MCOM Semi-Annual Faculty Council Report

Transcription

1 MCOM Semi-Annual Faculty Council Report Operating and Financial Updates Dr. Charles Lockwood Senior Vice President, USF Health Dean, Morsani College of Medicine UNIVERSITY OF SOUTH FLORIDA

2 MCOM Operating Budget Financial Summary FY 15/16 E&G CF DASF Total Biomedical Sciences $11,213,489 $1,618,750 $46,800 $12,879,039 Clinical $21,198,252 $2,488,158 $628,664 $24,315,074 Center/Other $3,525,503 $276,461 $580,808 $4,382,772 Education $9,705,721 $161,902 $331,500 $10,199, Academic Affairs $1,272,375 $388,949 $1,661,324 CAMLS $750,000 $2,500,000 $3,250,000 Research $1,355,703 $2,250,000 $36,000 $3,641,703 Dean/Shared Administrative Svcs $11,438,798 $5,120,631 $4,478,788 $21,038,217 PO&M $2,337,251 $2,337,251 MCOM TOTAL $62,047,092 $12,665,902 $8,991,509 $83,704,503

3 MCOM FY 15/16 E&G CF DASF Total Health Human Resources $156,000 $500,000 $656,000 Faculty Affairs $159,093 $159,093 Faculty Development $137,000 $137,000 Budget Office $199,962 $199,962 Women's Health $30,500 $73,052 $103,552 Information Services $4,238,448 $1,950,000 $59,200 $6,247,648 International Programs $191,000 $82,582 $273,582 AVP Health,Law $191,157 $202,000 $206,749 $599,906 AVP Research $344,266 $45,000 $15,000 $404,266 Facilities & Operations Office $632,252 $1,125,000 $1,757,252 Data Analysis (AIMS) $281,583 $281,583 Business Office $777, $10,000 $787,896 AVP Admin, Finance, Technology & Facilities $199,760 $76,000 $275,760 Dean's Office $660,079 $450,000 $1,300,000 $2,410,079 Communications/Public Affairs $320,736 $120,000 $717,200 $1,157,936 Post Office - HSC $144,140 $144,140 Receiving - HSC $140,459 $140,459 Development $263,047 $116,250 $987,410 $1,366,707 Government & Community Relations $395,229 $395,229 Health Legal $5,000 $5,000 Diversity Affairs $35,500 $35,500 Shared Student Services $100,000 $506,747 $70,000 $676,747 Library $2,372,920 $450,000 $2,822,920 Making Shared Life Admin Better Services TOTAL $11,438,798 $5,120,631 $4,478,788 $21,038,217

4 Tuition State and Governmental expenses Grants and Contracts Practice Plan PSR Hospital Support Gifts Endowment Income Other Revenues Revenue and Making Life Better Expenses Relatively flat over the past two years and into 15/16 at $39m. The $5 million growth was attributed to the SELECT program full FTE and BISK ramping up. Increased of $8 million over the prior year because of spending freeze the prior year and we spent down cash reserves in 14/15 for CAMLS, Dean LOO, and Research Letters of offers. Expenditures have remained relatively flat over the past several years despite NIH shortfalls. PSR was flat for several years up until 14/15 when there was a $13 million dollar increase with the growing Cardiology business and emphasis on clinical volumes and meaningful use, etc Remained relatively flat over the 5 years until 14/15 when TGH made the EPIC investment and recorded $13 million in additional support on our behalf and there was some additional resident loan payoff. Flat Flat This is auxiliary funding and is the growth in the CAMLS business and other auxiliaries. Increased to $566m and $563m respectively, for a small profit, or.6% operating margin. (our operating margin has never been more than 2.1% and in one year, negative)

5 $140 $120 $100 $80 $60 $40 $20 MCOM Research Awards - YTD Comparison $98.6 $67.4 $58.2 $37.4 $124.8 $111.7 $90.4 $77.1 $74.0 $75.4 $54.2 $ $0 FY14 FY15 FY16 MCOM Total Research Awards MCOM NIH Research Awards Making Life Better MCOM & MCC Total Research Awards MCOM & MCC NIH Research Awards

6 MCOM Blue Ridge Rankings

7 *Ranking Cardiology N/A N/A N/A N/A Dermatology Not Ranked Not Ranked Not Ranked Not Ranked Family Medicine Not Ranked Not Ranked Internal Medicine **Molecular Medicine **Pharmacology & Physiology Neurology Not Ranked 62 Neurosurgery OBGYN Not Ranked Not Ranked Not Ranked 10 Ophthalmology Not Ranked Not Ranked Not Ranked Not Ranked Orthopaedics 41 Not Ranked Not Ranked Not Ranked Otolaryngology Not Ranked Pathology Pediatrics Psychiatry Radiology Not Ranked Not Ranked Not Ranked Not Ranked Surgery Urology Not Ranked Not Ranked Not Ranked Not Ranked

8 Sponsored Programs Expenditures per NASF MCOM identified as No. 117 Below the mean and median Research space is underutilized

9 Sponsored Programs Salary Support All Full-time Faculty MCOM identified as No. 117 Well below the mean and median Low % of faculty salaries funded by research

10 450, , , , , , , ,000 50,000 0 USFPG Operating Highlights 448, , ,022 47,301 48,969 30,025 33,394 29,368 20,231 FY14 FY15 FY16 YTD Patient Visits New Patient Visits Surgeries

11 $250,000 $200,000 USFPG: Financial Highlights $232,489 $232,097 $211,490 $209,998 $150,000 $138,903 $148,827 $100,000 USFPG: Operating Highlights $50,000 $0 -$50,000 $1,492 -$392 FY14 FY15 FY16 YTD -$765 Making Life Better Operating Revenues Operating Expenses Gain (Loss) from Operations

12 Access Data: No Shows, Cancellations and Bumps USFPG: Operating Highlights No shows, cancellations and bumps should be less than 15%. No bumps should be less than 31 days.

13 Access Data: % Arrived to Scheduled

14 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1, Access Center: Average Daily Calls Offered Volume decline result of elimination of multiple queues to streamline patient experience, not fewer callers

15 25% 20% Access Center: Abandon Rate (Goal 5%) 20.64% 22.55% 15% 15.69% 12.34% 10% 8.66% 7.68% 5.96% 5% 0% AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY

16 Access Center: Average Speed of Answer in Seconds (Goal 25 seconds) AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY

17 MACRA Summary

18 Quality Tiering Performance Average Quality, Average Cost Group Quality Composite Score Cost Composite Score Quality Tiering Performance Estimated Payment Adjustment (2016) Estimated $$ Impact (Based on $50M in Medicare Payments) Group A Average Quality Average Cost 0.00% N/A Group B Average Quality High Cost -1.00% -$500,000 Group C* Low Quality Low Cost -2.00% -$1,000,000

19 USF 2014 Quality Tiering Performacce Average beneficiary risk for our TIN is at the 77 th percentile of beneficiaries nationwide.

20 Press Ganey Data

21 Tampa Bay Health Alliance: Clinically Integrated Network Projected Patient Distribution 70 Adult PCPs 60 Pediatricians 642 Specialists Mission: The Tampa Bay Health Alliance is committed to bringing together the region s premier providers to deliver evidence-based care in a culture of transparency, across the care continuum, and to deliver unmatched healthcare value to the region s employers, payors and our community. Source: Aggregated member patient databases Objective: Our collective goal is to dramatically improve quality and service outcomes while reducing health care costs.

22 Group PCPs / Peds Specialists Total Total

23 The Opportunity of TBHA The creation of the physician-led Tampa Bay Health Alliance would optimally position our collective organizations to partner with other care providers in the region and create the only offering that: 1 Brings 2 Is 3 Is 4 Openly together all of the region s premier providers across the care continuum positioned to coordinate clinical care delivery across the care continuum to improve quality and reduce cost governed and managed by practicing clinicians in the community assesses and selects the necessary supporting infrastructure to manage the health of the local population

24 Implications of Population Growth Over Under 18 Tampa Area Population Growth Projected By Age Group Population in Thousands 3,464 3,664 +6% ,080 2, % 3% Tampa 2016 Tampa % +3% +3% Tampa s population growth will result in an increase demand for healthcare services. 9,222* additional inpatient admissions for the 0-64 age group by ,770** additional inpatient admissions for the 65+ group by ,992 total additional inpatient admissions by 2021 Source: Nielsen Population Estimates, Dartmouth Atlas of Healthcare. * Assumes an admissions rate of 106 per 1,000 people. ** Assumes an admissions rate of 290 per 1,000 people.

25 Maximizing USF Assets Downtown At CAMLS, we will continue our hosting of industry and innovation Plus Launch a New PA program Expand nursing programs, especially CRNA Explore installing an Anatomy lab to allow full advantage of UME and PA student time Free up learning space by consolidating medical student simulation Stage important MCOM components for the move Downtown Continue to identify and effectuate needed modifications to existing lines of business to achieve maximum financial result and strengthen relationships yielding positive programmatic and financial outcomes

26 MCOM-Heart Institute Downtown: Projected Project Timeline

27 MD 2016 Entering Class (as of 3/10/2016) % Increase Primary Applications Secondary Applications Interviews Acceptances 270 TBD TBD Matriculates 177 TBD TBD GPA 3.7 TBD TBD MCAT 33 TBD TBD

28 Step USF Pass Rate National Pass Rate

29 Step 2 CK USF Mean Score National Mean Score

30 MCOM Class of 2016 NRMP Results Anesthesiology 8 Deferred Residency 4 Dermatology 1 Emergency Medicine 10 Family Medicine 13 Internal Medicine 38 Internal Medicine-Pediatrics 4 Neurological Surgery 1 Neurology 4 Obstetrics/Gynecology 10 Orthopaedic Surgery 9 Pathology 2 Pediatrics 16 Physical Medicine & Rehab 5 Plastic Surgery 4 Preventative Medicine 1 Psychiatry 7 Radiation-Oncology 2 Radiology-Diagnostic 15 Radiology-Interventional 1 Research 1 Surgery 10 Surgery-Preliminary 1 Urology 4 Vascular Surgery 1 Total 172 Graduates 172 Male 92 Female 80 Number staying at USF for PGY-1 41 (24%) Number staying in FL for PGY-1 64 (37%) Number in Primary Care Areas* 83 (42%) * Internal Medicine-Categorical, Family Medicine, Pediatrics

31 GME Match Summary AY Filled * Main Match 100% % % % 139 Fellows Match 98.5% % % % 95 Unfilled Fellowships: Nephrology, Infectious Disease, Headache, Pain