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WELCOME An Introduction to IHI Penny Carver Senior Vice President. Carnegie Foundation Knowledge Alliance Working Meeting January 20, 2010. IHI Mission.
Knowledge Alliance Working Meeting
January 20, 2010
The Institute for Healthcare Improvement is a not-for-profit organization driving the improvement of health by advancing the quality and value of health care.
“Between the health care we have and the care we could have lies not just a gap, but a chasm.”
- Institute of Medicine, Crossing the Quality Chasm, 2001
Hysterectomy by age 70
Prostatectomy by age 85
Average spending on healthper capita ($US PPP*)
Total expenditures on healthas percent of GDP
* PPP=Purchasing Power Parity.
Data: OECD Health Data 2007, Version 10/2007.
Source: Commonwealth Fund National Scorecard on U.S. Health System Performance, 2008
“Improvement of any system requires will, ideas and execution.”
- Tom Nolan, PhD
WHO WE ARE
We are a reliable source of energy, knowledge, and support for a never-ending campaign to improve health and health care worldwide.
WHAT WE WILL ACCOMPLISH
In the US and abroad, we will improve the lives of patients, the health of communities, and the joy of the health care workforce, and reduce health care costs. We work with health care providers and others to accelerate the measurable and continual progress of health care systems throughout the world toward Safety, Effectiveness, Patient-Centeredness, Timeliness, Efficiency, and Equity.
WHAT WE WILL BECOME
We will be a recognized and generous leader, a trustworthy partner, and the first place to turn for expertise, help, and encouragement for anyone, anywhere who wants to change health care fundamentally for the better.
Strategy #1: Motivate
Stimulate the desire and optimism for change
Strategy #3: Get Results
Ensure wide adoption of sound changes
Strategy #2: Innovate
Create, find and test new models of care
Strategy #4: Raise Joy in Work
Help build a better health care workforce
A. Publicize widely the case for improvement, promising designs and impressive results
B. Publish widely in peer-reviewed journals
C. Ally with influential organizations that share our aims to amplify our effectiveness
D. Influence the national health policy debate
A. Discover health care processes and systems that will deliver better outcomes and lower costs
B. Demonstrate the efficacy of new models and codify content in preparation for spread
A. Convene and manage vibrant networks, communities and partnerships to deploy proven changes rapidly
B. Disseminate health care improvement ideas and methods through world-class learning events
C. Create and expand a world-class web presence to propel the spread and adoption of improvements at very low cost
A. Ensure that young health professionals are prepared for effective participation in improvement
B. Ensure that executives, boards, and relevant public officials are prepared to support improvement
C. Develop and nurture a cadre of improvement leaders
Strategy #5: Stay Vital for the Long Haul
Sustain IHI’s viability
A. Continually improve IHI’s leadership system and plan for succession
B. Make IHI the best place to work in the eyes of its employees and faculty
C. Maintain a sound operating margin, continually reduce overhead costs
D. Raise funds reliably to help support unfunded community benefits
(Therefore, although not all change is improvement, all improvement Is change)The First Law of Improvement
Breakthrough Series Collaboratives
An IHI program funded by The Robert Wood Johnson Foundation to improve patient outcomes dramatically by pursuing perfection in all of the major care processes. Pursuing perfection means striving to:
January 2001-April 2006
Builds on the great work of participants in the 100,000 Lives Campaign and the 5 Million Lives Campaign.
The root of the problem in health care is that the business models of almost all US health care organizations depend on keeping these three aims separate. Society on the other hand needs these three aims optimized (given appropriate weightings on the components) simultaneously.
--- (Tom Nolan, PhD)
Not PopulatedMuch has been learnedPrice-adjusted per-capita Medicare spending 2006
Triple Aim Projects
“Advance health care improvement and patient safety competencies
in the next generation of health professionals worldwide.”
Cooperation and Boundarylessness
Our culture is team-oriented, and we all learn from and teach each other. We are an organization without walls that welcomes members of our team who are not based in Boston to be fully included in and informed about our day-to-day work.
Patient and Health Care Focus
We focus our energies primarily on content areas that will improve the lives of patients.
Speed and Agility
We anticipate customer needs and develop solutions that address those needs quickly and efficiently.
We anticipate customer needs and develop programs that address those needs quickly and efficiently. We will know we have succeeded when customers can measure results and value from our interactions.
We will continually delight the faculty and associates with whom we work.
Honesty and Transparency
We will be honest and open about our successes and failures, and will thereby be worthy of trust.
We will continuously improve our leadership and management by developing innovative processes and eliminating waste.
Celebration and Thankfulness
We celebrate our work and thank publicly and privately those that bring about our successes.