Medical Center Overview
Steven G. Gabbe, MD
Senior Vice President for Health Sciences
Chief Executive Officer,
Ohio State’s Wexner Medical Center
April 28, 2012
Wexner Medical Center
Mission, Vision, Values, Strategic Goals
Mission
To improve people’s lives through innovation
in research, education and patient care
Vision
Working as a team, we will shape the future of
medicine by creating, disseminating and
applying new knowledge, and by personalizing
health care to meet the needs of each
individual
Values
Excellence, Collaborating as ONE University,
Acting with Integrity and Personal
Accountability, Openness and Trust, Diversity
in People and Ideas, Change and Innovation,
Simplicity in our Work, Leadership, Empathy
and Compassion
Strategic Goals
Become a top 20 academic
medical center and a top 10
NCI-funded cancer program
through advancements in
research, education and patient
care
Become a high performance
organization and workplace of
choice
Generate an investment fund
for mission development
Note: Top 20 across research, education and
patient care as measured by NIH, Best
Medical Schools, Best Hospitals,
#Publications/citations and Endowment
Creating the future of medicine to improve people’s lives
…through Personalized Health Care
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2
Governance and Alignment with the University
New Integrated Medical Center Structure
OSU
Board of Trustees
Medical Affairs
Committee
Medical Center Board
Hospital Boards
College of Medicine
and Office of Health
Sciences
3
Faculty Group
Practice
University Hospital Board
James Board
OSU Harding Board
OSU East Board
Ross Board
3
Strategic Plan
All planning functions are integrated to drive performance
Integrated Strategic Plan
Program
Development
Plan
Signature
Programs,
Strategic
Initiatives
4
Human
Resources
Plan
People Plan:
Recruitment,
Development and
Retention
Technology
Plan
Technology
Plan:
Information &
Clinical
Facilities
Plan
Marketing
Plan
Financial
Plan
Master Facilities Branding Strategy, 5-10 yr Fiscal,
National
Capital, and
Plan, Medical
Reputation,
Philanthropy Plan
Center Expansion,
Physician
Inpatient,
Referrals
Ambulatory,
Research, &
Education
4
Program Development Plan
We have targeted our growth to be in Signature Programs
with selective investment in other initiatives
5
5
Program Development
Bellefontaine
Bucyrus
Wooster
Marysville
Primary
Partnerships
Ambulatory
Sidney
Cambridge
Lancaster
6
Overall Rating of Hospital
HCAHPS Inpatient Progress
“During your stay how would you rate
this hospital from 0-10”
78%
90th Percentile (76%)
%9s and 10s
74%
70%
66%
62%
12 Mo. Moving Ave
Months currently
shown on CMS
Website
58%
54%
50%
M J J A SOND J FMAM J J A SOND J FMAM J J A SOND J FMAM J J A SOND J FMAM J J A SOND J F
2006
2007
2008
2009
2010
2011
Clinical Performance
Quality and Safety
OSUMC is among the top 10 University health systems in
the country for quality, is Magnet certified, and has 87% of
the best doctors in central Ohio
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8
Clinical Performance
Market Perception and Share
OSUMC is the preferred health system for
serious or complex medical care
OSUMC has the highest
market share increase
among all Franklin County
hospitals but is not the
market leader for volume
Source: OHA, The Ohio State University Medical Center 2011 Consumer Survey
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9
Technology Plan Performance
Electronic Medical Record
DaVinci Robotic Surgery
 October 2011
 Ability to provide patient
information at every care site
 Enhances quality and safety
 Enables innovation
Rehab – Nintendo Wii
10
Telestroke
Med School
iPod Touch
10
IHIS Command Center
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Facilities Plan Performance
To accommodate targeted program growth, we added 1.5M Sq.Ft in the last decade
Inpatient
Research
Ambulatory
COMING 2014
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12
Climbing to the Sky!
13
New Education Center
14
Hundreds sign traveling beam
15
 3:30 p.m. to 5:30 p.m. May 21
Cannon Drive parking lot
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Partners
Achieving
Community
Transformation
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 Partnering with
City of Columbus
 Revitalization
around University
Hospital East
Marketing Plan Performance
Brand Strategy – P4 Medicine
Social Media
Communications
Referral Management
Regional Awareness
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2009
2010
2011
Riders:
2,250
4,047
4,986
Volunteers
:
1,200
1,600
1,700
Gifts:
43,400
62,528
111,384
Total
Raised:
4.5
Million
$7.8
Million
$13
Million
Pelotonia
A fundraiser with one
goal: Cure Cancer
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20
 Volumes strong: Surgery,
Ambulatory
 Expenses controlled
 Revenues exceed budget
 Value-Based Purchasing: Strong
HCAHPS, clinical performance
 Days Cash on Hand – The
challenge
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Key Challenges and Risks
Title
Clinical Mission
Research Mission
Continued downward pressure on
reimbursements
Dependence on clinical revenues to
fund research programs
Declining NIH funding and increased
competition for grants
Declining state support for
education
Education Mission
Declining IME and GME funding
Increasing competition for the
best students
Rising student indebtedness
Rising costs of medical education
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Ten Reasons
We will be a Top-20 AMC and a top-10 NCI funded Cancer Center
1. Patients and their families first
2. Our People
3. Full alignment with the University
4. Integration across physicians, hospitals and academic enterprise
5. Strategic Plan – alignment of goals and focus
6. Our future focused brand and promise – Personalized Medicine (P4)
7. Innovation in all aspects of our work
8. Financial Plan and fiscal responsibility
9. Disciplined execution and accountability
10.Collaboration and partnerships locally and nationally
The more turbulent the world, the more the great winners
display consistency – Jim Collins
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