Ramesh C. Sachdeva, MD, PhD, MBA, JD Sr. Vice President, Strategic Affairs
Photo courtesy of N. Phelps Stokes Collection, The New York Public Library
Strategic Plan Team Leaders & Support 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 Special Projects & Support President Danielle Laraque-Arena, MD & President’s Office Staff Communications Catherine Cadley , Educational Communications – Website Development Bob Corona, MD – Pathology Holly McCurdy , Organizational Training and Development – Retreat Facilitation Nancy Daoust – Hospital Administration Leah Caldwell, Sue Keeter, Dan Cameron , Marketing & University Communications David Duggan, MD – College of Medicine Darryl Geddes , Public & Media Relations John McCabe, MD – Hospital Administration Mark Schmitt, PhD – College of Graduate Studies Tom Pelis – Finance and Management Administration Representatives from all segments of SUNY Upstate Medical University Ambulatory Administration Eileen Pezzi – Upstate Foundation Nursing Administration Basic Science Chairs Ramesh Sachdeva, MD, PhD – Strategic Affairs Physicians Clinical Chairs Researchers Eric Smith – Finance and Management Administration Deans Research Administration Faculty Maxine Thompson – Diversity and Inclusion Resident/Fellow Faculty Administration Wanda Thompson, PhD – Office of the President Shared Services Administration Faculty Governance Paula Trief, PhD – Faculty Affairs Students Hospital Administration UUMAS Anthony Weiss, MD – Hospital Administration Julie White, PhD – Student Affairs
OUR Upstate Initiatives 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
Prioritized Strategic Planning 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
Allocated Budget to Strategic Initiatives (as presented in the President’s State of the University Address, March 2017) Strategic Current State Future State Initiative 2016-17 2017-18 Research Analyst/Business Budget Approved: Yr 1 Development Office of Strategic Staff recruitment in progress: Decision Analyst/Mgt Sciences Support for BSI Affairs Analyst Project ECHO Data Analyst Co-management agreement Budget Approved: Yr 1 Clinical Faculty Recruitment Medical Oncology Integration Cancer Center Research Faculty Recruitment Pilot Grant Funding Research Infrastructure Outreach Coordinator Comprehensive Includes primary care over 3 years (including C-MatCH) Includes C-MatCH Ambulatory Care Institute for Global, Vector Biology Lab Global Program Environmental & Bio-processing facility Community Impact Preliminary model of Recruitment of Chief of Cardiac Surgery & Chief of Cardiology Heart Institute a Heart Institute in initiated place Consolidate regional Manatt Consulting Group Support Integrated Upstate network in CNY Cortland RFP Submitted Expand key clinical Health Care System Other regional collaborations – Discussion in progress (Regional Strategy) programs to national level
Health Care Delivery and Payment Models Undergoing Rapid Transformation Res esult lting Trends s Imp Impacting He Health Systems Factors Driving Healthcare Transformation Mar Market con onsolid idatio ion Tigh Tighter integr gratio ion be between ACA; Health Downward hospit ho itals ls and and ph physic icia ians Reform; NYS Pressure on Price Medicaid Reform and Cost (DSRIP) Inc ncreased pr provid ider acc accountabil ilit ity thr through ri risk-based reim eimbursement Federal Regulatory Advances in Changes; MACRA; Medicine & Develo De lopment of of pr provid ider cap apacit ity Value-Based Disruptive to o man manage po popu pulation ons Models Technologies Growt Gr wth in n am ambula latory ry ser ervic ices Team eam-based mo models ls an and expanded Reduced Federal pri primary ry care nee needs Aging Population Research Funding Growt Gr wth in n Pos ost-Acute ser ervic ices Inc ncreased ac academic ic and and rese esearch com ompetition on Material provided by Manatt, Phelps & Phillips
Developing a Data-Driven Regional Strategy Upstate Top 10 10 Referring Regional Integration over last 2 years Hos ospitals s acc account for or 53% 53% of of Patients • Cortland Regional Medical Center evaluating potential Transferr rred to to alignment with another health system (2017) Upstate • 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) Tot otal Ups pstate Discharges pe per Zip p Cod ode Tot otal Ups pstate Discharges = = 27 27,401 NYS Statewide Planning and Research Cooperative System (SPARCS) data, CY 2015; Manatt analysis
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 the President Structured Decision-Making, Balanced Scorecard Data Analysis & Strategic Implementation, Business Planning Measurement & Monitoring Office of Strategic Affairs Marketing/University Communications Project ECHO & Media/Public Relations Administrative Support
How can I influence this Strategy?
Research Roadmap example
Clinical Roadmap example
Education Roadmap example
Merging the Research, Clinical and Education Roadmaps to become One University
How we will ill measure performance? Learners, Patients, Community, & Other Stakeholders • New strategic partnerships • Reputation Index • New mission or needs based programs • Community Health Education Elements • Inpatient Vizient Rating • Onondaga County Health Department Data • Outpatient Vizient Rating • Local and Regional Health Index • Innovation Index • Learner Access Score • Research Expenditures • Time to Third Available New Appointment • Leadership Integration Survey Financial Stewardship Organizational Capabilities (People, Facilities, Technology) • Operational and Financial Key Performance • Indicators Student Diversity Index • • Budget Process Participation Workforce Diversity Index • • Total Revenue Growth Pulse Survey • • Overall Profit Margin Workforce Satisfaction Indicator • • Days Cash on Hand Quality of Life Score • Internal Processes Technology, Facilities, and Support Adequacy and Availability Score • Meeting Efficiency • Technology, Facilities, and Support Utilization • Performance Review Rate 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
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