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Notes upon creating the "Aim of the University of Tokyo Hospital: FY2019-2020 Edition"

University hospitals have three missions: medical care, research, and education. To fulfill these missions, the University of Tokyo Hospital has set a goal “to provide medical care in partnership with patients, to provide safe medical care, to develop advanced medical technology, and to cultivate excellent healthcare professionals" based on the philosophy that the hospital exists to “contribute to the advancement of clinical medicine and the cultivation of healthcare professionals to provide each patient with the best medical care".

As requested by society, to honor our philosophy and goals and serve as the core center of Japan's medical science and patient care, an action plan entitled “Aim of the University of Tokyo Hospital" is established every two years. This plan consists of actions and goals that must be carried out and accomplished in which assessment is made by repeating the plan-do-check-action (PDCA) cycle based on the interim and final evaluation.

The new fiscal year's edition "Aim of the University of Tokyo Hospital: FY2019-2020 Edition" centers on the five major areas of (1) medical care, (2) research, (3) education and training, (4) human resources and labor, (5) administration, and was formulated primarily by the Vice Directors in charge of each area and finalized through discussions by the executive committee. Each of these areas are critical for the University of Tokyo Hospital to further enhance its capabilities and achieve its mission as a university hospital. We hope that you will take the opportunity to review our plans.

In the area of medical care, we will contribute to regional healthcare as an advanced acute medical care hospital, and strive to fulfill our mission as a university hospital by promoting the provision and furtherment of advanced medical care such as transplant medicine, multidisciplinary cancer treatment and genomic medicine. We will also aim to be a patient-friendly hospital by furthering our culture of hospitality and strengthening the medical safety systems. In the area of research, we will strive to conduct clinical research programs suitable for a clinical research core hospital, cancer genomic medicine core hospital and a translational research center, and utilize our collective knowledge in order to shape the future of medical care. Improving the labor environment, exemplified by the reform of work styles, is also a pressing issue. With the construction of Inpatient Building B, Clinical Research Building A - Phase II, and the renovation of the South Research Building now largely complete, going forward we believe that the most important issue in the area of administration is maximizing the utilization of our current facilities.

The University of Tokyo Hospital to realize its philosophy and further advance as an organization, the sincere and ongoing commitment of our faculty and staff is essential. We would also like to ask for your continued support to the University of Tokyo Hospital as we embark on the next phase in its development.


October 2019

Yasuyuki Seto, M.D., Ph.D.
University of Tokyo Hospital

Aim of the University of Tokyo Hospital: FY2019-2020 Edition

1. Medical Care

We will work to further enhance pediatric and perinatal care by expanding the functions of the Children's Medical Center and developing systems for the Perinatal Center. We will also develop systems for handling organ transplant medicine and work to advance cancer genomic medicine. We will take the opportunity of the Accreditation for Hospital Functions screening process to review and improve our medical care delivery systems for further enhance our medical safety management systems. Furthermore, we will promote regional medical cooperation by strengthening on medical care and education with nearby medical associations while tackling the necessary internationalization of our organization.

2. Research

To further strengthen our framework for promoting clinical research, we will restructure our organization while studying how to cultivate new demand for P1 (Phase 1) units as well as the related operating methods. In addition, we will further promote industry-academic collaboration through seeds/needs matching and work to generate real-world evidence. We plan to promote joint research with private-sector companies with the aim of generating privately-funded research projects. Moreover, we will also work to further promote multicenter investigator-initiated clinical trials.

3. Education and Training

We will enhance the education support systems and professional ethics education that we provide to a range of specialist personnel and work to further develop the non-technical skills of our individual faculty members. We will also promote the development of clinical researchers and enhance related programs by developing a framework for responding to changes in the clinical training system and the new Board Certification system. In addition, we will aim to obtain certification as a Training Institution for Designated Clinical Practice and Procedures and to develop nurses equipped with the skills to perform designated procedures.

4. Human Resources and Labor

We will aim to achieve sound human resource management by reviewing the personnel allocation and operation of various systems in order to ensure full compliance with laws related to work style reform. We will thoroughly manage work hours and ensure that staff comply with mandatory use of paid leave regulations, thus doctors should be able to secure appropriate vacations and intervals within shifts. Further, studying ways to support medical staff and other personnel in conducting research, acquiring qualifications and developing their career paths.

5. Administration

We will review the philosophy of hospital and basic policies and consider our medium- and long-term goals with specific management goals which will enhance monitoring and feedback systems to ascertain the progress of management improvement efforts. We will also promote the expansion and internationalization of preventive medicine and study initiatives to further advance preventive medicine. The strategic upgrade of facilities and equipment will be considered to aim achieving effective utilization of space based on medical care needs and our future vision. Lastly, we will work to improve our hospitality standards by further enhancing the service that we provide to patients and their families by improving communication between staff in different roles as well as with patients and their families.

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