Transcription
Pathology & Laboratory MedicineStrategic Plan 2016-2020Rev. 8/22/16
In this presentation: Why have a strategic plan? Process to create the new plan 2016-2020 Department Strategic Plan Review of accomplishments from our previous planand elements to leverage for the future.
Why and how?
Why have a strategic plan? A roadmap– Provides direction and goals.– Defines priorities: What we do and what we won’t do.– Guides day-to-day decisions, including where we investresources (time, people, ).– Framework for evaluating progress and changingapproaches.
How our plan was created: Process Department retreats with facilitated discussion,November and December, 2015):– Review of previous dept. strategic plan (2011-15)– Draft new goals and priorities VC/Dean’s strategic plan retreats:– February 2016– June 2016 (included community panel and earlycareer faculty panel) Department chair retreat: June 2016 Refinement of department plan to align withUCDHS’ new strategic plan
UCDHS New Strategic Plan:SIX PILLARS FOR THE FUTURE1. LEADING PERSON-CENTERED CARE: In the BEST way, at the BEST time, by theBEST team.2. REIMAGINE EDUCATION: We cultivate diverse, trans-disciplinary, life-longlearners who will lead transformation in health care to advance well-being andequity for all.3. ACCELERATE INNOVATIVE RESEARCH: We improve lives and reduce theburden of disease through the discovery, implementation, and dissemination ofnew knowledge.4. IMPROVE POPULATION HEALTH: We enhance population and community healthand wellness through the use of big data and precision health.5. TRANSFORM OUR CULTURE: We boldly engage all with compassion, inclusion,and a vision to inspire innovative ideas and to empower each other.6. PROMOTE SUSTAINABILITY: Our shared goals, balanced priorities, andinvestment in our workforce and community promotes health and well-being.
Department ofPathology & Laboratory Medicine’sStrategic Plan2016-2020
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:LEAD PERSONCENTEREDCAREObjective 1.1: Increase shareddecision-making, incorporatingpatient values and preferences,and using evidence-based,innovative practices.Objective 1.2: Enhancetimeliness of care to maximizequality of life for each individual.Objective 1.3: Efficiently applyappropriate resources andtechnology to bring our expertiseto the patient.Objective 1.4: More expertcoordinated care achieves optimaloutcomes.Rev. 8/22/16DEPT GOALSA. Create andapplyinnovativediagnostictesting and teststrategies thatare tailored tothe preventionand mgt. ofdisease.ACTION ITEMS1. Update and replaceobsolete/inefficientsuboptimal tests orprocesses.2. Develop a plan for LabDeveloped Tests (testdevelopment &implementation) inalignment with new FDAguidelines3. Create and optimizediagnostic info deliverytools (Path, labs,genomics, Rad) tosupport the best clinicalcare at the best time.a) Implement new BeakerLISb) Develop integratedreporting and otherintegrated services.c) Create a Center forApplied ClinicalInformatics tocomplement informaticsprogram in Public HealthSci. in collaboration withIT and CMIO Wajdad) Develop a ClinicalDiagnostic MedicineInformatics fellowshipthru the y,TranHogarth,Seibert,Dougherty, Howell,DiazKhansefidSTATUSa) Review standing orders forinappropriate testsb) Use new Beaker LIS to improvetest menu/remove old testsa) Create a SWOT analysis re: ourlocal strengths, challenges, etc. forlab developed tests within ourlaboratory.b) Present in fall for furtherdiscussion and planning.a) New LIS: Implementation inprogress and on time.b) Newly integrated Path-Rad IT teamto support integrated reporting andother integrated services.c) Topic of Center and fellowship hasbeen instroduced to new CMIOWajda – further discussions tofollow.
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:LEAD PERSONCENTEREDCARE, Con’tObjective 1.1: Increase shareddecision-making, incorporatingpatient values and preferences,and using evidence-based,innovative practices.Objective 1.2: Enhancetimeliness of care to maximizequality of life for each individual.Objective 1.3: Efficiently applyappropriate resources andtechnology to bring our expertiseto the patient.Objective 1.4: More expertcoordinated care achieves optimaloutcomes.Rev. 8/22/16DEPT GOALSACTION ITEMSDEPTLEADA. Create andapplyinnovativediagnostictesting and teststrategies thatare tailored tothe preventionand mgt. ofdisease.4. Develop andimplement digitalpathology services toexpand consultativeservices and expertisethat will improve patientcare.a) Digitize the tumorboardsb) Implement UCLA –UCD digital pathologyconsultation serviceUse live robotictelepathology and/orwhole slide scanningfor frozen sectionconsultsc) Integrate whole slideimaging with Beaker(this would be aproject after go-livein two years)Gui, Bishop5. Create access toplatelet additive solutionto reduce allergictransfusion reaction ratesand time-intensivebedside managementBarnhard,TransfusionteamSTATUSa) Tumor boards: digital path currentlyused for 50% of tumor boards; goal 90-100% by 7/2017.b) Consult service: SOP in place,validation in process. Goal 2/3 ofconsult cases to UCLA to be digital.c) Live robotic telepath/WSI: System upgrade in process,completion end of year. Training of staff and faculty Validation for renal path Champions in use of WSI for internalconsults: IT department is supporting5 laptops that are given to pathologist“champions” (Bishop, Darrow, Jen, Jin,Olson, Huang).Pending contract with ARC – expected tobe finalized mid-August withimplementation of contract in Oct-Nov.
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:REIMAGINEEDUCATIONObjective 2.1: Welcome, inspire,and nurture diverselearners/scholars at all stages ofdevelopment.Objective 2.2: Implementinnovative approaches to engageall in active learning and wellnessthroughout their lives.Objective 2.3: Applytechnological advances totransform the learningenvironment.Objective 2.4: Revolutionizeeducation through activeinterprofessional learning focusedon clinical and researchexcellence and systemsimprovement across settings.DEPTGOALSACTIONITEMSA. Be a leaderin educatingand traininghealth careprofessionalsand thecommunity1: Housestaff: Monitorhousestaffdevelopmentplans and nurturetheir career goalsthrough anintegratedcombination offormal mentorshipand monitoring ofACGMEmilestones. Integrate activelearning methodsinto een,Departmentmentoringdirectors(Jensen, Jin)2. Med students:Re-institute 3rd yearpathology elective formedical students.Huang,GandourEdwards,ACE3. CLS and CTprogramsSharon Wahland CLSoversightcommitteeCross-referencedfrom UCDHS GoalPerson-CenteredCare: nsefidSTATUSa) Expand resident mentoring program into a team-basedmodel; fill out a brief form describing the general topicsdiscussed and any associated action plan items. During thebiannual individual resident-prog dir mtgs, review form anddiscuss, general effectiveness of the mentor-menteerelationship.b) Integrate online sessions in the resident's curriculum toenhance active learning, utilizing self assessment moduleslike HematologyOutlines to educate, enhance and assess theresident's diagnostic skills and knowledge. Progress will beevaluated and monitored through self assessment quizscores and their written responses to the questions posedduring these experiences.c) Integrate TBL and PBL sessions into curriculum.ACE will work with new IOR Eric Huang to develop elective.a)Objective 2.5: IncentivizeFaculty/Staff development,mentorship, and coaching toensure educational innovation andeffective use of technology inteaching and learning.Rev.Rev. 6/21/168/22/16DEPT.LEADIntegrate more molecular path training into CT program,in collaboration with Univ. of Nebraska Sandy Hatcher providing lectures via video conf to entireNebraska program (including UCD-Nebraska CTstudents) Sharon will work with Sandy to expand molecular trainingfor CT student here.b) Expand training program at Marshall Hospital: Contractsoon to be signed; implementation to follow.Work with new CMIO Jeff Wajda to establish a ClinicalDiagnostic Medicine Informatics fellowship thru the Center.
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:ACCELERATINGINNOVATIVERESEARCHObjective 3.1: Enhance andimprove core foundationalinfrastructure needed to supportinnovative research (discovery).Objective 3.2: Optimize andrecruit a sustainable pool ofresearch talent.Objective 3.3: Lead a culture oftransparency, teamwork, andengagement in support of theresearch mission.Objective 3.4: Integrate research(discovery) into the fabric of ourinstitution.Objective 3.5: Maintain an activecreative dialogue with theexternal environment to stimulateexchange of ideas.Rev. 8/22/16GOALSA. Foster CTION ITEMSDEPT LEAD1. Foster clinical research:Create and implement aClinical Research OversightCommittee (CROC): toimprove researchers’ accessto and service from clinicallab by collaborativelycreating with bestpractices/processes.Clinical ResearchOversightCommittee (CROC)formed:2. Foster basic/translationalresearch: Recruit physicianscientists to grow basicscience research andcollaborate across deptsand centers. Organize networkingevents to promoteinterdisciplinary researchcollaborations acrosscenter and campuses. Promote financialviability/sustainability ofexisting core and clinicalfacilities by promotingutilization and assistingrecognition as UC DavisResearch Officesponsored core facilities Develop P awards andother big grants incollaboration with centersand others to createimpact and sustainabilityfor junior faculty.Advisory Committeeon Research (ARC)Caynak, Cox, DiazKhansefid,Gandour-Edwards,Gosselin, Green,Gregg, Huang,Okimura, Polage,Sharma, Tran, Wan,Bishop, GandourEdwards, Levenson,Wan, Hogarth,Green, Jin, DiazKhansefid, M. Chen,Tran, Luciw,Martinez-Cerdeno,Barry, PolageSTATUSImplemented in 5 pilot depts withinput on the following:1) Forms.2) Decision tree re: processes.3) Turnaround time4) Dedicated e-mail contact.5) Key elements for website. Recruitments in 2016-17: Twoclinician-scientists (ped path,neuropath) and Stowell Chairfor Experimental Pathologyrecruitment posted – ARC willwork with the searchcommittees and Centers tofaciliate recruitment.Dept will lead inter-deptresearch award program for2016-17, now expanded toinclude centers.Discussions begun in July/Augwith Sr. Assoc Dean Berglundand UCD Assoc Dir, CoreFacilities Julie Auger to addresscentral support andsustainability of core labs.
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:ACCELERATINGINNOVATIVERESEARCHObjective 3.1: Enhance andimprove core foundationalinfrastructure needed to supportinnovative research (discovery).Objective 3.2: Optimize andrecruit a sustainable pool ofresearch talent.Objective 3.3: Lead a culture oftransparency, teamwork, andengagement in support of theresearch mission.Objective 3.4: Integrate research(discovery) into the fabric of ourinstitution.Objective 3.5: Maintain an activecreative dialogue with theexternal environment to stimulateexchange of ideas.Rev. 8/22/16GOALSA. Foster CTION ITEMSDEPTLEAD3. Become an institutionalleader in imagingtechnologies and advancedinformatics Develop and use noveltechnology andcomputational tools toaccelerate acceleratediagnostics, decreaseturn-around time andinefficiencies, lower costsand improve patientexperience. Strengthen connectionsand collaboration withCancer Center Imagingprogram Dept. ofRadiology, Develop and apply naturallanguage processing toimprove utility of the EMR.Levenson,Hogarth, andothers4. Align pathology tools andassays to support andadvance tumor immunotxresearch and clinical use. Develop and applymultiplexed quantitativeIHC and other techniquesto assess patient tumormicroenvironment. Connect with researchersin the Cancer Center andother UCD sites to furtherresearch in this area.Levenson,Borowsky,others.STATUS
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:IMPROVEPOPULATIONHEALTHObjective 4.1: Identify keypopulations: UCDHS patients Our local community The broader region UC Health The Nation Internat’l populations The global communityObjective 4.2: Assemblecollaborative, multidisciplinaryteams and novel tools.Objective 4.3: Expandinfrastructure to seamlesslycollect, structure and analyzebig data.Objective 4.4: Provide accessto stakeholders in all missions.Objective 4.5: Developinitiatives and interventionswith measurable outcomes.Objective 4.6: Measureoutcomes and impact to informfuture actions.Rev. 8/22/16DEPTGOALSA. Become aninstitutionalleader inbiobanking evelopinfrastructure andprocesses forbanking remnantclinical bloodsamples and tissue,and link withassociated clinicaland lab information.DEPTLEADSTran, DiazKhansefidSTATUS B. Become aninstitutionalleader inmicrobiomerelatedresearch forpersonalizedhealth.1. Develop aninstitutionalmicrobiomebiobank.2. Convene aninter-deptmicrobiomeresearchinterest groupto growcollaborationsand new grantapplications.3. Form abioinformaticsgroup formicrobiotaresearch toshare and teachskills.Wan Collaborate on global consenting process(“BURRITO” approach); to be submitted tothe IRB in 9/2016.Collaborate with Nick Anderson/Public HealthSciences re: informatics infrastructuredevelopment (in progress).Pilot remnant blood collections in BurnCenter as part of existing grant-fundedproject.Leverage installation of new clinicalautomation line (2016-2018) and implementthe line’s biobanking capabilities, andgrowth of banked remnant blood specimens.Pursue funding for biobank from CTSA R21program, October 2016.Microbiome biobank established withDivision of GI Medicine – seekinginstitutional funding.Interest groups to be convened following Dr.Wan’s NCI on personailized medicine conf inSeptember.Other steps to be developed.
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:TRANFORM OURCULTUREObjective 5.1: Promote crosspollination in departments andprograms to emphasizecollaboration.Objective 5.2: Embrace change toincrease nimbleness and efficiency.Objective 5.3: Improvecommunication for transparency ofinformation.Objective 5.4: Eliminate barriers todiversity and inclusion.Objective 5.5: Foster mutualrespect, integrity, and accountabilityfor all.Objective 5.6: Promote a flexiblework environment and develop a fullyengaged workforce.Rev.Rev. 6/21/168/22/16DEPT GOALSA. Develop aculture ofexcellence,service, andcontinuousqualityimprovement.ACTION ITEMSDEPT.LEAD1. Modify jobdescriptions andevaluations forclinical staff toinclude expectationsfor excellence andparticipation inresearch andeducation.DiazKhansefid,Huang,Olson, Cox,Okimura2. Create an onboarding programfor new faculty andstaff to communicatevalues regardingclinical care,research, education,and on,Barnhard3. Enhancecommunicationthrough socialmedia, and labsection meetingsusing “stories ofexcellence.”Howell, Cox,Okimura,OlsonSTATUSJob descriptions reviewed – modificationsin progressa) New on-boarding program launchedin July 2016. Includes small groupmtgs with colleagues, mtgs withleaders and resources– eval ofprocess in 6 mon.b) Similar program to be developed forstaff and incorporated into currentorientation.c) Resident on-boarding re:professionalism to be consideredfollowing guest visit by Dr. RonaldDomena) Chair’s blog initiated in July 2016.b) Create website section highlighting CPand AP section each month.c) Survey dept members re: preferredmethod of communication andperceived gaps re; communication –use results to plan interventions.
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:TRANSFORMOUR CULTURE,Con’tDEPT GOALSACTIONITEMSDEPTLEADSTATUSB. Raiseawareness of thevalue and role ofpathologists &laboratorians indisease diagnosisand monitoringhealthInternalawarenesscampaign forcliniciansfocusing oneliminatingorders forobsolete testsor obsoletetestingstrategies.C. Create a peoplefriendly workenvironment thatfacilitatesrecruitment,retention, andmentorshipIdentify at leastone area forimprovementfrom a for improvement collegiality/professionalism1) Re-survey faculty to determine current status – review FacForward survey questions to create new survey.2) Create a mechanism for “early detection” (?confidentialreporting) and process for intervention, potentially involve afaculty member’s mentorship team.3) Consider doing “exit” or “STAY” interviews.Objective 5.5: Foster mutualrespect, integrity, andaccountability for all.D. Cross-referencedfrom UCDHS GoalAcceleratingInnovative ResearchHowell,Wan, ARCDr. Wan will co-lead a inter-dept/center research grant programfor the second year, including a networking event. Expandedparticipants for 2016: 9 depts, 7 Centers, and School of Vet Med.Objective 5.6: Promote a flexiblework environment and develop afully engaged workforce.3.2.A.2 Basic andtranslationalresearch:Organizenetworkingevents topromoteinterdisciplinary researchcollaborationswith facultyacross bothcampusesObjective 5.1: Promote crosspollination in departments andprograms to emphasizecollaboration.Objective 5.2: Embrace change toincrease nimbleness andefficiency.Objective 5.3: Improvecommunication for transparency ofinformation.Objective 5.4: Eliminate barriersto diversity and inclusion.Rev. 8/22/161)Tran, DiazKhansefid,Olson2)Provide illustrative case studies demonstrating value ofpathologist/lab with at least 4 Change in Lab Servicenotifications. Pilot TranSubmit abstracts on lab QI improvement projects forpresentation at annual UCDHS Quality ImprovementSymposium, goal 4 accepted abstracts
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:PROMOTESUSTAINABILITYObjective 6.1: Identify shared goalsand balance priorities across UCDHSObjective 6.2: Invest in ourworkforce and community to promotehealth and well-being.DEPTGOALSA. Pursuesavings andefficiencies inservicesthroughpartnershipswith otherunitsACTIONITEMS1. Transition to anew bloodproduct vendoras a part of theLeveraging Scalefor Value UCHealth initiativeDEPTLEADSBarnhard andTransfusion/Blood BankteamObjective 6.3: Educate, empower,and reward our workforce andstakeholders at all levels to achieveand exceed our shared goals.(financial outcomes)2. Partner withRadiology to create aRad-Path “cluster”,(i.e., sharedposition) inAcademic PersonnelObjective 6.5: Increasetransparency in decision-making andfeedback in the use of resources andoutcomes.Objective 6.7: Diversify revenuesources: Build philanthropic base ( 100million/year) Achieve #25 NIH ranking Increase all extramural funding Build collaboration with investmentpartnersRev. 8/22/16a. Improved blood supply chain mgt: Adopt near 100% electronic ordering,shipment status monitoring, and returns Reduce costly STAT delivery via new standingorders using ARC’s projected blood usagesoftware Use ARC’s e-reports for usage and waste tominimize manual data analysisb. Saving for blood sendout testing: Re-negotiate/re-direct ref lab testing;leveraging blood contractAll above pending contract with ARC – expectedto be finalized mid-August with implementationof contract in Oct-Nov.Objective 6.4: Improve collectionand dissemination of relevant clinical,research and education data tomaximize efficiency and capacity.Objective 6.6: Create a structure toinvest and accept risk as a healthsystem.STATUSB. Grow Leanprocessestoempowerstaff andimproveefficiencyand jobsatisfaction.1. Implement Leanprocessimprovement inBlood Bank.Radiologyand PathCAOs (DiazKhansefid)a. Proposal for cluster submitted, recruitment inprogress.Barnhard andTransfusion/Blood BankteamConsultative review by Ortho, per UC Health,suggestion provided for review.
Pathology & Laboratory Medicine – Strategic Plan 2016 & BeyondUCDHS GOAL:PROMOTESUSTAINABILITY,Con’tDEPT GOALSACTIONITEMSC. Diversifyrevenue sources1. Use outreachservices to createnew revenue fromnew clinical clientsand outsideresearch contractsGreen,Sharma, JenPromote financialviability/sustainability ofexisting core labsby promotingutilization andrecognition as UCDavis ResearchOffice-sponsoredcore facilitiesARC, Howell,DiazKhansefidObjective 6.1: Identify shared goalsand balance priorities across UCDHSDEPTLEADSSTATUSa. In-source renal pathology, and grow externalrenal pathology clients.b. Leverage new EHR-hosted sites for outreachbusiness opportunities.Objective 6.2: Invest in ourworkforce and community to promotehealth and well-being.Objective 6.3: Educate, empower,and reward our workforce andstakeholders at all levels to achieveand exceed our shared goals.(financial outcomes)Objective 6.4: Improve collectionand dissemination of relevant clinical,research and education data tomaximize efficiency and capacity.Objective 6.5: Increasetransparency in decision-making andfeedback in the use of resources andoutcomes.Objective 6.6: Create a structure toinvest and accept risk as a healthsystem.Objective 6.7: Diversify revenuesources: Build philanthropic base ( 100million/year) Achieve #25 NIH ranking Increase all extramural funding Build collaboration with investmentpartnersRev. 8/22/16Cross-referencedfrom UCDHS GoalAcceleratingInnovativeResearch1A. Fosterbasic/translationalresearchFlow Cyto core lab discussed with Julie Auger(Assoc Dir, Core Facilities) in July 2016 – planunder development for financial security orchange in dept home.
Our new plan leverages manyprevious accomplishmentsfrom our laststrategic plan(2011-16)
Previous accomplishments to leverage:New faculty talent 19 new faculty (2010-2016); net increase of 11 New clinical subspecialists enabled surgical pathology reorganization into subspecialty teams enhanced connectionsto clinicians for patient care, education, and research. Faculty development: 18 faculty participated in 12 differentprograms:––UCD: Early-/mid-career development programs, K08, K12, Teaching Scholars program,Entrepreneurship program, Quality Improvement Certificate program.Other: ASCO, AAMC women and minority programs, APC Leadership Academy. Mentorship program:– Dept and individual faculty recognized for excellence with Dean’s awards. Compensation plan revisions implemented in 2014-15:– Align faculty reward with strategic goals.– Recognize team and citizenship within the dept.
Previous accomplishments to leverage:Increased diversity Women:– 11 of 19 new faculty– 3 of 5 new faculty in tenure series. Growing undergraduate pipeline:– Effective outreach increased diversity among our Edmondsonsummer research interns. Department members as leaders in diversity:– Veronica Martinez-Cerdeno: CAMPOS scholar and member ofmany UCD diversity-related committees.– Chair Lydia Howell: Chair of Leadership Development & DiversityCommittee for Association of Pathology Chairs.
Previous accomplishments to leverage:Research Our department NIH ranking: Rose 12 points to upper-third nationally. Department faculty as institutional research leaders:– Site PIs for UC-wide projects: Athena Breast Health Program, UC BRAID, PatientCentered Scalable National Network for Effectiveness Research– Directors of institutional shared resources New and growing research themes: Technology, Quality improvement. New Clinical Research Oversight Committee to facilitate research inclinical labs. Improved dept. research infrastructure:–––––New CAO and business manager to improve management.Training of research admin staff: 40 classes attended.Clinical research certification for SRA.CAP-accreditation for Cancer Center biorepositoryGI biobank established by Dr. Wan with GI Medicine.
Previous accomplishments to leverage:Education Medical students– Second year course: Rose to #1 in pre-clinical curriculum.– New acting internship, new electives: Strong enrollment ( 1/3 of class)– Re-established Path Student Interest Group: Growing lab literacy. Residents and Fellows– New and energetic program director and coordinator– Increased training in grossing– New orientation, handbook, milestones, rotation schedule. Undergrads: Award-winning course for biomed engineering majors. Lab professionals– New cytotech program with Univ. of Nebraska, new CLS clinical training site Community practitioners: New annual diagnostic seminar
Previous accomplishments to leverage:Resource managementExamples: Integration/sharing of selected business services with Radiology, asper newly developed Path-Rad plan. Re-negotiated send-out contract with our 1o ref lab:– Total savings of 338,673 in first year– Similar savings with hemepath/genomics contracts New billing and coding team: Increased quality, efficiency, andcollections. Blood utilization and savings:– 2012-present: Development and implementation of transfusion registry– 2015-present: Transition to new UC-wide blood provider (Red Cross), 2M savings to UCDHS
Important to our future success:Dedicated, committed faculty and staff! We look forward to the contributions of everyoneon our team to help us implement our plan andachieve the goals of our health system – moregreat accomplishments to come!
Aug 22, 2016 · How our plan was created: Process Department retreats with facilitated discussion, November and December, 2015): – Review of previous dept. strategic plan (2011-15) – Draft new goals and priorities VC/Dean’s strategic plan retreats: – February 2016 – June 2016
