UCLA Health System It likes to say that the beginning of innovation is “U.” This is not just a catchy slogan. Medical Center Institute for Innovation in Health Reaches out to patients and providers to identify innovative ways to explore their healthcare experiences and improve outcomes, value and satisfaction for patients and staff. Whether it is bringing nurse practitioners to coordinate Alzheimer’s care or streamlining pharmacy services for high-risk diabetic patients – two programs are now being operated through the institute’s Global Lab for Health – UCLA Trying new care models based on detailed interviews with patients and health care personnel. .
The institute also organizes challenging staff, an annual competition to identify ways to improve care by “walking in the shoes of the patient”. Director of the Institute, Catherine Steinberg, a speaker at the upcoming US News Hospital tomorrow The conference spoke to US News about UCLA’s approach to redefining and changing health care. (The interview was edited for length and clarity.)
What does innovation mean at UCLA?
At UCLA, we use innovation as an accelerator to address strategic priorities. They are inspired by our commitment to meet the needs of patients and our vision to humanize one patient at a time. Many innovation areas can be described as technology oriented; However, we also recognize a tremendous opportunity to innovate on the care delivery model, some of which are supported by technology.
Strategically, when our health system is interested in focusing on innovations around access to care, for example, we will start by using human-centric design to let patients out and understand. [that] His pain points are around reach. We will then work to identify potential innovations to meet those needs. we will see [an innovation] Look purposefully and see if it meets the needs of the patient – and whose workflow needs to be changed to execute.
Katherine Steinberg is the director of the UCLA Health System Institute for Innovation in Health.Courtesy UCLA
What do you mean by pain point?
By pain point, I mean that does not work better from the perspective of patients and providers. It really is an opportunity to improve the way care is delivered and to experience the patient or a family member. Around reach, we can see and understand a patient’s needs from a facility standpoint, allowing them to connect with their provider and answer questions in a timely manner. The patient may have a question for them [doctor] – But the provider is a packed day. … how they can get [their question answered] In a way that aligns with the provider’s schedule and boundaries? The answer can be anything from email to text messaging, and so forth.
How does your process work?
The role of our Innovation Institute is to combine it with the primary needs of the health system and help identify, design, pilot and evaluate innovative ways of addressing those priorities. We are partially tanked and partly partners in the design, testing, validation and evaluation of the opportunity for the spread of these innovations. In the first stages of the process, I would say that it has similarities to a think tank.
We begin by understanding what personal concerns are and identifying themes. And it’s not just a matter of concern, it’s also when things are done really well. How can we learn from incredible experiences? And how can they be spread or supported through technology so that everyone can share those experiences?
Are the tools you use to identify innovations used for performance improvement?
Some equipment. At UCLA, we have a LEAN culture [the Toyota-inspired performance improvement program] Throughout the organization. The tools that provide innovation praise those LEAN approaches, including things like human-centered design and bringing business rigor to understand the return to innovation. It is not just innovation for innovation. This is for the specific goals you want to achieve. A large part of innovation is keeping those goals in front and your assessment is rigorous. [them]. Accepting failure is also an important part of innovation. There is a real acknowledgment of learning that occurs when failure is an acceptable part of the culture.
Therefore, not everything succeeds.
What suggestions do you have for hospitals that do not have the resources of UCLA?
I do not think that access to a significant amount of necessary resources requires innovation. I really think that there is a lot of innovation where there are no resources, because it becomes necessary. If you can articulate the need for innovation and make it a burning platform within your organization, then this is the first step towards creating a culture of innovation. This is the culture that I believe is the most important part of being able to innovate effectively – there is a culture that is ready. Readiness … is one of the most [important] Criteria for innovating effectively. This means that the operating component of the system is on board.
By operation, what do you mean?
I see operations as those that twist the wheels. They can be anywhere in the institution.
Can you give me an example of how it works?
When we were working with patients [with benign enlarged prostates who need to use urinary catheters] We were looking for ways to improve the value for these patients. One thing we learned – which we did not expect – was that there was an opportunity to educate and more effectively inform patients about catheter care. We are doing something really simple. We have created educational videos that are provided at the right time to patients so that they are not surprised or concerned about catheter care. Until we had a full experience from the patients’ point of view, our physicians did not realize that this was a concern for our patients. We really had to take a step back and put ourselves in patients’ shoes.
how did this happen? Did any patient say, “I don’t know how to deal with these catheters”?
We were focusing [benign prostate hyperplasia] As a place for efforts to remodel our value-based care. We went out and interviewed BPH patients who had learned through our system what worked well, where they had opportunities for improvement and what [needs are]. One of the themes was around transparency and expectations in caring for the catheter.
Is this something that you do, choose a procedure or condition and say, “How can we improve our care and ask patients about it?”
We worked with a design firm to come up with a process for such a care-redesign effort. We start by asking [patients] How can we improve their journey and make them the best in class. We are in the process of using this approach – conducting in-depth interviews with patients as well as stakeholders in our own systems – understanding their needs and their needs [identify] Patterns in holistic care pathways.
We synthesize this information; We move from raw data and preliminary findings to highlight opportunities to redefine patients’ journeys. Then we prioritize and make an action plan. There is a need to bring all stakeholders together soon. In this way innovation is not only being implemented within a system, but is also embraced.