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M ission B ased M anagement

This document outlines the implementation of Mission-Based Management (MBM) at West Virginia University School of Medicine. It provides an overview of MBM principles, achievements, and the critical role of faculty in fostering a culture of trust and transparency. Key successes include improved faculty engagement, understanding of contributions across clinical and educational missions, and a focus on collaborative resource management. The importance of clear communication and values-based leadership is emphasized as essential for long-term success and accountability within the organizational culture.

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M ission B ased M anagement

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  1. Mission Based Management The WVU Experience

  2. Objectives • Provide an overview of MBM • Discuss what we’ve accomplished at WVU

  3. The Keys to Success • Understanding the faculty • Enhancing the trust • Knowing your culture

  4. Faculty have listened to it all before… • “First we’ll score some quick gains by going after the low-hanging fruit……” • “With this process we are not just rearranging the deck furniture on the Titanic…….” • “I love you……”

  5. This is what they’ve heard • BS • More BS • Consultant’s BS

  6. What do faculty like? • They like understandable data. • They like understandable presentations. • They like understandable leaders and administrators.

  7. Achieving Results • Give the faculty clear and accurate information, point them in the right direction, and 9/10 times they’ll act quickly and make good decisions. • MBM is designed to do this. • The catalyst is trust – everyone has to work to make this happen.

  8. WVU School of Medicine • Morgantown Campus • 16 clinical departments; 5 basic science • Heavy clinical/educational emphasis • FTE’s: 328 clinical, 121 basic science • Centralized faculty practice plan • Dr. D’Alessandri has been Dean for 13 years

  9. WVU Organization • UHA is WVU’s physician practice plan. • Board is elected by faculty; not the Chairs • There is very heavy reliance on clinical income to support the school. • Recent and growing emphasis on research. • There is a close relationship among the school, the teaching hospital, and practice plan.

  10. WVU Culture • There is an extremely strong service mission – to the state and region. • Because of past history – outsiders must establish trust early on to have influence. • Prefer open-book methods

  11. What is the History? • Budget Committee in the 1990’s • Realization this was not enough for the future • Evaluated and decided to pursue MBM

  12. What is Mission Based Management? • Reporting system to track all revenues and expenses in the school by mission • Reporting system to track faculty contributions in each mission • Process that enables the leadership, through the use of these management systems, to bring about needed change in missions

  13. Why Mission Based Management? • WVU’s commitment to excellence has lead to an ongoing search for opportunities to improve its performance across all missions. • MBM is a tool that allows us to better understand how we are using resources to reach our goals. • MBM has enhanced WVU’s collaborative approach, where Chairs and Dean share similar values and responsibility for performance.

  14. WVU Recent History • Jan, 1999 - started MBM • Spring, 1999 - began to integrate MBM into budget and planning • 1999-2002 - Continued refinement of MBM • 2002 - Facing severe budget cuts from the state

  15. Continued Refinement of MBM • Define faculty contribution in Clinical Service, Research, Education, Service • Define department contributions by mission • Level the playing field • Set expectations, targets and benchmarks

  16. Faculty Activity Contribution Survey - FACS • Forward-looking document – look at where you will be making your contributions. • Measured as a percentage of effort – not hours. • Directional in nature. • Agreed upon definitions. • Must be signed by the Chair.

  17. MBM Key Lessons • Expect and demand accountability. • At the faculty/chair level • At the chair/school level • Achieve agreement on data. • This is a long-term, on-going process – not a one-time deal.

  18. Key Successes • Chairs continue to meet regularly as a group and with their faculty. They have a much better understanding of what everyone is doing. • Departmental investment is clear for all to see. • Chairs/faculty realize this is a group/school effort – resources are oursnot mine.

  19. MBM Key Lesions • Arguing about data and never coming to conclusion • Making this solely a budget process • Not engaging faculty early and often • Not dedicating personnel to make this succeed

  20. Sometimes Things Just Don’t Look Right……Don’t Ignore Them

  21. Values Based Leadership • MBM is only part of the solution • You need Values Based Leadership • This must exist at all levels of the organization to make lasting changes

  22. WVU School of Medicine Values • Determined by the Chairs and Dean at a day-long retreat as MBM was starting • Very helpful to display before, during and after contentious meetings

  23. Integrity Courage Love Creativity Compassion Respect Humility Trust *Fun WVU School of Medicine Values

  24. Summary • Understand your culture and your faculty and your chances for success will greatly improve. • MBM is a tool – decide how you want to use it.

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