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UCLA Integrated PI Model: Aligning Efforts Throughout the Care
Continuum
Janet Rimicci RN, MSNUCLA Executive Director of Quality & Patient Safety
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Alignment of
Institutional Goals
and PI Priorities
Strategy
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Who We Are
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A Patient-Centric Vision & Mission
UCLA Health is among the most comprehensive and advanced healthcare systems in the world.
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UCLA Health
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Westwood Campus
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Santa Monica Campus
UCLA Health
By the Numbers• 600,000 unique patients per year
• 2.7 million outpatient clinic visits
• 80,000 Emergency Department visits
• 40,000 hospital stays
• 2,000 faculty (physicians and non-physicians)
• 1,877 clinical voluntary faculty
• 3,350 registered nurses
• More than 1,300 residents and fellows
• 11,476 therapists, technicians, clerical and other staff
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David Geffen School
of Medicine at UCLASince opening in 1951, the David GeffenSchool of Medicine at UCLA has grown into an internationally recognized leader inresearch, medical education, patient careand public service.
• 729 medical students
• 529 postdoctoral fellows
• 476 clinical fellows
• Almost 900 residents
• 2,700 full-time faculty
• NIH research dollars (2015): $291 million
• More than $650 million annually in research
funding from outside sources
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National Quality Rankings
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CMS Star Rating
RRUCLA=3 StarsSanta Monica=5 Stars
Vizient Awards
Ronald Reagan UCLA Medical Center awarded Quality Leadership Rising Star by Vizient, Inc. in 2017
LeapfrogRRUCLA= ASanta Monica= A
US News and World Report
# 1 in Los Angeles# 2 in California# 7 in Nation
Characteristics of Top Performers
•Focus on patient value
•Informed by data insights
•Accountability driven by Executive Leadership
•Align performance improvement with goals
•Have Infrastructure to support improvement
Focus on Patient Value
Experience +Outcomes
Cost
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Access & Capacity• CMI-Adjusted ALOS• 1st & 3rd Appointment Times• Hospital Volume per Day• ED Throughput
MOVERS• Mortality• Outcomes• Val U• Experience• Readmissions• Safety
Finance• Achieve net operating margin budget
target to sustain needs of Health Sciences
FY19 Retreat #1: Select Main Health System Goals
FY19 Goals | Access Capacity Proposal
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The Framework
1. Creating a team
2. Structured problem solving
3. Establishing metrics and goals
4. Having accountability, action plans, and
timelines
5. Resourcing
6. Sustainment
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DraftLast Updated 12/5/2018
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PI Executive Sponsors Committee (Monthly)
DRAFTLast Updated: 8/13/2018
FY19 Annual Planning
Performance Improvement Governance Structure
Performance Improvement Team Huddle (Weekly)
Improve Access MOVERS Finance
Governing Body(Quarterly)
Oversight Committee:TBD
Outpatient Optimization
Oversight Committee:TBD
LOSHigh Reliability, Infection Prevention, and Patient
Experience
Oversight Committee:Patient Safety Committee
Clinical Care Redesign
Oversight Committee:ValU Leadership
Decrease Cost
Oversight Committee:PI Finance Steering Committee
Strategic Growth
Oversight Committee:APAC
Supply Chain
Strategies
PharmacyLabor
Management
Strategies
Clinical Focus Areas
Strategies Strategies
Discharge Planning
Transition of Care
Optimizing Services
Access to care
Care coordination
HELM / Clinical Chairs (Quarterly)
System Wide Operations Team (Monthly)
DraftLast Updated 8/13/2018
