USF Health Administration Annual Report 2021-2022

USF HEALTH ADMINISTRATION

ANNUAL REPORT

USF HEALTH ADMINISTRATION

MISSION

TO DRIVE A CULTURE OF OPERATIONAL EXCELLENCE THROUG COLLABORATIONS AND IMPLEMENTATION OF QUALITY SERVI SYSTEMS IN SUPPORT OF THE USF HEALTH COMMUNITY.

ORGANIZATIONAL CHART

SERVICE AREAS

STRATEGIC INITIATIVES

USF Health Administration supports the Executive Vice President strategic initiatives to advance the mission and shape the future of

PROJECT MANAGEMENT

The project management office (PMO) provides thoughtful and results-driven project management services to support USF Healt continued development and respond to the changing needs of ou community.

ADMINISTRATIVE & OPERATIONAL SUPPORT

USF Health Administration supports administrative & operational e across the organization with a focus on cross-departmental operat concierge and event services in downtown Tampa

STRATEGIC INITIATIVE HIGHLIGHT:

MORSANI COLLEGE OF MEDICINE & HEART INSTITUTE RETENTION INITIATIVE

Retention of employees at the Morsani College of Medicine and Heart Institute (MCOM + HI) has been a challenge given the rising parking and transportation costs associated with working in downtown Tampa. The retention risk is compounded by comparable jobs at the N. Tampa campus with significantly lower parking costs resulting in financially disadvantaging employees working at MCOM + HI. A turnover risk analysis revealed 68% of MCOM + HI employees were at a critical or significant retention risk, equating to a potential turnover expense of well over $1.4 million dollars.

To mitigate turnover risk and address retention challenges, USF Health Administration, in partnership with USF Human Resources and the USF Controller's Office, developed a new USF payroll allowance. The 'MCOM + HI Downtown Transportation Allowance' allows departments to offset the additional transportation and parking expense associated with working in downtown. The allowance went into effect on August 1, 2022, with approximately 147 employees benefiting from this strategic initiative.

MCOM + HI DOWNTOWN TRANSPORTATION ALLOWANCE

MCOM + HI DOWNTOWN TRANSPORTATION ALLOWANCE HIGHLIGHTS:

Provides HR departments with a pathway to retain employees by offsetting the unique costs associated with working in a downtown environment.

Departments can request allowance funding as a part of the annual budget process, utilizing the current allowance process.

An allowance will not get 'lost' in an employee's base salary and remains a separate line item on employee's paystub.

The allowance is adjustable depending on the employee's in-person FTE MCOM + HI work requirements.

The allowance will not cause compensation issues across similar positions at other USF locations.

An allowance can be outlined separately from the base salary in a letter of offer.

The allowance aligns with market-comparable parking/transportation subsidization as approximately 49% of downtown employers provide transportation/parking stipends.

The allowance went into effect on August 1, 2022, benefitting approximately 147 employees.

USF HEALTH PROJECT MANAGEMENT OFFICE

USF Health's Project Management Office (PMO) launched in February of 2021, and provides a range of project related services to internal stakeholders.

Since opening, the PMO has supported 61 different projects (39 projects completed, 20 to be continued in FY 2022-23 and 2 discontinued by stakeholders). BREAKDOWN

NUMBER

PROJECT OVERVIEW

To build upon the long-standing relationship between USF and TGH, a new, not-for-profit, management and support organization called USF Tampa General Physicians (USFTGP) was established that mutually benefits both organizations' health care missions (patient care, teaching, research, and community outreach).

OBJECTIVES

Develop and launch USFTGP, a new centralized management organization to support and clinically integrate USF Health and TGH's physician practices to reduce unnecessary costs, improve quality of care, increase efficiencies and promote health across the state of Florida.

APPROACH

Established a planning infrastructure and provided project management and administrative support to develop and launch the new organization. Planning infrastructure included 1 steering committee, 7 workgroups & 26 subgroups with over 160 contributing staff from USF Health & TGH.

Work/subgroup planning areas:

Practice Operations

Information Technology

Clinical Integration

Finance

RESULTS

Marketing & Communications

Legal & Compliance

Space Planning

Successfully launched USFTGP and achieved the following project milestones:

Governance & organizational structure established

HR, IT, financial policies & procedures developed

1,346 staff transitioned to USFTGP from USF Health & TGH

Standardized job descriptions & staff positions

Implemented centralized IT platforms (finance, revenue cycle)

Implemented Healthy Planet, a population health management solution

Developed centralized clinical quality metrics, performance standards & remediation processes for USF Health and TGH providers

Developed USFTGP brand guidelines

Conducted an internal communication campaign to engage/inform stakeholders

ADMINISTRATIVE & OPERATIONAL HIGHLIGHTS:

STRATEGIC PLANNING & PRODUCTIVITY MANAGEMENT

USF Health Administration developed a strategic planning & productivity management framework to ensure all team members were aligned, accountable, and engaged while working towards department goals in a variety of work environments (multi-location, fully remote and hybrid). Establishing a framework was key to providing a centralized structure to emphasize collaborative, creative, and flexible strategic planning while fostering continual improvement, accountability, transparency, and productivity tracking.

FRAMEWORK OVERVIEW:

Understanding stakeholders' needs and root causes of issues

Challenging assumptions and redefining problems as opportunities

Developing creative solutions/hypotheses to prototype and test while

The framework utilizes a best practice 'design thinking' approach that focuses on: collecting information and data throughout to allow for innovation and continual improvement.

Using this framework, USF Health Administration established:

4 high-level annual goals.

16 objectives with specific targets to be achieved quarterly to reach annual goals. 55 deliverables assigned to specific team members to meet each objective's target.

Overall, the team completed 15 objectives with 53 associated deliverables to achieve the department's 4 annual goals. Due to priority changes and new assignments, 1 objective with 2 associated deliverables were moved to FY 2022-23.

MDD TOUR PROGRAM INTERNAL EVENTS TOOLKIT

In September of 2022, USF Health Administration's Building Concierge Services (BCS) team took over the tour program for the MCOM + HI building and successfully implemented the following improvements:

New process making use of 25Live for requesting, planning, and tracking MCOM + HI tours.

Development of MCOM + HI tour script that highlights the building's design, history, and impact on Tampa's Water Street neighborhood.

To better support the wide array of audiences requesting tours, departmental points of contact were established, trained, and resources shared to support message cohesion while allowing for tour customization.

Over the last 9 months, 25 tours have been offered including tours for a national association focused on world-class higher educational facilities, a medical school delegation from Thailand, and Leadership Tampa Bay, a local nonprofit.

To assist USF Health stakeholders with organizing and hosting successful events in the MCOM + HI building, the BCS team developed an Internal Events Toolkit.

The toolkit is comprehensive, covering everything an event organizer needs to know, from finding the perfect space to arranging event services, and includes checklists to help ensure a well-planned event.

2022-2023 GOALS

Develop and launch a USF Health Office of Strategic Initiatives to support the strategic priorities of USF Health's Executive Vice President and Chief Strategy Officer.

Support USF Health through partnerships and collaborative development of tools, processes, and resources to promote administrative and operational efficiency.

TO EXECUTE ON THE FOLLOWING GOALS, MEASURABLE OBJECTIVES ARE DEVELOPED AND ASSIGNED TO INDIVIDUALS WITHIN USF HEALTH ADMINISTRATION. 01 02 03

Identify opportunities for continual improvements in USF Health Administration's service lines (MDD Building Concierge Services, Downtown Events, Project Management, & Administrative and Operational Support).