The center for health management research chmr transliteration in action
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The Center for Health Management Research (CHMR): Transliteration in Action. Douglas A. Conrad, PhD University of Washington Nancy Neil, PhD Virginia Mason Medical Center & University of Washington Seattle, WA. CHMR’s Identity.

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The Center for Health Management Research (CHMR): Transliteration in Action

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The Center for Health Management Research (CHMR): Transliteration in Action

Douglas A. Conrad, PhD

University of Washington

Nancy Neil, PhD

Virginia Mason Medical Center &

University of Washington

Seattle, WA

CHMR’s Identity

  • 17 Member Universities Connected through the Network for Healthcare Management

  • 7 Health System Members United in Search of System Integration and an Interest in Management Research

  • Sponsored by the National Science Foundation (NSF)

More on the Center’s Identity

  • NSF Sponsorship of the Center for Health Management Research (CHMR) is through NSF’s Industry/University Cooperative Research Center Program

  • This “Town-Gown” Partnership is Driven by System Member Research Priorities

CHMR’s Membership Roll: The Health System Members

  • Sharp HealthCare

  • Summa Health System

  • Sutter Health

  • Swedish Medical Center

  • VA, Upper Midwest Health Care Network

  • Virginia Mason Medical Center

  • Washington Hospital Healthcare System

… CHMR University Members

  • University of California at Los Angeles

  • University of Colorado at Denver

  • University of Michigan

  • University of Missouri

  • University of North Carolina

  • University of Pennsylvania

… CHMR University Members

  • University of Southern California

  • University of Toronto

  • University of Washington

  • Virginia Commonwealth University  

CHMR Leadership Structure

  • University of Washington CHMR Primary Administrative Home:

    • Douglas Conrad, CHMR Director

  • University of California @ Berkeley Affiliated Research Site of CHMR

    • Thomas Rundall, CHMR Co-Director

  • CHMR System Member Executive Committee

CHMR’s Operating Model

  • NSF Provides Infrastructure Support (5-Year Renewable Grants) & Networking/Exchange Opportunities

  • CHMR System Members Pay Annual Membership Dues ($35,000 each) to Support Research Projects & a Share of CHMR Infrastructure

CHMR Decision-Making

  • CHMR System Members Collectively Choose the Center’s Research Priorities

    • With Academic/Scientific Counsel from the Center’s Co-Directors & Senior Advisers

    • Additional Technical Counsel on Prospective Projects by External Academic Reviewers

How Delivery Systems are Using the Findings from CHMR Products to Improve Healthcare

Supply Chain Management

  • Schneller & Smeltzer (Arizona State)

  • Burns (Wharton School)

    Focused on the interrelationships between producers, purchasers & suppliers in the health care value chain.

Paying for Performance

  • Conrad & Saver (University of Washington)

    How organizational-level and provider-level compensation influence medical care structures and the processes that affect health outcomes.

Handheld Devices (PDA’s)

McAlearney & Schweikhart (Ohio State)

  • Understanding organizational strategies for using handheld devices.

  • Needs/concerns of the providers using them.

  • Detail of avail. applications, uses, benefits.

Living with Diabetes

  • Goldberg & Murphy (Univ. of Washington)

    Documenting the patient care benefits of web-based physician-patient interactions in the care of diabetes.

  • Stone et al. (U. Missouri at Columbia)

  • Shortell et al. (UC Berkeley)

    Organizational and clinical factors influencing the use of clinical guidelines.

Shortell et al (UC Berkeley)

Neil & Nerenz (VM and Michigan State)

Hughes et al. (Northwestern Univ.)

Physician & health system integration

Performance Measurement

Assessing evidence on CQI initiatives

The “User’s” Perspective

  • Value of Testing “Concepts in Action”

  • Structured, Systematic Discussion of Common Management Challenges

  • Opening People’s Minds to New Ways of Thinking and Solving Problems

  • Magic of “Storytelling:

  • Structured “Try-Storming”

Value in “Town-Gown” Collaborations

  • Knowledge Synthesis

  • Knowledge Transfer & Innovation

  • Incremental Insight

  • Storytelling

  • “Trystorming”, or Proof of Concept

Challenges Facing CHMR

  • Academic time vs. Business Time

  • Engaging the Real-World Organizations, rather than Just Studying Them

  • Framing the Right Management Research Questions:

    • “Answerable” & “Actionable”

  • Need for Transliterators

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