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UIC BRINGING ADMINISTRATORS TOGETHER CONFERENCE James Carson, Ph.D., MBA Administrative Director

UIC BRINGING ADMINISTRATORS TOGETHER CONFERENCE James Carson, Ph.D., MBA Administrative Director Pathology Laboratories. Personal Background. Undergraduate and graduate degrees in Medical Laboratory Sciences and Pathology from UIC. MBA from another university.

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UIC BRINGING ADMINISTRATORS TOGETHER CONFERENCE James Carson, Ph.D., MBA Administrative Director

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  1. UIC BRINGING ADMINISTRATORS TOGETHER CONFERENCE James Carson, Ph.D., MBA Administrative Director Pathology Laboratories

  2. Personal Background • Undergraduate and graduate degrees in Medical Laboratory Sciences and Pathology from UIC. • MBA from another university. • Served as a corporate executive of four national healthcare companies and many regional hospital and commercial laboratories. • Worked in consulting, investment banking and venture capital. • Returned to UIC about seven years ago.

  3. Pathology Laboratories • Performs anatomic and clinical pathology tests from tissue and various body fluid samples. (13 areas of scientific specialties) • Operates 24 hours, 7 days per week. • Performs about 2.9 million tests per year. • Annual operating gross revenue is about $200 million/net revenue $77 million. • Supported by 280 FTE’s and 20 doctoral level pathologist’s and clinical scientists. • Operates an extensive outreach program.

  4. Outreach Purpose • Essentially had a small community hospital laboratory trying to support an academic medical staff and mission. • Hospital was looking for alternative sources of revenue. • COM wanted to upgrade its faculty and clinical services. • Strong medical leadership was hard to attract in the existing environment. • Most equipment was over 20 years old with a normal lifespan of 5-7 years. • Referred testing expense was very high. • Overall, unit expense was high.

  5. Outreach

  6. Initial Planning Process(Business Plan) • Opportunity Assessment > Go/No Go • Marketing Sub-Plan • Operation Sub-Plan > Go/No Go • Financial Sub-Plan > Go/No Go • Implementation Sub-Plan • Monitoring Plan • Partnership Agreement

  7. Performance Monitoring • Previously hired a financial coordinator for the department. • Refined department financial statements to correspond to operating units. • Later developed outreach specific financial statements. • Developed benchmarks. • Monthly sales goals • Contribution expectation • Revenue per test • Cost per test • Developed performance incentive program.

  8. Benefits

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