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.
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.
Health care organizations and providers have some understanding what they charge for care. But nationally, providers have a “complete lack of understanding” about the costs of health care, according to Michael Porter, Ph.D., and Robert Kaplan, Ph.D., ("The Big Idea: How to Solve the Cost Crisis in Health Care").
Utah “holds a unique distinction” when it comes to health care, according to a special report by the New England Journal of Medicine.
Waiting is such a firmly entrenched feature of healthcare that it is often taken as a given and not recognized for the disrespect it conveys.
Teaming is all about fostering a healthy working culture. It takes time and effort, but there are helpful practices to build strong, high-functioning teams.
