Progress Report
8-‐Year Plan (July 2010-‐Sept 2013)
Journey so Far…
GRU/GRHS
Our Transforma1ve Journey GRU has been on an aggressive transformaEonal path for the past 3 yrs. with 4 major ini1a1ves: 1. Increasing strategic alignment 2. Achieving greater administraEve integraEon, quality and efficiency 3. Enhancing size, revenue growth and alternaEve resourcing 4. Improving brand recogniEon
EDUCATION -‐ Progress Report
EducaEon Goals
8-‐Year Health Sciences Plan (prior to consolida1on) 1. U$lize a “hub and spoke” model for advanced health professions educa$on, expanding partnerships to enhance student enrollment and educa$onal delivery 2. Determine op1mum structure for the state’s only public academic health center 3. Achieve a strategic 25 percent graduate enrollment increase across an evolving academic program array 4. Focus strategic faculty increases to support academic program growth and maintain accredita$ons 5. Align the academic program array to state workforce needs
Goal 1: U$lize a “hub and spoke” model for advanced health professions educa$on emphasizing, expanding partnerships to enhance student enrollment and educa$onal delivery
• Opened 3 medicine residen$al clinical campuses (Albany, Savannah & Rome) • Expanded student educa$onal experiences from 660 sites in 2011 to 1031 affilia1on sites today – Time in a region increases the likelihood of students prac$cing in that area
Goal 2: Determine op1mum structure for the state’s only public academic health center Academic Health Center (AHC)
Total
NIH Funding
USNWR Research
USNWR Primary Care
AHC: Distant related
14
14%
36%
36%
AHC: Freestanding
29
28%
17%
31%
AHC: Proximate/Large
33
48%
48%
48%
AHC: Proximate/Small
18
61%
72%
50%
• ConsolidaEon of GRU resulted in the creaEon of a strong AHC part of a proximate/small university – The structure w/ the highest poten=al to achieve greater success (e.g. UAB)
Goal 3: Achieve a strategic 25 percent graduate enrollment increase across an evolving health science academic array Graduate Health Sciences Enrollment 2,150
2,084 +2.8%
2,100
2,027 +3.3%
2,050 2,000
2,169 +4.1%
1,962
1,950 1,900 1,850
2010
2011
2012
10.6% Increase
2013
Goal 4: Focus strategic faculty increases to support academic program growth and maintain accredita$ons
Faculty Increase 7/1/11 – 6/30/13 2500
+11% 2000
Health Sciences InstrucEonal Faculty
1500 1000 500 0
+7.2%
Clinical Adjunct Faculty
Goal 5: Align the academic program array to state workforce needs Employment Enrollment % Projected Change % Change (2010 – 2020) (2010-‐2013) OccupaEon 35% Dental Hygienists 53% 33% 8% Respiratory Therapists 30% 0% Physician Assistants 30% 6% Registered Nurses 20% 115% Nursing Instructors, Health Educators 28% 17% RadiaEon Therapists 28% 6% Physical Therapists 24% 10% OccupaEonal Therapists 23% 12% Medical Records & Health IT
DenEsts, All Other specialists
20%
18%
Physicians, Surgeons, All Other
19%
13%
ConsolidaEon Progress Report: 2012 to 2013 *Without 2012 University College enrollment (153 students)
Total Student Headcount
• Overall headcount is lower than Fall ’12:
10,000 8,000 6,000
• Decrease in con1nuing students
4,000 2,000 0 Undergraduat e*
Graduate
Professional
Dental/ Medical Residents
GRU Total
Fall 12
6,092
1,608
1,181
523
9,404
Fall 13 (as of 10/17/13)
5,654
1,595
1,219
527
8,995
Fall 12
Fall 13 (as of 10/17/13)
Undergraduate Enrollment 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0
• Health sciences professional enrollment is greater
Con$nuing or Returning
New Freshman*
New Undergraduate Transfer
Other
Fall 12
4,658
766
539
129
Fall 13
4,286
730
519
118
Fall 12
Fall 13
• Our freshman, transfers & graduate enrollment is rela1vely unchanged
ConsolidaEon Progress Report: 2012 to 2013 *Without 2012 University College enrollment (153 students)
• Overall credit hours are higher
Total Credit Hours 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0
• No. freshmen taking ≥ 15 credit-‐hours is higher – 9% in Fall ’12 vs. 71% Fall ‘13 (‘4 Years 4 U’ plan)
Undergraduate *
Graduate
Professional
Dental/Medical Residents
GRU Total
Fall 12
71,603
17,206
45,587
14,115
148,511
Fall 13 (as of 10/17/13)
71,243
17,162
47,165
14,301
149,871
• Number of high capability students (FI>2500) increased • Created partnership with EGSC to enhance/ensure local access (n=95 students) – Transferred faculty and redirected savings of ~ $155,000
Fall 12
Fall 13 (as of 10/17/13)
Freshman Enrollment Paeern 900
798
800 700 600 500 400 300
FI>2500 Fall ‘12: 56% Fall ‘13: 60% 197
200 100
519
47
74
15
0 Less than 10 credit hours 10-‐14 Credit Hours 15 or More Credit Hours 2012 Headcount
2013 Headcount
EducaEon Scorecard
8 Year Health Sciences Plan (prior to consolida1on) 1. U$lize a “hub and spoke” model for advanced health professions educa$on, expanding partnerships to enhance student enrollment and educa$onal delivery 2. Determine op1mum structure for the state’s only public academic health center 3. Achieve a strategic 25 percent graduate enrollment increase across an evolving academic program array 4. Focus strategic faculty increases to support academic program growth and maintain accredita$ons 5. Align the academic program array to state workforce needs
ALL Progressing Sa1sfactorily
RESEARCH -‐ Progress Report
Research Goals
8-‐Year Health Sciences Plan (prior to consolida1on)
1. Move medical school into the top 50 in research funding by: – – – –
Doubling our research funding from the NIH, thru the… Recrui1ng 100 net new research faculty Building GA’s 2nd NCI-‐designated Cancer Center Increasing our research space to accommodate new faculty
2. Expand our economic impact through increased commercializa$on of research discoveries
Goal 1: Move medical school into the top 50 in research funding, by doubling our research funding from the NIH and by recrui1ng 100 new research faculty
85
New Research Faculty FTE*
Research $ (Non-‐ARRA)
+52**
80 75 70
FY10
FY11
FY12
FY13
*Defined as having ≥50% Research Effort **Not including 44 replacement faculty
• Launched InsEtute of Public and PrevenEve Health
– Currently ranked No. 1 among USG ins$tu$ons for external NIH funding in public health
Goal 1: Move medical school into the top 50 in research funding, by building GA’s 2nd NCI-‐designated Cancer Center
GRU Cancer Clinic Total Grant Funding 30
Millions
34,000
13.0% Increase
33,000
27 26
35,000
$28.9 M
29 28
GRU Cancer Clinic PaEent Volumes
$25.6M
32,000
25
34,022
7.3% Increase
31,699
31,000
24 23
30,000 FY12
FY13
FY12
• Added 10 net new CC faculty (FY12 & FY13)
FY13
No. of Active Clinical Trial Protocols & Total Contract Value in Oncology
36% 54%
250 200
25 23
150
21
100
19
50
17
0
15 FY11
FY12 # of Trials
FY13
Dollars Awarded
Total Contract Value ($M)
Number of Ac1ve Protocols
Goal 1: Move medical school into the top 50 in research funding, by building GA’s 2nd NCI-‐designated Cancer Center
Goal 1: Move medical school into the top 50 in research funding, by increasing our research space to accommodate new faculty
Total sq. P.
Research Space Consump1on Pajern 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0
60 Available Space (Sq. Ft)
Faculty FTE
50 40 30 20
Funding ($M)
New Research Building slated for FY15 is just in 1me!
10 0
Goal 2: Expand our economic impact through increased commercializa$on of research discoveries & development of small-‐businesses
Overall Revenue from IP +50%
Revenue x $1000
350 300 250 200
100 50
FY11
+140%
150
FY12 FY13
+20%
0 Inven$on Disclosures
Incubator Revenue
Licensing Revenue
Research Scorecard
8-‐Year Health Sciences Plan (prior to consolida1on)
1. Move into the top 50 medical schools in research funding by: – – – –
Doubling our research funding from the NIH, thru the… Recrui$ng 100 net new research faculty Building GA’s 2nd NCI-‐designated Cancer Center Increasing our research space to accommodate new faculty
2. Expand our economic impact through increased commercializa$on of research discoveries
ALL Progressing Sa1sfactorily
PATIENT CARE -‐ Progress Report
Healthcare Goals 8-‐Year Health Sciences Plan
1. Increase advanced and complex clinical services 2. Achieve Top Decile Performance in Quality for AHCs 3. Create a broader regional footprint through expanded partnerships
Goal 1: Increase advanced and complex clinical services Goal 2: Achieve Top Decile Performance in Quality for AHCs Complex & Advanced Care by Geography
CMS Appropriate Care Measures
4,000 2,732
2,847
2,000 1,000
903
867
984
1,053
-‐ FY11
FY12
FY13
FY14
80 60 40 20 0 FY 2010
FY 2011 GRMC
FY 2012 UHC Median
Central Savannah River Area (CSRA) non-‐CSRA
Consumer Choice Award-‐Natl Research Corp. (2011 & 2012) 3 Year Joint Commission AccreditaEon (2011) Comprehensive Stroke Center Status (2013)* *1st in Georgia and 13th in na1on
Higher = Bemer
2,356
2,461
Higher = Bemer
3,000
100
Goal 3: Create a broader regional footprint through expanded partnerships
• Clinical Partnerships
Expanded Rural Outreach efforts that includes direct pa$ent care and consulta$ve assistance – ↑ 9% in complex/advanced cases from outside MSA (FY11-‐FY14 proj.)
•
Phillips Healthcare Alliance – –
15 year/$350 Million partnership 1st of its type in the world
•
Assis$ng state providing health care to 50,000 inmates, and in FY13 saving GDC $8M
•
Assis$ng state in managing the Roosevelt Warm Springs Hospital
PaEent Care Scorecard 8-‐Year Health Sciences Plan
1. Increase advanced and complex clinical services 2. Achieve top Decile Performance in Quality for AHCs 3. Create a broader regional footprint through expanded partnerships
ALL Progressing Sa1sfactorily
STEWARDSHIP OF RESOURCES -‐ Progress Report
Efficiencies & Financial Goals
8-‐Year Health Sciences Plan (prior to consolidaEon)
1. Diversify revenue sources and support from non-‐state and private sources 2. Increase efficiencies 3. Increase direct annual economic impact
Goal 1: Diversify revenue sources and support from non-‐state and private sources
$35,000,000
Fundraising History 1990-‐2013 (VSE)
$30,000,000 $25,000,000
Highest support in insEtuEon’s history
$20,000,000 $15,000,000 $10,000,000 $5,000,000 $-‐
*Includes ASU for FY10 and beyond **Unaudited VSE projec$on
• Received the largest single gio in university history supporEng a capital project ($10M) • Received largest gio of any public ins1tu1on in GA history ($66M)
Goal 1: Diversify revenue sources and support from non-‐state and private sources
Revenue Diversifica$on $200
$181
$180
$164
$153
$160
Millions
$140
$125
$120 $100
$108
$107 $84
$80 $60
$54
$68
$59
$40 $20
$162
$12
$21
$66
$27
$7
$-‐ FY 2010 State Approp
FY 2011 Tui$on
FY 2012 Philanthropy
Clinical Support
FY 2013
Goal 3: Increase efficiencies AdministraEve Costs* 18.0% • Created Shared Services units across 16.0% the enterprise 14.0%
Facili$es IT HR Audit Compliance & Risk Management • Ins$tu$onal Effec$veness • • • • •
16.5%
15.8%
16.4%
16.8%
15.0%
12.0% 10.0% 8.0% 6.0%
7.5%
7.5%
7.5%
7.5%
7.6%
6.5%
6.4%
6.5%
6.4%
6.3%
FY 2008
FY 2009
FY 2010
FY 2011
FY 2012
7.1%
4.0% Georgia Health Sciences University
Augusta State University
FY 2013 GRU
Decreased administra1ve costs by almost 10% since consolida1on
*Administra=ve costs = NACUBO defined ‘ins=tu=onal support’ + IT
Goal 3: Increase efficiencies
Georgia Regents Medical Center:
Lowest Costs among AHC’s in the NaEon PaEent Care Expense Per Case $7,823
$7,800 $7,600 $7,400 $7,200 $7,000 $6,800
Ranked 7th lowest cost provider naEonally among UHC insEtuEons
$7,390
$7,078
$6,600 FY11
FY12
UHC model Adjusted for Case Mix and Outpa$ent Volumes
FY13
Lower = Bemer
$8,000
Efficiencies & Financial Scorecard 8-‐Year Health Sciences Plan (prior to consolidaEon)
1. Diversify revenue sources and support from non-‐state and private sources 2. Increase efficiencies 3. Increase direct annual economic impact
ALL Progressing Sa1sfactorily
SUMMARY -‐ Progress Report
GRU/GRHS
Our Transforma1ve Journey – There are at 7 looming threats to our future that demand aeenEon 1. Changes in educaEonal preferences away from full-‐Eme, in-‐person, ‘bricks & mortar’ 2. MounEng ‘deferred maintenance’ and capital improvement costs 3. The high costs of necessary IT infrastructure for Distance Learning, ‘Big Data’ research, and Electronic Health Records 4. ACA mandates and state-‐federal misalignment 5. The ‘Sequester’ and the federal deficit 6. Revision in state formula funding 7. Changes in state demographic growth paeerns, and the absence of an Atlanta presence
www.gru.edu/8-‐year
Thank You