Information Technology for Strategic Planning

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


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


Strategic Plan Organization / Strategic Plan Organization / ElementsElements

Organization/Unit VisionOrganization/Unit ValuesOrganization/Unit Mission

Goal Goal GoalGoalGoal Goal Goal



Vision, Values and Mission

Goal

Strategic Initiatives





Environmental Scansand

SWOT Assessments

Success MeasuresValues Values ValuesValuesValues

Values ValuesValues Values



Vision, Values and MissionGoals, SWOT and Metrics

Strategic Initiative

Priority Score

Strategic Value

Ease of Impl.

Activity Activity ActivityActivityActivity



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



Organization/Unit VisionOrganization/Unit ValuesOrganization/Unit Mission

Goal

Goal GoalGoalGoal Goal Goal






SWOT Metrics

Priority Scores

Activity

Activity ActivityActivityActivity

Estimated and Actual CostsCurrent FY Future FY Future FY Future FYPast FYPast FYPast FY


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


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


Stanford Strategic Planning Stanford Strategic Planning Organizational Scope Organizational Scope -- Phase 2Phase 2












Neurosciences


Genetics

Neurosurgery




Surgery


Urology








Medical Education






Chief Counsel (*)








Stanford Strategic Planning Stanford Strategic Planning Organizational Scope Organizational Scope -- Phase 3Phase 3












Neurosciences


Genetics

Neurosurgery




Surgery


Urology








Medical Education






Chief Counsel (*)







CTSA


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


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


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


Strategic Plan Data ModelStrategic Plan Data Model

•• GoalsGoals•• AlternativesAlternatives•• Design GoalsDesign Goals•• Security and OwnershipSecurity and Ownership•• Metrics and ReportingMetrics and Reporting


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


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


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)


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.


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.


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


Database DemonstrationDatabase Demonstration


Future InnovationsFuture Innovations

•• ChallengesChallenges•• Future WorkFuture Work


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.


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


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’[email protected]

Phil [email protected]

mailto:[email protected]

mailto:[email protected]

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