Academic Medical Center Funds Flow

Like many academic medical centers, UCLA’s David Geffen School of Medicine 和 加州大学洛杉矶分校健康 were facing heightened economic pressures due capacity constraints, increasing competition, pressure on revenue from commercial payers, static state funding, 和 growing competitiveness for faculty 和 research funding. The complexity of UCLA’s current funds flow arrangements was identified as a major impediment to the essential changes that were needed to ensure long-term sustainability.

心电图 was retained to evaluate 和 revise UCLA’s funds flow structure 和 introduce contemporary methodologies that align incentives, increase transparency, 和 promote sustainability.

Working closely with executive, 临床, 和 academic leaders, 心电图 conducted a comprehensive assessment of the existing funds flow arrangements among SOM 和 health system constituents. Through stakeholder interviews 和 an extensive review of the outdated 和 separately negotiated financial agreements among departments, 心电图 illustrated the convoluted funding process, including payments 和 alignment between intended use 和 actual expenditures. 

We then proposed alternative funds flow models 和 developed recommendations for transitioning to this new approach, including an implementation work plan with key action items 和 transition strategies.

To ensure a thoughtful 和 stable transition to the new funds flow methodologies, 心电图 developed detailed future-state simulations for each business unit. We projected 和 analyzed the implications of modifying the funds flow 和 any payment variances so mitigation tactics could be identified. 

心电图 developed 和 recommend funds flow models for 临床 services, 教育, 和 department administration. We also explored alternative models for research 和 service 和 development, which will be utilized by UCLA as part of planning efforts moving forward.

In aggregate, 心电图 provided new funds flow methodologies to allocate approximately $845 million.

Clinical: Performance-Based Payment (PBP) Model

Support for 临床 services is a component of the funds flow from the health system to SOM departments 和 is primarily based on 临床 output at the subspecialty level (i.e., performance-based component), with an additional component tied to value-based outcomes (e.g., access, quality indicators, patient satisfaction). 

Graduate Medical Education (GME): Buildup Approach

The funds flow for GME provides support from the health system to departments for program directors, 核心能力, program coordinators, 和 identified nonpersonnel expenses. Additional funding is provided to the SOM Dean’s Office for central GME administration.

Undergraduate Medical Education (UME) 和 Graduate Programs: Curriculum-Based Model

Support for teaching 和 administrative effort within the medical student curriculum 和 bioscience graduate programs is a component of the funds flow from the Dean’s Office to SOM departments. This funding is intended to support faculty didactic, 临床, 和 research-related teaching, 建议, 和 教育al administration. Additionally, funding for nonfaculty costs 和 overhead is included.

Department Administration

Support for department administration is a component of the funds flow from the Dean’s Office to SOM departments. This component is intended to recognize the leadership effort of department chairs 和 division chiefs 和 to support administrative infrastructure within departments.

主要成果

Contemporary funds flow methodologies that align incentives, increase transparency, 和 promote sustainability

Allocation of $845 million through new funds flow models