Presentation on theme: "Department of Veterans Affairs On the Road to Excellence October 2010 Stuart R. Warren, J.D., Pharm.D. Deputy Director."— Presentation transcript:
Department of Veterans Affairs On the Road to Excellence October 2010 Stuart R. Warren, J.D., Pharm.D. Deputy Director
Leadership Strategy Tactics As a Small Organization The Future Our Context Our Motivations Progress Along Our Journey Approaches to Quality Political-Competitive Strategy Speed Bumps & Roadblocks Roadmap
Our Context Veterans Affairs Veterans Health Administration Office of Research & Development Biomedical Laboratory R&D Clinical Science R&D CSP Health Services R&D Rehabilitation R&D Veterans Benefits Administration National Cemetery Administration Pharmacy Center 5 Coordinating Centers
Our Mission To provide creative and innovative pharmaceutical, scientific, technical, operational and educational support to clinical studies to improve the health and care of the Veteran and the Nation.
Our Vision We are pioneers in developing and managing the pharmaceutical aspects of clinical trials, while setting industry standards and exceeding customer expectations.
What is a Clinical Trial? An experiment in humans comparing the effect and value of an intervention (a therapy) against a control Intervention can be a drug, device, or strategy intended to treat or prevent disease Control can be active or placebo A highly regulated activity!
VA Cooperative Studies Program National infrastructure for developing & executing: Multi-site clinical trials Epidemiological research Genomic medicine research 38 year history of executing landmark studies
VA Cooperative Studies Program First VA Cooperative Study: 1940s evaluated streptomycin for tuberculosis in WW II veterans Program formally established in 1972 Over 175 clinical trials and studies to date Landmark studies in cardiovascular disease, infectious diseases, surgery, gastroenterology, mental health, oncology, and endocrinology
What is a Cooperative Study? A clinical trial involving investigators and patients at multiple sites Investigators cooperate to try to answer a medical question Conducted under a common protocol
CSP Study Findings A few examples Warfarin helps prevent stroke Blood pressure management reduces heart attacks & strokes Aspirin helps reduce heart attacks & death Antiarrhythmic drugs should not be routinely used post MI
CSP Study Findings Increasing HDL cholesterol reduces the risk of heart attacks Diabetics can have quality of life using an insulin pump Shingles vaccine is effective in preventing shingles and reducing symptoms in patient with shingles
CSP in the News CSP 403
CSP News Makers
A Recent CSP Study
Current CSP Studies > 30 active –5 mental health/substance abuse + NIDA –4 cancer –4 general and cardiac surgery –4 neurology –3 cardiovascular –2 renal –Others: infectious disease diabetes COPD genetics spinal cord injury rheumatoid arthritis nutrition in elderly
Our Business Pharmaceutical expertise: Study design/protocol Investigational drugs Packaging and distributing to study sites Patient safety Regulatory compliance—FDA
Our Business Baldrige video clip
Our Motivations Why embark on this journey? Obstacles, opposition “Good enough for government work” Scientist/academics Risks Major motivators Our mission and vision Survival
Progress: Where did We Start?
Progress: Our Starting Line 1978–1995 (18-year period) Emphasis on Regulatory Compliance Veterans Affairs Food and Drug Administration Drug Enforcement Administration Nascent entrepreneurial mindset
Progress: New Approaches 1996–2009 (14-year period) Emphasis on Quality and Performance Excellence Management ISO 9001 ISO Baldrige Criteria
Approaches to Quality: Why Baldrige and ISO? The obvious: synergy between ISO requirements Baldrige: Measurement and Process Management The unexpected: ISO links regulations and Baldrige through process documentation Structure and discipline
Two Major Quality Management Approaches Quality Management System Focus on Process Management o ISO 9001 Performance Excellence Model Focus on Results-Oriented Improvement o Baldrige Award, Deming Prize, European Quality Award Tsiakals, J.J., ASQ ISO 9000:2000 Handbook, edited by Cianfrani, Tsiakals & West 2002.
Quality Management and Performance Excellence Relationships between Quality Management (ISO 9001) and Performance Excellence (Baldrige) Analogy to Abraham Maslow’s Hierarchy of Human Needs Used in leadership training for the USAF during WWII Tsiakals, J.J., ASQ ISO 9000:2000 Handbook, edited by Cianfrani, Tsiakals & West 2002.
Maslow’s Hierarchy of Human Needs Tsiakals, J.J., ASQ ISO 9000:2000 Handbook, edited by Cianfrani, Tsiakals & West 2002
Quality Hierarchy – Goals* *Adapted from Tsiakals
Quality Hierarchy – Objectives* *Adapted from Tsiakals
Albuquerque Journal, July 18, 2010; New York Times, July 16, 2010
Quality Hierarchy Quality Goals Competitive Advantage Efficiency Regulatory Management VA, FDA, DEA & EPA Quality Management ISO 9001 & ISO Performance Management System Baldrige Criteria for Performance Excellence
Competitive & Political Strategy External validation & quality benchmark Identified opportunities to increase: Capability Capacity Effectiveness Efficiency Value-added for our Program
Competitive & Political Strategy Consistency with DVA Guiding Principles* Customer Focus on Veterans and Families Employee Focus Results measurement Innovation and continuous improvement * DVA Strategic Plan FY p. 21
Competitive & Political Strategy Consistency with DVA Strategic Goals* Improving quality of services Optimizing value Improving Veteran satisfaction Improving internal customer satisfaction with Dept management and support services Making the Dept an employer of choice * DVA Strategic Plan FY p. 21
Speed Bumps & Roadblocks External Traditional bureaucratic mindset Reactive vs. proactive Lack of external support (resources) “Laudable goals. Go for it. No money.”
Speed Bumps & Roadblocks Internal Struggles & Debates: “What do you want me to do: my job or Baldrige?” “Need time to work on OFIs.” “Won’t new visibility lead to criticism?” “What if we fail?”
Leadership Strategy: Our Map A Culture of Excellence
Leadership Strategy (Our GPS) A culture of excellence: Appeal to noble instincts Getting the right people in the right positions Employee engagement Deployed the strategy and motivations Focus on external threats and survival “Invasion from Mars”
Leadership Strategy Flexibility: exploit opportunities Investments: strategic planning and training Unwavering optimism It is amazing what you can accomplish if you do not care who gets the credit.” –Harry S. Truman It is amazing what you can accomplish if you do not care who gets the credit.” –Harry S. Truman “
Operational Strategy Get better (and be recognized): Train in quality principles Exploit synergy between Baldrige and ISO Staff involvement Apply, apply, apply… 18 applications, 12 site visits in 14 years “Accepts constructive criticism”
As a Small Organization Advantages: Easier to change direction? Disadvantages: Limited financial and human resources o Can’t just start new departments o People have to wear multiple hats—no “specialists”
Tactics Along the Way It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” –Charles Darwin “No one has to change. Survival is optional.” – W. Edwards Deming It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” –Charles Darwin “No one has to change. Survival is optional.” – W. Edwards Deming “
Tactics Along the Way Adaptability and flexibility: Rotated category champions Developed measures integration team Distributed the work Cross-functional ISO audit teams Rewards
Key Decisions & Milestones ► ► ► ISO 9001 ISO ISO Journey Baldrige Journey Regulatory Focus National Award 1978‘93‘96‘032009‘04 State Award VA Carey Trophy
Quality Future: The Road Ahead Feedback report: 29 OFIs Quality participation CSP-wide ISO certification Measures and benchmarks Process and Attitude Quest for Excellence…. Arriving at one goal is the starting point to another.” –John Dewey Arriving at one goal is the starting point to another.” –John Dewey “