Instead of allowing external performance measures to define our success, we define success by reliably delivering the best possible care with empathy, coordination, and efficiency at the lowest possible cost.
Translating strategic priorities into everyday execution across a large, complex enterprise might seem daunting, but it doesn’t have to be. Our Operational Plan is a blueprint that combines processes, tools, knowledge, and skills to deliver on these priorities.
The following case study examines a new core competency in delivering value at a system level. At the University of Utah, leaders created integrated oncology teams organized for the patient. Collapsing historical silos and empowering front-line leaders grew adaptive teams that offered better value to cancer patients.
Dr. Ryan Murphy is the first Value Fellow at University of Utah. Charged with aligning value initiatives for trainees across the institution, Ryan’s first step into healthcare leadership is a steep one. We asked this second year hospitalist and front-line leader to share what he's watching.
Real teams are the antidote to the chaos of modern medicine. “Real teams know each other, feel loyalty to one another, trust one another, and would not want to disappoint one another” (Tom Lee, NEJM Catalyst 2016). Practicing are conversations between real team members about why the work matters. Our goal is to preserve and share the stories of the teams at University of Utah Healthcare.
Chief Medical Officer of Press Ganey Tom Lee reminds us that value does not happen by accident, and good intentions are not enough. The goal of improving value has to be a major focus for everyone in an organization.
It’s clear that fee-for-service health care isn't working—so what alternative payment model does?
Publishing patient comments on our website was and is more than a marketing or improvement strategy. It is about our system’s relationship with patients.
The American health care system currently faces changes that will require rearranging, if not dismantling, long-held care delivery processes. We see three concurrent forces disrupting traditional care delivery.
What makes an expert? Best-selling author Malcolm Gladwell gave 10,000 hours as a threshold for expertise. While our University Hospital Customer Service Team isn’t at 10,000 hours, they addressed nearly 2,000 patient concerns this past year. When asked how they do it, Program Assistant Michael Bown offers these top five tools to successfully navigate a phone complaint.
For years, the Exceptional Value Annual Report documented the performance of the organization on all 45 of the key initiatives identified in the Operational Plan.
Utah “holds a unique distinction” when it comes to health care, according to a special report by the New England Journal of Medicine.