Education Innovation Is Alive and Well in the School of Medicine

Education innovation and scholarship are significant elements within the core mission of the University of Virginia School of Medicine (SOM). For the past few years, the School has encouraged faculty who are engaged in education to apply for the Medical Education Fellowship Award to develop teaching and learning innovations in our NxGen, Biomedical Sciences (BIMS), and public health educational programs.

This award emerged from the strategic planning sessions five years ago. During those sessions, the education subcommittee recommended for the School to create free time for our faculty to innovate the curriculum. It made sense. When our faculty’s time is already booked — in some cases, hour by hour — it is difficult for them to do anything outside of their assigned duties, to plan for the future, to muse about “how can we do things differently?” The School set aside funds (and time) for such considerations.

The program has been tremendously successful. It is beneficial for promotion and tenure, the curriculum, and educational excellence. When I interview potential new faculty members, many of them are excited about our emphasis on education innovation. The introduction of novel ideas keeps us on the cutting-edge of education and oftentimes has a snowball effect of (positive) unintended consequences. What is introduced today may inspire tomorrow’s brilliant idea.

Below is a list of what is in the works and what’s been awarded so far:

  • a simulation-based Advanced Cardiovascular Life Support (ACLS) curriculum for 4th-year medical students during their anesthesiology elective (Abatzis, Amato, Sheeran)
  • gamifying the Surgery Clerkship Curriculum to increase engagement in learning and retention of material (Martin, Gander)
  • hands-on radiology activities using PACS to enhance radiology learning for medical students (Sneider)
  • enhancing the 4th-year truncal clinical anatomy surgical elective (Walters, Moyer)
  • a longitudinal curriculum focused on the core principles of EPA3 (Wiencek, Parsons, Williams, Chen)
  • assessment tools for a simulation-based effort to improve students’ bag-mask ventilation and CPR techniques (Abatzis, Kwock, McNeil, Littlewood)
  • a writing workshop for first-year BIMS students (Halme)
  • a “perioperative surgical home” (McNeil)
  • a program torefine students’ critical thinking skills as part of the resident readiness project (Mutter, Shah, Wolf)
  • peer-reviewed and student-validated GI cases for a Mobile App study guide designed for medical students (Shah)
  • a curriculum for medical and graduate students on communicating science and medicine to the public (Atkins, Cross)
  • a multi-media educational resource for the Renal System (Kalantari)
  • editing, re-recording, and expanding the pathology PRL series for medical students (LeGallo)

I love seeing the development and implementation of these projects. We will solicit another round of proposals in August, and I hope you will apply! If you’re interested, please contact Drs. Megan Bray, Maryellen Gusic, Elizabeth Bradley, or James Martindale.

R.J. Canterbury, MD, MS, DLFAPA
Wilford W. Spradlin Professor
Senior Associate Dean for Education

Connecting to the Waiting Patient: Solving a Supply Problem

The primary goal of the School of Medicine dean’s office is to make sure that our efforts enable the School’s tri-partite mission of education, research, and clinical care, and benefit the “waiting” patient. It is the patient who is waiting for a cure, the next generation of physicians, or an appointment with a physician who can deliver needed care.

The dean’s office employees are focused on improving administrative processes that support the faculty’s work. The Be Smart program creates a meaningful framework for us to utilize Lean methodology for process improvement, standard work, problem solving, and data-driven decision making. This allows us to be more efficient and put limited resources where they can best support our mission.

As our January example, below is a short video story about how a team’s decision to solve a problem in the ordering of the medical supplies in the Clinical Trials Office helped them feel better about the process and add precious moments to the patient needs in the clinical research units.

It’s exciting and inspiring to hear about the ways people have improved their processes, saved money, saved time, or otherwise contributed to our shared mission. What improvements have YOU made? I want to hear about them! Or, if you think you can improve something in your work, tell us about it. We want to hear, support you and celebrate it with you.

Thanks for listening! I’ll continue to share more stories with you.

Katherine L. Peck, MBA
Chief Operating Officer

The 2019 Pinn Scholars Are …

2019 Pinn Scholars: (l-r) Owen Pornillos, PhD; Maria Luisa Sequeira-Lopez, MD; Mazhar Adli, PhD; and Charles Farber, PhD.

Congratulations to the 2019 Class of Pinn Scholars, who were named this December. Pinn Scholars are selected on the basis of their scientific expertise and contributions to the School of Medicine and to the greater research community. They are expected to develop a new project or direction in their research and share their results at an annual symposium.

The Scholars program is named in honor of Dr. Vivian Pinn who was a graduate of the UVA School of Medicine Class of 1967. She is a member of the National Academies of Science, a fellow in the American Academy of Arts and Sciences, and past president of the National Medical Association.

The new Pinn Scholars and their projects are:

  • Mazhar Adli, PhD
    Biochemistry and Molecular Genetics
    “Identifying synthetic lethal partners of recurrent cancers mutations through massively parallel combinatorial double knockout genetic screens
  • Charles Farber, PhD
    Public Health Sciences/Center for Public Health Genomics
    “Developing a Predictive Gene Regulatory Network for Osteoporosis”
  • Maria Luisa Sequeira-Lopez, MD
    Pediatrics
    “The fate of renin and renin progenitor cells in the bone marrow”
  • Owen Pornillos, PhD
    Department of Molecular Physiology & Biological Physics
    “Molecular mechanisms of HIV-1 replication”

Previous Scholars include Alison Criss, PhD; Brant Isakson, PhD; Scott Keysell, MD, MPH; Gordon Laurie, PhD; Shayn Peirce-Cottler, PhD; Benjamin Purow, MD; Jeffrey Saucerman, PhD; and Jochen Zimmer, PhD.

The new scholars will be introduced at the Annual School of Medicine Symposium on Research Excellence on Wednesday, Feb. 6, 2019, from 2-5:30 PM in the Pinn Hall Conference Center Auditorium. The symposium will feature the work of the first two classes, as well as some recent faculty recruits.

Margaret A. Shupnik, PhD
Gerald D. Aurbach Professor of Endocrinology
Professor of Medicine
Senior Associate Dean for Research

Do You Know What the SOM/UPG Business Intelligence Program Is?

The delivery of information to faculty and staff in a dynamic fashion is crucial to achieve our strategic objectives and fulfill the promise of our tripartite mission. To that end, we are using “business intelligence.” Simply put, business intelligence is getting insight from data to help in decision making.

In October 2017, Kappu Ramasubramanian joined the School of Medicine as Director of Business Intelligence (BI). As a foundational step, she performed a current-state analysis of how faculty and staff request, receive, and use data. She also examined whether our metrics and efforts aligned with our mission.

Based on this assessment, the BI program is built around five core areas to move the School to be more data driven. These areas are: (1) Executive Sponsorship and Workforce Readiness, (2) Alignment to Mission Drivers, (3) Governance and Processes, (4) IT Infrastructure, and (5) Data/Information Management. When we speak of “data” under this program, we mean “administrative data” to support the mission areas.

In addition to providing an integrated portal environment with self-service capabilities for users on data and analytics, proficiency and maturity in all of these areas will ensure the long-term success of the program and its projects. Under Kappu’s leadership, the BI team asks, “Is this particular work driven by our mission and values, and will it move us closer to our goal?” The answer to that question guides the BI team to ensure decisions are made that will maximize progress and effectiveness.

The Business Intelligence Governance Steering Committee was formed in January 2018 to address needs in the core areas. The Steering Committee established guiding principles for the BI program and approved and documented processes for project prioritization, data security and access management, and a BI life-cycle framework with clear roles and responsibilities.

The guiding principles include:

  • Focus on mission value: governance will be nimble and mission-driven
  • Treat data as an organizational asset: information is a strategically important resource and asset for our organization
  • Governance will promote transparency, trust, and accountability: there will be clear roles and responsibilities
  • Treat the data warehouse as the trusted source of truth: data issues will be corrected at the source
  • Promote a data-driven organization: promote data literacy as a requirement for a data-driven culture

Based on the approved prioritization process, the team developed a BI roadmap of projects for the initial two years. The first project was the Academic Funds Available Report that created a single site where departments and centers can view all academic cash reserves. This will help administrators determine how to best use restricted, non-sponsored funds, facilitate broader oversight capability, and will enhance the ability to manage and validate academic cash reserves information from just one report.

Current projects include budget variance, research effort and salary coverage, and those underrepresented in medicine. Upcoming projects will examine areas such as clinical productivity, space and funding, and metrics related to entrustable professional activities (EPA). Watch this space for more information on these and other projects.

I look forward to the progress that the Business Intelligence program will provide as we move to become a more data-driven and transparent organization. Thank you to everyone on the BI team for their great work supporting our faculty and staff.

Katherine L. Peck, MBA
Chief Operating Officer

Next Capital Campaign Is Off to a Great Start

Researchers, educators, clinicians, and students all benefit from philanthropic support.

At the October General Faculty Meeting, Karen Rendleman, Senior Associate Vice President for Health System Development and Executive Director of the UVA Health Foundation,shared that the next capital campaign, Honor the Future: The Campaign for the University of Virginia, is off to a great start. This campaign will officially launch in October 2019, but has been tallying gifts since the end of the last campaign four years ago. The overarching goal is to raise $5 billion by 2025, which will allow the University to bolster strategic objectives in service of the greater good.

The Health System’s portion of Honor the Future is called The Campaign for Health and has a $1 billion goal to support initiatives in patient care, research, and medical and nursing education across the Health System. While we’re still in the silent phase of the campaign, it’s impressive to know that $337 million in gifts, pledges, and philanthropic grants have come to the School of Medicine, Medical Center, and School of Nursing. This includes $72M in future support, which are bequest intentions or other planned gifts that will be realized in the future.

Also included in the new gifts are $114M in private philanthropic grants, which are investigator-initiated and are counted in the campaign totals as is standard industry practice.

What does this mean for our mission? Philanthropic support seeds novel projects, supports clinical trials, and helps advance research at all stages. We are able to attract and retain the best faculty and researchers through professorships and other endowments. Our students benefit from lower debt through scholarship support. And our patients thrive from initiatives that enhance the patient experience. The gifts and pledges of future support touch areas such as Cancer ($41M), Children’s Hospital ($19M), or Neurosciences/Neurology (nearly $15M), and extend across the entire Health System. Our benefactors give both outright expendable gifts and endowed gifts. More than $60M in endowed gifts have come in so far. These endowments support not only professorships, scholarships and fellowships, but also groundbreaking research.

It is important to remember that most of the dollars that come in via philanthropy are restricted and designated for a particular use. Donors give for a specific reason or to a particular cause. We appreciate any amount, and in any way, we receive support. As part of the campaign planning effort, we are working closely with Karen and her team on defining our School of Medicine priorities and goals around both restricted and unrestricted funds.

Who Gives? And Why?
To date, 30,051 donors have supported the School of Medicine and the Medical Center. Their particular reasons for giving are as singular as the individuals themselves, but the common theme is you.

Grateful patients give back in honor of the exemplary care they received at UVA; alumni give back to support an institution that prepared them for their careers; and friends, community members, and other University alumni see the exciting work we’re doing and want to be a part of it. All of our donors see a need and want to help. They are inspired by the skill, dedication, and compassion of our faculty and staff across the entire Health System. Here’s a breakdown of who has given so far:

  • 8,028 University alumni ($51.9M)
  • 112 family foundations ($9.6M)
  • 70 estates ($29.8M)
  • 19,519 friends ($52.9M)
  • 2,322 parents ($10.2M)
  • 2,534 corporations, foundations, and other organizations ($147.3M)

That’s a lot of numbers. Here are a couple of examples that illustrate philanthropy’s impact.

  • School of Medicine alumnus Allen Hogge and his wife, Joan, took advantage of the University’s Bicentennial Scholarship matching program to endow a scholarship. The Hogges both benefitted from scholarship support when they were in college and wanted to help the University recruit the best students. This type of private support is critical to reducing our students’ debt.
  • Family foundations, like the Ivy Foundation and the Manning Family Foundation, accelerate research discovery across the Health System. These two foundations alone provide more than $750,000 in annual support for research projects.

Thank you to our faculty and staff who make this important work possible. These gifts reflect your exceptional efforts and your partnership with our Development team. Special thanks to Karen and her team for helping us fund our missions.

If you have questions about philanthropy, or how you can help, please contact Anne Watkins, Assistant Vice President & Chief Development Officer, School of Medicine.

David S. Wilkes, MD
Dean, UVA School of Medicine
James Carroll Flippin Professor of Medical Science

Highlights: December MAC Meeting

The School of Medicine’s Medical Advisory Committee (MAC) met on Dec. 11, 2018, 4-5 p.m., in the Medical Education Building’s Learning Studio. Here are highlights from that meeting:

Opening Comments
David S. Wilkes, MD
Dean

Drs. DeSimone, Minor, and Tamm: Newly elected AAAS Fellows.

Dean Wilkes gave enthusiastic congratulations to Drs. James Nataro, Douglas DeSimone, Wladek Minor, and Lukas Tamm. The Latin American Congress of Microbiology held a special symposium in honor of Dr. Nataro for his work battling infectious diseases, such as E. coli and Shigella, in Latin America. Drs. DeSimone, Minor, and Tamm were elected as Fellows by the American Association for the Advancement of Science (AAAS). Each year the AAAS elects members whose “efforts on behalf of the advancement of science or its applications are scientifically or socially distinguished.” 

December Health System Board Update
A. Bobby Chhabra, MD
Chair of Orthopaedic Surgery
Dr. Chhabra reviewed the Health System’s FY19 Scorecard and provided a summary of the FY19 first quarter financial report. 

The Health System Development (HSD) report showed that $67.7 million was brought in, exceeding the goal of $62 million. The grants and gifts include $17.6 million in investigator-initiated philanthropic grants, some of which were the Bill and Melinda Gate Foundation ($9.4 million — Houpt, Moore, Petri, Nataro), the Susan G. Komen Breast Cancer Foundation ($450,000 — Rutkowski), and the American Heart Association ($706,511 — Bilchick, Sun, McNamara). HSD is well on its way toward its FY19 goal of $100 million, with commitments that include $7.74 million for cancer research pilot projects, $1.62 million for clinical trials space, $1.25 million for biomedical research, and $2 million for a neurology fellowship and a general medicine professorship. 

Getting Ready for Workday
Julie Bird
UFirst Change Management Co-Lead
Ms. Bird reviewed key dates related to the January 7, 2019, launch of Workday, UVA’s new, cloud-based human resource and payroll system. Duo and the latest version of Internet Explorer or Google Chrome are required to access Workday. 

  • SOM monthly payrolls will be paid from the legacy system on December 31 and from Workday on February 1. 
  • SOM bi-weekly payrolls will be paid from the legacy system on December 28 and from Workday on January 11.
  • January 4 is the last day for time/absence entry and approval for the 12/14/18-1/6/19 time period. Those working that weekend will estimate their time for January 5 and 6 and, if necessary, make a correction the following time period.
  • W-2s for 2018 will be available through the legacy system.

If you have questions: 

Please see the Workday website, workday.hr.virginia.edu. 

Highlighting New Faculty
Jonathan Kipnis, PhD
Chair of Neuroscience
Dr. Chia-Yi (Alex) Kuan, MD, PhD, Professor of Neuroscience, received his MD from National Taiwan University (1989) and his PhD from Yale (1997). He is currently PI on three R01s and one R21. Dr. Kuan’s research interests are neonatal brain injury, stroke, and brain energetics. 

Dr. Ukpong Eyo, PhD, Assistant Professor of Neuroscience, received his PhD (2012) from the University of Iowa. He did his postdoctoral research at Rutgers University and the Mayo Clinic, investigating microglial-neuronal physical interactions especially in the hyperactive brain using real-time two photon imaging. He has published numerous articles, including eleven as first author. His research is concentrated on the role of microglia in epilepsy and neurodevelopmental disorders. 

The next meeting will be Tuesday, January 8, 2018, in the BIMS Classroom.

What Is Be Smart?

Using Be Smart to create process improvements.

The School of Medicine’s objectives are to advance our education, research, and clinical care missions and to ultimately serve our “waiting” patients – those who may be waiting on a cure, waiting to see a physician, or waiting on the next generation of physicians.

One of the key priorities of the Dean’s office is to improve organizational structures and processes in service to the faculty and staff who advance our missions. We established “Be Smart” to build the culture of problem solving and continuous improvement. Like Be Safe — the Health System’s program for creating an environment of unmatched patient and team-member safety — Be Smart uses lean principles in the administrative setting.

Image showing how all of our work supports care for the waiting patient. (Click to enlarge.)

Lean methodology is a systematic process for reducing non-value-added activities. It uses best practices such as standard work, A3 problem solving, and data-driven decision making to enable us to be more efficient with limited resources.

Be Smart encourages us to constantly challenge ourselves to answer the question, “How can we be better tomorrow? Even if only a little?” Be Smart’s official kick-off was two years ago. We started in the Dean’s office first to test and refine the program. Since implementing continuous improvement, approximately 160 improvement projects have been completed and 40 others are underway. As a result of those efforts:

  • 3,600 non-value-added hours have been eliminated from processes.
  • 63 standard operating procedures have been established.
  • $10,000 in annual supply and material costs have been reduced.

All these efforts reduce administrative burden for faculty and staff as you can see in these recent examples:

Improving MSTP Interviewing

Connecting to the Waiting Patient: Improving MSTP Interviewing

 

 

 

 

SRIP Benefits from an A3 Workout

Connecting to the Waiting Patient: SRIP Benefits from an A3 Workout.

 

 

 

 

 

If you are interested in learning about the lean methodology, contact Mike Danzi, SOM Process Excellence Leader, at 434.924.8464 or mad9ub@virginia.edu and watch the Dean Office Blog for future details on the Be Smart program (there are prizes and a trophy!).

Our greatest resource at the School has always been you and your colleagues. You are empowered to tell us where things can be improved. You know the work best.

Thank you to everyone who is embracing and supporting this effort!

Katherine L. Peck, MBA
Chief Operating Officer

Connecting to the Waiting Patient: Summer Research Internship Program Benefits from an A3 Workout

 

Every summer, the University of Virginia School of Medicine (SOM) welcomes a group of 30-35 enthusiastic undergraduate students from across the country to participate in our Summer Research Internship Program (SRIP). Over the course of the 10-week program, the selected trainees benefit from an immersive research experience mentored by a member of the program faculty, participate in a professional development series, and attend communication workshops.

The SRIP receives over 400 applications for these coveted positions each year. Trainee selections are made based on academic performance, personal statements, and letters of recommendation. Previously, students would apply online and provide personal statements, while their paper transcripts would arrive through the mail and letters of recommendation would arrive via email. Then began the painstaking process of scanning the paper transcripts and matching each individual’s application with the correct transcript and letters of recommendation — over 400 times! This process consumed weeksof nearly fulltime effort by the program coordinator to compile the application packets, causing the program to miss out on many strong applicants because offers went out later than competing programs.

There had to be a better way to collect and process these applications.

2017 SRIP class

Streamlining and Automating the Process
In May, the Program Director, Dr. Janet V. Cross, Assistant Dean for Graduate Research and Training, and the Summer Program Coordinator, Ms. Marya Johnson, undertook A3 problem-solving efforts. They formed a team that analyzed the current state of the process and identified opportunities to eliminate waste. As the team designed the future state, they saw an opportunity to leverage an existing resource. The prior year, the Biomedical Science (BIMS) Graduate Programs application had transitioned to the electronic platform, Slate. Recognizing the adaptability of Slate, the team worked with the Central Admission and Enterprise Application Admission teams to devise a complete application that will collect all the required information from the students as well as those providing recommendation letters, all through a secure, electronic platform.

The new-and-improved SRIP application went live on Sept. 1. A final assessment of the success of this Lean project must await the conclusion of the current admissions cycle in early spring. However, it is already clear that the new application platform will liberate weeks of work for Ms. Johnson and Dr. Cross, allowing them to focus on making offers earlier, attracting the best trainees to join our research teams, and developing educational programming for the participants. They anticipate that the streamlined process will also simplify the workload for potential applicants and improve the review process for the SOM faculty and BIMS students who participate in the admissions committee, allowing them to return to their research activities sooner. Overall, these improvements will enable us to continue educating the best and brightest students and setting them on the path toward contributing to the breakthrough discoveries of the future. Given that over 50 percent of our SRIP alumni go on to pursue PhDs, MDs, or combined degrees, the impact has the potential to be significant!

We thank Dr. Cross and Ms. Johnson for identifying the problem and undertaking the process improvement review, which led to such an elegant solution. We also thank Tracy Pettit and the members of her Central Admission team (Jacki Haney, Emillie Cobarrubias, and Alyssa Sellick) and the Enterprise Application Admission team (Briana Reid, Kristen Stanley and Jennifer Meyer) who worked with them to develop and ultimately build the new SRIP application. Finally, we thank the students, faculty, staff who support the SRIP in so many ways and allow us to provide a terrific experience for the trainees who are chosen to participate each summer.

Margaret A. Shupnik, PhD
Gerald D. Aurbach Professor of Endocrinology
Senior Associate Dean for Research

R.J. Canterbury, MD, MS, DLFAPA
Wilford W. Spradlin Professor
Senior Associate Dean for Education

Connecting to the Waiting Patient: Improving Medical Scientist Training Program (MSTP) Interviewing Processes

MSTP students at the 2015 White Coat Ceremony.

The primary goal of the School of Medicine dean’s office is to make sure that our efforts enable the School’s tri-partite mission of education, research, and clinical care, and benefit the “waiting” patient. It is the patient who is waiting for a cure, the next generation of physicians, or an appointment with a physician who can deliver needed care.

The dean’s office employees are focused on improving administrative processes that support the faculty’s work. The Be Smart program creates a meaningful framework for us to utilize Lean methodology for process improvement, standard work, problem solving, and data-driven decision making. This allows us to be more efficient and put limited resources where they can best support our mission.

As an example, here’s a story about how improvements in our Medical Scientist Training Program (MSTP) interviewing processes help faculty decrease administrative burden.

Thanks for listening! I’ll continue to share more stories with you in the coming months.

Katherine L. Peck, MBA
Chief Operating Officer

Highlights: November MAC Meeting

The School of Medicine’s Medical Advisory Committee (MAC) met on Nov. 11, 2018, 4-5 p.m., in the Medical Education Building’s Learning Studio. Here are highlights from that meeting:

Opening Comments
David S. Wilkes, MD
Dr. Wilkes acknowledged the work that the chairs and center directors have done to increase diversity and build an environment of inclusiveness. The creation of diversity plans and appointment of diversity liaisons have made a difference, resulting in the School of Medicine being awarded the 2018 Higher Education Excellence in Diversity Award. Only 35 schools in the health professions get this recognition, and this is the seventh year in a row that we have received it! Congratulations, and thank you for your contributions. 

The work of Dr. Jose Oberholzer, Director of the Charles O. Strickler Transplant Center, was featured on the cover Nature Biomedical Engineering. Congratulations to him for this accomplishment. 

The department annual reviews (DARs) have been concluded and Dean Wilkes thanked the chairs and their teams for their participation. At the third year point of holding these reviews, he observed that there is a lot of positive momentum and chairs have embraced and moved forward on institutional initiatives that will distinguish UVA. In addition to diversity, mentioned above, there was impressive progressive in moving active learning to the goal of 80% active learning. Other common themes include greater collaboration among the departments and centers and more diversity in the research portfolio. Across the board, everyone is struggling with burnout, and in the clinical departments, a challenge is supporting high salaries for high RVU specialties while trying to provide salary increases for critical, but lower RVU, services. 

 The dean’s cabinet held its annual retreat after the DARs and identified four goals for the coming year: 

  • Create a work environment that enables excellence. 
  • Improve organizational structures and processes. 
  • Build external relationships and enhance development. 
  • Enhance the education experience. 

Commonwealth of Virginia Campaign
Elizabeth Shifflett
Ms. Shifflett, Pediatrics Department Administrator, is one of the executive sponsors of the Commonwealth of Virginia Campaign (CVC). The goal is to have 400 SOM faculty and staff contribute this year at whatever level they can afford. She pointed out that a small contribution of even $2 a pay period can make a big impact. And most of the money contributed stays in our community. The red envelope campaign is open through December 15 and the online campaign continues through December 26. Go here to donate online.

BIMS PhD+ Dual Degree Partnership with McIntire School of Commerce
Amy Bouton, PhD, Associate Dean for Graduate and Medical Scientist Programs
Dr. Bouton gave an overview of the dual degree pilot program established in partnership with the McIntire School of Commerce. The goal of the program is to provide BIMS PhD students with knowledge, skills, training, and credentials in commercialization, entrepreneurship, management, and leadership in the biomedical sciences arena. Students will earn an MS in Commerce in addition to the PhD. While the exceptional scientific training that students acquire in our BIMS-affiliated PhD programs will always provide the cornerstone of their professional portfolios, students who elect to participate in the sequential PhD/MS in Commerce program will gain additional training and credentials that will set them apart from the hundreds of other recent PhD graduates who have aspirations to pursue careers in pharma, biotech, commercialization, policy, etc. Given that approximately 60% of biomedical PhD graduates will not go into academic research, this program will differentiate UVA by providing expanded career opportunities to our students. 

BIMS PhD students will apply to McIntire during year 4 or 5, when they are less than a year from graduation. Once admitted to the MS in Commerce program, a SOM committee will accept up to two candidates for the dual degree “fellowship.” They must complete their PhD by August of the year in which they apply, after which they will begin the 10-month MS program in Commerce. We are running a three-year pilot and then will evaluate the results and the sustainability of the program. 

Business Intelligence
Kappu Ramasubramanian
The Business Intelligence (BI) program supports the achievement of our strategic objectives by delivering information to the end users more dynamically, reducing bottlenecks, making data actionable, and enabling the use of trusted information to understand and analyze organizational performance against set goals, make better and faster decisions, gain new insights, and optimize business processes. 

BI supports the program vision by 

  • Building an integrated data warehouse that hosts data from multiple systems 
  • Enabling the users to go to a single place to get their metrics 
  • Providing self-service analytics 
  • Documenting and surfacing consistent data definitions 

The first phase of the BI program focuses on providing administrative dashboards that will help both SOM and UPG by surfacing metrics that are directly connected to the mission drivers. 

BI governance includes three groups: the Steering Committee, the Governance Leadership Group, and the Operations Group. 

The BI Steering Committee is charged with executive level decision making, developing guiding principles, setting priorities for projects, and approving data definitions, standards, policies, and timelines. The guiding principles are: 

  • Focus on mission value. 
  • Treat data as an organizational asset. 
  • BI governance will promote transparency, trust, and accountability. 
  • The data warehouse is treats as the “trusted source of truth.” 
  • Promote a data-driven organization. 

The BI Governance Leadership Group provides strategic and tactical direction. It develops standards, policies, and data definitions to recommend to the BI Steering Committee for approval. 

The BI Operations Group includes domain-specific data stewards, subject matter experts, and others. The group validates data and improves the data quality and processes. 

BI recently completed its first project — the Academic Funds Available report, which will allow clinical departments to see a consolidated accounting of all their academic funds, regardless of where they are held. BI has three projects in process: budget variance (clinical affairs), research efforts and salary coverage (research), and underrepresented in medicine (education and faculty affairs). Three projects are in the queue: clinical productivity, space and funding, and EPA metrics. 

Bias Reduction in Internal Medicine (BRIM)
Mitchell Rosner, MD, Chair of Internal Medicine
The BRIM initiative is funded through the NIH and is a multi-site grant that includes twelve departments of internal medicine, with Molly Carnes, PI, from the University of Wisconsin. The BRIM Initiative offers the opportunity to help faculty overcome the bias habit and align their judgments and behaviors with their explicit commitments to be fair and objective. 

Over a two-year period, all divisions in the department will be offered a three-hour interactive workshop with three modules: 

  • Implicit bias as a habit. 
  • Becoming bias literate. (If you can name it, you can tame it.) 
  • Evidence-based strategies to break the bias habit. 

Divisions are randomized to receiving training or not. Surveys assess divisional climate, attitude, and engagement and changes in bias over time. The BRIM Initiative draws on decades of research on behavioral change in approaching stereotype-based bias as a “habit of mind” that can be changed by increasing awareness, motivation, and self-efficacy to practice evidence-based strategies. In three years, the divisions will be unblinded and the remaining divisions will be trained. 

Dr. Rosner said that Medicine has trained twelve high-level faculty and staff facilitators through the BRIMS Initiative. In the next six months, they may be available to train other departments, and he asked that you contact him regarding their capacity to meet your training needs. 

The next meeting will be Tuesday, Dec. 11, 2018, in the MEB Learning Studio.