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Ramesh C. Sachdeva, MD, PhD, MBA, JD
Sr. Vice President, Strategic Affairs
Photo courtesy of N. Phelps Stokes Collection, The New York Public Library
Representatives from all segments of SUNY Upstate Medical University
Ambulatory Administration
Basic Science Chairs
Clinical Chairs
Deans
Faculty
Faculty Administration
Faculty Governance
Hospital Administration
Stephen Albanese, MD – Orthopedic Surgery
David Amberg, PhD – Research Administration
Jeffrey Bogart, MD – Radiation Oncology/UUMAS
Sharon Brangman, MD – Geriatrics
Gennady Bratslavsky, MD – Urology
Leah Caldwell – Marketing and University
Communications
Bob Corona, MD – Pathology
Nancy Daoust – Hospital Administration
David Duggan, MD – College of Medicine
John McCabe, MD – Hospital Administration
Mark Schmitt, PhD – College of Graduate Studies
Tom Pelis – Finance and Management Administration
Eileen Pezzi – Upstate Foundation
Ramesh Sachdeva, MD, PhD – Strategic Affairs
Eric Smith – Finance and Management Administration
Maxine Thompson – Diversity and Inclusion
Wanda Thompson, PhD – Office of the President
Paula Trief, PhD – Faculty Affairs
Anthony Weiss, MD – Hospital Administration
Julie White, PhD – Student Affairs
Nursing Administration
Physicians
Researchers
Research Administration
Resident/Fellow
Shared Services Administration
Students
UUMAS
Special Projects & Support
President Danielle Laraque-Arena, MD & President’s Office Staff
Catherine Cadley, Educational Communications – Website Development
Holly McCurdy, Organizational Training and Development – Retreat Facilitation
Leah Caldwell, Sue Keeter, Dan Cameron, Marketing & University Communications
Darryl Geddes, Public & Media Relations
Strategic Plan Team Leaders & Support
Presidential Ongoing Priorities
• Develop President’s Office of Strategic Affairs
• Foster External Relationships and Collaborations
• Promote Cancer Integration & Network Development
• Support a Comprehensive Ambulatory Care Strategy
• Pursue Development of a Heart Institute
• Build on Neurosciences Expertise
OUR Upstate Initiatives
1) Integrate Health Care System
2) Institute for Global, Environmental, and Community Impact*
3) Institute for Transformative Education
4) Redesign Patient Entry
5) Global Budgeting*
6) Center and Institute Guidelines
7) Leadership Training: Trust & Collaboration
8) Technology & Facilities Assessment
9) Accomplishment Tracking
10) Evaluate Programs & Partnerships
11) One University Survey
12) Institute of Cultural Humility and Social Determinants of Health
* Overlap with Presidential priorities
Prioritized Strategic Planning Initiatives
Strategic Initiative
Current State2016-17
Future State2017-18
Office of Strategic
Affairs
Budget Approved: Yr 1
Staff recruitment in progress:
Support for BSI
Project ECHO
Research Analyst/Business
Development
Decision Analyst/Mgt Sciences
Analyst
Data Analyst
Cancer Center
Budget Approved: Yr 1
Clinical Faculty Recruitment
Research Faculty Recruitment
Research Infrastructure
Co-management agreement
Medical Oncology Integration
Pilot Grant Funding
Outreach Coordinator
Comprehensive
Ambulatory CareIncludes primary care over 3 years (including C-MatCH) Includes C-MatCH
Institute for Global,
Environmental &
Community Impact
Global Program Vector Biology Lab Bio-processing facility
Heart InstituteRecruitment of Chief of Cardiac Surgery & Chief of Cardiology
initiated
Preliminary model of
a Heart Institute in
place
Integrated Upstate
Health Care System
(Regional Strategy)
Manatt Consulting Group Support
Cortland RFP Submitted
Other regional collaborations – Discussion in progress
Consolidate regional
network in CNY
Expand key clinical
programs to
national level
Allocated Budget to Strategic Initiatives(as presented in the President’s State of the University Address, March 2017)
Resulting Trends Impacting Health Systems
Market consolidation
Tighter integration between hospitals and physicians
Increased provider accountability through risk-based reimbursement
Development of provider capacity to manage populations
Growth in ambulatory services
Team-based models and expandedprimary care needs
Growth in Post-Acute services
Increased academic and research competition
Downward Pressure on Price
and Cost
ACA; Health Reform; NYS
Medicaid Reform (DSRIP)
Federal Regulatory Changes; MACRA;
Value-Based Models
Advances in Medicine & Disruptive
Technologies
Reduced Federal Research Funding
Factors Driving Healthcare Transformation
Health Care Delivery and Payment Models Undergoing Rapid Transformation
Aging Population
Material provided by Manatt, Phelps & Phillips
Developing a Data-Driven Regional Strategy Upstate
Total Upstate Discharges per Zip
CodeTotal Upstate
Discharges = 27,401
NYS Statewide Planning and Research Cooperative System (SPARCS) data, CY 2015; Manatt analysis
• Cortland Regional Medical Center evaluating potential alignment with another health system (2017)
• Rome Memorial (Oneida) finalizes its affiliation agreement with St. Joseph’s Health System (March 2017)
• Bassett Healthcare and Oneida Hospital announce discussions around collaboration opportunities for primary care & population health (2016)
• Massena Hospital issues RFP for health system alignment opportunities (2016)
• St. Joseph’s acquired by Trinity Health (2015)
Regional Integration over last 2 yearsTop 10 Referring
Hospitals account for 53% of Patients
Transferred to Upstate
Data-Driven Strategic Decision-Making
What data are needed by a clinical department chair in determining program growth?• Population demographic trends• Epidemiological disease burden• Market analysis
What analyses are needed by an administrative leader to make optimal organizational portfolio decisions?• Structured decision-making• Decision analytical modeling• Quantifying risk and return
What analytical models are needed by an organization/department to determine optimal allocation of scarce resources?• Management sciences/operations research methodologies
The President’s Office of Strategic Affairs was created to partner with Upstate leaders to support their strategic decisions using a data-driven approach to answer such questions.
Office of
Strategic Affairs
Structured Decision-Making,
Data Analysis & Strategic
Business Planning
Balanced Scorecard
Implementation,
Measurement & Monitoring
Marketing/University
Communications
&
Media/Public Relations Administrative
Support
Office of the
President
Project ECHO
How can I influence this Strategy?
Research Roadmap example
Clinical Roadmap example
Education Roadmap example
Merging the Research, Clinical and EducationRoadmaps to become One University
How we will measure performance?
Learners, Patients, Community, & Other Stakeholders
• Reputation Index
• Community Health Education Elements
• Onondaga County Health Department Data
• Local and Regional Health Index
• Learner Access Score
• Time to Third Available New Appointment
Financial Stewardship
• Operational and Financial Key Performance Indicators
• Budget Process Participation
• Total Revenue Growth
• Overall Profit Margin
• Days Cash on Hand
Internal Processes
• Meeting Efficiency
• Performance Review Rate
• New strategic partnerships
• New mission or needs based programs
• Inpatient Vizient Rating
• Outpatient Vizient Rating
• Innovation Index
• Research Expenditures
• Leadership Integration Survey
Organizational Capabilities (People, Facilities, Technology)
• Student Diversity Index
• Workforce Diversity Index
• Pulse Survey
• Workforce Satisfaction Indicator
• Quality of Life Score
• Technology, Facilities, and Support Adequacy and Availability Score
• Technology, Facilities, and Support Utilization Index
Where Do I Fit in this 3-Year Strategic Plan?
Diagram above: The Balanced Scorecard Institute™
Increasing Access to Innovative State-of-the-Art Clinical Care
Map courtesy of Nations Online Project