School of Medicine 2015 End of Year Report - ohsu.edu · recruits navigate OHSU and support their efforts to become productive as soon as possible, across all ... and Ben Hoffman,

School of Medicine2015 End of Year Report

OHSU School of Medicine End of Year Report FY 2015 1

OHSU School of Medicine Office of the Dean

End of Year Report Fiscal Year 2015

INTRODUCTION

New policy, technology advances, dramatic research discoveries and funding shifts are radically – and continually – reshaping our landscape. In Fiscal Year 2015, thus, the OHSU School of Medicine continued to build our capacity to become a national leader across all our missions during this unprecedented evolutionary period for academic medicine.

Given the essential role played by our faculty as the intellectual and creative engine that will find new and innovative ways to meet our missions, we strengthened and refined initiatives aimed at supporting faculty stability while also promoting equity and transparency across departments.

We believe that stability, equity and transparency are markers of a culture that values shared decision-making, collaboration, partnership and innovation – attributes essential for our collective success in today’s dynamic and complex health care, discovery and education environment.

The school’s goal is nothing less than securing a reputation through action of being among the best medical schools in the country for providing faculty with opportunities to do their most innovative and impactful work across all missions.

This year was also notable for the number of partnerships that came to fruition, raising the profile of OHSU and helping to advance our missions. These include, among others:

By the numbers

2,231: faculty 1,531: clinician members of the Faculty

Practice Plan 526: M.D. students

81: percent of incoming M.D. class who are Oregonians or of Oregon heritage

814: graduate studies students 822: residents and fellows

#5: rank of primary care education program by USN&WR

#5: rank of physician assistant program by USN&WR

46,230: participants in CME 7: basic science departments

19: clinical departments 1/3: proportion of Oregon physicians

who received all or part of their training at OHSU

46: percent M.D. grads who practice in Oregon

46: percent M.D. grads who chose primary care

235: total Ph.D. students 32: graduate degree programs

$250 million: sponsored project awards for research

$743 million: total budget 4,630: total number of employees


An affiliation with Salem Health, which includes Salem Hospital, West Valley Hospital, Willamette Health Partners and other affiliated health care organizations. The affiliation improves access to health care, has the potential to reduce costs by avoiding duplication, and provides a broader platform for faculty-led education, research and community service.

A collaboration with Adventist Health, Kaiser Permanente and Legacy Health to open the area’s first comprehensive behavioral health care center in late 2016. Called the Unity Center for Behavioral Health, the facility will include psychiatric emergency services for people with acute psychiatric crises, as well as an inpatient facility with services for both adults and adolescents.

The formation of OHSU-PNNL National Co-Laboratory for Integrated ‘Omics with the Department of Energy’s Pacific Northwest National Laboratory. The initiative shares research programs and leading-edge technology for biological mass spectrometry in pursuit of disease markers for new therapies.

While many of our partnerships were between entities, an unprecedented and historic partnership was realized between OHSU and 10,177 individuals in 50 states and 14 countries who contributed to the OHSU Knight Cancer Challenge, bringing this part of OHSU’s philanthropic campaign to a successful conclusion. In total, the Challenge raised $511 million and also had the effect of increasing philanthropic investment in other areas, with $217 million raised for non-cancer projects in FY 2015 from 23,714 donors. Looking ahead to FY 2016, the school will continue to emphasize faculty stability as an essential component to expand our efforts in educational innovation, research advances and systemic reform of health care delivery systems. A key element of this will also be facilitating effective and productive relationships between OHSU and community partners across all missions.

Note: This report is a broad overview of School of Medicine activities and data from Fiscal Year 2015. This report does not cover department and institute accomplishments and initiatives – which are numerous and distinguished – except for those in which the Office of the Dean played a sizable advancement role. In an institution of our size, it can be challenging to see the sum of our parts. The purpose of this report is to provide a big-picture framework, as well as to capture momentum year-over-year.


HIGHLIGHTS

KEY INITIATIVES

The budget model prioritizing faculty support (an aspect of Faculty First) and the associated faculty compacts which define mutual obligations of the school and faculty concluded its first year. Designed to promote faculty stability and equity across units, and cultivate an environment that enables faculty success, this initiative has been positively received by faculty.

Moving into FY 2016, some enhancements were made to address faculty feedback, add new provisions and accommodate expected shifts in OHSU funds flow due to new external health system affiliations.

The dean continued an initiative to enhance avenues for faculty input into school initiatives, conducting a series of focus groups, forums and drop-in sessions with faculty from all departments and units. In total, the dean and/or senior school leaders met with more than 1,000 faculty members through this effort.

These meetings helped shape new initiatives, including bridge funding for clinician-scientists and an innovation fund for data generation from cores to support grant applications.

The dean convened a basic science task force charged with considering this question: “Looking 10 years ahead, what is the optimal structure for research in the School of Medicine that maximizes opportunities for faculty success?” Chaired by Nabil Alkayed, M.D., Ph.D., the task force submitted six recommendations, including regular department reviews and development of departmental research goals. The first cohort of medical students completed the first year in the new undergraduate medical education curriculum, known as YOUR M.D. Overall, assessment of the inaugural year by participating faculty and students, along with external reviews conducted by educational experts from the University of Michigan and the American Medical Association, were positive. Associate Dean for Graduate Studies Allison Fryer, Ph.D., convened a faculty group to discuss the future of Ph.D. programs in light of converging external factors, including directives from the National Institutes of Health and shifting employment trends for scientists; this discussion will be ongoing through FY 2016. Under the leadership of Associate Dean for Strategic Initiatives Leslie Kahl, M.D., the school began the planning process for an “educators’ collaborative” which aims to


provide a professional network, continuous improvement framework and recognition for faculty educators.

LEADERSHIP Sharon Anderson, M.D., was appointed chair of the Department of Medicine. The department is comprised of 260 primary faculty members, 11 divisions, 300 affiliate faculty members, 200 residents and fellows, and significant research funding. Dana Braner, M.D., was appointed interim chair of the Department of Pediatrics after the departure of Stacy Nicholson, M.D. Michael Chapman, Ph.D., was appointed interim chair of the Department of Biochemistry and Molecular Biology, a position previously held by Peter Rotwein, M.D.

Thomas Yackel, M.D., MPH, was appointed associate dean for the clinical practice, simultaneous with the appointment as vice president and chief clinical integration officer for OHSU Healthcare. This new position was developed to support OHSU clinical enterprise strategic goals related to care coordination, population health and clinical quality.

Nicole Deiorio, M.D., and Benjamin Schneider, M.D., joined the Dean’s office leadership team as UME assistant deans for student affairs. These positions together replace the now-eliminated role of Associate Dean for Student Affairs, last held by Molly Osborne, M.D., Ph.D.

Paul Gorman, M.D., was appointed assistant dean for rural medical education, charged to enhance opportunities for students to learn about and, potentially, commit to rural medical practices as well as to expand relationships with rural preceptors.

The annual Faculty Practice Plan leadership election resulted in Pen Barnes, MBBS, Ph.D., joining the Board of Directors and the Management Committee. The Board elected Sancy Leachman, M.D., Ph.D., and Christopher Amling, M.D., for a two-year term to the Management Committee. Dean Richardson appointed Bruin Rugge, M.D., for a term on the Board and Management Committee. A national search for a new senior associate dean for the clinical practice/CEO of the Faculty Practice Plan was initiated; Tom Heckler, MBA, will step down from this position in FY 2016. The search committee is led by Jeffrey Kirsch, M.D. Reflecting the expanding emphasis on partnerships, Julia Ronlov was recruited as director of strategic partnerships. Ronlov is leading the school’s efforts to form


alliances aimed at catalyzing new scientific opportunities and diversifying funding streams. The school initiated a national search for new chairs for the Department of Behavioral Neuroscience and the Department of Physiology and Pharmacology.

Both departments underwent internal and external reviews to develop data and strategic considerations for future chairs. Steven Shea, Ph.D., is chair of the search committee for Behavioral Neuroscience and Charles Allen, Ph.D., is leading the search committee for Physiology and Pharmacology.

We initiated a process, led by Jeffrey Kirsch, M.D., to conduct regular internal reviews of clinical departments to provide recommendations to the chair regarding strategic direction and faculty satisfaction. This year, reviews were completed for two departments: Radiation Medicine and Orthopaedics and Rehabilitation; a review was started for Neurological Surgery.

FACULTY AND STAFF AFFAIRS AND DEVELOPMENT The school promoted 93 faculty members. The promoted faculty members represent 19 of the school’s 26 departments. Thirty-one faculty members were promoted to Associate Professor, 28 to Clinical Associate Professor, one to Research Associate Professor, 25 to Professor and eight to Clinical Professor. The school launched an online orientation module for new faculty, to help new recruits navigate OHSU and support their efforts to become productive as soon as possible, across all mission areas. A module was also created for new finance and administrative staff. Under the direction of Associate Dean Michele Favreau, Ph.D., the substrate of a new distributive/consultative model for delivering faculty development was developed, framed in part by a needs assessment with key faculty stakeholders, chairs and program directors.

In response to information obtained in a needs assessment with key faculty stakeholders, chairs, program directors, administrators, and others, Associate Dean Favreau recruited two co-directors for faculty development: Lainie Yarris, M.D., and Ben Hoffman, M.D., to oversee development of the new model.

We continue to invest in on-campus faculty mentoring and leadership/manager development programs and expanded the offerings to include specific development sessions for our administrative leaders focused on strategic planning and other topics.


The school implemented and socialized OHSU’s Diversity Recruitment Manual and completed individual departmental diversity action plans which are posted on the Center for Diversity and Inclusion (CDI) O2 site. The school continued to deepen our partnership with CDI across a range of areas, including support for employee resource groups, student interest groups and diverse recruitments. The Office of the Dean supported the third annual Women’s Leadership Conference at OHSU to explore strategies for advancement of women into leadership positions. The human resources team continued several initiatives initiated in FY 2014 including training school leaders on OHSU new core competencies, the “360 degree” reviews for chairs rotating over a three-year cycle, and a team-building module for departments and units.

The School of Medicine HR team also led multiple sessions of the popular “Getting Good Employees to Stay” module, and implemented additional process improvement efforts for I-recruitment to support hiring managers.

As part of the school’s goal to support department administrators as well as deepen the “bench,” the HR team completed the first cohort of a program for administrator succession planning.

The Dean’s office completed the next phase of our strategic space plan which included remodeling of the office suite to a more open design that maximizes personnel capacity in Mackenzie Hall while promoting cross-mission collaboration.

The Faculty Practice Plan leadership moved into the Dean’s office suite in FY 2015, relinquishing space in Sam Jackson Hall.

We made progress on our multi-year plan to eliminate paper files and expand the electronic faculty records system; we also built a “transition web resource” to help departments with administering faculty transitions, including retirement options.

HONORS One hundred and twenty OHSU physicians and nurse practitioners were featured in the Top Doctors and Nurses 2015 Portland Monthly guide. Many providers on the list working in other health systems are alumni of the School of Medicine and School of Nursing – a demonstration of OHSU’s impact on the health professional workforce in Oregon.


Several faculty members were honored during the school’s annual meeting, exemplifying the achievements of faculty across all missions:

Jennifer DeVoe, M.D., D.Phil., was elected to the Institute of Medicine (now known as the National Academy of Medicine)

Albert Starr, M.D., was awarded the Grand Prix Scientifique by the Institut de France

William Hersh, M.D., was given the HIMSS Physician IT Leadership Award Molly Osborne, M.D., Ph.D., was presented with the AAMC Exemplary Service

Award Tom Heckler, MBA, received the annual School of Medicine Dean’s Award

We continued our trend of an exceptional showing in the US News & World Report surveys of the nation’s top medical schools (there are 144 accredited medical schools in the U.S.):

Overall research #31 Primary care education #5 Family Medicine education #5 Physician Assistant education #5 Rural medicine education #10

The Blue Ridge Institute for Medical Research placed the School of Medicine 23rd in the nation for NIH funding in FY 2014; several departments/disciplines were ranked among the top 10 in NIH research funding, including emergency medicine, family medicine, microbiology, neurosciences, ophthalmology and otolaryngology. For the fourth consecutive year, the School of Medicine and the Department of Family Medicine accepted the annual American Academy of Family Physicians Top 10 Award. The award recognizes outstanding contributions to building the family medicine workforce, and the high percentage of OHSU graduates who chose first-year family medicine residency positions. Dean Richardson was invited to present an overview of the alignment of the school’s education and clinical strategies at the annual meeting of the prestigious Blue Ridge Academic Health Group, a “think-tank” for academic medicine. Dean Richardson is a member of the group.

FINANCE

The School of Medicine budget in total was $743 million distributed across 26 departments and multiple institutes, including the Knight Cancer Institute, Knight


Cardiovascular Institute and Institute on Development and Disability. This represents about 30 percent of OHSU’s $2.5 billion budget. Revenue to the school was comprised of clinical income (Faculty Practice Plan billings), grants and contracts (about two-thirds of all OHSU research grants/sponsored projects are awarded to School of Medicine faculty and programs), tuition, state support and other categories. In FY 2015, unrestricted net income for the year was $13.2 million. These numbers represent a 2.1 percent (unrestricted) margin (also known as contribution to capital) for the School of Medicine, an important component of OHSU’s overall capital funding. Looking ahead, the contribution to capital requirement for the School of Medicine will be increased step-wise to 3.5 percent over the next three years. This margin ensures that OHSU has adequate capital to reinvest in faculty, initiatives, programs and other needs to continue to meet and enhance OHSU’s missions. The higher contribution will require the medical school to make budget adjustments in coming years.

ADDITIONAL DETAILS BY PROGRAM

Clinical: Faculty Practice Plan At the close of the fiscal year, the Faculty Practice Plan (FPP) was comprised of 1,531 clinician-members, making it the largest organized clinical practice in Oregon. FPP financial performance was good; collections and wRVUs grew at higher rates than in recent past years, and overall, expenses were well-controlled and close to budget. While internal billing changes account for some of this growth, efforts around strategic expansion, practice standardization and patient experience were important contributors. A key focus of the FPP is to ensure professional satisfaction for OHSU care teams.

A step taken this year was to investing in Dragon voice recognition software in inpatient and outpatient settings. Dragon allows providers to dictate patient encounters into Epic by speaking into a microphone, enhancing the patient experience and physician satisfaction.


Another step was the Provider Voice 2015 Survey which will provide a baseline against which to measure the effect of strategic initiatives on provider satisfaction over time.

Patient experience metrics continued to climb; the overall rank for outpatient clinics reached the 57th percentile of UHC hospitals, as measured by Press Ganey survey results. The 2016 goal is to reach the 60th percentile.

The FPP made significant progress on its goal of increasing the use of MyChart, the tool OHSU patients use to access their online medical record. An average of 2,234 new users joined MyChart each month in calendar year 2014.

Related, the Department of Medicine became the second clinical department to

implement open notes (following Family Medicine), which allows all clinic patients timely and secure access to notes, via MyChart, written by their OHSU clinicians.

FPP continued to emphasize the use of data to allow physicians to better evaluate their own practice and facilitate clinic management. For example, the FPP, in cooperation with OHSU clinical informatics and service excellence, created data dashboards for FPP leaders and providers summarizing access metrics for OHSU PPO members, a high-priority patient population.

FPP/University Medical Group also updated the RVU formula, initiated a pilot for research billing within Epic and implemented the global equipment billing model.

Work began on the clinical documentation and coding improvement initiative

which improves the data within the electronic health record to more accurately capture patient complexity and support clinical quality, patient safety and patient experience goals.

In continued preparation for foundational shifts in payment models, department quality plans were integrated with health system goals to improve critical quality metrics and demonstrate/quantify OHSU’s quality to payers. Enterprise Revenue Cycle, OHSU’s integrated FPP and hospital billing unit, continued to demonstrate the impact of a multi-year drive for efficiency. This initiative resulted in a rebate of $1.1 million of billing and collection fees back to clinical departments and a permanent reduction in fees.

FPP members played key roles in the planning process for the Center for Health & Healing South, participating in design exercises to identify ideal clinic operations.


Research Investigators in the School of Medicine received about 70 percent of OHSU’s total sponsored research awards for FY 2015, or $248 million, a decrease of $21 million over the prior year. Throughout the fiscal year, there were approximately 2,100 active awards led by School of Medicine investigators. We added to our research strengths with targeted recruitments, with strategic hires in computational biology, cardiovascular, cancer, and infection and immunity; a particular focus was replenishing junior faculty ranks in the basic sciences, adding six new faculty members. In response to challenges in the federal funding climate, research leaders in the school – with input from faculty – continued the second year of the research portfolio diversification initiative to help improve funding stability for investigators.

The Faculty Innovation Fund Pilot Program supports OHSU research core fees to develop pilot data for new grant applications; 70 faculty members used 16 different cores for a total of $319,170 in FY 2015; based on faculty feedback, the program was expanded in FY 2016.

For the Non-Federal Award OCA Mitigation Program, the Office of the Dean

incurred the unfunded OCA expense for new non-federal awards to expand the proportion of these grants in the portfolio; this program was discontinued at the close of FY 2015 due to limited impact.

The school adopted a bridge funding program for clinician-scientists’ salaries in response to faculty feedback. The program builds on the bridge funding for salary initiative undertaken in FY 2014 for full-time researchers experiencing a temporary hiatus in funding. The Office of the Dean continued to support the faculty-driven Research Roadmap – now in its fourth year – which aims to eliminate barriers to research and enhance the research environment in ways that support opportunities for faculty success. Highlights:

Led by Adam Margolin, Ph.D., and building on the Intel collaboration, planning for a new bioinformatics core moved forward; the goal is to support faculty leadership and involvement in national and international big-data initiatives underlying precision medicine and other genetics/genomics advances.

The Roadmap continued the process of articulating research strengths to help develop “case statements” to catalyze partnerships, collaborations and


philanthropy; about 220 faculty members participated in neurosciences, rare diseases, community health and inflammation/immunity/infection.

A signature achievement was strengthening business and industry partnerships such as the Exascale Computing initiative with Intel, the OHSU-PNNL Northwest Co-Laboratory for Integrated ‘Omics, and Phase 2 of FEI Living Lab for advanced microscopic imaging was a signature achievement of the Roadmap.

The Roadmap continued its support for grassroots collaboration with awards provided to a Molecular Imaging Lecture Series and a planning retreat to develop a large, collaborative grant proposal for women’s health research in developing countries.

For the second year, support was provided for two Roadmap Scholars, a program that cultivates future research leaders from the graduate studies program.

The school recruited a fourth faculty member through the Collaborative Recruitment Pool, a model that pairs basic and clinical departments for joint appointments as a means of facilitating translational research; additional recruitments are underway. Support to basic science departments was enhanced with the development and implementation of a shared administrative services model for key support areas and new investments in administrative support. We led an internal effort to respond to a request for information from NIH on questions of impact and sustainability of the national biomedical research enterprise, integrating input from a broad group of faculty regarding the questions posed in this RFI into an institutional comment.

Education/Graduate Studies (814 students) The School of Medicine awarded three M.D./Ph.D., 10 M.D./MPH, 41 Ph.D. and 160 master’s level degrees – including 21 MPH and 39 MPAS – 82 associate’s and bachelor’s degrees and 55 graduate certificates. The school built and launched an online application process for all Ph.D. educational programs to better meet the needs and expectations of applicants, staff and faculty.


We formalized position descriptions for Graduate Studies Program Directors describing performance expectations and responsibilities; this step helps support the success of an aspect of OHSU’s Faculty First initiative in which graduate studies program directors are supported by the Office of the Dean. The Graduate Studies office completed a survey of employment and career outcomes of Ph.D. graduates over the last eight years, from 2007-2015, revealing that:

Seventy-four percent went on to postdoctoral positions, many at outstanding research universities and institutes; the rest took positions in teaching, industry, government or other areas.

Of those who took postdoctoral positions, most moved out of them within five years, entering careers as faculty, staff scientists or research faculty or taking positions in industry, government or other areas.

In addition to the overarching effort to review and transform Ph.D. programs (see Key Initiatives section), the school continued the work of aligning specific aspects of these programs with changing expectations from both the NIH and from students, as well as the evolving employment outlook for scientists:

Launched a pilot of the “FOLIO” program to introduce Ph.D. students to skills that can help prepare them for a wide range of careers, beyond those in academic settings.

Continued to expand our career advising tracks with three new professional interest groups in which students discuss career options with peers and professionals, including Science Policy, Science Writing and Biotechnology.

Created a unified policy for the activities of dissertation and thesis committees so that each is aligned with best practices as articulated by the NIH and the Council of Graduate Schools.

We also focused on innovation and efficiency to enhance educational programs by:

Initiating a review of all introductory biochemistry classes, with consultation from faculty in the OHSU Teaching and Learning Center, resulting in the proposal of a new model: one class for students with a clinical focus and another class for students with a basic science focus.

Streamlining our organizational structure with the move of biomedical engineering educational programs under the administrative umbrella of PMCB.


Supporting the development of educational programs in the new OHSU-PSU School of Public Health.

Continuing the creation of new “nano” courses (for 0.5 credits) to allow increased flexibility of the curriculum by offering very short (six-hour), special-topics courses that respond to student need and take advantage of faculty expertise.

We partnered to customize the OHSU Student Portal for the needs of graduate studies and launched this tool to improve communications to our student body. We participated in and hosted the second statewide 3-Minute Thesis Competition (an OHSU student won for the second year in a row), an effort to help students improve their ability to communicate about science to lay audiences. To support the diversity pipeline for research careers, 20 faculty members served as research mentors and nine served as clinical mentors in programs focused on undergraduate and high school students.

Education/M.D. program (526 students)

We conferred 110 doctorate of medicine degrees, of which 13 were combined degrees (10 M.D./MPH degrees and three M.D./Ph.D.) The first cohort of medical students completed a year in the new curriculum, known as YOUR M.D. (see Key Initiatives section). Work continued on two national initiatives: the Accelerating Change in Medical Education initiative sponsored by the AMA and the Core Entrustable Professional Activities (EPA) pilot sponsored by the Association of American Medical Colleges (AAMC). Faculty, education leaders and students from all 11 AMA initiative-funded medical schools convened at OHSU April 13-14 for the AMA Accelerating Change in Medical Education Initiative consortium meeting; The goal of the Consortium – of which OHSU is a member – is to share innovative ideas and best practices on new programs and curricula that can quickly be spread to medical schools across the country.

One hundred and twenty-two graduating students participated in the National Resident Matching Program with a success rate of 99 percent; 55 students, or 45 percent, entered residency in primary care (internal medicine, family medicine or pediatrics).


Twenty-two new physicians remained at OHSU and a total of 24 remained in Oregon; 53 students stayed in the western region, 16 went to training programs in the northeast, 16 to the central region and 12 to the south.

The 2015 entering M.D. class size was 146, of which 118 students (81 percent) are Oregon residents or of Oregon heritage; eight percent of the incoming class identifies with under-represented groups, 30 percent of the class grew up in a rural environment, 32 percent experienced significant disadvantage or adversity and 30 percent had applied previously. We received and processed 6,049 applications – another record year – of which 457 (eight percent) were Oregon residents and another 162 (three percent) were of Oregon heritage; on-campus interviews of 538 prospective students were conducted through our Multiple Mini Interview process, of which 263 (49 percent) were Oregon residents, and another 88 (16 percent) were of Oregon heritage. We hold a rank of 15th in the nation for in‐state retention of new physicians from UME, with about 45 percent of active physicians who completed their M.D. at OHSU choosing to continue their practice in Oregon (AAMC Oregon Physician Workforce Data); about one-third of all Oregon physicians completed all or part of their training at OHSU. We launched the undergraduate medical education advising and coaching system: The Colleges learning communities. Fifteen faculty members participated as leads and 28 as coaches in the inaugural year of the program. In an ongoing effort to reverse the issue of student indebtedness, all M.D. students in good standing received a scholarship this year. As part of OHSU’s goal to prepare all students to deliver team-based, patient-centered and community-oriented care, we continued participation in and growth of the interprofessional education initiative and the new Campus for Rural Health in collaboration with the Office of the Provost. The Center for Diversity and Inclusion and the Department of Medicine continued to support and grow the Visiting Clerkship, designed for medical students who have experience or interest in diversity, health disparities or serving underrepresented populations.

Education/Physician Assistant program (85 students) We conferred 39 master’s degrees in physician assistant studies, bringing the total number of graduates from our program to 534 since it began in 1995.


We conducted an exit survey of 2015 graduates revealing that 77 percent of those who responded have already secured a position working as a physician assistant and 68 percent accepted positions in Oregon. The admissions office received and processed a record 1,470 applications for the 2015 cycle, and interviewed 170 candidates. From this, we selected an incoming class of 42 new students in 2015. The program planned and executed a successful accreditation application, self-study and site visit which resulted in the granting of Accreditation-Continued status by the Accreditation Review Commission on Education for the Physician Assistant for 10 years. The program, which has been ranked by U.S. News & World Report as among the top 10 physician education programs in the country since its first year of eligibility, moved up in the rankings to #5 among 200 currently accredited programs. The faculty designed and implemented a reorganization of its highly successful curriculum to expand its focus on integrating basic and clinical sciences along with behavioral sciences; the new curriculum employs a variety of active teaching methodologies in the classroom to better meet the individualized learning styles of its students.

Education/Graduate Medical Education (822 residents and fellows)

Two hundred and sixty-five residents and fellows graduated from the medical school’s Graduate Medical Education (GME) programs, representing the full spectrum of medical and surgical specialties; we also hired and oriented about the same number of new residents and fellows who entered these programs to begin or continue their advanced training. We received and processed more than 13,000 applications for the open spots. We maintained a rank of 10th in the nation for in‐state retention of new physicians from GME, with 53 percent of active physicians who completed residency at OHSU choosing to continue their practice in Oregon (AAMC Oregon Physician Workforce Data); about one-third of all Oregon physicians completed all or part of their training at OHSU. Four of our 80 training programs underwent successful site visits by the Accreditation Council for Graduate Medical Education (ACGME). Our GME Education Series included in-depth professional development sessions on Clinical Competency Committees and Program Evaluation Committees; a new half-day


“Program Director’s Boot Camp” was initiated to facilitate the steep learning curve for new program directors. The Housestaff Quality and Safety Council (HQSC) was created to help residents and fellows engage in the quality mission of OHSU Healthcare.

Under the leadership of the HQSC and the House Officers Association (HOA), our trainees successfully completed two incentivized projects to improve patient experience and transitions of care. In addition, a GME project to increase awareness of and facilitate implementation of Choosing Wisely won a statewide competition.

GME applied the OHSU Performance Excellence, or OPEx, methodology to education program improvement through an “A3” process. The outcomes of this effort include a faculty development needs assessment and a graduate survey for use by all programs. Our programs directors, faculty and coordinators continue to be recognized nationally, with six members of ACGME Review Committees representing OHSU; locally, five program coordinators successfully completed all three levels of the Program Coordinator Professional Development course: Bronze, Silver and Gold. Momentum for change accelerated this year in conjunction with the release of the Institute of Medicine report on GME. OHSU adopted “six principles for GME transformation” to help guide discussions around this important topic.

Education/Continuing Professional Development (46,230 participants) To reflect our expanding mission, we changed the department name from continuing Medical Education to Division of Continuing Professional Development. We conducted 1,963 hours of instruction to 46,230 physicians and other health professionals this past year, an increase of 7,022 participants compared to last year, and the most ever; the number of certified Regular Scheduled Series (RSS), formerly known as Grand Rounds, grew from 44 to 46; and we are preparing for more requests for certification in FY 2016. In FY 2015, the division certified 145 individual activities; these programs involve OHSU faculty from all corners of the university, as planners and speakers for activities attended by health care providers throughout the country – and occasionally internationally.


We continue to collaborate with OHSU Provider Relations to expand our “CME on-the-road” offerings. This model – which brings faculty educators to Oregon communities – is currently in place for the Department of Orthopaedics and Rehabilitation, Department of Pediatrics, the Knight Cancer Institute, the Knight Cardiovascular Institute and neurology/neurosciences.

Communications We continued our faculty engagement initiative with small group dean-faculty meetings, six dean’s forums and we recast the annual meeting and State of the School; the format included a social mixer, thematic discussions, professional speed “dating” and executive presentations. A specific focus of FY 2015 was communications to clinical faculty; with input and approval from the Faculty Practice Plan Board, we developed and executed on a plan, newly incorporating the Epic platform into our distribution tactics and including tactics to ensure faculty are engaged in/understand the ongoing “partnership imperative.” We provided support to OHSU Government Relations throughout the 2015 Legislative Session to develop faculty-driven consensus OHSU positions on numerous pieces of legislation. The school’s communications team finalized the production of videos highlighting research and researchers at OHSU with the goal of elevating the profile of OHSU research and celebrating our scientists; the videos are in use by faculty, being shown on the OHSU Patient Hospital Channel, and have been used widely in social media and by the OHSU Foundation. We expanded our engagement with our extended online community via social media, increasing our followers on both Facebook and Twitter; the Alumni Networking group on LinkedIn continues to grow and now has 569 members. We worked with the school’s university stakeholders to improve the externally-facing website and optimized content for the new mobile-friendly template; we reorganized the school’s web presence and intranet site to more accurately reflect all of our mission activities and dynamically present school news.

This resulted in a 221 percent increase in the number of visitors, a 359 percent increase in page views and a 33 percent increase in the average time a visitor spends on the site.


We also built and launched a new self-contained, alumni website to positive feedback.

We partnered with basic science departments on design and editorial for department websites help align these seven home pages in a unified aesthetic.

We launched a new communications feature called Three Questions, a series of profiles about the work of faculty; response has been enthusiastic, with faculty nominating themselves and others. The responses are shared with the public via the school website and OHSU social media. The communications team worked closely with The OHSU Moore Institute to provide strategic guidance and staff support to launch the new public outreach initiative “Better the future” to translate DOHaD concepts to the public; this included development of a dedicated blog, a targeted digital advertising campaign, and a framework for earned media. We staffed the Marquam Hill Steering Committee and led outreach efforts for the 2014-15 Marquam Hill Lecture Series; five successful, public lectures were held, with an average of 200 attendees. This signature OHSU lecture series features research and clinical advances from OHSU scientists.

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School of Medicine 2015 End of Year Report - ohsu.edu · recruits navigate OHSU and support their efforts to become productive as soon as possible, across all ... and Ben Hoffman,