Neurology, neurosurgery, physical medicine and rehabilitation, and psychiatry create shared services team

June 1, 2012

Effective July 1, the departments that comprise the Neuroscience Center -- neurology, neurosurgery, physical medicine and rehabilitation, and psychiatry -- have combined their administrative staff to create a single shared services team.

Goodman Hall

The IU Health Neurosciences Center, or Goodman Hall, includes the departments of neurology, neurosurgery, physical medicine and rehabilitation, and psychiatry.

Staff members at the Stark Neuroscience Research Institute, which is scheduled to join the Neuroscience Center in late 2014, will also join the combined team at this time.

The creation of the shared neurosciences services team is the result of a yearlong collaborative effort between the four affected departments and the school's administrative services staff to create a model of administrative support. Goodman Hall and its rising research wing were physically designed to enhance faculty collaboration. Now, as departments have occupied the new space it, staff will also participate in this model.

No currently filled positions will transition to IU Health Physicians or be eliminated as a result of this consolidation. Moreover, new positions have become available, including new team leads in the areas of clinical research services, financial services, human resources, information technology and research administration.

Michelle Artmeier has been named chief operating officer and Bronson Troyer as chief financial officer of the shared neurosciences services team.

Benefits of this new model for staff, customers, researchers, clinicians and service providers include:

More resources: There will be more partners to share the work, especially during peak periods. This will reduce stress while maintaining a high level of customer service.

Skilled backup: Faculty will not experience a delay when staff takes time off for vacation or illness. Having backup staff trained and in place will ensure continuity of service as well as minimize the burden they may feel upon their return.

Learning and mentoring: Staff will be able to expand their knowledge base to all four departments within the Neuroscience Center. While they're learning about these new areas, they will also be mentoring their peers, sharing their wisdom and training their new teammates to serve as backups. A more diverse and educated work team represents a higher level of customer service.

Modeling best practices: The new team will serve as a model for the rest of the school. Efficiencies can be gained by sharing best practices and standardized procedures, thus better meeting the needs of faculty customers.

Greater stability: If an investigator experiences a gap in funding, for example, there may be other opportunities available within the entire group for his or her research staff. This model could present opportunities for seamless transitions among research staff members who are already well qualified, trained and have a known work ethic.

Improved customer service: The goal is to provide excellent customer service to all clients, especially the faculty who depend on the support team. Staff can respond quickly to requests, and draw upon the pooled wisdom of a bigger, stronger team. Customer service is the keystone of the shared services model.

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