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MidWest Mountain VERC Overview. Peter A. Woodbridge, MD, MBA Director, MidWest Mountain Veterans Engineering Resource Center ACOS for Quality and Medical Effectiveness, Nebraska Western Iowa VA Health Care System

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midwest mountain verc overview

MidWest Mountain VERC Overview

Peter A. Woodbridge, MD, MBA

Director, MidWest Mountain Veterans Engineering Resource Center

ACOS for Quality and Medical Effectiveness, Nebraska Western Iowa VA Health Care System

Assistant Professor, Health Services Research and Administration, UNMC College of Public Health

the veterans engineering resource centers verc
The Veterans Engineering Resource Centers (VERC)
  • Rooted in a research / medical center operations collaboration
    • Grounded in NAE/IOM 2005 recommendations*
    • Proof of concept – engineering student projects
    • Highly visible transformative improvements
  • Four VERC with budgets of ~$500K to $1.5M each established June 2009
    • Funded with medical care appropriations
    • Resource centers
      • Provide applied operations systems engineering support
      • Engage faculty to develop novel operations systems engineering in support transformative improvement

* NAE/IOM, Building a Better Delivery System: A New Engineering Health Care Partnership. 2005

mwm verc multi visn multi university hsrd partnership
MWM VERC: Multi-VISN / Multi-University / HSRD Partnership
  • VISN
    • V12, 18, 19, 23
    • 14 mid-west and mountain states
    • 1.2M Veterans
    • 24 medical centers
  • HSRD
  • Affiliated Universities
    • ASU
    • Creighton University
    • MSU
    • NMSU
    • NDSU
    • U Colorado, Denver
    • U Iowa
    • U Minnesota
    • U Nebraska, Lincoln
    • UNMC
    • U Wisconsin, Madison
    • 27 faculty
why a multi visn multi university verc
Why a Multi-VISN, Multi-University VERC?
  • Intractable healthcare systems problems
    • Defy simple process improvement or managerial solutions
    • Generate unintended disruption of other systems
    • Require consideration of process, structure, and patterns
    • Solutions fail to spread and / or be sustained
mwm verc vision the healthcare work place of the future
MWM VERC Vision: The Healthcare Work Place of the Future
  • All staff have the knowledge, capabilities, and desire to strive continuously for excellence
    • Educate healthcare workers in systematic approach to value improvement
    • Make healthcare an attractive career for graduating engineering students
  • Systems and processes are engineered for excellence
    • Error-proofed, error-recovering and self-healing
    • Integrated as patient-centered systems rather than linked, discrete processes
  • Expertise, not bounded by geography, coalesces to solve intractable healthcare systems problems in diverse, multi-talented, teams
achieving excellence
Healthcare is “complex” – not “complicated*”

Processes, structures, and patterns matter*

Process – the steps to taken to complete a task

Structures – the policies, equipment, etc. that support processes

Patterns – the organizational context surrounding the processes and structures (e.g., relationships, beliefs, traditions, etc.)

Achieving Excellence

*Paul Plsek “Complexity and the Adoption of Innovation in Health Care” AHRQ, 2003

mwm verc organizational goals
MWM VERC: Organizational Goals
  • Provide support across the entire SR/QI continuum
    • “Essential” SR / QI knowledge projects
    • Applied engineering projects
    • Academic engineering projects
  • Ensure a pipeline of OSE to enter VHA service
  • Provide OSE support for SR collaboration and knowledge sharing
mwm verc goals projects
MWM VERC Goals & Projects:

T21 – “Develop capabilities and enabling systems to drive performance and outcomes”

  • Essential SR / QI Projects
    • Educate the healthcare work force of the future
    • Improvement methods ontology
    • Lean healthcare implementation and training
  • Applied OSE Projects
    • EHR documentation in support of PCMH
    • Inpatient staffing optimization
    • Reusable medical equipment ISO-9000 compliance
    • Technical engineering assistance consultation service
  • Academic OSE Projects
    • SR virtual collaboration social computing environment
    • Teamwork during emergencies
mwm verc goals projects12
MWM VERC Goals & Projects:

T21 – “Expand access for Veterans including women and rural populations”

  • Applied OSE
    • Advanced scheduling
    • Centralized vs. decentralized scheduling
    • Clinic space optimization
  • Academic OSE
    • Agent based modeling of rural health access
    • Improve rural mental health access and effectiveness through tele-medicine
mwm verc goals projects13
MWM VERC Goals & Projects:

T21 – “Design a Veteran-centric healthcare model and right sized infrastructure to help navigate the healthcare delivery system”

  • Applied OSE
    • Patient centered medical home collaborative
    • Clinic telephone response optimization collaborative
    • Improving clinic visit efficiency
  • Academic OSE
    • Dual care for rural veterans
    • Coordinating care across the continuum
status report
Status Report
  • MWM VERC Projects
    • Active projects: 19
    • VERC funded projects: 15
    • Project deliverables received to date: 139
  • OSE Engagement
    • Funded OSE faculty: 15
    • Funded OSE universities: 9
  • OSE trainees engaged in VHA MWM VERC projects
    • Undergraduates: 15
    • Masters students: 18
    • PhD students: 10
    • Post Doctoral: 2
the mwm verc leadership team
The MWM VERC Leadership Team
  • Leadership
    • Peter Woodbridge, MD, MBA, Director
    • Jennifer Wagner, PhD, DD Academic Engineering & Research
    • Chris Masek, DD Applied Engineering
    • Mike Rubin, MD, AD Academic Engineering & Research
    • Brian Hertz, MD, AD Applied Engineering
  • Staff
    • Eric Aldinger, Administrative Officer
    • Bryan Gamble, Project Manager
    • Gary Kiel, Program Analyst
    • Ann Fetrick, Research Coordinator
    • TBD. Lean Program Manager
    • TBD, IE Chicago
    • TBD, IE Phoenix

Contact information: