UCSF Center for Healthcare Value - Caring Wisely 2.0

Crowd-sourcing innovative cost savings ideas from the front lines of care delivery systems

Review Complete Proposals

Operation All-Show

Idea Status: 

No-shows for clinic visits are hugely costly and lead to inefficient clinic practices. While there are many root causes, a signficant contributor is pre-appointment engagement (or lack thereof). I propose the development of a patient-centered, low-cost, online pre-appointment portal, which promotes active engagement and personalizes the experience for the patient. Patients can learn about the MD they are going to visit, have the opportunity to ask questions, fill out questionnaires, and have tools to facilitate the doctor communication.

Reducing UCSF Operating Room Costs through a Live OR Cost Tally

Idea Status: 

Surgeries are extremely expensive (exceeding a hundred thousand dollars for a spinal fusion, for instance), and most surgeons have little knowledge of their OR costs. We hypothesize that we can lower surgical costs by creating a price transparency initiative. When presented with cost data, surgeons may choose cheaper alternatives, and may choose to forgo expensive tests with very low yields. For instance, a neurosurgeon may choose a cheaper craniotomy plating set, or may decide to forgo a post-operative CT scan in a neurologically intact patient, when presented with the “bill”.

Starting OR Cases On Time

Idea Status: 

Costs of the use of an operating room are significant, with each minute of a routine operating room estimated to cost $69. Thus, the costs of unused operating room time can add up to a significant cost. Every day, the operating rooms are scheduled to start at 7:30 AM. To get the patient ready to be in the operating room at this time takes a concerted effort by the nurse in the operating room and in the preoperative area, the anesthesia team, the surgeons, and the OR staff.

 

ScheduleME

Idea Status: 

Web 2.0 developers can create a program that alerts doctors, administrative staff, and patients to unmet goals on a checklist. For example, hospitals can reduce cancellations due to uncompleted pre-op appointments. Further, alerts can be sent out to patients via email or sms if an appointment changes due to emergency schedule conflicts. Finally, this system can work with insurance companies to verify that the procedure is authorized and will be reimbursed.

Expand view only pulse check access to all admitting providers

Idea Status: 

this applies to sfgh. Currently the emergency room has it's own electronic medical record system that is independent of InVision. Can improve patient care by allowing providers outside of er to view the system. Patients in er and clinical decision unit have vitals tracked within that system, also nurses notes, and medications given are all tracked in the system. Though the data does eventually get loaded into invision, there are sometimes delays in the uploading and can improve patient care as well as speed of admitting by allowing others to view the system. 

Are We Accessible by Phone?

Idea Status: 

As a UCSF staff member, I've had trouble accessing our doctors, clinics, even our Benefits Office by phone.  If we can't navigate the system, who can? 

Does your phone message send people on an endless loop, or direct them to a dark hole?  Do callers have nowhere to go to leave a message at the end of a string of options, or just end up back where they started?  Are they directed to leave a message under a specific doctor's name when they may not yet even HAVE a doctor?  When is the last time staff listened to their own phone messages and made sure they were "user friendly?" 

Simulation for process improvement

Idea Status: 

If there is one thing that stays the same at SFGH, it is constant change. We change the way we perform our work duties on a monthly if not weekly basis. There is usually a looming imperative driving immediate change that eclipses all other previous practices, working or not. The drive for change far exceeds our institutional agility to respond in a meaningful way.

Taking Half Hour For Down Time As A Group During Lunch Hour

Idea Status: 

I have been leading my co-workers during lunch hour for just half an hour of stretching exercise & guided meditation, twice a week. The feedback has been quite tremendous & positive with the majority of the staff.

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