Leadership for Clinical Strategic Plan explains importanceTweet
In order to understand MUSC Health’s Clinical Strategic Plan for the clinical enterprise (the College of Medicine, medical center and MUSC Physicians) leaders were asked to respond to several key questions.
The goal is to make MUSC Health a top-tiered academic medical center.
The leadership team driving the strategic plan is: Etta D. Pisano, M.D., dean, College of Medicine and vice president for medical affairs; Patrick J. Cawley, M.D., vice president for clinical operations and executive director; and Jack Feussner, M.D., executive senior associate dean of clinical affairs, College of Medicine.
Who’s in charge, and how is it coordinated?
“In the past year or so, we have successfully created a virtual health system, MUSC Health. The decision-making body for MUSC Health is the Clinical Leadership Council. The CLC includes the CEO’s, CFO’s and the CMO’s for the three participating entities, Medical University Hospital, College of Medicine, and the MUSC Physicians faculty practice. The CLC is jointly led by Dr. Patrick Cawley and myself. Coordinating and tracking the implementation of the strategic plan is delegated to the Strategic Plan Coordinating Committee. This committee includes the 14 co-leaders for the seven key driving strategies in the strategic plan that are the highest priorities for MUSC Health. This committee is led by Dr. Jack Feussner and Stephanie Collins.” – Etta D. Pisano, M.D.
Why is the Clinical Strategic Plan important, and why focus on it now?
“Engaging in the formal process of strategic planning should always be a successful activity. It permits us to think about MUSC’s future opportunities and threats, identify critical factors for future success, and then establish explicit goals that we focus on achieving. Strategic planning also unites the health system around critical and common goals to assert the full measure of our talent and work product on achieving a robust future for us and the best quality care for MUSC patients. In creating a virtual health system, uniting the resources of the three key clinical entities – the university hospital, the faculty practice plan and the College of Medicine – we assure more nimble decision making that more uniformly represents the interests of all the clinical components, not just one or the other. Further, given the uncertainties and new regulatory rules resulting from health care reform, we need to prepare for the future in a much more integrated and interdependent manner. We must exploit fully MUSC Health’s intrinsic tendency to cooperate and to work together for our greater good.” – Jack Feussner, M.D.
What is the goal of the plan, and where does MUSC Health rank now?
“The goal of MUSC Health is to perform at the highest level, that is to be nationally recognized as one of the top-25 health systems and hospitals. As our external benchmark, we use U.S. News & World Report rankings and other metrics from our national organization, University Health System Consortium, an alliance of Academic Medical Center and their affiliated hospitals. In many specialty areas we are ranked among the top-50 hospitals nationally using USN&WR rankings. For example, ear, nose and throat, medicine-nephrology, medicine-rheumatology, pediatric cardiology and heart surgery, pediatric gastrointestinal, and pediatric nephrology are ranked in the top–50 nationally. USN&WR evaluates about 5,000 hospitals, and for MUSC Health to be in the top–25 hospitals nationally, we would have to perform at the 99.5 percentile (in the top 0.5 percent). Currently we are ranked in the top 100 hospitals or the 98 percentile (top 2 percent). Of course, we are also the No. 1 ranked hospital in S.C. and the only nationally ranked hospital in our state.” – Patrick J. Cawley, M.D.August 22, 2013