37%

25CLINICALWORKFORCE

%

583 Physicians

1190 Staff

64 APCs

107 Trainees

360 Nurses

JUL15 - MAR16

750+SYSTEM-WIDEIMPROVEMENTS

72MOC IVPROJECTS

50 ALIGNMENTOPERATIONAL GOAL%

SERVICEQUALITY37 39 22% %

COST%

62TRAINEEPROJECTS

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TRAINING

AVAILABLE TRAINING

https://pulse.utah.edu/site/Vsum/Pages/Home.aspx

MULTIDISCIPLINARY TEAMS

JUL14FEB14 NOV14 MAR15 FEB16 FY17JUL15SEP14

LEVERAGE FOR CHANGE: PORTFOLIO SPONSORSHIPThe University of Utah became a MOC IV Portfolio Sponsor through the American Board of Medical Spe-cialties with a goal to reward engaged faculty through an integrated process.

PROTOTYPE: VALUE SUMMARY PORTALUsing Microsoft InfoPath, a working proto-type of the portal was created which gar-nered additional IT support & accelerated development.

LAUNCH: VALUE SUMMARY PORTALAfter a soft-launch in May, the portal was fully introduced July 2015. Report format familiar from July 2014 stan-dardization with expanded functionality.

ACCOUNTABILITY: LEADERSHIP DASHBOARDSValue profiles and individual re-ports give real-time feedback on efforts that include team mem-bers who report to them.

STANDARD FRAMEWORK: VALUE SUMMARY REPORT QI stakeholders designed standard framework; an A3-style3 1-page report that draws from Lean, Six Sigma, & PDSA methodologies.

TRAINING & RESOURCESWhile tool was being developed, con-tent for the built-in resources was or-ganized. Section-specific resources in-clude definitions, examples, videos.

ENHANCEMENTS

Working with global leaders in online learning development to improve users understanding of improvement science and use of the tool.

As nearly half of US companies already use Microsoft SharePoint2, the portal is a

low or no additional cost solution.

LOW COST SOLUTION

By standardizing our process, it creates a familiar framework for system-wide com-

munication & spread of best practices.

COMMUNICATE + SPREAD

Offering MOC IV / PI-CME credit incentivizes engagement & increases adoption of the

application & methodology.

REWARDS ENGAGEMENT

Portal resources & problem-solving meth-odology gives on-demand access, where

and when it is needed.

ON-DEMAND ACCESS

PLATFORM: SHAREPOINT LAUNCHThe University of Utah launched new in-tranet, Pulse, which uses the Microsoft SharePoint collaborative tool as the plat-form.

Utilization of a standardized process for training and reporting improvement work promotes health

care systems-alignment & enhanced visibility of contributions to health care improvement.

RESULTS

INCREASE ENGAGEMENT AND CREATE SYSTEM-LEVEL IMPROVEMENT ALIGNMENTLEVERAGING PORTFOLIO SPONSORSHIP TO

AUTHORS Brittany Patterson, BS | Kim Mahoney, BS SPONSORS Chrissy Daniels, MS | Robert Pendleton, MD CMQO

Improvement training, engagement, and reporting has traditionally been managed almost entirely at the local departmental level,

resulting in disparate improvement methodologies, misalignment of improvement work with organizational goals, and challenges

spreading innovation beyond the local level. Additionally, faculty and staff often lacked formal training and tools to effectively perform

improvement work.

INTRODUCTIONDisconnect and Disparities in Improvement Work

APPROACHSystem-wide Alignment of Improvement Work

CONCLUSION: VALUE SUMMARY IMPROVEMENT PORTAL

In July 2015, the University of Utah launched a novel web-based application called the Value

Summary Improvement Portal1. Utilizing Microsoft’s SharePoint platform, the electronic portal

captures value improvement work (using quality, service, and cost measures) in real time using a

standardized problem-solving framework. The portal fosters system improvement by enabling

search, sort, filter, tracking, and reporting of project work throughout the organization.

REFERENCES: 1. University of Utah Health Care. Value Summary Brief Introduction. YouTube, 2016. 2. Miles, Doug. SharePoint 2013 Watch. N.p.: AIIM - The Global

Community of Information Professionals, 2013. PDF. 3. Shook, John. Toyota’s Secret: The A3 Report. MIT Sloan Review, 9 March 2016. Online.

Within 9 months of launch, the portal has captured more than 750

improvement efforts system-wide, 72 of which have opted for MOC/PI-CME

credit, and 62 projects that include residents. Over 50% of the projects are

aligned with a current year operational goal with a balance of value

measures being improved: 39% quality, 37% service, and 22% cost*.

*2% Audit

The diverse portfolio of

Value Summary projects span all departments and

include 25% of our clinical workforce in

multidisciplinary teams: 583 faculty/physicians, 107

housestaff (trainees), 64 advanced practice

clinicians (APCs), 360 nurses, and 1190 staff .

TIMELINEIMPROVEMENT PORTAL