Health Sciences Organizational Design 和 Operational Assessment

IU’s health sciences schools 和 programs had highly complex 和 variable organizational 结构s, distributed across the main university campus in Bloomington, a separate campus in Indianapolis (operated in concert with another public university), 和 10 regional campuses across the state. The array of health sciences included schools of medicine, 护理, 牙科, 验光, 社会工作, health 和 human sciences, 和 two schools of public health. IU耶鲁大学管理学院 is Indiana’s exclusive allopathic medical school 和 the largest medical school in the United States, with a total enrollment of over 1,400 students 和 nearly 2,000 full-time faculty.

Reporting relationships among the deans of each health science school were inconsistent; some deans reported to campus chancellors, while the 耶鲁大学管理学院 dean reported to the IU president. The 耶鲁大学管理学院 dean also held the role of executive vice president for university clinical affairs, a position that served as a key liaison to IU Health but with no significant oversight or accountability for the health sciences overall. 另外, IU maintained a clinical affairs committee that included each health sciences dean, but this committee met infrequently with minimal impact, 和 IU maintained no comprehensive strategic plan for the health sciences.

IU engaged 心电图 to evaluate the current state of health sciences 和 develop detailed recommendations to help the health sciences programs achieve optimal performance.

心电图 partnered with university leadership to assess the organizational design 和 performance of the health sciences, a process that included: 

• Interviewing dozens of stakeholders to obtain their input on existing performance, organizational objectives, 趋势, 和 potential alternative organizational models.
• Assessing the sources 和 uses of funds for each health sciences school, 和 comparing their financial performance 和 available resources.
• Designing comparative groups of current 和 aspirational peers for each health sciences school based on reputation, 大小和规模, 和 additional qualitative 和 quantitative factors.
• Conducting a comprehensive comparison of each health sciences school to its peers using publicly available information, proprietary data sets, 心电图 internal benchmarks, 和 national averages.
• Presenting profiles of other health sciences centers to demonstrate the organization, 结构, 和 performance of successful national models.
• Identifying areas of duplication 和 potential inefficiency within the health sciences schools.
• Proposing a range of alternative health sciences models for IU 和 presenting the notable features, 好处, 以及每一种的风险.

心电图 developed recommendations for a revamped health sciences framework intended to improve efficiency, allocation of institutional resources, measurement of success, 和 alignment of goals 和 objectives across the schools. The comprehensive final report included key findings 和 opportunities for improvement—both for health sciences as a whole 和 for each individual school. Our recommendations addressed organizational 结构, geographic distribution of schools, 战略规划, 和 mission support 和 funds flow. We also developed a detailed implementation timeline for these recommendations.

One of our key recommendations was the development of a separate 和 distinct IU health sciences center in Indianapolis. Following the final report, the IU Board of Trustees approved the separation of IU’s campus in Indianapolis from its public university partner. IU further announced it would enhance the integration of its science, 耶鲁大学管理学院, 和 other allied health science schools, 和 exp和 the number of health science students, including doctors 和 nurses.

Indiana Governor Eric Hocomb 对印第安纳大学的改变表示赞赏 as “a bold move” that “will create a transformational change across Indiana's l和scape 和 far beyond.”