The Accelerated Practices Program
The AP Program prepares healthcare teams to accelerate outcomes improvement and lead change in their organizations. This immersive and experiential program incorporates real-world application and introduces course content just in time as you work on your own improvement project. You will learn how to scope problems appropriately, analyze data, prioritize improvement opportunities, and design effective interventions. You will also learn proven leadership principles, which will help you initiate, sustain, and spread improvements by increasing the capacity for change within your organization.
Why should I attend?
Anyone involved in healthcare knows we are facing a profound need for change. There is an unprecedented level of complexity overwhelming our systems and the people trying to practice within them. Far too many outcomes are inadequate. The level of harm patients experience when seeking our services is not acceptable. Costs are out of control and waste is widespread. It is time to accelerate outcomes improvement. The AP Program can prepare you to embrace this new era of opportunity.
Recognized industry experts will provide you with tools and information to:
- Improve quality, cost, and patient satisfaction outcomes
- Analyze data using statistical process control charts
- Facilitate systemwide change by using proven leadership principles
What topics are covered?
AP Program topics include:
- Quality improvement mindset, methods, and tools
- Adaptive leadership strategies and implementation
- Variation analysis and statistical process
- Outcomes improvement return on investment
- Outcomes measurement and tracking
- Measures and designing data systems
- Protocol design and development
Who should attend?
The AP Program is designed for cross-functional teams of three to five people who will work together on an outcomes improvement project. Suggested participants include:
- Senior leaders
- Clinical operations leaders
- Quality improvement specialists
- Data analysts
Location & Logistics
Over the course of five months, participants will attend three 2 ½ – day sessions in Salt Lake City and complete project work in-between sessions.
Are continuing education credits available?
This activity has been planned and implemented in accordance with the Essential Areas and policies of the Accreditation Council for Continuing Medical Education through the joint sponsorship of The UT Health Science Center San Antonio School of Medicine and Health Catalyst.
The UT Health Science Center San Antonio School of Medicine is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians.
The UT Health Science Center San Antonio School of Medicine designates this live activity for a maximum of 52.50 AMA PRA Category 1 Credits™. Physicians should claim only the credit commensurate with the extent of their participation in the activity.
Other healthcare professionals will receive a Certificate of Attendance. For information on applicability and acceptance, please consult your professional licensing board.
The UT Health Science Center San Antonio School of Medicine designates this PI CME activity for a maximum of 20.0 AMA PRA Category 1 Credits™.
Who are the faculty?
Dr. John Haughom
A health care executive and quality improvement expert, Sherry was most recently Vice President, Performance Improvement, at the University of Texas M.D. Anderson Cancer Center in Houston for ten years. An expert in patient safety, Sherry developed a quality improvement education program for clinicians at M.D. Anderson and was subsequently appointed as a University of Texas Vice Chancellor’s Health Fellow to expand this program to all health care components in the UT System. While at M.D. Anderson, she chaired the Texas Hospital Quality and Safety Committee, the Texas Forum for Patient Safety, the Texas Patient Safety Alliance Board, and the Nevada Cancer Institute Board Quality and Patient Safety Committee.
Sherry lectures nationally and internationally on tools and methods for health care education, quality improvement, organizational assessment, and team performance. She served on the Board of Examiners, Malcolm Baldrige National Quality Award, as a Senior and Alumni Examiner for seven years. A certified Birkman Method consultant, Sherry uses this methodology to optimize personal, team, and organizational performance. She has conducted team development and coaching programs with numerous executive leadership teams, including senior leaders at City of Hope, Biosense Webster, M.D. Anderson Cancer Center, University of Texas Medical Branch and Winship Cancer Center at Emory University.
Sherry received a Master’s Degree in Educational Design from the University of Houston and a certificate in health care administration from Baylor College of Medicine. She holds a Bachelor’s Degree in Medical Technology from the University of Utah.
- Collin Seabourne earned BS and MS degrees in Industrial Engineering from the University of Washington and spent the first 5 years of his career in semiconductor and aerospace industries. There, Collin focused on capacity planning and throughput optimization, cost reduction and quality improvement, process engineering, and process modeling and process control.
As a Value Engineer at University of Utah Hospitals and Clinics (UUHC) Collin has mentored over 35 teams in process improvement work in areas ranging from labor staffing models, patient scheduling and template optimization, billing processes, external cephalic versioning standardization, standardization of care between surgical divisions for patients with tracheostomies, reduction of costly and infrequently used pharmaceuticals, and pharmacy consolidation efforts. Additionally, Collin has coached affiliate hospitals and their executive teams through their process improvement projects.
Collin now works as the AP Program Quality Director and guides not only the program itself but also all clinical teams who come through the program.
Dr. Val Ulstad
Val Ulstad, MD, MPA, MPH brings over 25 years of academic and private cardiology practice, physician leadership experience and award-winning teaching skills to her current role as an educator in independent practice and a process consultant, emphasizing leadership capacity building in health care. Refocusing a life of “heart work” toward the challenge of facilitating human development, she now works deeply and broadly within organizations and teams to catalyze transformative change. She is a Distinguished Alumna of the University of Minnesota’s Medical School and a recipient of the Minnesota Medical Foundation’s Lifetime Distinguished Teacher Award. In 1996 she was awarded Archibald Bush Foundation Leadership and Medical Fellowships. She used her awards to support obtaining additional training and graduated with honors from the University of Minnesota School of Public Health, and from the Kennedy School of Government at Harvard University, where she was a student of Dr. Ron Heifetz and was named a Lucius N. Littauer Fellow for distinction in academics. Val is a certified coach of the Hudson Institute of Santa Barbara, and a trained Facilitator for the Center for Courage and Renewal, which promotes the work of Parker Palmer and the Circles of Trust approach. With her life and work partner (Partners at Cascade Bluff LLC) of over 30 years, she has built an off-the-grid home in far northern Minnesota where they spend half their time.
With an education in statistics, Lloyd works as an advisor to organizations, helping them make improvements in their products and services and increase their capacity to continually learn and improve. His experience includes consulting in planning, management systems, measurement, planned experimentation, and other methods for improvement of quality and productivity.
Lloyd has advised clients worldwide in a variety of industries including computers, health care, chemical, manufacturing, engineering, construction, automotive, electronics, food, transportation, professional services, retail, education, and government.
Through API’s partnership with the Institute of Healthcare Improvement (IHI), Lloyd is a senior fellow and serves as an improvement advisor supporting IHI’s innovation and improvement programs. He serves as faculty for IHI’s Improvement Advisor Professional Development Program and supports IHI’s programs in developing countries.
Lloyd has a Bachelor of Science in Statistics from the University of Tennessee and a Master of Science in Statistics from the University of Florida. He is the author of several papers relating to quality and measurement and co-author of books on planned experimentation and the science of improvement Quality Improvement Through Planned Experimentation (2nd edition, McGraw-Hill, 1998) and The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (Jossey-Bass, 2009). He was the year 2003 recipient of the Deming Medal awarded by the American Society for Quality.
Lloyd lives southwest of Austin on the Blanco River near Wimberley, Texas, with his wife, Judy. They have a daughter working on an MBA from the University of Texas and a son leading a rock band in San Francisco.
Jay T. Bishoff
Jay Bishoff is the Director of the Intermountain Urological Institute and Director of Robotics. He is a Johns Hopkins fellowship-trained surgeon who serves urology patients and their families by using best practice guidelines, his measured experience, and the least invasive means possible. The training he has received over the past eight years at Intermountain Healthcare has ignited within him a passion for quality improvement—and it’s given him a skill set to develop programs that improve patient outcomes, while significantly reducing the cost of healthcare.
Dr. Todd Allen
Dr. Allen currently serves as the Assistant Quality Officer in the Institute for Healthcare Leadership at Intermountain Healthcare working with Drs. Brent James, Raj Srivastava and Lucy Savitz PhD. where he is engaged in health policy, systems research, and teaching in Intermountain’s Advanced Training Program. He also serves as medical director of the Emergency Department Development Team which supervises the work of the 22 emergency departments across the breadth of Intermountain Healthcare’s hospitals. These roles provide a unique view into the theory and operations behind Intermountain’s clinical quality assurance and delivery model.
His current research and systems focus is on the early detection and treatment of patients with severe sepsis and septic shock across healthcare systems, and the relationship between quality improvement efforts and the cost of healthcare services. He has authored or co-authored over 24 peer-reviewed publications and numerous other abstracts.
Preview Some of the Lessons and Principles
Do you want a better idea of what we’ll cover?
Below we’ve included a sample of articles and lessons to give you a better idea of what we’ll teach and what you’ll learn. Feel free to review and share with others.
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.
Introducing the Accelerated Practices (AP) Program: An Innovative Way to Help Health Systems Accelerate and Sustain Outcomes Improvement
We are excited to announce the launch of Health Catalyst University’s Accelerated Practices (AP) Program. This program is a highly immersive, project-based learning experience that healthcare industry experts have spent a lot of time developing. The goal of the program is for participants to leave with the tools and knowledge they need to achieve significant improvements in a short amount of time for their organizations. They will also learn how to communicate the need for change in this new value-based care environment by using data and proven leadership principles.
The healthcare industry is currently obsessed with outcome measures — and for good reason. But tracking outcome measures alone is insufficient to reach the goals of better quality and reduced costs. Instead, health systems must get more granular with their data by tracking process measures. Process measures make it possible to identify the root cause of a health system’s failures. They’re the checklists of systematically guaranteeing that the right care will be delivered to every patient, every time. By using these checklists, organizations will be able to improve quality and cost by reducing the amount of variation in care delivery.
Since accountable care took the healthcare industry by a storm in 2010, health systems have had to move from their predictable revenue streams based on volume to a model that includes quality measures. While the switch will ultimately improve both quality and cost outcomes, health systems now need the capability of tracking and analyzing the data from both clinical and financial systems. A late-binding enterprise data warehouse provides the flexible architecture that makes it possible to liberate both kinds of data to link it together to provide a full picture of trends and opportunities.