In this provocative thought piece, hospitalists and system leaders Kencee Graves and Bob Pendleton explain the “team of teams” approach to becoming more nimble, responsive, and adaptable to the demands of our changing world.
Patients will ask three things of us over the next decade of health care improvement: help me live my best life, make being a patient easier, and make care affordable. To meet those needs health care must shift—from organizing around a patient’s biology to understanding the patient’s biography.
Utah’s Chief Medical Quality Officer Bob Pendleton describes a strategic challenge faced by many industries, including health care. We are at risk for prioritizing achievement of metrics over our purpose. He challenges us to think beyond metrics to what patients actually need from us: patient-centered, outcome-focused, affordable care.
Value Week is a unique collaborative event that brings together U of U Health’s improvement community to recognize the important and impactful work conducted throughout our organization.
Changing practice is personal. It doesn’t happen through edict or mandate. Changing practice requires ongoing respectful dialogue. It requires clear vision, data-driven analysis and the support of a dedicated team. Changing practice takes longer that you think it will. In this example, we recognize the power of a partnership in this challenging and important work.
mEVAL is the system U of U Health uses to collect patient-reported outcomes (PROs). Of course, it’s what we do with the data that matters. mEVAL analytics team lead Josh Biber and cardiologist Josef Stehlik share how measuring PROs in the Cardiovascular Center is changing the ways clinicians treat and care for patients.
When health care is designed around patient needs, it doesn't just benefit the patient — it can also help providers find fulfillment in their work. But what does that look like in practice? Physician Joy English opened the Orthopaedic Injury Clinic, an innovative service that delivers better value to patients. Her success is a case study in how to achieve both provider and patient happiness.
Improvement in patient experience is often the hardest part of managers’ jobs. It takes consistent work engaging your team. There are no shortcuts. In this occasional series, we’ll be sharing the lessons learned the hard way from people working on the front lines to deliver care. In this post, Urology and Pelvic Care outpatient services manager Leslie Bardsley gives practical advice for involving your entire team in improvement.
Value engineer Cindy Spangler has shared her camping and canyoneering expertise with Accelerate in the past. But this winter, her preparation may have done us in: a big purchase of new ski equipment has led to a lackluster snow season. Or has it? Cindy reviews why correlation does not imply causation.
Delivering a great health care experience is only possible with one crucial component: reliable scheduling. It’s such an essential part of efficient operations, in fact, that the University of Utah Health created an access optimization team to help providers across the system.
Using improvement methodology to solve one piece of America’s opioid epidemic. Dr. Sean Stokes and team used the practice of scoping to focus on one population and one procedure to achieve manageable, measurable improvement.
Dr. Kyle Bradford Jones examines the Netflix algorithm for user preference as a model for developing provider selection tools that match patient values with their care needs.
