical science with clinical practice.
        5. Continue the leveraging of the health professions within the AHC.
    2. Capturing the Promise of the Research Corridors
      1. Complete and implement facilities plan for Biomedical Discovery District
        1. Develop and implement release space plan.
      2. Complete and implement plan for populating the new facilities and release space.
      3. CTSI:
        1. Implement
        2. Connect to clinical service lines and Fairview
        3. Connect to technology commercialization process.
      4. Support and enhance research productivity.
      5. Leverage interdisciplinary research.
    3. Develop New Economic Model
      1. Balance budget through 2012.
      2. Understand strengths and stresses of revenue streams.
      3. Understand cost drivers producing structural problems
        1. Cost of education
        2. Compensation
        3. Cost pools
        4. New facilities
        5. Cost of research.
      4. Develop model that covers costs, annual increases in cost of doing business, and supports investments and growth in targeted areas.
    4. Transition Into A Learning Environment
      1. Develop an e-education office with the Provost’s Office.
      2. Define, further develop and implement the technical support structure for e-education.
      3. Engage more faculty and students in the process of health professional education transformation.
      4. Foster the culture change required.
    5. Leveraging Strengths
      1. Develop, test and assess care delivery models.
      2. Assess and develop a process for meeting health workforce needs.
      3. Build community partners via CTSI, AHEC, and other existing networks.
      4. Move toward a single practice plan.
      5. Leverage single practice plan in market contracting.
    6. Improve Operating Efficiency and Effectiveness
      1. Complete HURON analysis.
      2. Develop and implement the service platform integration plan for the AHC-Medical School.
      3. Capture cost reductions.
      4. Perform service analysis and institute quality improvement process.
  • Task Plan Through 1st July, 2009
    For Senior Vice President for Health Sciences
    Transition to SVPHS/Dean of Medical School
    AHC Tasks
    (AHC)    		 Medical School Tasks
    (MED)
    A. With AHC Deans and schools
    A.1
    Discuss new position
    		 A.1
    Discuss new position
    		    
    a.
    Roles and responsibilities
    		 a.
    Roles and responsibilities
    		      
    b.
    Fairness in access, allocations and decisions
    		 b.
    Executive vice dean position role and selection
    		      
    c.
    Duration and timing of external review
    		 c.
    Duration and timing of external review
    		      
    A.2
    Continue to improve transparency in service infrastructure
    		 A.2
    Continue to improve transparency in service infrastructure
    		    
    a.
    University and AHC
    		 a.
    University and AHC
    		      
    b.
    Costs and rates
    		 b.
    Costs and rates
    		      
    c.
    Quality assessment and improvement
    		 c.
    Quality assessment and improvement
    		      
    d.
    Recommendations going forward
    		 d.
    Recommendations going forward
    		      
    A.3
    Economic model and finances
    		 A.3
    Economic model and finances
    		      
      a.
    Implement budget balancing plan including Dean's Commitment plan
    		    
    b.
    Prepare academic personnel plans
    		 b.
    Prepare academic personnel plans
    		    
    c.
    Biomed facilities investments
    		 c.
    Biomed facilities investments
    		    
    d.
    Faculty support and productivity incentives
    		 d.
    Faculty support and productivity incentives
    		    
    e.
    State recision approach and plan
    		 e.
    State recision approach and plan
    		    
    f.
    Five year model
    		 f.
    Five year model
    		    
    A.4
    AHC strategic positioning/direction
    		 A.4
    Med School Strategic Alignment
    		      
    a.
    Refresh AHC strategic plan
    		 a.
    Refresh Med School strategic plan
    		      
    b.
    Engage new process for vision, imperatives, objectives
    		 b.
    Alignment with UMP and FHS plans
    		    
    c.
    Refine research corridors
    		 c.
    Plan for populating new facilities
    		      
    d.
    Engage with AHC Schools in designing selection process for new SVPHS/Dean
    		 d.
    Participate in designing selection process for new SVPHS/Dean with AHC and U of M
    		      
    A.5
    AHC strategic positioning/direction
    		      
    a.
    New care models
    		        
    b.
    Learning platform utilization plan
    		        
    c.
    CIPE courses
    		        
      A.6
    LCME and Med 2010
    		    
      a.
    Assess status
    		      
      b.
    Develop goals, scopes and needs
    		      
      c.
    Determine costs
    		      
      d.
    Develop implementation plan
    		      
      e.
    Develop communications plan
    		      
      A.7
    Graduate medical education
    		    
      a.
    Needs assessment
    		      
      b.
    Right sizing
    		      
      c.
    Community partnership
    		      
    A.8
    Clinical and Translational Science Institute
    		      
    a.
    Implementation plan
    		        
    b.
    Final budget after NIH results
    		        
    c.
    Up and running
    		        
    A.9
    Conflict of Interest
    		      
    a.
    Report and participate in internal transition advisory team
    		        
    A.10
    Appoint and participate in internal transition advisory team
    		 A.10
    Appoint and participate in internal transition advisory team
    		  
    Transition - Task Plan - participate
    Transition - Task Plan - Appoint
    B. Infrastructure Assessment
    B.
    MAD ongoing assessment of services of IT, space/facilities, communications, finance, HR
    		 B.
    Huron Group assessment and plan for integrating AHC and Medical School infrastructure
    C. Human Resources
    C.1
    Academic personnel plans for schools and AHC programs/shared
    		      
      C.2
    Basic, translational, clinical scientist, clinician HR plan integrated with UMP and FHS
    		    
    C.3
    Sources of compensation revenue for each employee group
    		 C.3
    Sources of compensation revenue for each employee group
    		    
    D. Faculty
    D.1
    Complete 7:12's
    		      
    D.2
    Complete nonpaid faculty assessment and new policy
    		      
    D.3
    Initiate clinical scholar task force
    		      
  • Roles/Responsibilities of SVPHS/Dean and Executive Vice Dean
    1. Relationship with BOR, Central Administration, Legislature
      As SVPHS: For AHC along with vice presidents and deans
      As Dean: Via SVPHS
      Exec Vice Dean: Via Dean
    2. Strategic vision, goals and plan
      As SVPHS: For AHC
      As Dean: For Medical School
      Exec Vice Dean: Works with the dean to develop plan and oversees implementation
    3. Academic Programs
      1. Student, GME, Graduate
      2. Accreditations
      3. Interdisciplinary Education
      4. Learning environment
      5. Research
      6. Other
      As SVPHS: Oversight and accountability
      As Dean: Approval, oversight and accountability; interdisciplinary education; learning environment; accreditation
      Exec Vice Dean: Workplan development, implementation and operations; admissions; MD degree program; GME; research programs; centers and institutes
    4. Infrastructure and Services
      1. IT
      2. HR
      3. Communications
      4. Space
      As SVPHS: Oversight and accountability of AHC-wide infrastructure and services; managed by Chief of Staff
      As Dean: Oversight and accountability for Medical School infrastructure and services
      Exec Vice Dean: Operational performance; managed by chief of staff and integrated with AHC infrastructure and services
    5. Promotion and Tenure
      As SVPHS: Final AHC decision maker
      As Dean:  
      Exec Vice Dean: Managers process; reviews dossiers; makes recommendations and writes P and T letters that go to SVPHS
    6. Financial Management
      As SVPHS: Final AHC decision maker; oversight and accountability; development and management by CFO
      As Dean: Final approval, oversight and accountability for Medical School finances
      Exec Vice Dean: Development and operational management of approved budget with Med School CFO; financial services integrated with AHC
    7. Clinical Enterprise
      1. Practice Plans
      2. FHS
      3. Other health systems
      As SVPHS: Strategic direction; business development; oversight and accountability
      As Dean: UMP strategic direction; business development, oversight and accountability
      Exec Vice Dean: Works with dean on planning, implementation and operations
    8. Interdisciplinary programs
      As SVPHS: Strategic development, oversight and accountability of AHC programs
      As Dean: Strategic development, oversight and accountability of Medical School programs
      Exec Vice Dean: Performance, operations, management; coordinate/integrate with AHC IDP
    9. Biomedical Sciences Plan: facilities, faculty, etc
      As SVPHS: Development, oversight and accountability of overall AHC plan
      As Dean: Development, oversight and accountability of Medical School components
      Exec Vice Dean: Works to develop the Medical School plan and its implementation and management
    10. Internal/external communications; philanthropy
      As SVPHS: AHC-wide strategic development, participation, oversight and accountability; AHC fundraising where needed
      As Dean: Strategic development, oversight and accountability for the Medical School; Medical School fundraising
      Exec Vice Dean: Develops plan and oversees its implementation and management
    11. New Economic Model
      As SVPHS: Development, oversight and accountability for AHC-wide model
      As Dean: Development, oversight and accountability for Medical School component
      Exec Vice Dean: Works with dean in development; plans and executes implementation
    12. Medical School Operations
      As SVPHS: Oversight and accountability
      As Dean: Oversight and accountability
      Exec Vice Dean: Responsible and makes day-to-day decisions for operations
    13. AHC Operations
      As SVPHS: Responsible and accountable
      As Dean: Participate in AHC activities and SVPHS
      Exec Vice Dean: Participates in AHC activities and represents the Med School
    14. Operations and Consulting Bodies
      As SVPHS: AHC Deans Council; AHC FCC
      As Dean: Transition Administrative and Advisory Groups; Faculty Advisory Council
      Exec Vice Dean: Basic Science Council; Clinical Science Council
    • The table "Roles and Responsibilities SVPHS/Dean and Executive Vice Dean Medical School" defines the division of roles between the Dean and EVD
    • The following examples of medical school activities is a guideline as to how the two positions would relate (these are suggestions and not rules). The "X" shows primary responsibility; both positions would often be involved at some level in many/most activities
    • The dean always has final authority

    Activity Dean Executive Vice Dean
    Regular 1:1 meetings with department heads (re: finances, departmental strategic plans and progress, academic programs, P and T, etc.)   X
    Performance evaluation of vice deans and dept heads X X
    Compacts X X
    Lead Clinical Chiefs and Basic Chiefs mtgs   X
    Lead Combined Chiefs mtg X  
    Duluth campus Same as for main campus
    Fundraising X  
    Chief of Staff reports to   X
    Education research and clinical vice deans report to   X
    Appointment of chief of staff, education research and clinical vice deans, dept heads X  
    Represent Medical School at AHC Deans Council and TC Deans   X
    Strategic relationship with FVHS X  
    Operational issues with FV   X
    Strategic relationship with UMP X  
    Operational issues with UMP   X
    Medical School FAC X X

  • See position descriptions

    Senior Vice President for Health Sciences

    • In his role as Senior Vice President for Health Sciences, Frank Cerra will continue to serve, as before, as the chief executive and academic leader for the Academic Health Center and its schools.

    AHC Schools

    • The Deans of the AHC schools will continue to report to the Senior Vice President for Health Sciences and will continue to serve as members of the AHC Deans Council. The Medical School’s Executive Vice Dean will represent the Medical School on the Deans Council.

    AHC Academic Programs

    • Assistant Vice President for Education. Barbara Brandt will continue as Assistant Vice President, responsible for interdisciplinary education, AHC shared educational support services, and AHC educational programs and faculty affairs. Over the next six months, we will be working on opportunities for greater sharing of educational support services with the Medical School and restructuring of AHC interdisciplinary programs.
    • Assistant Vice President for Research. The position will be combined with that of the Vice Dean of Research in the Medical School. A search will begin in July. In the interim, Mark Paller will continue to handle key AHC-wide research issues – about 15% of his time.
    • Assistant Vice President for Clinical and Translational Science. Bruce Blazar (30%) will continue to head the Clinical and Translational Science Institute in this role.
    • Clinical Affairs will be handled by the Frank Cerra, Senior Vice President for Health Sciences. The position of Assistant Vice President for Clinical Affairs has been eliminated.
    • Associate Vice President for New Models of Medical Education and Dean Emeritus. Deborah Powell will continue her work, over the next two years, to develop new models of medical education. Reporting to the Senior Vice President, Powell has developed a two-year work plan to provide advice and recommendations on the future of medical education. Responsibility for medical education programs remains with the Vice Dean for Education Lindsey Henson.

    AHC Centers

    • The Masonic Cancer Center, the Community University Health Care Clinic, and the Schulz Diabetes Institute will report to the Senior Vice President for Health Sciences. Other AHC centers will report either to the AVP for Research or AVP for Education. The change in reporting relationships will occur over the next six months.

    AHC Administrative Services

    • Associate Vice President/Chief Financial Officer. Beth Nunnally will continue to be responsible for AHC financial planning and management.
    • Associate Vice President/Chief of Staff. Terry Bock will continue to be responsible for AHC-wide administrative services, including human resources, information technology, facilities, and data privacy and for management of the Senior Vice President’s office.
    • Assistant Vice President for Public Affairs. Mary Koppel will continue to be responsible for AHC-wide communications programs. Additional work will be undertaken to integrate AHC and Medical School communications efforts over the next three months.
    • AHC Legal Counsel. Keith Dunder will continue in his role, providing legal counsel to all AHC schools.
    • The position of Special Assistant to the Senior Vice President has been eliminated.

    See position descriptions

    Dean: Strategic Direction and Policy

    • In his role as Dean of the Medical School, Frank Cerra will serve as the chief executive officer and academic leader of the school, dealing with strategic direction and policy issues.

    Executive Vice Dean: Operations

    • As Executive Vice Dean, Mark Paller will be responsible for Medical School operations and operational issues. Mark will devote 70% of his time to serving as Executive Vice Dean. The remainder of his time will be split between his continuing duties as AHC Assistant Vice President for Research and his clinical duties.

    Vice Deans: Mission implementation and service

    • Clinical Affairs. Roby Thompson will continue to serve as Vice Dean. Roby also serves as Chief Executive Officer of UMPhysicians, the independent non-profit corporation responsible for the faculty practice plan. Roby plans to retire from these positions in January 2010. A successor will be named shortly and the next six months will be spent ensuring a smooth transition. The appointment of UMPhysician’s CEO as Vice Dean of Clinical Affairs, working closely with the clinical department heads, is meant to facilitate closer alignment of the Medical School clinical and academic programs.
    • Research. Charles Moldow will continue to lead the Medical School’s research efforts through December 2009. The position will then be combined with that of the AHC Assistant Vice President Research. A search will begin in July. Charlie plans to continue his clinical work and work on research projects half time in 2010, retiring in January 2011. The Associate Dean for Clinical Research position has been eliminated.
    • Education. Lindsey Henson will be responsible for all Medical School undergraduate, graduate, and continuing education programs. Over the next six months, we will be working on opportunities for greater sharing of educational support services with the AHC and restructuring of Medical School programs. The positions of Associate Dean for Social Medicine and Medical Humanities, the Associate Dean for Primary Care, and the Special Assistant to the Dean are being eliminated.

    Senior Associate Dean, Duluth Campus

    • Gary Davis will continue to serve as Senior Associate Dean, Duluth Campus.

    Associate Dean for Faculty Affairs

    • Roberta Sonnino will continue to serve as associate dean. She will report to the dean on strategic issues, to the Executive Vice Dean on operational issues, and will work closely with the Chief Administrative Officer.

    Department Heads

    • Basic and Clinical Science Department heads will work with the Executive Vice Dean on operational issues and with the Dean on strategic issues. There will be a close working relationship with each of the respective vice deans on issues of clinical affairs, research, and education.

    Medical School Centers and Programs

    • A comprehensive review of Medical School centers and programs will be undertaken over the next six months to determine which, if any, centers should be phased out, how centers should be funded, and how best to organize, support, and manage them. Academic centers and programs will report to either the vice dean of clinical affairs or research.

    Chief Administrative Officer

    • Ann Schwind will move into this restructured position. Ann will continue to be responsible for planning and program development reporting to the UMPhysicians Chief Executive Officer and Executive Vice Dean, but will also assume broad responsibilities for Medical School operations, including supervising the Medical School’s administrative center directors.
    • The position of Associate Dean for Academic Administration is being eliminated. Patti Mulcahy will be working with Lindsey Henson on LCME and other education matters and with the dean on strategic planning and development of a comprehensive human resources plan.

    Chief Financial Officer

    • Peter Mitsch will continue to serve as Chief Financial Officer of the Medical School, reporting to the dean on strategic matters, to the Executive Vice Dean on operational matters, and working closely with the Chief Administrative Officer.

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