While improving value for patients is a relatively recent initiative at UCLA, our team has already achieved some notable successes. In each case, we tailored our approach to the particular needs of a group of patients and those providing their care.
Learn more about our work.
Examples of our projects include:
We helped create a new model for better coordination of brain tumor care, largely based on patient feedback.
Patients with brain tumors see a range of specialists, and we realized they felt frustrated by a lack of coordination among various disciplines and departments. Patients were left to figure out on their own who to see and when, and what should come next.
We worked with project sponsors to create the UCLA Brain Tumor Center, embracing the move toward integrated practice units (IPUs). Our virtual center allows various specialties to operate as one coordinated group. Specifically, we:
If you are affiliated with UCLA Health and have an AD login, 2 of the pathways created for this project can be accessed by clicking on the following links.
We believe that the creation of the Brain Tumor Center will mean:
When hospitalized patients complained of disrupted sleep while recovering from bladder cancer surgery, we offered our help to the medical team.
Nurses must check on anyone spending the night while recovering from bladder cancer surgery. But patients reported dissatisfaction with the number of interruptions. Staff also wondered how they could reduce complications and help patients go home earlier.
Our team partnered with doctors and nurses to better coordinate nighttime care. We also worked on improving patient outcomes and removing barriers to early discharges. Specifically, we helped:
We expect that our interventions will lead to:
Back-to-back sedations of young patients with epilepsy prompted a look at how we scheduled imaging tests.
Pediatric epilepsy patients coming in for surgery usually need both MRI and PET scans, and the youngest often require sedation to stay still. But limits with our scheduling system often led to scans being scheduled on back-to-back days, which meant repeated sedations and longer stays.
We sized up the existing situation. We saw that patients were often waiting for hospital admission before securing a spot on the imaging schedule, then getting bumped for emergencies and other cases. We also identified why staff could not schedule scans well before admission, despite knowing patients’ arrival dates months in advance.
Our achievements in redesigning care for pediatric epilepsy patients included:
With our work, we expect to see: