Theme: Trust and Respect

  • Develop together a comprehensive action plan with faculty and medical staff to include mutually agreed upon actions.
  • Initiate facilitated focus groups to get more clarity and granularity on how Children’s leadership best engage providers and faculty to create mutual alignment.
  • Initiate CEO listening tour of each area and discipline, including community practices, with a regular cadence and frequency; accompanied by a physician, such as Dr. Paul Esposito.
  • Engage Business Ethics Alliance to provide guidance and input to executive team on how we can best foster trust between physicians and administration.
  • Increase clarity on institutional processes and how commitments are made to Medical Staff. Mutual fulfillment of commitments.

Theme: Structurally Enhancing Opportunities for Physician Leadership & Influence

  • Invite President of Medical Staff to Executive Council meetings.
  • Add three elected members of faculty to PACE (Currently Drs. Goeller, Haney & Spicer).
  • Engage ECG to work with UNCoM, Children’s and faculty to redefine governance of CSP and leadership structure. Institutional Affiliation Agreement (IAA) with UNCoM will be revised, and this work will be an opportunity to have more input by faculty.
  • Provide enhanced clarity on roles of Pediatrician-in-Chief, Surgeon-in-Chief and Chief Medical Officer, as well as direction on how faculty and staff can effectively address concerns and issues.
  • Include academic Chairs in departmental and institutional strategic planning.
  • Consider adding 2-3 non-Board physicians (including community physicians) and APPs to Strategic Planning committee of Board. Selection process to be determined.
  • Restructure CSP leadership and type of leader to reflect agreed upon direction.

Theme: Enhanced Communications between Administration & Clinical Providers

  • Engage in timely communications of proposed changes and process to all key stakeholders with opportunities to have input on what is directed and optimal for a collaborative enterprise.
  • Continue and increase executive and physician dialogue opportunities for both employed and community-based physicians. Existing examples: Physician Advisory Council to CEO; faculty breakfasts with CEO; Division Chief; all Medical Staff; CSP and Children’s Physicians meetings.
  • Enhance participation on executive leadership in the physician orientation process.
  • Increased involvement and engagement of the Chairs in sourcing and recruiting faculty—addendum to existing IAA completed.
  • Recruit a physician Chief Experience Officer to address the physician, staff and patient experience. Reporting relationship to be determined.
  • CEO open door hours to be scheduled and published.
  • Weekly email communications directly to Medical Staff by CEO and/or appropriate executives. This would be supported by a physician communications manager. Continue “The Pulse” weekly e-newsletter.