Cornell University

Healthcare Transformation Project

16 East 34th Street, 4th Floor, New York, NY 10016 Contact: 212-340-2809

Who We Are

Our Vision

We believe our healthcare system is not getting the results that patients deserve and that implementing significant and transformative changes are urgently needed. We are committed to working with union and management leaders to help them prepare and implement best practices for redesigning their current delivery system.

What It Will Take

Developing new systems of care involves a clear vision, the will to change, strong and committed leaders, and resources. To achieve these outcomes, we will work with union and management leaders to develop practical methods to innovate as well as optimize processes and procedures in order to achieve high quality outcomes. Finding effective ways to engage all stakeholders, front-line staff, union leaders, and senior managers, and using innovative approaches used in other industries are critical.

Our Beliefs

  1. We encourage and coach practitioners, administrators and union leaders to be agents for changing in their delivery system.
  2. We strive to create healthcare systems that promote fairness and dignity for patients and for healthcare staff.
  3. We are committed to high quality healthcare as a right not a privilege and can only be achieved by getting results.
  4. We are committed to help support our public healthcare system.

Our History

The Healthcare Transformation Project was established in 1997 to assist union and management healthcare leaders create integrated delivery systems to improve patient care and reduce costs.

The basis of our methods is a direct result of successes and learnings from over a decade of labor-management work in the manufacturing sector in the 1980s. The involvement of front-line staff, senior and middle management and union leaders in breakthrough activities to create "new knowledge" which is essential for radical delivery system changes and organizational redesign.

Creating "new knowledge" involves capturing daily work experience of front-line staff. These individuals know the most about what is working successfully and what needs improvement but are rarely asked to participate in strategic work and decision making processes. By tapping into their expertise, real-time information can be used to overcome barriers and design and implement a new, efficient delivery system.

Our pioneering work is based on:

  • extensive front-line staff engagement
  • encouraging labor and management leaders to work proactively together to create and sustain new critical systems and processes to improve clinical outcomes, and
  • refocusing labor relations to foster and support delivery system changes in additional to traditional union activities

 

Our Results

Outcomes include new processes which have increased access to care, new roles and responsibilities of healthcare staff, front-line staff buy-in, and an on-going work environment that fosters continuous quality improvement, resulting in improved outcomes for the patient, more efficient work flows and sustainable engagement of the frontline staff.

Examples include:

  • Decreasing patient falls by 50% on cardiac and surgical units
  • Reducing call bell response time by 50% from 2 minutes to 1 minute
  • Reducing medication errors by 50% on all medicine units
  • Reducing wait time of patients to 15 minutes
  • Decreasing the number of post-op cardiothoracic patients returned to CTICU by 40%