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 and Logistics
Over the course of four 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 57.50 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. Bryan Oshiro
Dr. John Haughom
Ms. Rimmasch brings over 28 years of experience in bedside care, as well as clinical and operational healthcare management to Health Catalyst. She has spent the last 17 years dedicated to improving clinical care including implementation of operational best practices. Prior to joining Health Catalyst, Ms. Rimmasch was an Assistant Vice President at Intermountain Healthcare responsible for Clinical Services (Pharmacy, Laboratory, Respiratory, Case Management, Rehabilitation Services, Food and Nutrition, Patient and Provider Publications, Clinical Operations for Imaging, Patient Flow, Pain Services, Continuum of Care) and was integral in promoting integration of Clinical Operations across hospitals, ambulatory settings and managed care plans. Prior to her role in Clinical Services, she served as the Clinical Operations Director and Vice-Chair of Intermountain’s Cardiovascular and Intensive Medicine Clinical Programs. She also was the co-founder of and Principal in HMS, Inc., a healthcare consulting firm focusing on assessing, developing strategies and implementing best practices for populations across the continuum of care (physician offices, managed care, hospitals, and long-term care). Ms. Rimmasch holds a Master of Science in Adult Physiology from the University of Utah and a Bachelor of Science in Nursing from Brigham Young University.
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.
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.
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.
5 Principles of Adaptive Leadership and Why It’s a Critical Skill for Healthcare Leaders
Adaptive leadership is a leadership language and conceptual framework developed by Ronald Heifetz, MD, as a way to help hardworking leaders bring about change at their organizations. By applying adaptive leadership principles, leaders can enhance their ability to work with others by seeing human behavior differently and making sense of the behaviors triggered by rapid, high-volume change. The following five principles form the framework for adaptive leadership: (1) There are two types of challenges: technical and adaptive. (2) People need a certain amount of tension to do their best work, but the amount of tension needs to be productive. (3) There is a difference between the role of authority and the exercise of leadership. (4) Work avoidance (resistance) means that people are outside the productive range of tension. (5) Reflect in action by spending time on the balcony and the dance floor.
Healthcare Visualizations: Are You Getting the Entire Story?
The emergence of powerful and user-friendly healthcare data visualization programs has transformed analytical reporting. The amount of information conveyed by all types of graphs, symbols, sizes, and colors is staggering. The ability to “drill down” in real-time with increasing levels of granularity enables all manner of analyses. The downside of this data hunger is the creation of simplified, context-free visualizations which may inadvertently lead to misinterpretations, most often in the form of a false positive (believing a change has occurred that really hasn’t). This often leads to knee-jerk reactions to correct the “change” and unnecessary actions being taken that waste time, effort, and money. Avoiding the most common pitfalls will ensure your organization has the most complete picture to drive meaningful change.