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 State2016-17

Future State2017-18

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 CareIncludes 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 InstituteRecruitment 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)

Resulting Trends Impacting Health Systems

Market consolidation

Tighter integration between hospitals and physicians

Increased provider accountability through risk-based reimbursement

Development of provider capacity to manage populations

Growth in ambulatory services

Team-based models and expandedprimary care needs

Growth in Post-Acute services

Increased academic and research competition

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

Total Upstate Discharges per Zip

CodeTotal Upstate

Discharges = 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 yearsTop 10 Referring

Hospitals account for 53% of Patients

Transferred 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 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

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 EducationRoadmaps to become One University

How we will 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