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Author Bio

Cherbon VanEtten

Cherbon VanEtten joined Health Catalyst in 2013 as the Director of Education with responsibility for team member and client educational programs. Ms. VanEtten has 18 years of healthcare experience in information technology and healthcare analytics. Prior to joining Health Catalyst, she worked for MultiCare Health System as a Senior Project Manager Professional (PMP) where she led numerous enterprise wide strategic initiatives – including the implementation of a healthcare data warehouse and quality improvement programs. She developed tools and methodologies to calculate ROI and total cost of ownership for IT investments – including EHR and EDW systems. Ms. VanEtten was responsible for leading a multi-disciplinary clinical team in developing content for computerized physician order entry (CPOE), physician note templates and interdisciplinary plans of care. She earned her under graduate degree in Psychology from the University of Washington and graduate degree in Biomedical Informatics from Oregon Health and Science University.

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Cherbon VanEtten
Sherry Martin

How to Create Change Agents Who Will Sustain those Hard-earned Healthcare Improvements

Establishing a healthcare improvement initiative is just the first step toward transformation. The real work of improvement lies in sustaining it, which is why qualified change agent are essential to meaningful progress.
Change agents are trained to lead organizations in:

Case for change
Data management
Change management concepts
Cost Benefit Analysis

Health Catalyst’s Accelerated Practices Program gives change agents adaptive leadership training to guide systemwide change within their organizations. They are prepared to meet technical adaptive challenges while keeping teams engaged and productive, and, importantly, to use data analysis to improve quality, cost, and patient satisfaction outcomes.

Cherbon VanEtten

The Best Way to Use Data to Determine Clinical Interventions

One of the most important aspects of managing clinical interventions is how you measure an intervention to determine if it is effective. A run chart is a very important tool for measuring improvement, but it doesn’t give you all the information you need to assess the effectiveness of your process change. The next step in maturation of your measurement process is creating a statistical process control (SPC) chart. An SPC chart shows you if your intervention is changing the process in a significant way or whether changes in the data just represent random variation.

Cherbon VanEtten

Use Well-Crafted Aim Statements To Achieve Clinical Quality Improvements

Too often, hospitals and health systems stop at developing broad clinical quality improvement statements that come up short of achieving their desired goals. What’s missing are clearly defined improvement objectives in the form of aim statements that take into account the effects on other areas of the organization: patient safety and satisfaction, physician engagement, and financial contribution. Aim statements help articulate the problems that add value for patients and the organization, but good data, and the analytics tools required to understand the data, are essential to illuminating high-value problem areas. Additionally, aim statements must stick to the SMART guidelines: Specific, Measureable, Achievable, Relevant, and Time-bound.

Cherbon VanEtten

A New Way to Look at Healthcare Data Models

Describing healthcare data models can quickly get very technical. We prefer to use an analogy: making and sticking to a grocery list. With this analogy, audiences can quickly see the differences between dimensional, enterprise and adaptive data models and determine which one will work best for their organization’s needs.

Cherbon VanEtten

How to Sustain Healthcare Quality Improvement in 3 Critical Steps

Ronald D. Snee, a fellow with the American Society for Quality, articulates that organizations don’t hold quality and cost gains because they don’t make improvement the backbone of their organization. Rather, they approach improvement as a series of initiatives. He states, “Many organizations focus on sustaining the gains only after improvement has been achieved. Intuitively, that may seem the correct sequence, but it is in fact backwards. The time to focus on sustaining improvement gains is well before the initiative is launched.” In this article, I review 3 critical organizational steps that can help sustain those gains.