State of the school

#SOTSOM15

State of the School of Medicine

January 28, 2015Selwyn M. Vickers, M.D., F.A.C.S.Dean, UAB School of Medicine

Senior Vice President for Medicine

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In Memoriam 2014

James Pittman, M.D.former dean

UAB School of Medicine

In 2014, we said goodbye to some dear friends and colleagues

Gayle Stephens, M.D.professor emeritus,

Department of Family and Community Medicine; former dean, Huntsville Regional

Medical Campus

H. Cecil Coghlan, M.D.retired professor emeritus,

Division of Cardiovascular Disease

Hugh Shingleton M.D.retired former chair,

Department of Obstetrics and Gynecology

James Caulfield, M.D.retired professor emeritus, Department of

Pathology

Sang Han, M.D.retired,

Department of Radiology

Jiri Vitek, M.D.retired,

Department of Radiology

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Acknowledgements

Ray L. Watts, M.D.President, UAB

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Acknowledgements

James A. Bonner, M.D., Selwyn M. Vickers, M.D., F.A.C.S., Will Ferniany, Ph.D.

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Welcome

Accomplishments in made in 2014 :

Leadership and Recruitment

• Medical education

• Research

• Clinical programs

• AMC21 Reload and its impact across the broad SOM mission

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SOM Snapshot

Right now in the School of Medicine and UAB Medicine:

– 781 medical students on 4 campuses

– 950 residents in 4 program sites

– 1,000+ people receiving care inside UAB Hospital

– 2,321 appointments scheduled at The Kirklin Clinic

– 4,415 ongoing research studies

– 1,956,049.73 square feet of space

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Faculty

• The School of Medicine employs 1,318* full-time faculty

• 111 of those joined UAB in 2014

*figures as of Jan. 14 , 2014

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Recruitment

Mitchell Cohen, M.D. • Chair of Pediatrics and Physician-in-Chief of Children’s of

Alabama

• Renowned specialist in children’s digestive disorders.

Ravi Bhatia, M.D.• Director of the Division of Hematology and Oncology and

deputy director of the UAB Comprehensive Cancer Center.

• Specializes in leukemia research, specifically studying the role of stem cells as it relates to blood cell cancer progression

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Recruitment

Smita Bhatia, M.D., MPH• Director of the Institute for Cancer Outcomes and Survivorship,

associate director of cancer outcomes research in Comprehensive Cancer Center, vice chair for outcomes in the Department of Pediatrics and co-director of the Center for Outcomes and Effectiveness Research and Education

• Making significant contributions in identifying chronic health issues in cancer survivors

James J. Cimino, M.D.• Inaugural director of the Informatics Institute and co-director

of the Center for Clinical and Translational Science

• National leader in the burgeoning field of biomedical informatics

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Dean’s Leadership Team

Anupam Agarwal, M.D.Executive Vice Dean

• Developed outline for the Pittman Scholar program

• Review of large P and U grants

• Lead evaluation of Lung Transplant program

• Leader on many major Medical School recruitment and retention efforts

• Liaison between department chairs, center directors and the Dean

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Hughes Evans, M.D., Ph.D.Senior Associate Dean, Medical Education

• Oversight for:– Full accreditation by LCME– Multiple Mini-Interviews to enhance our holistic admissions– Re-organization of GME to meet CLER and Next

Accreditation System guidelines and prepare for successful CLER visit

– New campus opening for 5 MS3 students in Montgomery; Tuscaloosa longitudinal integrated curriculum


S. Dawn Bulgarella, CPA, MSHACFO, UAB Medicine

• Oversees contracts negotiations for major medical school recruits

• Financial leader for SOM and HS, UAB Medicine

• Helped developed background & foundation for Academic Enrichment Fund

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Mona Fouad, M.D., MPH Senior Associate Dean, Diversity and Inclusion

• Established the Diversity Task Force. The top priority for this group is the development of a departmental strategic plan for diversity.

• Developed Diverse Scholar Program. • Hosted AAMC Chief Diversity Officer Dr. Marc Nivet in January• Implementing Women in Medicine Program

David Rogers, M.D., MHPESenior Associate Dean, Faculty Affairs and Professional Development

• Facilitated a revision of the School of Medicine Appointment, Promotion and Tenure document

• Identified a Faculty Recruitment and Awards Program Manager• Led the “People” Task Force review of recruitment, development

and retention of School of Medicine Research Faculty• Collaborated in a comprehensive audit of leadership

development programs in UAB Medicine and UAB• Co-Chaired the AMC-21 Satisfaction/Engagement Committee

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Robert P. Kimberly, M.D.Senior Associate Dean, Clinical and Translational Research

• Led grant renewal application for the CCTS• Recruited inaugural director, Informatics Institute• Recruited inaugural director, Clinical Trials Office • Formalized CCTS partnership with the UAB

Comprehensive Cancer Center for Phase I clinical trials unit

Etty (Tika) Benveniste, Ph.D.Interim Senior Associate Dean, Research Administration and Development

• Identified 12 areas of focus to fund high impact research and improve graduate education issues

• Created 3 RFAs for the following areas:− 2015 SOM Planning Grants for Multi-Investigator Programs − Blue Sky (Innovator) Awards:− Incentive for 1 R01 Investigators to Submit 2nd R01

• Developed incentive for T32 Grant Submissions

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Regional Campus Leaders

Robert M. Centor, M.D.Huntsville Regional

Campus

Richard H. Streiffer, M.D.Tuscaloosa Regional

Campus

Wick Many Jr., M.D.Montgomery Regional

Campus

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Department Leadership

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Department Leadership

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Recognition

This year two exemplary leaders stepped down from leadership positions:

• Sergio Stagno, M.D. after 25 years as chair of Pediatrics

• Kirby Bland, M.D. after 15 years as chair of Surgery and surgeon-in-chief of UAB Hospital

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Recruitment Efforts

2015 Recruitment goals:• Associate Dean for Global Health

• Chair of the Department of Surgery

• Chair for Biomedical Engineering

• Director of the Personalized Medicine Institute

• 8-10 funded investigators

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Department of Medical Education

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LCME Accreditation

• 8 full years of accreditation granted after a rigorous, two-year self-study process!

• This could not have been done without the work of Drs. Hughes Evans, Bob Rich, Craig Hoesley, Laura Kezar and Kristina PanizziWoodley and the work of their team in preparation for the intensive visit last March

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• SOM commended in 2 areas: – Diverse scope of medical student electives– Present and anticipated financial stability

• 2 citations: – Dependence on lectures during preclinical years

rather than self-directed or active learning– Reported faculty observations of students’ core

clinical skills low in some clerkships

LCME Accreditation

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• 3,764 applications for the class matriculating in 2015– 483 from Alabama

• Interviewing approximately 420 applicants– Conducted 288* interviews to date*as of Jan. 16; number does not include interviews for Early Medical School Acceptance Program and Rural Medical programs

Admissions

Nathan Smith, M.D.Assistant Dean for Admissions

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Enhancement of Holistic Admissions

Multiple Mini-Interview

• Interview tool to evaluate an applicant’s abilities beyond academics

• Presented individually with series of realistic scenarios– Eight minutes to discuss answers to questions

• Considers empathy, ethical decision making, communication and teamwork

• Added to admissions process, fall 2014

Admissions

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Learning Communities

• Small groups of students dedicated to a specific academic purpose –11 learning communities to date–60 students (15-20 students per class)

• Three primary roles:–Longitudinal and peer mentoring–House wellness training and programs –Provide a sense of community

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• Unique opportunity to teach copings skills for pressures of medical school

• Facilitates interaction with faculty and older students

• Students assigned to an LC before arriving on campus; stay in the same LC all four years

• 42 % (66) of AAMC member schools offer similar programs

Learning Communities

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• Prompted by student request for integration of service learning into curriculum

• Task force led by Erin Snyder M.D.

– Composed of students and faculty, representation from multiple campuses

• Team currently developing specific recommendations

Service Learning

#SOTSOM15

Service learning is a method of teaching that combines classroom instruction with meaningful community service. This form of learning emphasizes critical thinking and personal reflection while encouraging a heightened sense of community, civic engagement and personal responsibility.

Service Learning

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Albert Schweitzer Fellowship

• Early planning stages for an ASF chapter, comprised of several UAB schools as well as other area graduate schools

– Currently 13 ASF chapters in the US, very few in the South

• Schweitzer Foundation Program: A national program focusing on leadership development in service learning

– Graduate-level students

– Competitive application process

– Recipients implement service project of their own design

• Fellowship connects students to reasons for pursuing medicine

– Builds resilience and association with what it means to be a patient

– Opportunity to learn about health disparities, cultural competency and social determinants of health

Service Learning

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Regional Campus Leaders

Robert M. Centor, M.D.Huntsville Regional

Campus

Richard H. Streiffer, M.D.Tuscaloosa Regional

Campus

Wick Many Jr., M.D.Montgomery Regional

Campus

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Piloting innovative third year curriculum – the Tuscaloosa Longitudinal Community Curriculum (TLC2)

– Rather than 1-2 months in each area, students work with community physicians and follow patients through a disease or diagnosis in:• Pediatrics

• Internal medicine

• Surgery

• Family medicine

• Psychiatry

• Ob-gyn

• Neurology

– Gives students an immersive, community-based experience

Tuscaloosa Regional Campus

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Montgomery Regional Campus

• Opened in May 2014 with it’s first 5, third-year medical students

• 20 more students will join the campus in spring 2015

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• 40th anniversary in February– Established in 1971 as part

of the University of Alabama in Huntsville

– Began training residents in family medicine in 1973

– Third-year medical students started in 1974

• Huntsville faculty currently train 70 third- and fourth-year medical students and 60 residents– 36 in family medicine and

24 in internal medicine.

Huntsville Regional Campus

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• 781 total students* on 4 campuses

• 98 percent placed in residency on Match Day

• 161 graduated in May

• 186 new students in the first year class

• 950 residents across 4 program sites

SOM Student Stats

* as of 9/8/14

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Graduate Medical Education

CLER VISIT• Staff from the ACGME performed the first Clinical Learning

Environment Review (CLER) at UAB Hospital on August 26-28, 2014.

• Residents accompanied the site visitors to patient care areas to interview staff and observe hand-off procedures.

• The emphasis of the visit is on the responsibility of the sponsoring institutions for the quality and safety of the environment for learning and patient care.

• The information collected on the first round of CLER visits will results in a national framework for assessment that includes comparison data

• CLER visits will occur approximately every 18 months

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Office of Interprofessional Education: Launching interprofessional simulation sessions in every preclinical organ module and several clerkships; rolling out on all regional campuses

The only medical school in the country that has accomplished this!

Interprofessional Education

Robert R. Rich, M.D.Associate Vice President,

Interprofessional Education

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Since Oct. 2014, OIPS has• Facilitated training and faculty

development• Signed affiliation with the

Center for Medical Simulation in Boston

• Provided Ebola care team training and mock Code Stroke in the UAB Health System

• Conducted outside review of Clinical Skills Center

• Implementing simulation to other UAB Health schools

− simulation now in every semester of BSN nursing curriculum

Interprofessional Simulation

Marjorie Lee White, M.D.Director, Office of

Interprofessional Simulation

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Research

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#SOTSOM15

Acknowledgements

Richard Marchase, Ph.D.Vice President, Research and Economic

Development

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UABSOM NIH Rankings and Trends

18 17 1922 22

25 2528 29 31

R² = 0.9679

0

10

20

30

UA

B S

OM

NIH

Ran

k

(a) Blue Ridge estimated ranking at 33 because JHS departments were not included in the total. The corrected rank is shown.

(b) Estimated using NIH data and including Mayo. Identical to rank released by Blue Ridge more recently.

#SOTSOM15

Strategic, Step-Wise Progression to NIH Top 10

31$134M

20$180M

15$250M

10$300M

Step 1. Have at least 3

departments in top 15

3 Tiers of Funding:Consortiums and Centers - U (2-5 new awards)

Collaborate – P60, P50, P20, P01 (10-20 new awards)Recruit and Grow New R01 investigators (50-75 new awards)

Step 2. Have at least 6 departments

in top 15

Step 3. Have at least 6 departments in the top 10

and another 6 in top 20

UAB

BROADLY INCLUSIVE OF ALL FEDERAL AWARDS

The Promise of UAB Medicine: Poised to Lead in

this New Era

#SOTSOM15Source: Federation of American Societies for Experimental Biology Office of Public Affairs

30.1 Billion2014

Future of Academic Medicine

#SOTSOM15

20.6%

26.2%27.1%

16.7%

17.4% 15.3%

19.2%

25.9% 25.5%

16.3%

17.8%

14.9%

18.6%

22.0% 22.0%

15.0%

17.0%

13.0%

0%

5%

10%

15%

20%

25%

30%

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Su

cc

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Ra

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Success Rates for New (Type 1) Applications,Including First-time R01 Award

Research Project Grants (Type 1)

R01 Equivalent (Type 1) Awards

First-time R01 Equivalent Award

Source: Federation of American Societies for Experimental Biology Office of Public Affairs

Future of Academic Medicine

#SOTSOM15

Proposals Submitted (All Types)

1608

1735

0

250

500

750

1000

1250

1500

1750

2000

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Nu

mb

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of

Extr

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ub

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FY13 FY14

#SOTSOM15

FY14 NIH Grant Dollars (in millions) by Series

R$77.4

T$4.0

P$26.8

U$42.0

F$0.6

K$5.6

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NIH Ranking

18 17 1922 22

25 2528 29 31

26

0

10

20

30

UA

B S

OM

NIH

Ran

k

(a) Blue Ridge estimated ranking at 33 because JHS departments were not included in the total. The corrected rank is shown.

(b) Estimated using NIH data and including Mayo. Identical to rank released by Blue Ridge more recently.

(c) BlueRidge has not linked Case Western and Cleveland Clinic. Actual ranking should be 27.

#SOTSOM15

NIH Grant Dollars

$154 $158$146 $144

$133

$156

$0

$20

$40

$60

$80

$100

$120

$140

$160

$180

2009 2010 2011 2012 2013 2014

NIH

Gra

nts

($

in M

illio

ns)

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NIH Awards

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NIH Grants* by Selected Type

2009 2010 2011 2012 2013 20141 Year

Change5 Year

Change

TOTAL 363 368 354 347 330 341 3.2% -7.3%

R-Series Total 239 241 238 241 227 225 -0.9% -6.6%

R01 185 194 189 187 172 164 -4.9% -15.5%

R21 25 27 24 26 35 33 -6.1% 22.2%

P-Series Total 20 19 20 21 18 17 -5.9% -10.5%

P01 4 5 4 4 3 3 0.0% -40.0%

P30 12 10 10 10 9 8 -12.5% -20.0%

P50 & P60 4 4 5 5 4 4 0.0% 0.0%

U-Series 26 28 24 22 23 35 34.3% 25.0%

F-Series 14 18 20 19 20 17 -17.6% -5.6%

K-Series 45 41 35 31 28 32 12.5% -22.0%

T-Series 17 18 15 12 13 15 13.3% -16.7%

*Does not include ARRA awards. Supplements to active awards are not counted separately.

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218

258

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400

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600

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Pen

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Was

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Stan

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Schools of Medicine in Order of FY14 NIH Ranking

SOM

NIH

Pri

nci

pal

Inve

stig

ato

rsNIH Awards

#SOTSOM15

Strategic, Step-Wise Progression to NIH Top 10

31$134M

20/10$180M

15$250M

10$300M

Step 1. Have at least 3

departments in top 15

3 Tiers of Funding:Consortiums and Centers - U (2-5 new awards)

Collaborate – P60, P50, P20, P01 (10-20 new awards)Recruit and Grow New R01 investigators (50-75 new awards)

Step 2. Have at least 6 departments

in top 15

Step 3. Have at least 6 departments in the top 10

and another 6 in top 20

UAB

BROADLY INCLUSIVE OF ALL FEDERAL AWARDS

The Promise of UAB Medicine: Poised to

Lead in this New Era

#26

#SOTSOM15

• Personalized Medicine

• Informatics

• Fundamentals of Basic Science Discovery

• Inflammation, Infection and Immunity

• Population Health, Health Disparities and Outcomes Effectiveness Research

Research Focus Areas

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• Cross-cutting

• Aligned with strategic scientific priorities for federal funding

• Where we can/should be nationally prominent

• Not disease or organ specific

Selection Criteria

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UAB-Hudson Alpha Center for Genomic

Medicine

UAB Informatics

Institute

Personalized Medicine

#SOTSOM15

• Partnership with Hudson-Alpha allowed for the creation of the UAB-Hudson Alpha Center for Genomic Medicine

• Recruited Haydeh Payami, Ph.D.

• Significant contributions– DNA methylation profiling reveals novel diagnostic

biomarkers in renal cell carcinoma. BMC Medicine. December 4, 2014. (Rick Myers, Ph.D.)

– Genetic variants associated with warfarin dose in African-American individuals: a genome-wide association study. The Lancet. June 5, 2013. (Nita Limdi, Pharm.D, Ph.D.)

Personalized Medicine

#SOTSOM15

• Recruited James Cimino, M.D.

• Collecting, representing, storing, retrieving and processing data to improve human health

• Partnering with the UAB Center for Clinical and Translational Science

• Transforming UAB into a learning health-care system

Informatics

#SOTSOM15

• Fuels translational ideas and research

• Strengthens our overall research program

• Significant contributions– Neurosensory perception of environmental cues

modulates sperm motility critical for fertilization. Science May 16, 2014. (Mike Miller, Ph.D) Miller was recently selected as one of 60 finalists for Howard Hughes Medical Institute.

– Histone H2A.Z subunit exchange controls consolidation of recent and remote memory. NatureNovember 27, 2014. (David Sweatt, Ph.D.)

Basic Science Discovery

#SOTSOM15

• Tremendous immunology and microbiology programs at UAB

• Increasing interest in the microbiome and autoimmune diseases

• Significant contributions– Allelic-dependent expression of an activating Fc

receptor on B cells enhances humoral immune responses. Science Translational Medicine. December 18, 2013. (Bob Kimberly, M.D., & Jeffrey Edberg, Ph.D.)

Inflammation, Infection & Immunity

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• One of the best health disparities and outcomes group in the country

• Important nationally and here at home

• Significant contributions– Validation of the atherosclerotic cardiovascular

disease Pooled Cohort risk equations. JAMA.March 29, 2014. (Paul Muntner, Ph.D. & Monika Safford, M.D.)

Population Health, Disparities & Outcomes

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Pittman Scholars

James A. Pittman, Jr., M.D., Scholars Program established this year to support recruitment and retention of highly competitive junior faculty members

• Provide ~$12,500 a year to support research activity or scholarly enrichment

• Assistant professors (tenure track or non-tenure track) within five years of their initial appointment

• Nominated by their chair

• Received 11 applicants

#SOTSOM15

André Ballesteros-Tato, Ph.D.Division of Clinical Immunology & Rheumatology (DOM)

Beatriz León-Ruiz, Ph.D.Department of Microbiology

Lizhong Wang, Ph.D.Department of Genetics

J. Michael Wells, M.D.Division of Pulmonary, Allergy & Critical Care Medicine (DOM)

Adam R. Wende, Ph.D.Division of Molecular & Cellular Pathology (DOP)

Inaugural Pittman Scholars

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Clinical Care

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Joint Operating Leadership

James A. Bonner, M.D., Selwyn M. Vickers, M.D., F.A.C.S., Will Ferniany, Ph.D.

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UAB Health System

Will Ferniany, Ph.D.CEO

Reid JonesCOO

Dawn BulgarellaCFO

Loring Rue, M.D.Chief Medical Officer

Don LillySr. Vice President

David RandallSr. Vice President of Strategic

Planning and Business Development

#SOTSOM15

UAB Hospital

Anthony PattersonCEO

Mary Beth BriscoeCFO

Terri PoeChief Nursing Officer

Joan HicksChief Information

Officer

#SOTSOM15

UAB Health Services Foundation

James Bonner, M.D.President

Patricia PritchettExecutive Vice

President

Mike HeckmanCFO

Marty BoxExecutive Director, Human Resources

Charles FryGeneral Counsel

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UAB Health System

• RCO Development

• Evolution Funds Flow

• Volume to Value: quality scores, readmissions, mortality, reductions variations in care

• Foundations for the Future

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UAB Hospital and The Kirklin Clinic

Patient DataInpatient Discharges: 49,149Total Beds: 2,262Babies Delivered: 4,087Outpatient Visits: 1.2 millionNumber of Specialties: More than 33

Source: UAB School of Medicine Annual Report

#SOTSOM15

Population Health*RCOs

UAB MEDICINE

Patient Experience*HCAHPS/CCHAPS

Per Capita Cost*CMS

Triple Aim*

UAHSF UABHSUABSOM

QUALITY

EFFECTIVE CARE

FUNDS FLOW

Clinical Care

EFFICIENTCARE

SAFETYQUALITY

Value Based Purchasing

#SOTSOM15

Kidney Transplant Chain

• the longest kidney-transplant chain ever recorded in the United States

• began in December 2013

• matched 34 living donors with 34 recipients


#SOTSOM15


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• UAB eMedicine launched in August 2014

• Alabama’s 1st medical provider to provide online diagnosis and treatment of common conditions:

– Cold, sinus infection, sore throat, influenza

– Allergies

– Pink eye

– Bladder infection

UAB eMedicine

#SOTSOM15

Results

• Total uabemedicine.com site visits: 111,193

• Total encounters initiated: 2,536

• Total completed visits: 700 (28% completion rate)

– Of those who were triaged out of program or self-abandoned the system during the visit, ~5% of patients completed a face to face visit at UAB (Urgent Care or Prime Care) within 2 weeks*

• 40% of eMedicine patients are brand new to the UAB system

*Based on data from 1st 6 weeks of program

UAB eMedicine

#SOTSOM15

Children’s of Alabama

Mike Warren, CEO, Children’s of Alabama

Patient Data

Inpatient Discharges: 13,993Patient Days: 86,502Emergency Department Visits: 55,062Outpatient Visits: 659,914Surgical Patients (inpatient and outpatient): 22,937

Source: Children’s of Alabama Annual Report

#SOTSOM15

NICU and Neonatology

• 175 NICU beds• Specialized services available

‒ extracorporeal membrane oxygenation‒ multidisciplinary care for premature babies with

congenital heart disease ‒ pediatric cardiac surgery ‒ neonatal endoscopic surgery ‒ transplantation of heart, liver, kidney and bone

marrow

UAB/COA is the largest Level IV Neonatal ICU service in the U.S.

#SOTSOM15

• UAB, together with COA, is the only university that has been selected by the National Institutes of Health to be a participating center in the three NIH perinatal clinical research networks

– Two based in the Division of Neonatology in the Department of Pediatrics

– The NICHD Maternal-Fetal-Medicine Units Network based in the Department of Obstetrics and Gynecology

NICU and Neonatology

Waldemar A. Carlo, Director, Division of Neonatology

#SOTSOM15

New Renal Care Center opens February 2015

• Alabama’s only pediatric dialysis center

• Provides: Hemodialysis, Home Hemodialysis, Peritoneal Dialysis, Continuous Renal Replacement Therapy, Aquapheresis, Plasmaphersis

• Leadership: Sahar Fathallah, M.D., Suzanne White, R.N.

• Research and Quality Improvement

− National leader in 4 research trials

− Quality Improvement Program

Pediatric Nephrology

#SOTSOM15

Pediatric Nephrology

• Only pediatric renal transplant program in Alabama• 4th busiest in the U.S. in 2014

‒ 25-30 per year‒ 537 since founding

Renal Transplant Program

• USNWR: best transplant outcomes in the U.S.• Research

− New immune suppression protocols

− Reduction of CV risk

− Improvement in medication adherence

− Post transplant viral infections

#SOTSOM15

Regional Care Organizations

RCO Population: 108,167Est. Premium: $348,021,160Avg. Premium per Eligible:

$268.12/month


$299.06/month


$292.91/month


$343.19/month


$279.23/month

*Premium assumes no RX risk, but includes savings

assumptions and administrative costs. Estimates

provided by Alabama Medicaid 7/22/2014.

Region A

Region C

Region E

Region B

Region D (?)

UAB 80%

UAB 60% UAB 60% UAB 60% UAB 80%

UAB TPA

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2015 and beyond

#SOTSOM15

#SOTSOM15

AMC 21

Four pillars under the AMC 21 Strategic Plan:

• Satisfaction / Engagement

• Quality

• Finance

• Advancement of Knowledge

Each of these pillars has an impact across the tripartite mission of the SOM.

#SOTSOM15

SOM Board of Visitors

• Inaugural meeting held September 2014

• Advises on strategy, philanthropic initiatives and community engagement and of providing independent perspectives on SOM initiatives

• Creates advocates for the SOM

AMC 21: Engagement

#SOTSOM15

AMC 21: Engagement

SOM Board of Visitors

#SOTSOM15

Office for Diversity and Inclusion

Mona Fouad, M.D., M.P.H.Senior Associate Dean for Diversity and Inclusion

Carlton Young, M.D.Assistant Dean for Medical Student Diversity and Inclusion

Samuel Almódovar, M.D.Chair, UAB Dean’s Council for Graduate Medical

Education Subcommittee on Diversity, Multicultural Affairs and Inclusion

AMC 21: Quality

#SOTSOM15

SOM Office for Diversity and Inclusion• SOM Department Liaisons

– Resource in the development of department strategic plans

• Women in Medicine

– Includes ELAM alumna and department representatives

• Visiting Scholar Program

• Marc Nivet, Ed.D., M.B.A. – AAMC Chief Diversity Officer, January 20-21, 2015

AMC 21: Quality

#SOTSOM15

SOM Office for Diversity and Inclusion• Success will be assessed through:

‒ Recruitment ‒ Retention‒ Career Development‒ Faculty Engagement/Climate Survey

• Underrepresented Minorities– 7.7 % current faculty – 8.2 % medical students

• Gender− 64.5 % men− 33.5 % women

AMC 21: Quality

#SOTSOM15

SOM Office of Diversity and Multicultural Affairs• Minority Pipeline Programs

− Middle and High School− Undergraduate − Post Graduate

• Diversity Education Programs• URiM Recruitment• Service and Outreach• Student Advocacy and Support• Diversity Training

AMC 21: Quality

#SOTSOM15

AMC 21: Quality

Facilities

• Joint Health Sciences (JHS) facilities being identified for upgrades in preparation for a bond issue

• In 2015, Dr. Vickers will be visiting multiple spaces in the SOM footprint to see needed updates

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AMC 21: Quality

Patient Care• Commitment to providing the best care to our patients

• Demonstrated improvements in observed to expected mortality, with 5 consecutive months below 1.0.

Loring W. Rue III, M.D.Chief Medical Officer

UAB Medicine

#SOTSOM15

AMC 21: Quality

Patient Care

• Additionally, we continue to improve our composite score on the UHC Quality and Accountability Scorecard

– A composite measure of our performance on Mortality, Effectiveness, Safety, Equity, Patient Centeredness and Efficiency

• Over the past 4 years, our overall rank has risen significantly as we’ve continued to improve the care provided to our patients

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Quality-Patient Care

AMC 21: Quality

#SOTSOM15

Patient Care

• To support communication between doctors and patients, UAB Medicine deployed Emmi, interactive post-discharge phone calls and corresponding multimedia programs that encourage patients’ additional learning about their health condition to improve care transitions and reduce readmission rates

• Communications involve the patient’s “Circle of Care” who can help patients manage their conditions proactively

AMC 21: Quality

#SOTSOM15

Patient Care

UAB Care

• UAB’s clinical effectiveness program

• Kicked off in the spring of 2014

• A focal point for performance improvement across the health system

• In its first 9 months, the work of UAB Care has resulted in improvements in several clinical outcome measures while realizing cost savings of over $9M. These include sepsis, heart failure, and hip and femur fracture care redesigns to name a few.

AMC 21: Quality

#SOTSOM152014-2

2014-1

2013-4

2013-3

2013-2

2013-1

2012-4

2012-3

2012-2

2012-1

2011-4

2011-3

2011-2

2011-1

2.2

2.0

1.8

1.6

1.4

1.2

1.0

Discharge Quarter

Mo

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Sepsis Mortality Index (O/E) at UAB

Sepsis Focus Began with Intermountain Quality Program

UAB Sepsis Task Force Began Work

Code Sepsis & UED Sepsis Improvement Projects

HQS Sepsis

UAB Care Sepsis

AMC 21: Quality

#SOTSOM15

Patient CareUAB Care Sepsis Project

• Purpose: Evaluate the use of an electronically-calculated Early Warning Score (EWS) in addition to or in place of the current sepsis rule/ sepsis alert

– Sepsis is a major cause of clinical deterioration but not the ONLY cause.

– EWS may help identify non-septic patients who deteriorate (respiratory failure, bleeding, etc.).

– Validated in surgical populations

AMC 21: Quality

#SOTSOM15

Patient Care

UAB Care Sepsis Project

• 1,014 patients enrolled through November 30, 2014.

• In October a pilot project was launched on 2 inpatient hospital units to improve our ability to identify and treat deteriorating patients using an EWS.

– The pilot was extended to additional units in November and December.

• The score is derived from vital signs (temperature, heart rate, respiratory rate, systolic BP), level of alertness, oxygen saturation and administration of supplemental oxygen.

AMC 21: Quality

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AMC 21: Finance

Federal Grants (Direct) $158M26%

Other Grants (Direct )$35.7M

6%

Clinical Enterprise (UH, HSF, HS)

$158.3M 26%

IER $33.2M

6%

Tuition (Gross) $20.4M

3%

State Appropriations $83.4M14%

Philanthropy $26.6M

4%

Other $84.1M

14%

FY 2014 SOM Sources of Funds

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AMC 21: Finance

FY 2014 SOM Use of Funds Grants$193.8M

27%

Space $31M

4%

SOM Admin $9.5M

1%

Investment & Other $12M 2%

Dept, Centers & Huntsville$486.7M

67%

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AMC 21: Finance

• Total raised: $555,018,330• Total raised in December 2014:

$16,814,085 – the biggest month of the calendar year

Shirley Salloway Kahn, Ph.D.Senior Vice President for

Development, Alumni and External Relations

*Figures as of Dec. 31, 2014

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Total raised for SOM: $366,100,178 • 66 % of all funds raised

Of the total for SOM:• $62.5M for programmatic support• $7M for facilities• $177.9M for faculty support• $98.6M for research and innovation• $19.8 for student support

AMC 21: Finance

Virginia Gilbert LoftinExecutive Director of

Development and Strategic Planning,

School of Medicine

*Figures as of Dec. 31, 2014

#SOTSOM15

Development: Major Gifts• $3.4M from Finley Family for a leadership scholarship and to

name the Reynolds-Finley Historical Library

• $7M from the Hugh Kaul Foundation to name the Personalized Medicine Institute

• $5M for pediatric initiatives from Children’s of Alabama

• $3.75M for Ophthalmology from Dowd and Susan Ritter, Research to Prevent Blindness and the EyeSight Foundation

• $3.5M for pediatric oncology, breast cancer, and the Institute for Innovation/Entrepreneurship from the Goodrich Family

• $1.5M from the Anderson Family to Urology, Neurosurgery and Nephrology

AMC 21: Finance

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Development: Outreach

• Alumni receptions in Anniston, Dothan, Mobile, Huntsville, Tuscaloosa, Montgomery; Capital City Medical Society reception in Montgomery

AMC 21: Finance

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Academic Enrichment Fund (AEF)• Strategic and directed commitment from the clinical

enterprise of UAB Medicine to support academic programmatic growth

• Specifically targeted to grow nationally competitive academic research programs

• Annual reporting of AEF investments with appropriate levels of transparency, oversight, accountability, and return on investment

• Annual Goal $55M

• Multi-year ramp up to achieve goal

• $21.5M expected in FY 2015

AMC 21: Finance

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Three Key Themes and Emerging Priorities for 21ST Century Medicine: Funding Priorities for Recruitment and Growth

Personalized Medicine, Genomics,

And Informatics

I3,Fundamentals of Basic Science

Outcomes, HealthDisparities, Population

Health

NIH Common Fund NIH Common Fund NIH Common Fund

Cancer Education Neurosciences

Cardiovascular Diseases Bioenergetics Primary Care ,Global Health

Diabetes, Obesity and Metabolism

Regenerative Medicine and Global Health

Transplantation

UABSOM Thematic Priorities

NIH Roadmap NIH Roadmap NIH Roadmap

AMC 21: Finance

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• Incentive for Investigators to Submit 2nd R01• T32, K and F Awards• Building Research Teams to Submit Multi-PI Grants, P01 and U

Grants• Graduate Student Support• Innovator Awards• Consider Emerging Areas • Tissue Sample Availability/IRB Issues• Celebrate Successes/Low cost suggestions• Research Infrastructure/Cores• Increase effectiveness of Administrative Units

AMC 21: Advancement of Knowledge

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2015 Strategic Recruitments

• Associate Dean for Global Health

• Chair of the Department of Surgery

• Chair of the Department of Biomedical Engineering

• Director of the Personalized Medicine Institute

• 8-10 funded investigators

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Global Health & International Relations• Lead development of partnership with South African MRC,

Peru, Zambia, Oman and Saudi Arabia; partnership with Chug Shan Medical School in Taiwan

• Rubin Pillay, M.D, Ph.D., M.B.A., Assistant Dean for Global Health Innovation


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Strategic Objectives for 2015

• Sustained growth in academic programs

• Fiscal management in all aspects

• Strategic communications and faculty engagement

For 2015

#SOTSOM15

At the end of the day what we do in UABSOM and UAB Medicine matters for Alabama and beyond

• Leadership: emphasis on excellence and collaboration for the benefit of the patient

• Discovery: advancing the understanding of human biology and developing applications to improve health

• Social responsibility: fundamental commitment to access to care for all people

• Education: meeting the local, regional and global need for healthcare professionals and researchers

For 2015

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SOM Snapshot

Right now in the School of Medicine and UAB Medicine:

– 781 medical students on 4 campuses– 950 residents in 4 program sites– 1,000+ people receiving care inside UAB Hospital– 2,321 appointments scheduled at The Kirklin Clinic– 4,415 ongoing research studies– 1,956,049.73 square feet of space

Miracles occur everyday for our patients through execution of great care, new discoveries in our labs and

new found insights by our trainees!

#SOTSOM15

Q & A

@UABSOM#SOTSOM15

Tweet your questions

How will you contribute to the Miracles at UAB that affect the lives of those whom we serve in 2015?