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2011-2016 Strategic Plan

2011-2016 Strategic Plan

Strategic Plan Town Hall and Webcast

Unanswered questions during the webcast

1. I’m not sure I understand why it is such a big deal being a Comprehensive Cancer Center – what does it mean to the health system?  Let us show you why 1+1 = 4. Think about a favorite organization outside of medicine:
Disney
Nordstoms
Apple
A hotel chain

Why do you like those best of all? Maybe, because they do it all for you. They are comprehensive “from soup to nuts,” from initial contact to service to finalizing the visit, etc. They are comprehensive. And the individual parts work well and coordinate with each other. There is synergy. 1+1=4

The National Cancer Institute (NCI) Comprehensive Cancer Center designation means the institution has reached remarkable achievements in cancer care, research and has active programs in improving the health of the communities we serve. The UC Davis Comprehensive Cancer Center (UCDCCC) is world class!

Many organizations that are dedicated exclusively to health care call themselves comprehensive cancer centers based on their self-assessment of their prevention, diagnostic, and treatment services. However, the term “comprehensive” as used by the NCI requires more than state-of-the-art care and services and includes a strong research base interactive with a wide spectrum of prevention, care, education, information and dissemination activities that broadly serve their local and regional communities and often the nation. These activities are supported by a broad array of Federal and non-Federal funding sources, such as research grants and contracts; prevention and control, training, and education grants; state awards; and private donations.

At UCD we have demonstrated significant institutional investment in the Cancer Center, including faculty and programs from the Schools of Medicine and Nursing, College of Biological Science, Veterinary Medicine and Engineering. Through these inter-professional collaborations (1+1=4) of the leadership, we produce synergistic impacts on reducing cancer morbidity and mortality. We contribute unique programs to the nation's efforts in prevention and treatment. Our Cancer Center is 1 of only 41 institutions in the USA who have been able to meet the complex and difficult criteria for comprehensive designation.

SECOND STAGE REVIEW

• Education and Training of Biomedical Researchers and Health Care Professionals: The cancer center must sponsor or participate in education and training of biomedical researchers and health care professionals.

• Community Service and Outreach: A comprehensive cancer center must define the local community or region that it serves, and maintain productive service and outreach efforts to address issues of greatest concern to that community. Programs or activities must address cancers of highest incidence, morbidity and mortality within the community and the region, and the needs of populations with disproportionate cancer incidence and mortality rates (e.g., minorities, Native Americans, people over age 65).


2. What efforts are being made to hire from within? Many leadership positions have been filled by external candidates. During this time of transformational change in the workplace, staff and faculty training and development are extremely important to us. We are committed to ensuring our workforce has the skills to be successful in this new knowledge-based economy. We have been working in conjunction with the Davis campus, UC Office of the President and staff groups to perform a gap analysis, not only in our supervisor and leadership trainings, but in areas that position us for our future, such as project management. We are committed to developing our leaders of the future, providing a fair and open process and providing the tools that position internal candidates to assume leadership positions.

3. Do you foresee healthcare reform creating cutbacks at the health system or do we have plans to adapt to those changes? Often when we hear about payment cuts, we are facing a smaller increase in payments than were otherwise expected. With health reform, we may actually see real payment reductions. Whether it is a real reduction or less than we expect, we will be forced to find creative solutions to take cost out of our system and maintain quality.  We have a history of excelling in finding creative solutions.  Our challenge is to recognize that healthcare and education are facing a potential “bubble” that forces us to recognize that there are limits to what people can afford, even though everyone wants excellence in healthcare and education.  We can meet that challenge by finding ways to do things differently, in ways that continue to add value but do so in recognition of the limits that are real to those we serve.

4. Where do you envision the health system will focus its efforts for its market position 10 years out? In other words what will the UCDavis Health System niche be, especially our position compared to our competitors? What will our alliances, partnership and specialization focus be? This is an excellent question which challenges us to articulate a roadmap that  will that lead us toward our vision of a healthier world through bold innovation, as we balance our mission areas of research, clinical care and teaching with community engagement. Our strategic plan provides our roadmap until 2016 with our areas of focus in Cancer, Neurosciences, Cardiovascular and Injury and Healing where we have regional and national reputation and a proven breadth of expertise in clinical, research and teaching. Alliances and partnerships will be critical to our success going forward. We are exploring partnerships and affiliations that bring UC Davis expertise to the communities where patients and families need our services.