Voices of U of U Health
Leader Profile: Kencee Graves Preserves Quality and Advances Care Through a Culture of Continuous Improvement
By Kencee Graves, MD
As I reflect on my journey to becoming Chief Medical Quality Officer for University of Utah Health, three themes consistently emerge: connection, adaptability, and action. These values have been the foundation of my career in medicine, shaping both my personal growth and professional impact.
Rooted in Resilience and Connection
Growing up in rural Idaho, I was raised by parents who modeled grit, determination, and a strong moral compass. They inspired me to become the first person in my family to attend college. Through observation, planning, and perseverance, I learned to balance a full course load while working as a Certified Nursing Assistant. That time taught me how to manage priorities and time effectively.
My experience with patients as a nursing assistant ultimately fueled my desire to pursue a career in medicine. The first few years of medical school were challenging. I deepened my passion for clinical work by shadowing and volunteering so I could feel connected to patients. The transition to clinical instruction during my third year of medical school felt like a graduation to the next chapter.
Now, as a physician at University of Utah Hospital, I find joy in connecting with patients on a personal level—discussing everything from carpentry and Led Zeppelin lyrics to fishing and sports. Building rapport isn’t just rewarding—it’s essential to the care experience we strive to deliver. When we relate to patients as people, we strengthen trust and improve outcomes.
Embracing Adaptability
In medicine and life, adaptability is crucial. During residency, I discovered that I loved working with patients as well as leading teams. When I was asked to be a chief resident, I learned that I also loved solving systemic challenges. I found purpose in projects with broad impact—building partnerships, supporting my team’s development, and striving for continuous improvement.
I had already faced uncharted territory when I went off to college, then medical school. Navigating the pathway to administration was the next challenge. I was fortunate to learn from strong mentors such as Bob Pendleton, MD, former Chief Medical Quality Officer at U of U Health—now currently serving as Chief Clinical Officer for SSM Health.
Bob is a model of effective leadership. When I expressed my interest in being a leader, he advised me to develop my leadership skills rather than become a subject matter expert. He encouraged me to be intentional in building a flexible, staff-empowered organization, grounded in clear goals and data-driven decision-making. That advice remains foundational as I lead today.
Through that journey, I developed skills in strategic planning, change management, and outcome measurement. Most importantly, I embraced a growth mindset—committed to learn from mistakes and always make improvements.
Leading Through Action
I will never forget moments at the onset of the COVID-19 pandemic. As I walked through a deserted grocery store with equally desolate shelves, I realized we would have no choice but to adapt to our circumstances.
One guiding principle from medical school came rushing back to me: "The only constant is change." We can’t always control what happens, but we can control our response.
As the situation evolved, I focused on actionable communication. I initiated weekly updates to share COVID-19 statistics, safety protocols, and answer staff questions—fostering clarity and community amid chaos.
When I became interim Chief Medical Quality Officer in 2024, we were still navigating the aftermath of the pandemic. Nearly half of our U of U Health staff were new to the organization, and turnover had been high throughout the pandemic. By partnering with other departments across the organization, we focused on rebuilding our continuous improvement culture through proper training, policy development, and innovation to maintain our legacy of quality care.
We made intentional efforts to clarify how we talked about “quality”—making it accessible, relevant, and empowering. When everyone understands what quality means and why it matters, everyone becomes a stakeholder in delivering the best patient care.
We also leaned into data-driven tools, like the Vizient system, to benchmark our performance against peer institutions. These tools do more than measure outcomes. They help us ask better questions, target areas for improvement, and raise our standards.
Growing with Purpose
As University of Utah Health expands into areas like West Valley and Vineyard, our commitment to quality care must remain constant, even as we scale. Our strategy includes:
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Translating data into measurable goals that guide high-quality patient outcomes.
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Equipping our growing teams with clear metrics, communication, and training.
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Utilizing our internal intranet platform to share updates on initiatives, resources, and leadership.
We all play a role in ensuring quality—not as an add-on, but as the core of what we do. It’s not a box to check; it’s how we deliver world-class care every day.
Looking Ahead
I’m deeply grateful to be surrounded by talented, driven individuals who embody the values of connection, adaptability, and action. This summer, I’ve enjoyed spending time as a clinician working alongside our dedicated, tireless care teams and reflecting on my own standards of care in real time.
As our system continues to grow across the Wasatch Front, the Mountain West, and beyond, I’m excited to help lead with purpose. Together, we’ll ensure that excellence remains not just our tradition, but our future.
