UCLA Healthcare Human Resources
Leadership Orientation Manual
Strategic Planning
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UCLA Healthcare Human Resources
Leadership Orientation Manual
UCLA Medical Center
Mission
The mission of the UCLA Medical Center is to provide excellent patient care in support of the educational and scientific programs of the Schools of the UCLA Center for the Health Sciences.
Vision for UCLA Medical Sciences
To fulfill its mission, the UCLA Medical Center strives to maintain high standards of quality, to achieve high levels of patient satisfaction, and to operate as cost-effectively as possible. The vision for the UCLA Medical Center is to serve as a model of 21st century health care for Southern California and beyond. The model of progressive health care is built on a system of interdependencies. The UCLA Medical Center, as part of the UCLA Academic Health Center (AHC), serves the needs of the community and the marketplace by sustaining the excellence of its shared research, education and health care provider roles. The UCLA Medical Center recognizes and accepts its societal, educational, and fiduciary responsibilities and seeks to meet those obligations through its plans and operations. The UCLA AHC serves the community by training future health care providers, researching advances in the science of health care, seeking to apply the results of research in clinical settings, and by providing patient care services. The community begins in the local Westwood neighborhood and extends across Los Angeles and beyond to all of Southern California, to other states and to other countries. The community also includes the people who work in the UCLA AHC. This community depends on the UCLA AHC to provide the best in service, in teaching, patient care, and in its laboratories. The vision of the Academic Health Center is to demonstrate a commitment to the community through the design, development and operation of both its building and service programs. The external health care world is driven by competitive market forces that are leading to rapid change in all areas of health care service. The UCLA AHC must confront change actively, seeking through its plans and actions to shape the competitive forces that challenge it. There must be a fundamentally new approach to academic medicine, one that flourishes at UCLA while leading the way for others in the managed care environment. The UCLA AHC is committed to remaining an important center of learning, where the synergy between research and clinical application can best be realized, where future clinical providers are trained while the compassionate health care patients need and deserve is provided. The structure of the UCLA AHC has changed in response to community needs and external requirements. The organization continues its development as an integrated delivery network, combining the component parts of Medical Center and related hospitals and community clinics,
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UCLA Healthcare Human Resources
Leadership Orientation Manual
medical group practice plan organization, and the School of Medicine and research institutes into a coordinated whole. This network structure enables the UCLA AHC to compete in the marketplace for the patients it wishes to serve while also enabling it to strengthen the internal relationships between its component parts. The mutual dependence of the overlapping missions of these components provides the UCLA AHC a competitive advantage that can secure the Center a leadership position to which few others can aspire. Despite the advantages of the partnership between the components of the academic medical center, there also are disadvantages. The basic structure of how health care is delivered and paid for, and of how health care providers can function, has changed. This has profound effects on the viability of the research and teaching missions because they are supported in large part by funds derived from clinical service. Clinical service, in turn, is made possible through the efforts of the faculty and of those who are learning to provide clinical care. Research into new developments in health care advance the competitiveness of clinical care provided in the academic setting. To succeed in the future, the UCLA AHC envisions a more mutually supportive relationship between the separate parts of its family.
UCLA Medical Center Statement of Values
The UCLA Medical Center staff and faculty are dedicated to building and sustaining an ethical environment supported by values: respect, honesty, integrity, compassion, fairness, innovation and stewardship of our resources.
UCLA Medical Sciences Strategic Plan - 1998-2002 Summary of Plan
The UCLA Medical Sciences strategic plan was developed by seven committees representing the faculty of the School of Medicine and the senior leadership of the Medical Center and the School. Each committee had a specific charge that led to specific recommendations. The committee work and recommendations are summarized below: The Research Committee identified areas where research advances, especially in the fields of molecular biology and genetics, will continue to revolutionize the science and delivery of medical care. The Committee made recommendations on the development of future research facilities, emphasizing design criteria that will lead to greater integration of multidisciplinary resources and results.
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UCLA Healthcare Human Resources
Leadership Orientation Manual
As part of the review of the UCLA AHC’s research role, it also was recognized that UCLA’s special strength is to serve as a product leader where innovation discovered through scientific inquiry can be translated into expanded treatment options. It was determined that a product leadership strategy must be partnered with a commitment to excellent service. As product leadership erodes naturally over time while innovations diffuse into the community, and UCLA’s product-based competitive advantage is lost to community providers, the UCLA AHC must remain competitive through service and cost. The Education Committee focused much of its effort on curriculum development. The Committee agreed that medical/scientific education in the future will be characterized by small group learning sessions, multidisciplinary and interactive learning strategies, independent study and patient interaction, all of which will be supported by information technology. The Committee recommended types of facilities that should be included in the future building plans that will support these changing instructional needs. The Group Practice Committee evaluated the current structure and recommended improvements in the operation of the UCLA Medical Group. The Committee recommended that the performance of existing medical group services be improved, that medical group membership be redefined and limited, and that the Medical Group take a stronger role in planning and monitoring external clinical partnerships to ensure they serve the best interests of UCLA. The Committee also recommended that performance standards for access, service and utilization be established and enforced, that uniform data be developed and reported to increase operational effectiveness, and that the governance structure of the Medical Group be modified. Work to implement these improvements continues. The West Side Committee was responsible for evaluating primary care network (PCN) development progress and future needs. The Committee focused much of its work on defining the appropriate size of this network. The network geography extends from UCLA/Westwood to Malibu in the west, to Manhattan Beach in the South, and just past Beverly Hills to the east. The Committee’s recommendations included completing the development of the UCLA primary care network across the geographic boundaries while continuing financial support for the network. Opportunities for further network growth now are continuously evaluated. Ensuring adequate specialist capacity so that full value would be realized from the network was a responsibility of the Department Chairs. Since the strategic plan was completed, an appropriate governance and management structure for the primary care network has been established. The PCN has become a viable and valuable part of the UCLA AHC. The Regional Committee grew out of the Programs and Partnerships Committee. The Committee focused its efforts on identifying the geographic sections of Los Angeles that were out of the primary care area and where partnership strategies should be pursued. The Committee recommended that partnership development be focused on relationships with medical groups, and cautioned that care must be taken to assure that partnerships are consistent and in the best interest of the academic medical center as a whole, rather than supporting only one department or another. They further cautioned that clinical and educational partnerships must be aligned to ensure that they support rather than compete with each other. While the particular committee structure including membership continues to evolve, there is an ongoing commitment to maintain an infrastructure and planning process to manage clinical program and partnership development.
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UCLA Healthcare Human Resources
Leadership Orientation Manual
Echoing the findings of the other strategic planning committees, the Regional Committee noted that maintenance of a health care leadership position in the community and among academic health centers requires leadership in the discovery and application of new clinical technologies, having rare expertise in specific niches, and excelling in the delivery of specialty care. The Committee recommended that new developments should be translated into clinical practice quickly and effectively. The Clinical Effectiveness Initiative Committee focused its work on identifying options for achieving greater clinical and operational efficiencies and increasing marketplace competitiveness. The work of this Committee continues as part of a restructured Quality program. Much of the ongoing cost management efforts are a shared responsibility between the Department Chairs, the Provost’s Management Group, and the senior leadership of the Medical Center. The Information Technology Task Force was responsible for developing a vision for future information technology capabilities that are critical to keeping the UCLA AHC at the forefront of medicine. The Task Force recommended the establishment of both an academic information technology committee and a clinical information technology committee. This structure has helped the UCLA AHC continue to plan developments in information technology, with a focus on meeting academic needs while also pla nning the hospital of the future.
The fundamental strategy of the UCLA Medical Center is to support the Medical Enterprise strategic plan through its own successful operations. Successfully managing the operations of the Medical Center requires a focus on continuing evaluation and improvement in all its functional areas. Evaluation and measurement activities related to organizational performance by function occur through the efforts of the Medical Center’s functional teams, each of which is responsible for a discreet function or structure with function. Each team’s work includes identification of policy or procedural needs to ensure compliance with accreditation standards, developing educational processes for all staff and faculty, and recommending measurement or monitoring processes to assess performance thereafter.
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