I: Draconian change (years 1–2) | Restructure organization, governance, and leadership |
| Restructure financing |
| Achieve “right size”: match capacity to demand, close practices not suited to fee for service or for referrals to the university |
II: Innovation and performance improvement (year 3 onward) | Develop financial and management reports |
| Revise physician compensation and benefits to incentivize productivity and sustainable levels |
| Implement correct core principles of successful group practices |
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Focus on patient experience
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Match the right person to the right job
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Standardize procedures
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Design facilities for efficiency and patient service
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Exploit technology
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Improve communication
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| Redesign ambulatory practice operations |
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| Implement robust electronic medical record through all clinics |
| Establish an active clinical quality improvement program |
| Develop new services and new practice sites |
III: Integration with the academic mission (year 4 onward) | Teaching |
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Appoint physicians as adjunct faculty to the school of medicine
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Standardize educational contracts with outside institutions
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Allow elective rotations for students (medical, physician’s assistant, other) and residents
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Offer a continuity clinic for pediatrics residents
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Integrate outpatient family medicine residency/faculty clinics in to community clinics network
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| Research |
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Establish a research oversight committee: health sciences center faculty, community clinics physicians and staff
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Develop principles and oversight for research: select research that enhances the practices without disrupting operations
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Track projects and direct research expense using community clinics (total to date approximately $2.5 million)
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Establish formal practice-based research networks: Utah Health Research Network, Utah Sports Research Network
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