Chronic musculoskeletal pain and injury among surgeons due to poor operating room ergonomics is a prevalent issue impacting the well-being and performance of surgical faculty. At the University of Utah Health, concerns over the high prevalence of work-related pain and injuries led to the initiation of a project aimed at addressing this critical issue.
Follow Utah’s Nutrition Care Services as they produce and deliver over 300 lunches to inpatients all over our hospital, all at the same time. The work of this exceptional team highlights a complex lean operation that—before now—has largely gone unseen.
Improving patient experience often starts with survey questions and comments, but reliance on these elements alone can be insufficient. Incorporating the voice and experience of the patient can provide a deeper understanding of the problem and unlock more effective solutions.
1 in 3 healthcare dollars is paid for by the United States Health and Human Services, making them the largest payer in the United States. Chrissy Daniels shares this podcast that explains why HHS is changing and how Utah is keeping up.
What does healthcare really cost to deliver? And does the cost really make a difference in patients’ health and experience? The University of Utah tackled this problem with the creation of Value Driven Outcomes (VDO), a program to enable local clinical decision makers to lead improvements in care delivery relative to cost, quality, and service.
Improving value in healthcare means redesigning care to meet patients’ needs. We must push ourselves beyond patient satisfaction surveys to reduce uncertainty, complexity, and confusion in the delivery of care. Matthew Stein, MD, and the Breast Imaging team unflinchingly faced a source of uncertainty for patients: waiting for mammogram results.
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.
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.
