osu department of biomedical informatics overview (march, 2015)
TRANSCRIPT
Department of Biomedical Informatics: A Strategy for 2015 and Beyond
Philip R.O. Payne, PhD, FACMI
Professor and Chair, College of Medicine, Department of Biomedical InformaticsProfessor, College of Public Health, Division of Health Services Management and Policy
Director, Office of Academic Affairs, Discovery Themes Initiative, Data Analytics Collaborative
Outline
1) The Strategy Canvas and Blue Ocean Strategy
2) Current “state of play”
OSU Department of Biomedical Informatics
Competitive landscape
3) Priorities for defining a new competitive landscape
Evolved mission and vision
Programmatic objectives
Unique competencies to emphasize
Defining a Strategy Canvas
The strategy canvas is both a diagnostic and an action framework for building a compelling blue ocean strategy
The strategy canvas serves two purposes:
To capture the current state of play in the known market space, which allows users to clearly see the factors that the industry competes on and where the competition currently invests and
To propel users to action by reorienting focus from competitors to alternatives and from customers to noncustomers of the industry
Source: http://www.blueoceanstrategy.com/
The Strategy Canvas as Part of a Blue Ocean Strategy: Creating New “Markets”
Source: http://www.blueoceanstrategy.com/
Existing BMI
Strategy:
• CRI
• TBI
• HPC
• Knowledge
Engineering
• Human
Factors
What is our next
set of strategic
focus areas?
Top 10 Accomplishments of BMI (2010-14)
1) The recruitment of fifteen new faculty members;
2) The establishment of strategic partnerships with five departments/divisions within the College of Medicine, as well as with the Colleges of Engineering and Public Health;
3) The creation of multiple new masters and doctoral level training programs, including a first-of-its-kind masters level curriculum offered jointly by BMI and the College of Public Health;
4) The successful pursuit and receipt of an NLM T15 training grant for Biomedical Informatics, establishing BMI as one of only 14 NLM-designated informatics training programs at the national level;
5) Receipt of $4.38m in new extramural sponsored project awards.
6) The launch of a departmental grand rounds speaker series, featuring international-level leaders in the field of Biomedical Informatics;
7) The integration and streamlining of department supported consultative units, including bioinformatics, clinical research informatics, and biostatistics consulting units, as well as the launch of a new Research IT services group, under the leadership of the newly created position of Chief Research Information Officer (held by Dr. Peter Embi, Vice-chair of BMI), as well as the initiation of novel analytics projects spanning BMI and the OSU Health System;
8) The relocation of the department to purpose-built space in Lincoln Tower;
9) The active pursuit of a robust technology transfer and commercialization (TCO) agenda, which has already resulted in the early-stage development of three OSU spin-off companies, including the largest software licensing agreement in the history of the university (Signet Accel LLC); and
10) Launch of recruitment and programmatic development efforts as part of the campus-wide Discovery Themes Initiative and Data Analytics Collaborative (led by Dr. Philip Payne)
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Philip R.O. Payne, PhD
Chair
Shared Services Bioinformatics
Center for Biostatistics
Research Informatics
Research IT
Software Engineering
Department Administration
Peter J. Embi, MD, MS*
Vice-Chair of Operations and
Research, CRIO, and Director,
Division of Clinical and Translational
Informatics
Umit V. Çatalyürek, PhD*
Vice-Chair of Academic Affairs ,
Director, Division of Data
Sciences
Academic Programs• Department Seminar Series
• Distance Learning Initiatives
• Doctoral Programs
• Grand Rounds Series
• Masters Programs
Faculty Affairs Appointments, Promotion &
Tenure
Faculty Mentorship Program
Department Leadership
Department Faculty
* Jointly appointed faculty
Kevin Coombes, PhD
Kun Huang, PhD David Liebner, MD*
James Chen, MD*
Philip R.O. Payne, PhD
Chair
Peter J. Embi, MD, MS*
Vice-Chair of Operations and Research, CRIO, and
Director, Division of Clinical and Translational Informatics
Jeff D. Parvin, MD, PhD
Director, Division of Bioinformatics
and Computational Biology
Umit V. Çatalyürek, PhD*
Vice-Chair of Academic Affairs and Director, Division of
Data Sciences
Clinical and Translational Informatics Data Sciences
Soledad Fernández,
PhD
Erinn Hade, PhD
Alan Ritter, PhD* Lai Wei, PhDAlbert Lai, PhD
Tim Huerta,
PhD, MS*
Po-Yin Yen, RN, PhDKim Powell, PhD
Courtney Hebert,
MD, MS*Bobbie Kite,
PhD, MHS
Don Rucker, MD*
Bioinformatics
Lianbo Yu, PhD
Yuejie Chi, PhD* Lori Dalton, PhD*Metin Gurcan, PhD
Scholarly Foci on 2014
An analysis of text included in the title/abstract of literature indexed in
PubMed and affiliate with OSU BMI, Calendar Year 2014-15
Training Programs
Education and Training Related Opportunities
Undergraduate Degree in Data
Analytics
Research rotations or private studies with
BMI faculty
Targeted coursework in Biomedical Informatics
Online course: AMIA 10x10 Program in Clinical Research
Informatics
Graduate/Post-Graduate Education
Clinical Informatics Fellowship Program
Under Development
Graduate Minor in Biomedical Informatics
Under Development
Graduate School Certified Certificate
Program
Under Development
Core Curriculum
MS or MPH in BMI
(Clinical Informatics and Public Health Informatics)
Clinical Informatics and Public Health
Informatics PhD
Under Development
Biomedical Sciences PhD
(Bioinformatics)
Post-doctoral Training
NLM T15 + Institutional Support
Integrated Consultative Units
Entry Portal: CoRR
Bioinformatics Research
InformaticsResearch IT Biostatistics
Software Engineering
Common Platforms/Processes: CoRR (Project Intake and Tracking), Project
Triage, Standard Chargeback Rates, Computational Infrastructure, Matrix HR
Director: G. Ozer Director: J. Yoder Director: S. Fernandez Director: O. LeleDirector: J. Harper
Competitive Landscape
Large number of emerging centers and institutes focusing on dimensions of Biomedical Informatics:
Intense competition relative to faculty and trainee talent acquisition
Challenging NIH funding climate
Increasing pressures relative to:
The realization of a true Learning Healthcare System
Delivering on the promise of Precision Medicine
Coping with the rise of “Big Data”
Substantial workforce demand
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A Challenging NIH Funding Climate
https://www.americanprogress.org/issues/economy/report/2014/03/25/86369/erosion-of-
funding-for-the-national-institutes-of-health-threatens-u-s-leadership-in-biomedical-research/
Creating a True Learning Healthcare System
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Greene SM, Reid RJ, Larson EB. Implementing the Learning Health System: From Concept to Action. Ann Intern Med.
2012;157:207-210. doi:10.7326/0003-4819-157-3-201208070-00012
Delivering on the Promise of Precision Medicine
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Demand for an Applied Informatics Workforce
http://www.usnews.com/education/best-graduate-schools/articles/2014/03/26/consider-pursuing-a-career-in-health-informatics
Updated Mission & Vision Statements
Mission: To improve people’s lives
through innovation in research,
education, and patient care.
Vision: To serve as leaders in the
discovery and application of
innovative biomedical informatics
solutions that address critical needs
related to clinical transformation,
data analytics, and translational
research.
Programmatic Objectives for 2015-17 (1)
1) The expansion for core-faculty ranks to reach a complement of 25-30 individuals, with an emphasis on expertise and capabilities in the areas of: bioinformatics/computational biology; clinical informatics, and data science/analytics;
2) Full instantiation of a divisional structure and corresponding leadership positions and administrative processes, including the following areas: bioinformatics/computational biology; clinical/translational informatics, and data science;
3) The creation of new workforce development and educational programs, including a hybrid on-line and in-person certificate program, as well as a clinical informatics PhD (ideally working in coordination with existing training programs), and a clinical informatics fellowship program;
4) The realization of the vision for a comprehensive and integrated Informatics and Data Science Service Group (including bioinformatics, clinical research informatics, and analytics capabilities);
Programmatic Objectives for 2015-17 (2)
5) The complete physical integration of the Center for Biostatistics into the Lincoln Tower space;
6) Increase collaboration between BMI faculty, the Center for Biostatistics, and the Department’s Consultative Units in order to improve the quality of our research, training, and service activities;
7) The establishment and tracking of a comprehensive faculty performance management and incentive program, including the promotion, pursuit, and recognition of “stretch goals” related to expanding the extramural funding portfolio, publication productivity, and TCO activities of the Department;
8) The “pivoting” of the existing software engineering oriented “Informatics Research and Development” (IR&D) unit to focus on Health System relevant advanced data analytics projects, supported in part by a novel business model in which each such project (as sponsored by the Health System leadership) would include a mechanism by which BMI would benefit from a percentile share of either increased revenue or the valuation of avoided costs (depending on context); and
9) Design and execution of a comprehensive outreach, engagement, and marketing/communication plan so as to increased internal and external awareness and understanding of BMI.
Priority Areas for Scholarship
1) Translational Bioinformatics
2) Knowledge Engineering
3) Evidence Generating Medicine
Situated in the Learning Healthcare System
4) Predictive Analytics
5) Applied Clinical Informatics
6) Workforce Development
Making Sense of High-
Throughput Data
Delivering Knowledge-
Based Healthcare
Informatics as an
Intervention
Training The Future
Health and Biomedical
Workforce
4 Core Competencies To Emphasize (2015-17)
1) Studying linkages between molecules and populations
2) Developing tools and methods incumbent to an evidence generating medicine paradigm
3) Building bridges to the health system
4) Implementing and studying solutions in the healthcare delivery environment and working with IT in order to do so
Sarkar IN, Butte AJ, Lussier YA, Tarczy-Hornoch P, Ohno-Machado L. “Translational
Bioinformatics: Linking Knowledge Across Biological and Clinical Realms” Journal of the American
Medical Informatics Association. 2011. Jul-Aug;18(4):354-7.
Asserting Linkages Between Molecules and Populations
Developing Tools and Methods Incumbent to An Evidence Generating Medicine (EGM) Paradigm
Building Bridges to the Health System: Medical Data for Innovation, Integration and
Implementation (MDI3)
For more information: http://go.osu.edu/mdi3
To bring together a multidisciplinary
team of researchers and staff that is
focused on the development,
implementation and evaluation of
innovative methods for integrating
and transforming health data into
new knowledge that informs the
optimization of clinical interventions
and workflows, improvement of health
and health care quality, and reduction
of health care delivery costs at our
institution.
Implementing and Studying Solutions in the Healthcare Delivery Environment: Working With IT
•Proven Technologies
•Best Practices
Current IT Operations
•Emergent Technologies (exist, but are on “cutting edge”)
•Operational Validation
Incremental Advancement
•Novel Technologies (do not already exist)
•Systems-Level Evaluation and Re-engineering
“Leap Frog” Advancement
Role of IT
Role of BMI
Both approaches to advancing
BMI and HIT are critical to the
near, medium, and long term
success of healthcare research,
operations, and analytics
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“Information liberation + new incentives = rocket fuel for
innovation” – Aneesh Chopra (The Advisory Board Company)
"Without feedback from precise measurement,
invention is doomed to be rare and erratic. With it,
invention becomes commonplace” – Bill Gates (2013 Gates Foundation Annual Letter)
“Data is beyond simply quantifying, it is seeing
measurement as the intervention” – Carol McCall (GNS Healthcare)