Riverside University Health System

Overview

The Riverside University Health System (RUHS) collaborated with IHQC to create a learning community across their integrated delivery system – creating a forum for staff from their primary care clinics and the hospital to gain exposure to and apply quality and process improvement tools. IHQC partnered with RUHS leadership in the planning and implementation of this initiative, tailoring coaching and training topics specifically for RUHS staff. More than 15 multidisciplinary teams came together to build skills, implement strategic improvement projects, and to expand the systems’ internal improvement goals and transformation efforts. Project topics ranged from optimizing medication reconciliation forms and workflows, to improving cancer screening rates, to improving internal processes, to decreasing patient wait times.

PRIME Learning Community

Over the next five years, RUHS will implement multiple improvement projects as part of the Public Hospital Redesign and Incentives in Medi-Cal (PRIME) program. IHQC will be leading several training opportunities for the PRIME workgroups. The initial kickoff meeting for the learning community was held November 8, 2016, and included an overview about the learning community structure and expectations, presentations about improvement strategies to incorporate in each workgroup’s PRIME project, and team time to review project charters, activities, and deliverables.

Kickoff Session – Materials & Resources: Please note that the materials, tools and resources for the newly launched PRIME Learning Community are now available on their cohort-specific page. Please contact info@ihqc.org to request access permissions.

Case Study

One of the RUHS sites in this initiative chose to focus on improving the processes they had in place for registration and referrals for follow ups. The project was designed to accomplish several important goals, including improving emergency room throughput, improving access to financial planners, reducing emergency room walk-away rates, increasing emergency room revenue, and improving overall patient satisfaction. By utilizing the tools and techniques acquired throughout the BCCQ program, and with the support of the established learning community, the emergency room was able to attain a 20% improvement in registration rates of patients, an improvement in post-emergency room follow up clinic visits, and projected millions in estimated added annual revenue. Leadership at RUHS report that since participating in the BCCQ program, staff and providers feel a greater sense of ownership, responsibility, and pride in their work, and regularly reference the improvement work they have done with BCCQ. The program has been a morale booster that’s helped RUHS focus their efforts in a way that is much more effective and sustainable.

  • “Perhaps most importantly, the IHQC program has helped to energize and inspire our front-line staff and providers by demonstrating how much can be accomplished in a very short amount of time when the right people are given the tools and skills to work through once-seemingly impossible challenges. The IHQC faculty and facilitators have all been excellent and masterful in their approach.”- RCHS Leadership

  • "IHQC's BCCQ program has been a transformational experience for Riverside University Health System.  As a result of the BCCQ program, our front-line staff and providers now have a new framework and set of tools to achieve goals, solve problems, and lead ongoing improvement." - Geoffrey Leung, M.D., Ed.M., Chair Family Medicine Department

  • Other project outcomes from the RCHS teams include: Improved medication reconciliation forms, workflows, completion rates, and patient education efforts. Cycle time decreased by 15% (11 minutes) at one site and 32% (21 minutes) at another site. A 60% increase in the % patients seen that were due for a Pap and completed Pap. More than doubled the FOBT completion rate. Improved by 50% the referral processing times. 94% of prescription refill requests completed within 48 hours. Improved patient registration, triage, and follow-up processes for patients seen in ED.

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