Post on 16-Dec-2015
transcript
Peter A. Woodbridge, MD, MBADirector, MidWest Mountain Veterans Engineering Resource CenterACOS for Quality and Medical Effectiveness, Nebraska Western Iowa VA Health Care SystemAssistant Professor, Health Services Research and Administration, UNMC College of Public Health
MidWest Mountain VERC Overview
The Veterans Engineering Resource Centers (VERC)
Rooted in a research / medical center operations collaboration Grounded in NAE/IOM 2005 recommendations* Proof of concept – engineering student projects Highly visible transformative improvements
Four VERC with budgets of ~$500K to $1.5M each established June 2009 Funded with medical care appropriations Resource centers
Provide applied operations systems engineering support
Engage faculty to develop novel operations systems engineering in support transformative improvement
* NAE/IOM, Building a Better Delivery System: A New Engineering Health Care Partnership. 2005
MWM VERC: Multi-VISN / Multi-University / HSRD Partnership
VISN V12, 18, 19, 23 14 mid-west and
mountain states 1.2M Veterans 24 medical centers
HSRD IDEAS REAP CRICC REAP
Affiliated Universities ASU Creighton University MSU NMSU NDSU U Colorado, Denver U Iowa U Minnesota U Nebraska, Lincoln UNMC U Wisconsin, Madison 27 faculty
Why a Multi-VISN, Multi-University VERC?
Intractable healthcare systems problems Defy simple process improvement or managerial solutions Generate unintended disruption of other systems Require consideration of process, structure, and patterns Solutions fail to spread and / or be sustained
MWM VERC Vision: The Healthcare Work Place of the Future
All staff have the knowledge, capabilities, and desire to strive continuously for excellence Educate healthcare workers in systematic approach to
value improvement Make healthcare an attractive career for graduating
engineering students Systems and processes are engineered for
excellence Error-proofed, error-recovering and self-healing Integrated as patient-centered systems rather than linked,
discrete processes Expertise, not bounded by geography, coalesces to
solve intractable healthcare systems problems in diverse, multi-talented, teams
Achieving Excellence Healthcare is “complex” –
not “complicated*” Processes, structures, and
patterns matter* Process – the steps to
taken to complete a task Structures – the policies,
equipment, etc. that support processes
Patterns – the organizational context surrounding the processes and structures (e.g., relationships, beliefs, traditions, etc.)
*Paul Plsek “Complexity and the Adoption of Innovation in Health Care” AHRQ, 2003
MWM VERC: Organizational Goals
Provide support across the entire SR/QI continuum “Essential” SR / QI knowledge projects Applied engineering projects Academic engineering projects
Ensure a pipeline of OSE to enter VHA service
Provide OSE support for SR collaboration and knowledge sharing
VERC Improvement Metaphors
Essential SR / QI
Applied Engineering
Academic Engineering
Share knowledge Discover knowledge Create knowledge
Train Assist Consult
Spread and sustain Improve Innovate
Quality assurance Quality planning Quality improvement
Reactive Corrective Preventive
Fix past Optimize present Improve future
Defined Concrete Conceptual
Off the shelf Customize Develop
MWM VERC Goals & Projects:
T21 – “Develop capabilities and enabling systems to drive performance and outcomes”
Essential SR / QI Projects Educate the healthcare work force of the future Improvement methods ontology Lean healthcare implementation and training
Applied OSE Projects EHR documentation in support of PCMH Inpatient staffing optimization Reusable medical equipment ISO-9000 compliance Technical engineering assistance consultation service
Academic OSE Projects SR virtual collaboration social computing environment Teamwork during emergencies
MWM VERC Goals & Projects:
T21 – “Expand access for Veterans including women and rural
populations” Applied OSE
Advanced scheduling Centralized vs. decentralized scheduling Clinic space optimization
Academic OSE Agent based modeling of rural health access Improve rural mental health access and
effectiveness through tele-medicine
MWM VERC Goals & Projects:
T21 – “Design a Veteran-centric healthcare model and right sized infrastructure to help navigate the healthcare delivery
system” Applied OSE
Patient centered medical home collaborative Clinic telephone response optimization
collaborative Improving clinic visit efficiency
Academic OSE Dual care for rural veterans Coordinating care across the continuum
Status Report MWM VERC Projects
Active projects: 19 VERC funded projects: 15 Project deliverables received to date: 139
OSE Engagement Funded OSE faculty: 15 Funded OSE universities: 9
OSE trainees engaged in VHA MWM VERC projects Undergraduates: 15 Masters students: 18 PhD students: 10 Post Doctoral: 2
The MWM VERC Leadership Team
Leadership Peter Woodbridge,
MD, MBA, Director Jennifer Wagner, PhD,
DD Academic Engineering & Research
Chris Masek, DD Applied Engineering
Mike Rubin, MD, AD Academic Engineering & Research
Brian Hertz, MD, AD Applied Engineering
Staff Eric Aldinger,
Administrative Officer Bryan Gamble, Project
Manager Gary Kiel, Program
Analyst Ann Fetrick, Research
Coordinator TBD. Lean Program
Manager TBD, IE Chicago TBD, IE Phoenix