ASC STRATEGIC PLAN PROCESSLYDIA P. HOWELL MD

PRESIDENT, ASCPROFESSOR AND CHAIR, UCD PATHOLOGY

& LABORATORY MEDICINE

Reminder: Why do we need a strategic plan?

• Allows the ASC to be pro-active, not just reactive

• Establishes priorities and context– There will always be new, good ideas for what we

could be doing. – But there will never be enough $$ to implement

every idea!– Strategic plan reminds us about priorities, so that

EB can make strategic decisions to meet ASC’s big-picture goals.

Strategic plan process for ASC • Modeled after UCD Dept. of Pathology

planning process with AMC consultants.• 3 phases, within each:

– Tasks are assigned.– Results lay the foundation for the next phase.

January- March April EB mtg June-October

Approval in November

Activities within each phase

Officers will evaluate the following to identify common strategic themes:

Future Report

Member Surveys (old and new)

Resource analysis (Budget and membership trends)

Outside documents

Refine Mission and Vision

Define Goals with Measurable Outcomes

Develop Specific Strategies & Tactics

Format as Plan, circulate among EB, and finalize

Develop Implementation Plan with Target Dates and Strategy Champion Assignments

What to glean when reviewing surveys, Future Report, outside documents?

• Recurring themes/priorities that can form the basis for strategic focus areas in our plan.

• Example: Priorities that emerged from interviews and fact-finding with stakeholders and dept members in UCD stategic plan process:

– Strategically develop defined programmatic clinical subspecialties to become a regional referral center; consider growth in specified areas.

– Create a people-friendly work environment that facilitates recruitment, retention and mentorship of talented faculty and staff.

– Develop a culture of excellence, service and safety. – Advance the research enterprise. – Increase internal and external collaborations and communications. – Evaluate optimal organizational structure for Department. – Further develop departmental infrastructure to adequately support faculty. – Maximize funding to grow and modernize Department and its supporting infrastructure. – Address issues related to low productivity of some faculty. – Be a leader in the education and training of future pathologists and technologists.

Member survey focused on strategic plan development

1

332

5

98

7

5

1010

7

1

5

3

8

4

2

9

6

0

2

4

6

8

10

Advan

ce re

searc

h

Depart

mental

infra

structu

re

Defined

clinica

l subs

pecial

ties

Maxim

ize fu

nding

People-

friendly

work

enviro

nment

Increas

e colla

b/communica

tion

Leade

r in ed

ucatio

n/trai

ning

Addres

s low

produ

ctivit

y

Culture of

excell

ence

, servi

ce, s

afety

Optimal

org st

ructu

re

Faculty (n=31)Staff (n=88)

• Ask survey respondents to rank the themes/priorities identified in document review.

• Break out results by physician and cytotech.• Use these findings to refine into strategies and goals, and to create

priorities.• UCD example below.

Member survey, con’t

Example: UCD results

• Rate each on 5-point scale (Excellent Poor)

• Choose one or more of the following: – Relevant to our core

missions – Inspiring – Like as is – Differentiates us from

other societies– Good, but should be re-

worded– Overly ambitious– Other choices that we want

to add?

Existing mission and vision: member feedback via survey

Poor, 10.5%

Fair, 20.3%

Good, 22.6%

Very Good, 21.8%

Excellent, 24.8%

0%

25%

50%

75%

100%

90%77%

59% 56%

23%

23%

41%51%

44%

77%

49%

10%

0%

25%

50%

75%

100%

Relevant toall of our 3

core missionareas

Inspiring Like it as is Differentiatesus from otherdepartmentsof pathology

Conceptuallygood butshould be

reworded abit

Overlyambitious

Agree Disagree

Member survey, con’t

• Other questions to include?? (But not too many!!)– ASC’s strengths and weaknesses in

each mission area?– Questions about journal?– Others??

26%

26%

29%

34%

39%

41%

42%

48%

51%

67%

0% 25% 50% 75%

Advance the research enterprise.

Further develop departmental infrastructure toadequately support faculty.

Maximize funding to grow and modernize Departmentand its supporting infrastructure.

Increase internal and external collaborations andcommunications.

Be a leader in the education and training of futurepathologists and technicians.

Results from Member Survey- Priorities will be ranked based on survey responses.

- UCD example below.

Note: Detail can be found in Appendix B

Create a people-friendly work environment that facilitates recruitment, retention and mentorship of talented faculty and staff.

Be a leader in the education and training of future pathologists and technologists.

Develop a culture of excellence, service and safety.

Increase internal and external collaborations and communications.

Strategically develop defined programmatic clinical subspecialties to become a regional referral center.

Maximize funding to grow and modernize Department and its supporting infrastructure.

Evaluate optimal organizational structure for Department.

Further develop departmental infrastructure to adequately support faculty.

Advance the research enterprise.

Address issues related to low productivity of some faculty.

Overall, survey respondents identified a people-friendly work environment and being a leader in education and training as their top two priorities.

Advancing the research enterprise and addressing issues of low productivity were considered the least important issues.

Third component of Stage 1

• Environmental review– Surveys, Future Report– External documents

• Member Survey• Resources – current and trends

– Staff– Revenue– Savings/endowments

Goals1. Establish the Department as the referral center for other hospitals and health care

providers in the region and beyond.

2. Foster high-impact and collaborative, interdisciplinary research.

3. Create and apply innovative diagnostic testing that is tailored to the prevention and management of disease.

4. Develop a culture of excellence, service and continuous quality improvement.

5. Create a people-friendly work environment that facilitates recruitment, retention and mentorship.

6. Be a leader in educating and training health care professionals and the community.

7. Maximize resources, efficiency and effectiveness

8. Maximize departmental resources, efficiency and effectiveness.

Phase II: Strategic Direction Refine goals and strategies at EB mtg (UCD Example below)

Strategies supporting each of the Department’s seven goals are summarized in the table below and on the following page with supporting tactical detail beginning on page 21 of this strategic plan.

GoalsGoals StrategiesStrategies

1. Establish the Department as the referral center for other hospitals and health care providers in the region and beyond.

1. Strategically develop and promote defined programmatic clinical subspecialties to become a regional referral center for other hospitals and health care providers.

2. Foster high-impact and collaborative, interdisciplinary research.

1. Develop innovative platforms for collaboration within and outside of the Department.

2. Build an outstanding research management infrastructure to optimally and proactively support faculty, staff and students to design, implement and manage research.

3. Create and apply innovative diagnostic testing that is tailored to the prevention and management of disease.

1. Position the Department to integrate pathology with personalized medicine.

Phase II: Strategic Direction Refine goals and create strategies (UCD Example below)

Strategy 6.1 Develop new teaching opportunities and practices to prepare pathology professionals for the future.

Preliminary Tactics:

a. Educate faculty, students, residents, fellows and practicing professionals to utilize emerging clinical and research technologies.

b. Leverage technology to increase training efficiency, including online learning.

c. Develop new electives for medical students.

d. Evaluate and potentially restructure required rotations for residents.

e. Leverage strength in unique academic units including comparative pathology, nutrition and others at UC Davis.

f. Enhance inter-professional education for health care professionals.

Goal 6: Be a leader in educating and training health care professionals and the community.

Phase II: Strategic Direction Identify preliminary tactics for each goal/strategy (UCD

Example below)

Maximize resources, efficiency and effectivenessMaximize resources, efficiency and effectiveness

People-friendly work environmentPeople-friendly work environment

Culture of excellence, service and continuous quality improvement Culture of excellence, service and continuous quality improvement

Innovative diagnostic testingInnovative diagnostic testing

High-impact and collaborative, High-impact and collaborative, interdisciplinary researchinterdisciplinary research

Referral center for other hospitals and Referral center for other hospitals and health care providershealth care providers

Leader in education Leader in education and trainingand training

Phase III: Implementation:

Foundational items first

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