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BECOMING A VALUE DRIVEN ORGANIZATION Value Collaborative | October 26-27, 2015
Salt Lake City, Utah
HEALTH PROFESSIONAL VALUE TRAINING
healthsciences.utah.edu/value-university Support for this program was provided by a grant from the Robert Wood Johnson Foundation
C O N T E N T S
Why Excellent Clinicians Care About Value
Utah Value Revolution
Pick a Case + Answer Questions
Value Framework: Align the Work
Value Summary: Standardize the Process
Transparency: Share What You Learn
Participants will be asked to use their projects as a lens to think critically about past experiences, harness organizational expertise, and learn by application of principles and teaching others.
Upon completion, collaborative participants should be able to:
• Make a compelling case for change • Understand system response to challenge • Create a culture of value
MEANINGFUL COLLABORATION ABOUT BEST PRACTICES IN LEADING VALUE DRIVEN ORGANIZATIONS.
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AGENDA (All sessions are for Value Collaborative teams and invited guests only)
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NOTE DRESS: Business Professional Attire
11:00 - 11:45 AM Welcome, Opening Remarks
11:45 - 12:30 PM Lunch (provided)
12:30 - 2:15 PM Three Healthcare Revolutions: • Volume to Value Revolution • Episode to Population Management Revolution • The Patient Revolution
2:15 - 2:35 PM Break (20 minutes, snack provided)
2:35 - 4:45 PM Organizing for Value
4:45 - 5:00 PM Break (15 minutes)
5:00 - 6:00 PM Reception - Tapas & Drinks • University of Utah leadership • Collaborative participants • Selected faculty and invitees
6:00 - 7:30 PM Dinner
7:30 PM Adjourn (shuttle transportation to hotel provided)
NOTE DRESS: Active Attire (t-shirts, jeans, tennis shoes)
7:30 - 8:00 AM Shuttle to session (if needed) Breakfast (provided), podcast interviews (2 teams)
8:00 - 9:00 AM Why Should Excellent Clinicians Care About Value? Pre-work Questions Group Discussion: national perspectives on value
9:00 - 9:15 AM Break
9:15 - 10:15 AM Team Building Activity (UNI Ropes Course)
10:15 - 12:00 PM Creating a Culture of Value • The Role of Learning in Culture: Value University • Accelerating Cultural Change: Value Framework
• Vision • Patient • Team • Measurement
12:00 - 12:45 PM Lunch (provided), podcast interviews (3 teams)
12:45 - 2:30 PM Role of Applied Learning in Culture: Value Summary • Using a problem solving framework - discussion • Creating scalable solutions - discussion • Maturing from projects to culture - discussion
2:30 - 2:40 PM Break (10 minutes)
2:40 - 3:15 PM Wrap Up and Discussion
3:15 PM Adjourn (shuttle to hotel, or 25 minutes to airport by taxi)
Monday, October 26 (Day 1) Tuesday, October 27 (Day 2) Rice Eccles Stadium (4th Floor), 451 S. 1400 E., SLC, UT 84112 Utah Neuropsychiatric Institute (UNI), 501 Chipeta Way, SLC UT 84108
The University of Utah School of Medicine is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians.
AMA Credit: The University of Utah School of Medicine designates this live activity for a maximum of 10 AMA PRA Category 1 Credit(s)TM. Disclosure: None of the faculty or planners or anyone in control of content for this continuing medical education activity have any relevant financial relationships since the content does not cover any products/services of a commercial interest; therefore, there re no relevant financial relationships to disclose. Support for this program was provided by a grant from the Robert Wood Johnson Foundation.
AGENDA - ALL SESSIONS HELD ON THE UNIVERSITY OF UTAH CAMPUS (SALT LAKE CITY, UTAH)
WHY EXCELLENT CLINICIANS CARE ABOUT VALUE, By Tom Lee & UTAH VALUE REVOLUTION
R E A D (pages 6-9)
STEP 1: PICK 1 ONLINE CASE STUDY STEP 2: READ THE CASE STEP 3: ANSWER THE QUESTIONS
R E A D O N E O N L I N E C A S E & A N S W E R T H E Q U E S T I O N S healthsciences.utah.edu/value-university
WHY VALUE NOW?
PHYSICIANS EXECUTING VALUE
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http://healthsciences.utah.edu/value-university http://healthsciences.utah.edu/value-university http://healthsciences.utah.edu/value-university/
By Thomas H. Lee, MD — August 1, 2015
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Not so long ago, the conventional wisdom was that good clinicians needed to focus all of their energy and all of their intellect on what was best for the patients in front of them. The most sacred interaction in medicine was what went on between an individual doctor and an individual patient. The challenge of optimizing outcomes for patients was so difficult that this relationship should not be muddied by concerns such as the costs of care. One of my mentors told me that “value” was a code word for costs, used by people who really only cared about financial aspects of care.
That was then; this is now. Today, to be excellent as a clinician, one has to be ready to work as a member of a multidisciplinary team. There is simply too much to know and too much to do and keep track in medicine today – no individual can deliver state-of-the-science care to patients of any complexity at all without colleagues who are more than colleagues. And these teams have to do more than optimize outcomes for groups of patients – they need to work to improve the efficiency of care as well.
Teamwork. Efficiency. Organizing around meeting patients’ needs. These all go together.
Collectively, they sound like “Mom-and-Apple Pie.” To many clinicians, however, they taste like cod liver oil.
But the fact is that we are entering a new health care marketplace that is being driven by competition on “the right things” – that is, meeting patients’ needs as efficiently as possible. Patients are being given more choices about what type of insurance product they want, and they are picking ones that they can afford. Lower priced insurance products often restrict access to a group of providers who can give care with a lower price or greater efficiency. And that means providers who are doing things the same old way will lose patients, lose market share. They will be trying to hang on, and be the last iceberg to melt.
There is a better way, of course – which is to organize, and work to improve outcomes so that patients want to come to you, and to do so efficiently so that they can afford to pick the i nsu rance p roduc ts i n wh ich you a re participating. Those are the ingredients of high value health care. Working toward higher value is … work! It’s miserable. It requires change, and
asking good, hard-working people to change what they do is not easy.
But the rewards can be considerable – better outcomes for patients, including better patient experience. Greater efficiency, so that more resources are available for investment in initiatives to make care even better. Greater market share and business success. Greater price, and lower turnover.
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, including the clinicians. It means measuring outcomes and costs, and working relentlessly to get better. Getting better means improving one or more outcomes without raising costs; or lowering costs without compromising outcomes. Surprisingly often, both can be accomplished at the same time.
We will never be able to deliver immortality to our patients, nor perfect health. And will never reach a state that we can call “highest value health care.” But use of our creativity and energy in the pursuit of all of these goals defines excellence for the clinician today.
WHY EXCELLENT CLINICIANS CARE ABOUT VALUE
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Health care organizations are being called upon to transform in unprecedented ways. At Utah we believe that in order to lead the transformation of healthcare, we must create a shared understanding of the forces in play, embrace new strategies for success, and strengthen our leaders and teams to thrive in thi