C O N F I D E N T I A L

State of the DepartmentFaculty Retreat 2018

C O N F I D E N T I A L

Department Vision Statement

C O N F I D E N T I A L

NEW VISION STATEMENT!EXPANDING THE POSSIBILITIES OF HEALTH

We expand the possibilities of health by focusing on these five areas:

• Promoting wellness as the foundation of health.

• Discovering and addressing what optimizes health.

• Educating health professionals from every community.

• Improving access to care and prevention.

• Increasing evidence-based practice.

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C O N F I D E N T I A L

WHY ARE WE CREATING A NEW VISION STATEMENT?

Completed a cultural assessment for the department, which showed that the former mission statement while accurate was not memorable or inspirational.

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C O N F I D E N T I A L

PROCESS

• Three 3-hour intensive meetings• Representatives from each division and

each mission committee• Focus on identifying the key themes that

unite us as a department• Organizing those themes into a statement

that:– Unites– Excites– Ignites

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C O N F I D E N T I A L

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C O N F I D E N T I A L

NEW VISION STATEMENT!EXPANDING THE POSSIBILITIES OF HEALTH

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C O N F I D E N T I A L

DFPM by the Numbers

C O N F I D E N T I A L

DFPM BY THE NUMBERS

Faculty = 77

Staff = 82 (including clinical practitioners)

Students = 305

Residents = 35

Fellows = 49

C O N F I D E N T I A L

DFPM FACULTY TOTAL = 77

• Tenure Track Faculty: 18 (Family Medicine, Public Health,Occupational & Environmental Health)

• Clinical Track Faculty: 39 (Family Medicine, PA Studies, Public Health, Occupational & Environmental Health)

• Lecturer Track Faculty: 15 (PA Studies, Public Health, Occupational & Environmental Health)

• Research Track Faculty: 1 (Family Medicine)

• Visiting Track Faculty: 2 (PA Studies & Public Health)

• Clinical Attending Faculty: 2 (Division of Family Medicine)

C O N F I D E N T I A L

Department Review

C O N F I D E N T I A L

DEPARTMENT REVIEW

• Standard process—all departments are reviewed on a regular schedule

• Results are reviewed by the School of Medicine Executive Committee (SOMEC)

• The department submits a formal action plan to SOMEC

• Contact Elizabeth Rabon if you would like to see a copy of the report

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C O N F I D E N T I A L

DEPARTMENT REVIEW FINDINGS--ACCOMPLISHMENTS

• Restructured Executive Committee• Transparent and centralized integrated

revenue model• Standard department compensation plan• Creation and funding of mission committees• Shared infrastructure for HR and research pre-

award• Development of common sense of mission,

vision, and values• Enviable BRIMR score

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C O N F I D E N T I A L

DEPARTMENT REVIEW FINDINGS—MAJOR RECOMMENDATIONS

• Collaborate on joint degrees, graduate programs, and inter-professional education

• Define a research vision and set of goals, and a plan to sustain research mission

• Increase clinical collaboration with health system, and leverage collaboration to create market differentiation

• Increase department communication, faculty alignment, and shared infrastructure

• Augment goals through geography and use of space

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C O N F I D E N T I A L

Recruitment

C O N F I D E N T I A L

TENURE TRACK APPOINTMENTS2017-2018

• Sunday Azagba, PhD: Associate ProfessorDivision of Public Health

• Kelly Baron, PhD, MPH, CBSM: Associate ProfessorDivision of Public Health

• Charles Rogers, PhD, MPH, MS: Assistant ProfessorDivision of Public Health

C O N F I D E N T I A L

CLINICAL TRACK APPOINTMENTS2017-2018

• Clarivette Bosch, MD: Assistant Professor Division of Family Medicine

• Erin McAdams, MD: Assistant ProfessorDivision of Family Medicine

• Sarah McCormick, PhD: Assistant ProfessorDivision of Family Medicine

• Uaisele Panisi, MPAS, PA-C: Assistant ProfessorDivision of Physician Assistant Studies

• Brian Vukelic, MD: Assistant ProfessorDivision of Family Medicine

• Sarang Yoon, MD, MOH: InstructorDivision of Occupational and Environmental Health

C O N F I D E N T I A L

LECTURER TRACK APPOINTMENTS2017-2018

• Trent Honda, PhD, MMS, PA-C: Division ChiefAssociate Professor Division of Physician Assistant Studies

• Ivette Lopez, PhD, MPH: ProfessorDivision of Public Health

• Shaun Curran, MPAS: Assistant ProfessorDivision of Physician Assistant Studies

RESEARCH TRACK APPOINTMENTS• Dominik Ose, DrPH, MPH: Assistant Professor

Division of Family Medicine

C O N F I D E N T I A L

VISITING TRACK APPOINTMENTS2017-2018

• Grant Sunada, MPH, PhD: Visiting InstructorDivision of Physician Assistant Studies

• Sharon Talboys, PhD, MPH: Visiting Assistant ProfessorDivision of Public Health

CLINICAL ATTENDING APPOINTMENTS• Rebecca Abbey, MD: Clinical Attending

Division of Family Medicine

• Tanya Williams, MD: Clinical AttendingDivision of Family Medicine

C O N F I D E N T I A L

Research Infrastructure

C O N F I D E N T I A L

RESEARCH INFRASTRUCTURE

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C O N F I D E N T I A L

DFPM GRANTS AND CONTRACTS EXPENDITURE (INCLUDING HASHIBE, STANFORD, AND EGGER PROJECTS)

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$3,798,893

$4,666,361

$6,231,920

$7,807,720

$10,812,493

$11,989,162

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

FY14 FY15 FY16 FY17 FY18 (Forecast) FY19 (Budget)

C O N F I D E N T I A L

DFPM BLUE RIDGE INSTITUTE FOR MEDICAL RESEARCH (BRIMR) RANKINGS

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BRIMR 2014 – University of Utah DFPM ranked #17 of 36 Family Medicine DepartmentsBRIMR 2015 – University of Utah DFPM ranked #15 of 39 Family Medicine DepartmentsBRIMR 2016 – University of Utah DFPM ranked #7 of 41 Family Medicine DepartmentsBRIMR 2017 – University of Utah DFPM ranked #4 of 41 Family Medicine Departments

2014 (#17) 2015 (#15) 2016 (#7) 2017 (#4)

Hashibe, Mia $ 731,743 Hashibe, Mia $ 935,886 Stanford$1,417,367 Stanford

$ 2,112,977

Porucznik, Christy $ 335,137 Porucznik, Christy $ 329,931 Hashibe$876,243 Hashibe

$ 773,717

Wu, Yelena $ 136,171 Wu$ 136,363 Okuyemi

$ 521,987

TOTAL $ 1,066,880 TOTAL $ 1,401,988 $ 2,429,973$ 3,368,681

The Blue Ridge Institute for Medical Research tracks the NIH grant success of School of Medicine departments

C O N F I D E N T I A L

Department Finances

C O N F I D E N T I A L

DFPM—FINANCIAL HEALTH

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$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

FY15 FY16 FY17 FY18 FY19Budget

FY20 Projected FY21 Projected

DFPM—Total Cash

C O N F I D E N T I A L

NEW FUNDS FLOW FROM SOM = OPPORTUNITY FOR NEW DEPARTMENT FUND FLOW

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C O N F I D E N T I A L

HOW BIG A STEP?

TAXATION MODEL

1) All revenue goes to the division where the work

was preformed2) Divisions pay a tax to

support central administration

MAKE WHOLE MODEL

1) Clinical revenue and tuition differential will be kept at the division level

2) Money from SOM transfers will go to Central Administration and will be used as needed to make

divisions whole

HYBID MODELSome divisions will operate

under a taxation model, and some will operate in a

make whole model

INTEGRATED REVENUE MODEL

All clinical revenue, tuition, and SOM transfers will be

integrated at Central Administration

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C O N F I D E N T I A L

FACULTY COMPENSATION PLAN

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C O N F I D E N T I A L

Space Update

C O N F I D E N T I A L

SPACE COMMITTEE

Co-ChairsStephen Alder, PhD

Jocelyn Romano, MPA

Committee MembersHolly Bynum, MBAMatt Hughes, MD

Osman Sanyer, MD

SupportHannah Elliott

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C O N F I D E N T I A L

MAJOR DEPARTMENT LOCATIONS

375 Chipeta Way, Suite A

391 Chipeta Way, Suite C

421 Wakara Way

Madsen Health Center

Sugar House Health Center

Centerville Health Center

South Main Clinic

Redwood Health Center

South Jordan Health Center

Saint George Campus

Asia Campus (South Korea)

Ensign Global Campus (Ghana)

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C O N F I D E N T I A L

APPROACH

1. Address critical space and furnishing needs

2. Optimize function of existing space

3. Facilitate planning for future space

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C O N F I D E N T I A L

GUIDING PRINCIPLES

1. ACCESS: Access and accommodation for faculty and staff who are protected under the Americans with Disabilities Act (ADA)

2. TIME: The actual amount of time a staff or faculty member spends in the office; this may be different (less) than a person’s FTE

3. FUNCTION: The various ways people work; for example, some jobs require collaboration or mobility, others require privacy or solitude

4. EQUITY: All else being equal (1. – 3.) faculty and staff of similar rank/role will be assigned similar office space, when possible (building configuration may restrict this)

5. MATERIAL GOODS: Storage/equipment needs

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C O N F I D E N T I A L

SPACE STUDY

• Fall 2018 we are undergoing a study of present and future department space needs

• Focus is on operations currently housed in 375 Chipeta Way, 391 Chipeta Way and 421 Wakara Way

• Inclusive process designed to engage range of perspectives across department

• Endpoint is to create guidelines that inform design of future facilities

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C O N F I D E N T I A L

Overview of Committees

C O N F I D E N T I A L

CLINICAL COMMITTEE

Bernadette Kiraly, MDChair, Clinical Committee

FacultyJeremy Biggs, MDLeigh Elrod, PA-C

Steven Godin, PhDJennifer Leiser, MD

Susan Terry, MD

StaffHolly Bynum, MBA

Rob Gray, MBA

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C O N F I D E N T I A L

RESEARCH AND INNOVATION COMMITTEE

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C O N F I D E N T I A L

EDUCATION COMMITTEERod Handy, PhD

Chair, Education CommitteeFaculty

Steve Alder, PhD (Departmental Liaison)Nadia Cobb, MPAS, PA-C

Kara Frame, MDAndy Phillips, MD, MOHKarly Pippitt, MD, FAAFP

Christy Porucznik, PhD, MSPHSandy Stennett, MPAS, PA-CJared Spackman, MPAS, PA-C

StaffDoris Dalton, MPA

Jen Mair, BSCourtney Phillips, BSJill Stephenson, MPA

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C O N F I D E N T I A L

COMMUNITY ENGAGED SCHOLARSHIP COMMITTEE

Kim Shoaf, PhDChair, Community Engaged Scholarship

Committee

FacultyKyle Bradford, MDNadia Cobb, PA-CMatt Hughes, MD

Karen Mulitalo, PA-CSusan Saffel-Shrier, RD

StaffCourtney DeMond

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C O N F I D E N T I A L

DIVERSITY AND INCLUSION COMMITTEE

Darin Ryujin, PA-CChair, Diversity and Inclusion Committee

FacultyDan Crouse, PA-C

Jennifer Leiser, MDJosé Rodríguez, MDDarrah Sleeth, PhD

Grant Sunada, PhD, MPH

StaffTatiana Allen

Jocelyn Romano, MPALaura Seymour

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C O N F I D E N T I A L

MOVING FORWARD

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C O N F I D E N T I A L

MOVING FORWARD

• Collaborate on joint degrees, graduate programs, and inter-professional education

• Define a research vision and set of goals, and a plan to sustain research mission

• Increase clinical collaboration with health system, and leverage collaboration to create market differentiation

• Increase department communication, faculty alignment, and shared infrastructure

• Augment goals through geography and use of space

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We will be guided by Recommendations of External Reviewers

C O N F I D E N T I A L

MOVING FORWARD

• Transparency • Accountability • Alignment• Synergy • Efficiency• Strategic Investment for Growth

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C O N F I D E N T I A L

WHAT IS SUCCESS?

C O N F I D E N T I A L

THANK YOU!WE COULD NOT HAVE DONE ANY OF THESE

WITHOUT YOU!

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