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Information Information Technology for Technology for
Strategic PlanningStrategic PlanningThe Stanford Medical School The Stanford Medical School Strategic Planning DatabaseStrategic Planning Database
Association of American Medical CollegesGroup on Business Affairs, Group on Information Resources, Group on
Institutional Planning Annual Meeting - Chicago, IL
May 3, 2007
May 3, 2007 AAMC GIP/GBA/GIR 2
Information Technology for Strategic Information Technology for Strategic PlanningPlanning
•• Strategic Planning at StanfordStrategic Planning at Stanford•• Strategic Planning and Information TechnologyStrategic Planning and Information Technology•• Strategic Planning Data ModelStrategic Planning Data Model•• Database DemonstrationDatabase Demonstration•• Future InnovationsFuture Innovations•• ResourcesResources
May 3, 2007 AAMC GIP/GBA/GIR 3
Strategic Planning at StanfordStrategic Planning at Stanford
•• Strategic Plan Organization/ElementsStrategic Plan Organization/Elements•• Strategic Planning ProcessStrategic Planning Process•• Organizational ScopeOrganizational Scope•• The Data/Information Management ChallengeThe Data/Information Management Challenge
May 3, 2007 AAMC GIP/GBA/GIR 4
Strategic Plan Organization / Strategic Plan Organization / ElementsElements
Organization/Unit VisionOrganization/Unit ValuesOrganization/Unit Mission
Goal Goal GoalGoalGoal Goal Goal
May 3, 2007 AAMC GIP/GBA/GIR 5
Strategic Plan Organization / Strategic Plan Organization / ElementsElements
Vision, Values and Mission
Goal
Strategic Initiatives
Strategic Initiatives
Strategic Initiatives
Strategic Initiatives
Strategic Initiatives
Environmental Scansand
SWOT Assessments
Success MeasuresValues Values ValuesValuesValues
Values ValuesValues Values
May 3, 2007 AAMC GIP/GBA/GIR 6
Strategic Plan Organization / Strategic Plan Organization / ElementsElements
Vision, Values and MissionGoals, SWOT and Metrics
Strategic Initiative
Priority Score
Strategic Value
Ease of Impl.
Activity Activity ActivityActivityActivity
May 3, 2007 AAMC GIP/GBA/GIR 7
Strategic Plan Organization / Strategic Plan Organization / ElementsElements
Vision, Values and MissionGoals, SWOT and Metrics
Activity
Strategic Initiatives and Priority Scores
Estimated and Actual CostsCurrent
FYFuture
FYFuture
FYFuture
FYPast FY
Past FY
Past FY
May 3, 2007 AAMC GIP/GBA/GIR 8
Strategic Plan Organization / Strategic Plan Organization / ElementsElements
Organization/Unit VisionOrganization/Unit ValuesOrganization/Unit Mission
Goal
Goal GoalGoalGoal Goal Goal
Strategic Initiatives
Strategic Initiatives
Strategic Initiatives
Strategic Initiatives
Strategic Initiatives
SWOT Metrics
Priority Scores
Activity
Activity ActivityActivityActivity
Estimated and Actual CostsCurrent FY Future FY Future FY Future FYPast FYPast FYPast FY
May 3, 2007 AAMC GIP/GBA/GIR 9
INTEGRATED PLANNING & INTEGRATED PLANNING & BUDGETING PROCESSBUDGETING PROCESS
JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN JULY AUG SEPT OCT NOV
Medical School Strategic Plan
Faculty Plan
Capital Plan
Medical School Financial Planning
LRF & Consolidated Plan Budgeting
Department Forecast
Department Budget
Vision and Program Resources
External Review
(Optional)
Individual Unit Strategic Plan Implem
entation
Senior Associate Deans
Executive Committee
Strategic Plan Database
May 3, 2007 AAMC GIP/GBA/GIR 10
Stanford Strategic Planning Stanford Strategic Planning Organizational Scope Organizational Scope -- CurrentCurrent
Clinical Affairs (Peds/Ob)
Faculty Diversity and Leadership
Graduate and Continuing Medical Education
Finance and Adminstration
VICE PRESIDENTS AND DIRECTORS (5)
AnesthesiaCT Surgery
Clinical Informatics VP, Medical Development
DEPARTMENT CHAIRS (28) INSTITUTES (5) AND CENTERS (1) DIRECTORS
SENIOR ASSOCIATE DEANS (11)
BiochemistryBioengineering (*)
Stem Cell Biology & Regenerative Medicine
Neurosciences
STANFORD SCHOOL OF MEDICINE Dean
Genetics
Neurosurgery
Radiation OncologyRadiology
Ob/GynOphthalmologyOrthopedic Surgery
DermatologyMedicineNeurology
Surgery
OtolaryngologyPathologyPediatrics
Urology
Comparative Medicine
Developmental Biology
Health Research and Policy
Microbiology and Immunology
Molecular & Cellular Physiology
Molecular Pharmacology
NeurobiologyStructural BiologyPsychiatry
Medical Education
Research (Cores)Research
Academic Affairs Graduate Education
Postdoctoral Training
Clinical Affairs (Adult)
Exec. Dir., Communication & Public Affiars
Chief Counsel (*)
Director, Federal Relations (*)
Director, Institutional Planning
Comprehensive Cancer Center
Cardiovascular Medicine
Immunity, Transplantation & Infection
Information Resources & Technology
May 3, 2007 AAMC GIP/GBA/GIR 11
Stanford Strategic Planning Stanford Strategic Planning Organizational Scope Organizational Scope -- Phase 2Phase 2
Clinical Affairs (Peds/Ob)
Faculty Diversity and Leadership
Graduate and Continuing Medical Education
Finance and Adminstration
VICE PRESIDENTS AND DIRECTORS (5)
AnesthesiaCT Surgery
Clinical Informatics VP, Medical Development
DEPARTMENT CHAIRS (28) INSTITUTES (5) AND CENTERS (1) DIRECTORS
SENIOR ASSOCIATE DEANS (11)
BiochemistryBioengineering (*)
Stem Cell Biology & Regenerative Medicine
Neurosciences
STANFORD SCHOOL OF MEDICINE Dean
Genetics
Neurosurgery
Radiation OncologyRadiology
Ob/GynOphthalmologyOrthopedic Surgery
DermatologyMedicineNeurology
Surgery
OtolaryngologyPathologyPediatrics
Urology
Comparative Medicine
Developmental Biology
Health Research and Policy
Microbiology and Immunology
Molecular & Cellular Physiology
Molecular Pharmacology
NeurobiologyStructural BiologyPsychiatry
Medical Education
Research (Cores)Research
Academic Affairs Graduate Education
Postdoctoral Training
Clinical Affairs (Adult)
Exec. Dir., Communication & Public Affiars
Chief Counsel (*)
Director, Federal Relations (*)
Director, Institutional Planning
Comprehensive Cancer Center
Cardiovascular Medicine
Immunity, Transplantation & Infection
Information Resources & Technology
May 3, 2007 AAMC GIP/GBA/GIR 12
Stanford Strategic Planning Stanford Strategic Planning Organizational Scope Organizational Scope -- Phase 3Phase 3
Clinical Affairs (Peds/Ob)
Faculty Diversity and Leadership
Graduate and Continuing Medical Education
Finance and Adminstration
VICE PRESIDENTS AND DIRECTORS (5)
AnesthesiaCT Surgery
Clinical Informatics VP, Medical Development
DEPARTMENT CHAIRS (28) INSTITUTES (5) AND CENTERS (1) DIRECTORS
SENIOR ASSOCIATE DEANS (11)
BiochemistryBioengineering (*)
Stem Cell Biology & Regenerative Medicine
Neurosciences
STANFORD SCHOOL OF MEDICINE Dean
Genetics
Neurosurgery
Radiation OncologyRadiology
Ob/GynOphthalmologyOrthopedic Surgery
DermatologyMedicineNeurology
Surgery
OtolaryngologyPathologyPediatrics
Urology
Comparative Medicine
Developmental Biology
Health Research and Policy
Microbiology and Immunology
Molecular & Cellular Physiology
Molecular Pharmacology
NeurobiologyStructural BiologyPsychiatry
Medical Education
Research (Cores)Research
Academic Affairs Graduate Education
Postdoctoral Training
Clinical Affairs (Adult)
Exec. Dir., Communication & Public Affiars
Chief Counsel (*)
Director, Federal Relations (*)
Director, Institutional Planning
Comprehensive Cancer Center
Cardiovascular Medicine
Immunity, Transplantation & Infection
Information Resources & Technology
CTSA
May 3, 2007 AAMC GIP/GBA/GIR 13
Stanford Strategic Planning Stanford Strategic Planning Organizational Scope Organizational Scope -- Subunits and Subunits and
CrossCross--Functional PlansFunctional PlansStanford School of Medicine
Dean
SAD - Academic Affairs
SAD - Clinical Affairs (Adult)
SAD - Clinical Affairs (Peds/Ob)
SAD - Faculty Diversity and Leadership
SAD - Finance and Administration
SAD - Graduate Education
SAD - Medical Education
SAD - Graduate Medical Education
SAD - ResearchSAD - Research (Cores)
SAD - Information Resources and Technology
Postdocs
PhD
MSTP
MD
Residents
Fellows
CME
Administrative Systems
Finance
Human Resources
Facilities
Administration
Depts& Inst.
RMG Ac. Affairs
OSA
Library/Knowledge Management
Simulation-based Learning
May 3, 2007 AAMC GIP/GBA/GIR 14
Stanford Strategic PlanningStanford Strategic PlanningData/Information Management Data/Information Management
ChallengeChallenge•• Information Overload?Information Overload?
–– Current:Current:•• 1,500 Data Elements/Plan x 13 Planning Areas x 1,500 Data Elements/Plan x 13 Planning Areas x ≈≈
4 Plans/Area 4 Plans/Area ≈≈ 80,000 Data Elements80,000 Data Elements–– Future:Future:
•• 1,500 Data Elements/Plan x 50 Planning Areas x 1,500 Data Elements/Plan x 50 Planning Areas x ≈≈4 Plans/Area x 4 Plans/Area x ≈≈ 300,000 Data Elements300,000 Data Elements
May 3, 2007 AAMC GIP/GBA/GIR 15
Stanford Strategic PlanningStanford Strategic PlanningData/Information Management Data/Information Management
ChallengeChallenge•• Centralized PlanningCentralized Planning
–– Consistency of processConsistency of process–– Schedule coordinationSchedule coordination–– Mission/Vision Coordination and Compatibility Mission/Vision Coordination and Compatibility
•• Decentralized Plan Ownership and ManagementDecentralized Plan Ownership and Management–– ImplementationImplementation–– Goal Success MonitoringGoal Success Monitoring–– Resource Planning/BudgetingResource Planning/Budgeting
May 3, 2007 AAMC GIP/GBA/GIR 16
Strategic Plan Data ModelStrategic Plan Data Model
•• GoalsGoals•• AlternativesAlternatives•• Design GoalsDesign Goals•• Security and OwnershipSecurity and Ownership•• Metrics and ReportingMetrics and Reporting
May 3, 2007 AAMC GIP/GBA/GIR 17
Goals of theGoals of theStrategic Planning DatabaseStrategic Planning Database
•• Centralized Plan of RecordCentralized Plan of Record: : –– All strategic plans reside in one place in a common format All strategic plans reside in one place in a common format
•• Information disseminationInformation dissemination: : –– All plans are available online for anyone in the School to seeAll plans are available online for anyone in the School to see
•• Integrate Initiatives across plansIntegrate Initiatives across plans: : –– Initiatives in one plan can be linked with other plans to show hInitiatives in one plan can be linked with other plans to show how ow
goals are sharedgoals are shared•• Help with plan creationHelp with plan creation: :
–– Application provides a template, not starting with a blank pieceApplication provides a template, not starting with a blank piece of of paperpaper
•• Create a living planCreate a living plan: : –– Allow stakeholders to author their plans, monitor progress and Allow stakeholders to author their plans, monitor progress and
publish metricspublish metrics•• ReportingReporting
–– Provide reports that span across plans, organization and timeProvide reports that span across plans, organization and time
May 3, 2007 AAMC GIP/GBA/GIR 18
Alternatives to a DatabaseAlternatives to a Database•• Problems with Word Problems with Word
or Excel Documentsor Excel Documents–– Hard to allow multiple Hard to allow multiple
authorsauthors–– Data trappedData trapped–– Difficult to standardize Difficult to standardize
format across plansformat across plans–– No information sharing No information sharing
between plansbetween plans–– Difficult to evaluate Difficult to evaluate
plans longitudinallyplans longitudinally
May 3, 2007 AAMC GIP/GBA/GIR 19
Strategic Planning Database Strategic Planning Database Design GoalsDesign Goals
•• Web based authoring and Web based authoring and publishing integrating into publishing integrating into the School web presencethe School web presence
•• Shared ownership but fine Shared ownership but fine grained access controlgrained access control
•• Application mirrors the Application mirrors the strategic planning processstrategic planning process
•• Provide visualization of key Provide visualization of key metricsmetrics
•• Robust platform (Oracle Robust platform (Oracle relational database)relational database)
May 3, 2007 AAMC GIP/GBA/GIR 20
Security and Ownership: Security and Ownership: Two sides of the same coinTwo sides of the same coin
SecuritySecurity•• Specific leaders are Specific leaders are
granted access to author granted access to author initiatives, goals, and initiatives, goals, and metricsmetrics
•• Many individuals author a Many individuals author a single plansingle plan
•• Complex access control Complex access control scheme allows authors to scheme allows authors to develop their specific develop their specific sections while viewing sections while viewing others.others.
May 3, 2007 AAMC GIP/GBA/GIR 21
Security and Ownership: Security and Ownership: Two sides of the same coinTwo sides of the same coin
OwnershipOwnership•• Plan are owned by the Plan are owned by the
organizationorganization•• The database aligns The database aligns
people, ownership, people, ownership, responsibility and responsibility and accountability.accountability.
•• Access control Access control information also provides information also provides valuable information valuable information about who is driving about who is driving specific activities.specific activities.
May 3, 2007 AAMC GIP/GBA/GIR 22
Metrics Tracking and Metrics Tracking and VisualizationVisualization
•• WebWeb--based based databases provide an databases provide an effective way to effective way to capture and visualize capture and visualize data such as metrics data such as metrics over timeover time
•• Metrics can be Metrics can be consolidated into consolidated into dashboardsdashboards
May 3, 2007 AAMC GIP/GBA/GIR 24
Future InnovationsFuture Innovations
•• ChallengesChallenges•• Future WorkFuture Work
May 3, 2007 AAMC GIP/GBA/GIR 25
ChallengesChallenges
•• Defining good metrics is difficult for large Defining good metrics is difficult for large complex organizations.complex organizations.
•• No standards exist for publishing key business No standards exist for publishing key business metrics.metrics.
•• Training staff to think and plan strategically.Training staff to think and plan strategically.•• Incorporating strategic planning into day to day Incorporating strategic planning into day to day
business activities.business activities.
May 3, 2007 AAMC GIP/GBA/GIR 26
Future WorkFuture Work
Strategic Plan Drives Daily OperationsStrategic Plan Drives Daily Operations•• Integration into Enterprise Resource Planning Integration into Enterprise Resource Planning
(ERP) or University Data Warehouse system to (ERP) or University Data Warehouse system to integrate real time metricsintegrate real time metrics
•• Extend web interface to facilitate the plan Extend web interface to facilitate the plan development process and teach how to plandevelopment process and teach how to plan
•• Provide Provide ““dashboardsdashboards”” publishing progress to publishing progress to achieving goalsachieving goals
•• Developing comparative metrics and balanced Developing comparative metrics and balanced score cardsscore cards
May 3, 2007 AAMC GIP/GBA/GIR 27
ResourcesResources
•• Oracle Oracle ApExApEx –– Robust webRobust web--based web based web application development platformapplication development platform–– http://www.oracle.com/technology/apex/http://www.oracle.com/technology/apex/
David O’Briendob@stanford.edu650-725-3911
Phil Constantinoupconstantinou@stanford.edu650-766-0645