Ramesh C. Sachdeva, MD, PhD, MBA, JD Sr. Vice President, Strategic - - PowerPoint PPT Presentation

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 State 2016-17 Future State 2017-18

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 Care Includes 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 Institute Recruitment 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)

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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

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pstate Discharges = = 27 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 years

Top 10 10 Referring Hos

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53% of

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Transferr rred to 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
• rganizational 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 Education Roadmaps to become One University

How we will ill 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