About the Session
Ted Donnelly, the director of clinical quality performance improvement at Universal Health Services, a $11.4 billion health system based in King of Prussia, Pennsylvania, took a proactive approach to solving this problem and sought to improve quality by pulling healthcare’s largest lever: its workforce. Working with the National Association for Healthcare Quality (NAHQ), Donnelly piloted a program to assess the quality leaders in the UHS workforce against NAHQ’s twice-validated competency framework. Donnelly is using the results to implement a skill development process to drive meaningful quality improvement at UHS, and he is bringing this information to attention of the UHS hospital C-suites to help them drive organizational improvements. Donnelly will explain in detail how he created a skill-development process and began the path to eliminating variation in C-section and episiotomy rates while building the competencies of individual employees’ capabilities.
- Understand the foundational competencies required to consistently deliver quality care and take away opportunities to increase efficiency, improve safety and drive value.
- Learn to employ a more robust, articulated educational pathway and competency standard for the healthcare quality profession to reduce variability and deliver optimal results.