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University of Kentucky Regional Campus Expansion Update
March 28, 2017
Chipper Griffith, MDVice Dean for Education
• Anticipated start date pending LCME approval is 2018-19 with 30 students
• LCME requested more detail on facilities and finances; submission 4/3/17, will hear decision mid-June
• SACSCOC approval will be submitted ~12/17 for approval ~1/18• Associate Dean for BG campus hired (Todd Cheever!); an assistant
dean from the local community will be hired in the near future• Dr. Cheever actively recruiting students and potential COM faculty to
deliver the curriculum • Reminder: the exact same curriculum will be delivered at BG; the ideal
is for non-lecture sessions, which are the majority of our sessions in our current curriculum, will be delivered in-person locally
• Early Assurance Programs for qualified students at regional colleges and Universities being worked out for class beginning 2019
Preliminaryworkingdocument.Confidentialandproprietary.
Preliminaryworkingdocument.Confidentialandproprietary.
Associate Dean, UK COM-Bowling Green Campus• WesternKentuckyUniversity– BachelorofScience,Biology(1987)• UniversityofKentucky
‒ DoctorofMedicine(1991)‒ GeneralPsychiatryResident(1995)‒ ChiefResidentofPsychiatry(1995)
• BoardCertification– Diplomate oftheAmericanBoardofPsychiatryandNeurology(A.B.P.N.)
• KeyUKacademicappointments‒ AssociateResidencyTrainingDirector,DepartmentofPsychiatry‒ AssociateDeanforStudentAffairs,OfficeofMedicalEducation‒ ThirdYearPsychiatryCo-ClerkshipDirector‒ Director,FirstYearBehavioralBasisofMedicine‒ DirectorofPsychiatryUndergraduateMedicalEducation(1997-2001)
• Keyawardsandrecognitions‒ U.K.OutstandingSupervisorFinalist(entireUKcampus)‒ DepartmentofPsychiatryChairman’sSpecialRecognitionAwardforOutstandingServiceand
Dedications‒ LeonardTowHumanisminMedicineAwardpresentedbytheGoldFoundation
ToddR.Cheever,MDAssociateDean,
BowlingGreenCampus
Preliminaryworkingdocument.Confidentialandproprietary.
• AssumingM1studentsbeginmatriculatinginAugust2018
LiaisonCommitteeonMedicalEducation(LCME)
Admissions
UK/SouthernAssociationofCollegesandSchoolsCommissiononColleges(SACSCOC)
12/1/16Deadlinetosubmitproposalfor2018-19matriculation
2/14/17– 2/16/17LCMEBoardmeeting
Spring2017DeanreceivedrequestofLCME’sadditionalinformationonproposal
Fall2016Recruitmentfor2018-19classbegins
20172018
6/1/17Applicationprocessfor2018-19classbegins
August2017Interviewsfor 2018-19classbegins
10/15/17Beginnotifying2018-19classapplicantsofacceptance
12/5/16ProposalsenttoCOMCurriculumCommittee
2017 2018
5/1/17UniversitySenate
June/September(TBD)UniversityBoardofTrustees
1/1/18ProspectusduetoSACSCOC
June2017ResponsefromLCMESecretariat
6/11/18-6/14/18SACSCOCBoardofTrusteesMeeting
January/February2019LCME Reaccreditationfinalnotification
12/20/16COMFacultyCouncil
10/14/18– 10/17-18LCMEReaccreditationSiteVisit
7/23/18M1StudentOrientation
7/27/18WhiteCoatCeremony
7/30/18M1Studentsbeginclass
7/30/18M1Studentsbeginclass
TODAY
TODAY
1/17/17HealthCareCollegesCouncil
Program Approval TimelineAs of March 23, 2017
4/3/17Additional informationdueLCME
2/2017EarlyAssuranceProgramsinplaceWKU-MCBG, Murray
GovernanceStructure
Preliminaryworkingdocument.Confidentialandproprietary.
JointExecutiveOversightCommittee
JointImplementationCommittee
• Partnershipgovernanceandvisionsetting• Strategicplanninganddecisionmaking• Resourceallocation• Meetsquarterly– frequencymayincreaseduringdesign,development,andimplementationphases
• ReviewandassessrecommendationsofJointOperationalWorkgroups• Implementationoversightandguidance• Meetsweekly- frequencymayincreaseduringdesign,development,andimplementationphases
JointOperationalWorkgroups• InformationTechnology• Facilities• M1/M2Curriculum• M3/M4Curriculum• HumanResources• Finance• Compliance• Communications• Philanthropy
• FacultyAffairs• Admissions• StudentAffairs• RiskManagement• PublicRelations• InternalAudit• GovernmentRelations• Legal• Marketing
• Accountableforprogramimplementation• Area-specificoperatingplans• MakerecommendationtoJointImplementationCommitteeregardingresourceallocationandprocurement• Overseeprojectteams• Dailyinteraction/weeklyupdatestoJointImplementationCommittee
} All UK COM-BG faculty must have a UK COM faculty appointment} Plan for three types of faculty at Bowling Green◦ Clinical Title Series (or Special, as warranted): Regional Campus Associate Dean, others on
ad hoc basis◦ Voluntary Faculty: these faculty members (mainly clinicians) can generate their usual
revenues while precepting students◦ Adjunct Faculty: these faculty members are performing instructional or other work (course
and clerkship site directors, etc) of a substantial amount that necessarily takes them away from revenue generating opportunity
} There are currently roughly 30 faculty members of various types appointed for Bowling Green, will probably grow to more than 100
} Faculty Workgroup with broad representation ◦ Developing faculty appointment processes for regional campuses in compliance with
University of Kentucky AR’s and rules� Currently in vetting process
◦ Developing compensation models, faculty evaluation plans, orientation plans, etc
Preliminaryworkingdocument.Confidentialandproprietary.
MOREHEAD} 4 year campus at Morehead on hold currently; after careful study, not ready for
2018 expansion without facility renovation and clarity of clinical partners; RPLP will of course continue
} Anticipated class size is 20, building on the success of the current RPLP for M3 and M4 students
NORTHERN KENTUCKY} An MOU has been signed between Northern KY University, St. Elizabeth’s
Healthcare, and the COM for a potential 4 year medical campus as early as July 2019; class size could be as high as 40
} Lessons learned from establishing the UK COM-Bowling Green campus (faculty appointments, curriculum, admissions and student affairs, facilities, etc.) should make roll-out of this campus much more streamlined
Preliminaryworkingdocument.Confidentialandproprietary.
Questions
Thank you
College of MedicineGeneral Faculty Meeting
Michael L. Rowland, PhDAssociate Dean, Faculty and Professional Development
Office of Faculty and Professional DevelopmentMarch 28, 2017
Office of Faculty & Professional Development
•Michael Rowland, PhD•Associate Dean, Faculty & Professional Development
•Ms. Deborah Reining•Administrative Assistant .50
Office works collaboratively with…
•FacultyCouncil•Appointment,Promotions&TenureCommittee•WomeninMedicineandScience•UKOfficeofFacultyAdvancement•UniversityCommittees•AssociationofAmericanMedicalColleges•GrouponFacultyAffairs,•UKHealthcareEnterprise
Office of Faculty & Professional Development
•OrganizeandprovideopportunitiesforcareerandprofessionalgrowthanddevelopmenttoeachfacultymemberintheCollegeofMedicine.
InitiativestoSupportFacultyCareer&ProfessionalDevelopment
NewFacultyOrientationPrograms
FacultyDevelopmentWorkshops
REACHINITIATIVE
ACADEMICCLINICALADVISORYCOMMITTEE
One-on-OneFaculty
Consultations
FacultyWellnessINITIATIVE
NEWINITIATIVES2017-18
DEPARTMENTCHAIRSEARCHES
College of Medicine New Faculty Orientation Program
Faculty Development Workshops2016-2017
45
PromotionTenureDossiers
Research
NewfacultyOrientation
FacultyWellness
265attendees
REACHResearch Education Advancement Coordination Hub• REACHGoals• [1]Provideongoingmentoringforuntenuredjuniorfacultymembersregardingthe“mechanics”offunctioningasanindependentresearchinvestigator• [2] Facilitatejuniorfacultydevelopmentandmonitorprogresstoensureaproductiveresearchagenda
EligibilityCriteria:
<3Years 20%RESEACH
One-on-One Faculty Consultations
Individual consultations with faculty on academic and/or work life issues•Promotion and/or Tenure Consultations•Consultation of UK Policies and Procedures•Potential New Faculty Recruits•Annual Faculty Evaluations •Leave of Absence•Sabbaticals•Phased Retirement Consultations
Academic Clinical Advisory Committee(ACAC)
•1.ReviewtheCurriculumVitaeofClinicalTitleFaculty•2.Offeradviceandrecommendationstomaximize
likelihoodofpromotiontothenextrank.
AcademicClinicalAdvisoryCommittee:• Dr.PaulaBailey,InternalMedicine-Hospitalist• Dr.JaquelineGibson,InternalMedicine-General
• Dr.RickMcClure,InternalMedicine-CardiovascularMedicine• Dr.JohnO’Brien,ObstetricsandGynecology
• Dr.PeterSawaya,InternalMedicine-Nephrology• Dr.T.ShawnCaudill,InternalMedicine- General
• Dr.PaulSloan,Anesthesiology
TheACAC isadvisoryonly
Wellness Series 2017
Faculty Wellness Series & Committee
Dr.ColinWestPhysicianburnoutanddistress-causes,consequences,andastructureforsolutionsJanuary5
Dr.StuartSlavinImprovingmedicalstudentmentalhealth:AmultifacetedapproachJanuary12
Dr.CatherinPipasStrategiesforpromotingpersonalhealth&wellnessandleadingchangeattheindividuallevelJanuary19
Dr.AviadHaramatiTheimperativeforincorporatingmind-bodymedicineinhealthprofessionseducationJanuary26
Dr.MichaelKrasnerCultivatingresilienceandreducingburnoutforhealthprofessionals:Thepowerofpresence,reflectivepractice,andappreciativedialogueFebruary2
Faculty Exit Interviews
FacultyExitinterviews – importanttounderstandfactorsthatleadfacultytoleaveUKCOMandlearnwhatwemightdotoimproveUKCollegeofMedicineasanevenbetterplacetowork.
•2 methods of collecting this information•1) Face-to-face interview w/ Associate Dean of FPD•2) An anonymous online survey (faculty website)
• https://www.surveymonkey.com/r/Z7LBVX6
Support Department Chair Searches
Pediatric(inprogress)
Psychiatry(inprogress)
BehavioralScience
Molecular&Cellular
Biochemistry
Pharmacology&NutritionalSciences
Neuroscience
New Appointments in the College of Medicine
MichaelPiascik,PhDAssistantDeanforFoundationalScience
DeborahErickson,MDAssistantDeanforPreclinicalEducation
ElizabethBerrySeelbach,MDAssistantDeanforCompetencyAssessment
AndyAyoob,MDAssistantDeanforEducationalFacultyDevelopment
AndrewR.Hoellein,MD,MSAssociateDeanforStudentAffairs
WendyL.Jackson,MDAssistantDeanforAdmissions
Office of Medical Education (OME)
ChrisFeddock,MD,MSSeniorAssociateDeanforMedicalStudentEducation
New Appointments in the College of Medicine
AmyDiLorenzo,MAAssistantDeanforEducationalScholarshipandInnovation
AngelaDearinger,MD,MPHAssistantDeanforAccreditation
AshaShemoi,MDAssistantDeanforLearningEnvironment
Graduate Medical Education (GME)
New Initiatives Coming 2017-2018
•Faculty Recognition Program•Faculty Networking Opportunities•Mentoring Program for New Faculty I want to
hear from you!
Photo:Icons8
The College of Medicine Map toImpact and Transdisciplinary
Integration (COMMIT)
COMMIT 2017-2022
COMMIT 2017-2022
Education CommunityEngagement
Diversity&
InclusivityClinicalResearch
WorkforceWellbeingFacilities
AccountabilityandFiscalResponsibilityInformationTechnology
The University of Kentucky College of Medicine will be a committed leader in solving the challenges in healthcare through transdisciplinary integration of
high impact research, education and expert clinical care
CurrentDraftPendingFinalInputAndDiscussions
Draft Vision Statement
TheUniversityofKentuckyCollegeofMedicinewillbeacommittedleaderinsolvingthechallengesinhealthcarethroughtransdisciplinaryintegrationofhighimpactresearch,education
andexpertclinicalcare.
CurrentDraftPendingFinalInputAndDiscussions
A Continuum of Disciplinary Integration
Transdisciplinary
Multidisciplinary
Interdisciplinary
Unidisciplinary
Across
Disciplines
Within
Researchersfromdifferentdisciplinesworkjointlytodevelopanduseasharedconceptualframeworkthatsynthesizestheories,concepts,andmethods,tocreatenewapproachestoaddressacommonproblem.
Researchersfromdifferentdisciplinesworksequentially,eachfromtheirowndisciplinespecificperspective,withagoalofeventuallycombiningresultstoaddressacommonproblem.
Researchersfromdifferentdisciplinesworkjointlytoaddressacommonproblem.Someintegrationofperspectivesoccurs,butcontributionsremainanchoredintheirowndisciplines.
Researchersfromasingledisciplineworktogethertoaddressacommonproblem.
Rosenfield PL, Soc Sci Med. 1992Dec;35(11):1343-57.
CurrentDraftPendingFinalInputAndDiscussions
Process Timeline
Jan Feb Mar April May
SteeringCommittee #1
Work Group #1
Retreat#1
Work Group #3
Work Group #2
Retreat#2
SteeringCommittee #2
ProcessInputsDepartment,Division
andCenterInterviewsplusSurveyResults(faculty/staff/
students)
CurrentDraftPendingFinalInputAndDiscussions
Aroadmaptoimpactandtransdisciplinaryintegrationthroughtalentandinfrastructure
Pillar
Impact (Move the Needle)
Tactic 1 with Metrics
Tactic 2 with Metrics
Talent
Infrastructure
TransdisciplinaryEngagement (Value)
COMMIT 2017-2022CurrentDraftPendingFinalInputAndDiscussions
Research Pillar
ObjectiveTobeanationalleaderinresearchthroughcollaborationandinnovationleadingtoscientificimpact andimprovedhealthofthepeopleofKentuckyandbeyond.
Goals• Impact:Developandinvestindefinedsignatureandemergingresearchareas
leadingtoscientificimpactandimprovedhealthofthepeopleofKentuckyandbeyond.
• DevelopTalent:CreateanoptimalresearchcommunitytoincreasetheoverallresearchrankingoftheCollegeofMedicine.
• Infrastructure:Improvethequalityandaccesstoinfrastructuresupportingresearchefforts.
• TransdisciplinaryIntegration:Createmorecollaborativeresearchopportunitiestoadvancegroundbreakingdiscoveries.
CurrentDraftPendingFinalInputAndDiscussions
Research Pillar
ObjectiveTobeanationalleaderinresearchthroughcollaborationandinnovationleadingtoscientificimpact andimprovedhealthofthepeopleofKentuckyandbeyond.
Goals• Impact:Developandinvestindefinedsignatureandemergingresearchareas
leadingtoscientificimpactandimprovedhealthofthepeopleofKentuckyandbeyond.
• DevelopTalent:CreateanoptimalresearchcommunitytoincreasetheoverallresearchrankingoftheCollegeofMedicine.
• Infrastructure:Improvethequalityandaccesstoinfrastructuresupportingresearchefforts.
• TransdisciplinaryIntegration:Createmorecollaborativeresearchopportunitiestoadvancegroundbreakingdiscoveries.
CurrentDraftPendingFinalInputAndDiscussions
Ex. Addiction Research: New Therapies for Drug Addiction
CAM2038 – Subcutaneous buprenorphine
FluidCrystal® nano-technology (Braeburn and Camurus) CDAR led a Phase II proof-of-concept study and a 33-site national trial
Fanucchi and Lofwall, N Engl J Med 2016;375:811
• UK led phase II study• Positive results-Phase 3 study
of weekly and monthly injections (CAM2038): Press Reported Nov 2016
• National Leader: Dr. Lofwall
CurrentDraftPendingFinalInputAndDiscussions
Research Pillar
ObjectiveTobeanationalleaderinresearchthroughcollaborationandinnovationleadingtoscientificimpact andimprovedhealthofthepeopleofKentuckyandbeyond.
Goals• Impact:Developandinvestindefinedsignatureandemergingresearchareas
leadingtoscientificimpactandimprovedhealthofthepeopleofKentuckyandbeyond.
• DevelopTalent:CreateanoptimalresearchcommunitytoincreasetheoverallresearchrankingoftheCollegeofMedicine.
• Infrastructure:Improvethequalityandaccesstoinfrastructuresupportingresearchefforts.
• TransdisciplinaryIntegration:Createmorecollaborativeresearchopportunitiestoadvancegroundbreakingdiscoveries.
CurrentDraftPendingFinalInputAndDiscussions
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
1 16 31 46 61 76 91 106 121
Aw
ard
Dol
lars
Number of PIs
COM National Research Superstars!NIH Research Funding and Ranking
CurrentDraftPendingFinalInputAndDiscussions
Research Pillar
ObjectiveTobeanationalleaderinresearchthroughcollaborationandinnovationleadingtoscientificimpact andimprovedhealthofthepeopleofKentuckyandbeyond.
Goals• Impact:Developandinvestindefinedsignatureandemergingresearchareas
leadingtoscientificimpactandimprovedhealthofthepeopleofKentuckyandbeyond.
• DevelopTalent:CreateanoptimalresearchcommunitytoincreasetheoverallresearchrankingoftheCollegeofMedicine.
• Infrastructure:Improvethequalityandaccesstoinfrastructuresupportingresearchefforts.
• TransdisciplinaryIntegration:Createmorecollaborativeresearchopportunitiestoadvancegroundbreakingdiscoveries.
CurrentDraftPendingFinalInputAndDiscussions
Example of Transdisciplinary Tactics MVP Teams Selected for Funding
CurrentDraftPendingFinalInputAndDiscussions
Clinical Pillar
ObjectiveProvideexcellenceinevidence-basedclinicalcarethroughhighlyengagedandcompassionatephysicians,scientistsandhealthcareteamsinapatient- and
family-centeredculture.
Goals• Impact:Leverageclinicalinnovation&discoverytocreatetransformational
changetoimprove healthandwellness.• DevelopTalent:Fosteranengagedcommunityofphysiciansandscientiststhat
embraceacultureofexcellenceandinnovationinpatientcare.• Infrastructure:Lead,teachandembracethepatient- andfamily-centeredmodel
ofcareconsistentwiththedeliveryofhigh-valueservices.• TransdisciplinaryIntegrationContinualadvancementofexcellencethrough
enhancedintegrationandcollaborationofourhealthcareteams.
CurrentDraftPendingFinalInputAndDiscussions
Clinical PillarCurrentDraftPendingFinalInputAndDiscussions
ObjectiveProvideexcellenceinevidence-basedclinicalcarethroughhighlyengaged
physicians,scientistsandcompassionatehealthcareteamsinapatient- andfamily-centeredculture.
Goals• Impact:Leverageclinicalinnovation&discoverytocreatetransformational
changetoimprove healthandwellness.• DevelopTalent:Fosteranengagedcommunityofphysiciansandscientiststhat
embraceacultureofexcellenceandinnovationinpatientcare.• Infrastructure:Lead,teachandembracethepatient- andfamily-centeredmodel
ofcareconsistentwiththedeliveryofhigh-valueservices.• TransdisciplinaryIntegration: Continualadvancementofexcellencethrough
enhancedintegrationandcollaborationofourhealthcareteams.
The Greatest Challenges of HealthCare Nationally
Institute of Medicine, 2013• Discovery Leads to New Evidence• Slow Implementation of Evidence• Improper Understanding/Approach of Evidence (Need for Academic
Expertise)-210B
CurrentDraftPendingFinalInputAndDiscussions
Science/Discovery Evidence Care
Impact!
Education
Translation Implementation
MVP Team
Initiative VI2P
Initiative
VI2P as a Transdisciplinary Tactic
CurrentDraftPendingFinalInputAndDiscussions
Science/Discovery Evidence Care
Impact!
Education
Translation Implementation
MVP Team
Initiative VI2P
Initiative
CurrentDraftPendingFinalInputAndDiscussions
VI2P as a Transdisciplinary Tactic
Education Pillar
ObjectiveStrengthenthequalityanddistinctionofoureducationalprogramstotransformourlearnersintoaccomplishedprofessionalsandscholarswhocontributethroughtheirclinicalandcommunityservice,researchanddiscovery,creativeendeavors,
andteaching.
Goals• Impact:BecometheindispensableinstitutionfortrainingphysiciansforKentuckyin
Kentucky.
• Impact:Growinnovativeanddistinctiveeducationalprogramsthatensureallgraduatespossesstheskillstodiscover,applyandintegrateknowledgeforthefuture.
• Infrastructure:Providestate-of-the-artfacilitiesandtechnologytosupportoureducationalprograms.
• DevelopTalent:Valuefacultyeducationaleffortsandactivities.
• Impact:Enhancetheacademic,professionalandpersonaldevelopmentofourcurrentandfuturelearners.
CurrentDraftPendingFinalInputAndDiscussions
Education Pillar
ObjectiveStrengthenthequalityanddistinctionofoureducationalprogramstotransformourlearnersintoaccomplishedprofessionalsandscholarswhocontributethroughtheirclinicalandcommunityservice,researchanddiscovery,creativeendeavors,
andteaching.
Goals• Impact:BecometheindispensableinstitutionfortrainingphysiciansforKentuckyin
Kentucky.
• Impact:Growinnovativeanddistinctiveeducationalprogramsthatensureallgraduatespossesstheskillstodiscover,applyandintegrateknowledgeforthefuture.
• Infrastructure:Providestate-of-the-artfacilitiesandtechnologytosupportoureducationalprograms.
• DevelopTalent:Valuefacultyeducationaleffortsandactivities.
• Impact:Enhancetheacademic,professionalandpersonaldevelopmentofourcurrentandfuturelearners.
CurrentDraftPendingFinalInputAndDiscussions
Source: Kentucky Health News, 2014.
Commonwealth of KentuckyMedically Underserved
Counties in Kentucky CurrentDraftPendingFinalInputAndDiscussions
Title
• Bowling Green– Collaborations with Western Kentucky University and The
Medical Center at Bowling Green• Northern Kentucky
– Collaborations with NKU and St. Elizabeth Health Care• Morehead / Ashland
– Collaborations with Morehead State University, St. Claire Regional Hospital, and King’s Daughters Medical Center
CurrentDraftPendingFinalInputAndDiscussions
Diversity & Inclusivity Pillar
CurrentDraftPendingFinalInputAndDiscussions
ObjectiveEnhanceallformsofdiversitythrougheducation,recruitment,retention,hiring,promotionandimplementinginitiativesthatprovideinclusiveexperiencesto
helpensureexcellence.
Goals• Impact:Ensure socialaccountabilitybypromotinginclusivity,culturalhumility
andhealthequity.• DevelopTalent:Increaseandpromoteracial,ethnicandgenderdiversitythat
reflectsthepopulationofKY.• Infrastructure:Promoteaculturewhere diversityandinclusionarerespected
andvalued.• TransdisciplinaryIntegration:Expandandenhanceopportunitiesfordiverse
andinclusiveworldviewsandperspectives.
Community Engagement Pillar
CurrentDraftPendingFinalInputAndDiscussions
ObjectiveEstablishbi-directionalpartnershipsandemployleading-edgecommunicationandtechnology,education,andresearchininnovativewaystoadvancethehealthof
Kentuckiansandbeyond.
Goals• Impact/TransdisciplinaryIntegration: SupportKentucky’scommunitiesandhealthcare
providersthroughcollaborationsandpartnershipsthatbroadenaccesstoadvancedsubspecialtycare,innovativecaremodels,researchandeducationalopportunities.
• DevelopTalent:Developaneffectiveandcomprehensivecommunicationplantobetterunderstandcommunityhealthprioritiesandpreferredmethodstoaddressthem.(“DevelopTalent”)
• DevelopTalent:Developaneffectiveandcomprehensivecommunicationplantoeducatecommunitiesandbetter promotetheprovidersandhealthexpertiseoftheCollegeofMedicine.(“DevelopTalent”)
• Infrastructure: EngagecommunitiestobetteralignandcoordinateongoinganddevelopingsynergiesatUKaddressinghealthprioritiesintheCommonwealth.(“Infrastructure”)
Community Engagement Pillar
CurrentDraftPendingFinalInputAndDiscussions
ObjectiveEstablishbi-directionalpartnershipsandemployleading-edgecommunicationandtechnology,education,andresearchininnovativewaystoadvancethehealthof
Kentuckiansandbeyond.
Goals• Impact/TransdisciplinaryIntegration: SupportKentucky’scommunitiesandhealthcare
providersthroughcollaborationsandpartnershipsthatbroadenaccesstoadvancedsubspecialtycare,innovativecaremodels,researchandeducationalopportunities.
• DevelopTalent:Developaneffectiveandcomprehensivecommunicationplantobetterunderstandcommunityhealthprioritiesandpreferredmethodstoaddressthem.(“DevelopTalent”)
• DevelopTalent:Developaneffectiveandcomprehensivecommunicationplantoeducatecommunitiesandbetter promotetheprovidersandhealthexpertiseoftheCollegeofMedicine.(“DevelopTalent”)
• Infrastructure: EngagecommunitiestobetteralignandcoordinateongoinganddevelopingsynergiesatUKaddressinghealthprioritiesintheCommonwealth.(“Infrastructure”)
66.768.2 68.8
65.4 65.264.2
61.359.3 59.5
58.157.3
54.653.4
54.252.8
505254565860626466687072
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014Year
66.768.2 68.8
65.4 65.264.2
61.359.3 59.5
58.157.3
54.653.4
54.252.8
505254565860626466687072
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014Year
Age-A
djusted Incidence Rate per
100,000
54565860626466687072
5250
69.6%65.7%
63.7%
24th
52.8
63.7%
58.6%
47.2%43.9%
Example: Evidence Implementation: Decreasing Colorectal Cancer Incidence
in the Commonwealth • The Problem: In 2001, Kentucky ranked 49th out of 50 in colorectal cancer
screening, with only 34.7% of individuals over 50 years old being screened
• The Plan: Led by Dr. Thomas Tucker (CP), evidence-based cancer control programs aimed at increasing colorectal cancer screening were implemented
• The Result: In the 7 years following implementation, the screening rate rose to 63.7%--a remarkable improvement not matched by any other state
Funding source: U55 DP003027
Thomas Tucker,PhD, MPH
(CP)Sources: P<.05; Source: http://www.kcr.uky.edu, Accessed June 2016; http://cdc.gov/brfss, Accessed
June 2016
Scre
enin
g R
ate
30%
35%
40%
45%
50%
55%
60%
65%
70%
75%
34.7%
49th
CurrentDraftPendingFinalInputAndDiscussions
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