The University of Rochester is setting new standards in mammography quality, supported by its embrace of AI technology. By incorporating Analytics™, they provide consistent, exceptional imaging and experience low technical repeat rates.
“I experienced the power of Volpara AI in Virginia and I wanted to bring those best practices to my new team in Rochester.”
— Dr. Jennifer Harvey, Professor and Chair, Department of Imaging Sciences
Maintaining quality across a large network is challenging at best, with 12 sites, a mobile van, 40 technologists and 19 mammography machines, but they have found the key to consistent quality – the use of Analytics to measure quality and continuous improvement.
The University of Rochester breast imaging centers attained the number one global ranking in our “Large Customer Segment” (providers with 10-20 clinics). These rankings, which span over 1,550 global facilities and nearly 5,200 technologists, are determined through Analytics data that assess every mammogram image using the TruPGMI™ algorithm. This objective assessment helps technologists further develop their positioning skills and receive relevant on-the-job training.
Dr. Jennifer Harvey, Professor and Chair, Department of Imaging Sciences, joined the University of Rochester in 2020 from the University of Virginia. She brought with her a commitment to leveraging AI for superior mammography quality.
Quality achievements like this do not occur by happenstance. At the beginning of 2023, Enterprise Breast Imaging Administrator, Nikki Underwood, RT ( M) ( R ), was setting goals for the coming year. Although the team was performing well, they were not regularly engaging with Analytics. Seeking inspiration, Nikki reached out to her Customer Success Manager for ideas on improving quality. They customized reporting to show utilization of our education tools to show how these tools help the technologists improve.
“The secret behind our success is an engaged team, and when I say team, I mean everyone,” said Nikki. “I believe to gain buy-in, each person needs to understand how the software works, and once they understand, they see the benefit and get onboard.” Nikki also instituted a required number of logins to help keep them engaged with the software.
Feedback and training are critical components of their strategy. The centers regularly review performance metrics and provide technologists with constructive feedback to help identify current training needs such as IMF or nipple in profile improvement. Technologists also benefit greatly from attending Louise Miller training camps and viewing our positioning videos.
The product metrics have been invaluable for technologists like Valerie Botsis, RT( M )( R ), who achieved a 17% improvement and received the “most improved recognition.” “They helped my positioning with instant feedback on compression, positioning and overall grading of each view,” said Valerie.
“The software shows the criteria for a perfect CC or MLO and displays which criteria needs to be fixed to achieve the best result. This allows me to focus on areas of weakness in positioning that I would otherwise be not aware of.”
Sarah Teeter, RT ( M ) ( R ), the University of Rochester’s top performer and ranked among our top 10% technologists globally, added, “It provides me with the necessary information to make individual changes on a case-by-case basis. This AI tool has made us more conscious of our examination efforts and has improved quality of care for our patients,” said Sarah.
A key initiative is their monthly recognition program. Each month, performance reviews identify top performers using the product’s data. Recognizing and celebrating these top performers fosters a supportive and motivating environment. Technologists are acknowledged for their top performance in various categories, such as compression, overall quality, positioning, and improvement. Highlighting those who achieve top 10% status in these areas via email not only encourages a sense of accomplishment but also motivates others to strive for excellence.
The centers foster a supportive environment where camaraderie and knowledge sharing are the norms. Radiologists and technologists work together, leveraging data-driven feedback to improve performance without creating a punitive atmosphere. “Technologists enjoy seeing their stats move up and they know who to ask for help or coaching. It is a supportive team, and they all share in each other’s success,” said Dr. Harvey. This collaborative spirit has also bred a “healthy competitive” environment.
“The key is to help technologists not fear AI but to embrace it as a partner.”
— Nikki Underwood, RT( M )( R ) Enterprise Breast Imaging Administrator
Their emphasis on quality has resulted in exceptional imaging standards. The centers achieved significant reductions in technical repeats, with rates as low as 1-2%. Radiologists have noted the enhanced image quality and consistency, underscoring the effectiveness of the centers’ approach. “In our busy practice, radiologists are not onsite at every center, but we take time to send notes of praise and suggestions for improvement. These personalized notes in addition to the Analytics data provides constant feedback to help maintain performance and build the culture of quality,” said Dr. Harvey.
“I consider Analytics an indispensable tool we need in our practice. Once you have it you can’t go back. It contributes daily to help us sustain our high performing teams.”
— Dr. Harvey
Quality goals can be met and sustained with the help of AI technology that not only measures performance, but also gives precious time back to team leaders for development and feedback. The University of Rochester exemplifies how a commitment to use of AI, continuous improvement initiatives, and a supportive work environment can lead to exceptional quality outcomes. They have overcome pressing challenges facing the healthcare industry of lagging quality and technologist turnover by leaning into AI and the power of teamwork.
In a large health system, it’s easy for employees to feel like just another face in the crowd, even when they’re excelling at their jobs. But what if upper-level managers knew not just staff names, but also their individual contributions and achievements? Nikki believes Analytics has transformed her connection with her team.
“The software shows me each technologist’s initials in our reports, so I know their names, where they work, and how they’re performing based on quality scores. When I visit their sites, I can greet them by name. It’s a simple gesture, but it creates a moment of recognition and connection that strengthens our positive, engaged culture.”
Two significant outcomes they maintain are low turnover rate and high morale among technologists. “Many technologists have been with us for decades. They usually don’t leave once they’re with us. We use a team approach where they meet technologists across the enterprise. Getting to know one another has significant impact and fosters our supportive culture where they feel valued and challenged,” said Nikki.
