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Joint Office of Strategic Planning
Joint Office of Strategic Planning

Projects

At any point in time, the Joint Office of Strategic Planning (JOSP) works on approximately a dozen or more projects in conjunction with our Washington University Medical Center partners.

Projects vary in complexity and focus. Some may be initiated as a one-time evaluation for a specific initiative, others are part of the ongoing management of institutional goals and direction. Below are some examples of current and past projects.

Washington University School of Medicine (WUSM)

Plan for Excellence

The Plan for Excellence charts a 10-year vision for the School of Medicine.

Goals

  • Establish a bold and exciting long-term vision for the school.
  • Position the school as a leader in specific areas.
  • Embrace “advancing human health” as a key component of future activities.
  • Provide the foundation for future philanthropy.

Focus Areas

  • Research
  • Education
  • Clinical
  • Community

Dean’s Annual Strategic and
Financial Development Planning

Goal

Identify three-year goals, associated resources and financial forecasts for each of the School of Medicine’s departments and programs and assess their ongoing successes and challenges.

Process

  • Each department and program has an annual strategic and financial planning meeting with the Dean in either the fall or spring.
  • In preparation for this meeting, each department and program submits a three-year plan outlining successes and challenges, strategic goals, and a financial forecast.
  • The Finance office and JOSP support and facilitate this process.

Annual Interdisciplinary Research Centers Planning

The Interdisciplinary Research Centers are focused on understanding the root cause of disease and translating that knowledge into better diagnosis, treatment and prevention.

Goal

Identify goals, strategies and resources for each of the school’s Interdisciplinary Research Centers (IRCs) and assess their ongoing successes and challenges.

Process

  • Each IRC has an annual Strategic and Financial Planning Meeting with the Associate Dean for Research.
  • In preparation for this meeting IRCs identify key initiatives, prepare a financial forecast and report on the progress made toward achieving their scientific and educational goals.

Centers Include

Faculty Practice Plan Key Statistics

The Faculty Practice Plan (FPP) oversees the medical school’s clinical mission to improve the health of people through excellence in patient care and medical discovery.

Goal

Provide FPP leadership with an assessment of the health of WUSM clinical practice and a review of FPP performance and strategy.

Process

  • Develop an annual detailed, trended report that includes metrics for clinical volume, financial indicators, patient access, patient satisfaction, faculty size and turnover, patient origin, on and off campus growth, faculty productivity, quality indicators, etc.
  • Present report an review strategic implications at the FPP Board meeting each December.

Barnes-Jewish Hospital (BJH) / WUSM

BJH/WUSM Joint Clinical Strategic Plan

Goal

Develop shared goals and strategies between WUSM and BJH to monitor and achieve growth and/or improvement in:

  • Clinical Quality
  • Market Position
  • Financial Strength
  • Operational Excellence

Process

  • The BJH/WUSM Joint Clinical Strategic Plan is renewed every five years.
  • The BJH/WUSM Executive Leadership Committee is responsible for oversight of the plan and meets quarterly to review plan progress.

Planning in our areas of focus informs the overall plan (i.e., Cancer, Heart and Vascular, Imaging, Neurosciences, Orthopedics,Transplant, Women and Infants)

Siteman Cancer Center Planning

The Alvin J. Siteman Cancer Center at Barnes-Jewish Hospital and Washington University School of Medicine is one of the largest clinical programs in the country, treating patients with virtually every type of cancer for both children and adults.

Goal

Developed goals and strategies to differentiate Siteman as a leading cancer center in the nation and the world, driven by discovery and innovation.

Process

Developed specific strategies to support the mission and vision and achieve the following goals:

  • Providing an exceptional patient experience.
  • Establishing satellites and affiliate locations.
  • Increasing clinical trials accruals.
  • Enhancing opportunities for translational research.
  • Strengthening Siteman’s impact on population health indicators and cancer outcomes.
  • Building on existing research strengths in genomics and imaging.
  • Improving and leveraging information technology.

Washington University and Barnes-Jewish
Heart & Vascular Services Plan

Goal

Achieve excellence in patient care, research and education through seamless integration of heart and vascular care. The Washington University and Barnes-Jewish Heart & Vascular Center is committed to promoting heart vascular health through education, prevention and treatment of heart and vascular disease.

Process

Developed strategies and volume targets for heart and vascular services to achieve goals of:

  • Integrating heart and vascular services to streamline delivery of care.
  • Improving quality to ensure we are consistently meeting/exceeding national benchmarks.
  • Improving access to heart and vascular services.
  • Differentiating heart and vascular services in the local, regional and national markets.
  • Fostering culture of clinical innovation and process improvement.
  • Coordinating research efforts leading to a better understanding of heart and vascular diseases and their prevention and cure.

Washington University and Barnes-Jewish
Neurology & Neurosurgery

Vision

  • Become a top five national leader for stroke and cerebrovascular disease in the next five years by increasing clinical volumes for patients with ischemic and hemorrhagic stroke, brain aneurysms, and AVMs, and by increasing NIH funding for clinical and translational research.
  • Develop a world-class neuro-oncology program at Washington University, Siteman Cancer Center and Barnes-Jewish Hospital through increased clinical trials and novel therapies, making us a national leader in this area.

Process

Developed specific strategies to support the mission and vision and achieve the following goals:

  • Enhancing the overall patient care experience.
  • Offering state-of-the-art facilities and technology.
  • Developing a targeted outreach and referral network strategy.
  • Enhancing translational research through recruitments, clinical trials, imaging research, and outcomes research.
  • Developing a regional and national presence for professional education.

Washington University and Barnes-Jewish
Hospital Transplant Services

Goal

Be a national leader in solid organ transplantation.

Process

Developed strategies and volume targets for solid organs (kidney, heart, lung, kidney and pancreas) to achieve goals of:

  • Providing exceptional care to pre-transplant, transplant and post-transplant populations.
  • Growing transplant volumes to improve the quality of life and life expectancy for as many patients as possible.
  • Offering comprehensive, state-of-the-art transplant services and facilities for patients, families and the medical community (referring physicians).
  • Differentiating the BJH/WUSM Solid Organ Transplant Program by enhancing transplantation academic programs.
  • Developed an organizational structure to establish accountability and support volume growth in transplant services.

St. Louis Children’s Hospital (SLCH) / WUSM

SLCH/WUSM Joint Clinical Strategic Planning

Goal

Develop shared goals and strategies between WUSM and SLCH to monitor and achieve growth and/or improvement in:

  • Clinical Quality
  • Market Position
  • Financial Strength
  • Operational Excellence

Process

  • The SLCH/WUSM Joint Clinical Strategic Plan is renewed every five years.
  • The SLCH/WUSM Executive Leadership Committee is responsible for oversight of the plan and meets quarterly to review plan progress.
  • Planning in our areas of focus informs the overall plan (i.e., Hematology/Oncology, Heart Center, Neurosciences, Women and Infants)

SLCH/WUSM Ambulatory Satellite Planning

Goals

  • Provide care in geographically attractive satellite facilities.
  • Improve access and customer service (e.g., ease of scheduling, parking, extended hours, etc.).
  • Improve care in the region by bringing pediatric specialties out to the community.

Process

  • Assess the market to identify attractive locations.
  • Identify the mix of specialties and services appropriate for off-campus programs.
  • Assess physician capacity and recruitment needs.
  • Project volumes and develop pro formas.

Women and Infants

Vision

Improve the health of women and infants regionally and nationally by advancing the care, science, and education of obstetric, gynecologic, perinatal, and pediatric medicine.

Process

Major initiatives were developed to achieve the following goals, along with specific strategies and volume projections:

  • Advancing the care delivery model at SLCH/BJH/WUSM to provide the most innovative, state-of-the-art care.
  • Accelerating the integrated discovery and application of therapeutic advances in obstetric, gynecologic, perinatal and newborn medicine.
  • BJH, SLCH and WUSM developed recruitment, space, and financial projections based on the volume projections.
  • Expanding SLCH/WUSM perinatal, newborn medicine, and NICU capabilities.

Fetal Care Center

The Fetal Care Center offers a fully integrated patient experience in advanced fetal diagnostics, fetal surgical interventions and newborn medicine.

Goal

The goal of the Fetal Care Center is to provide a coordinated, comprehensive resource that will improve pregnancy outcomes and enhance quality of life for newborns. Providing a coordinated, technologically advanced center that combines the efforts of all three Washington University Medical Center (WUMC) institutions is the most effective way to meet the needs of mothers with fetal abnormalities, provide a positive patient and referring physician experience, and enhance WUMC’s reputation of innovative treatments and quality fetal care.

Process

  • Developed volume targets based on the incidence of targeted fetal anomalies.
  • Identified the following strategies to drive volume to the Fetal Care Center:
    • Develop a seamless, coordinated and patient-centered approach to care.
    • Advance research within the Center to potentially link pregnancy outcomes with newborn outcomes.
    • Contribute to the advancement and development of new technologies for fetal therapies.
    • Create targeted marketing/outreach efforts to demonstrate to community physicians that we can locally provide the high level care and comprehensive service their patients require.
  • Coordinated funding for the Center through BJH, SLCH, and WUSM.