Closing - Institute for Healthcare Improvement

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...Then take action for results Will and ideas will not succeed without a reliable system for execution. Among IHI’s key contributions is the merger of inspiration and promising change concepts with reliable methods for making sustainable change at the front line of care. With the assistance of our colleagues at Associates in Process Improvement, IHI helps put good ideas into action by applying proven quality improvement tools and assessing progress through systematic measurement. The power of these elements working together – will, ideas and execution – leads to meaningful, measurable, and lasting improvements in care, and in the lives of both patients and providers. Here are examples of how innovative ideas have led to powerful results as reported to us by some of the organizations with which we’ve worked: No cases of ventilator-associated pneumonia in over two years. Dominican Hospital, Santa Cruz, CA The use of beta blockers among patients at risk for a cardiac event increased from 25% to 100%. NHS Tayside, Scotland Average time from ED arrival to an inpatient bed is less than three hours. Bellin Health Services, Green Bay, WI “ Our industry will be led into its future by a minority of organizations and professionals who have achieved a level of performance that nobody else has. ” D o n a l d B e r w i c k , M D , M P P, I H I P r e s i d e n t a n d C E O Central line patients infection free for 14 months. Overlake Hospital, Bellevue, WA Percent of patients with all medications reconciled on admission rose from 47% in 2005 to 95% in 2006. Contra Costa Regional Medical Center, Martinez, CA Waiting time for an appointment was reduced from 41 days to same day. Neshobe Family Medicine, Porter Hospital, Middlebury, VT Number of patients receiving antiretroviral treatment rose from 166 in October 2004 to 1,500 in September 2006. Harriet Shezi Paediatric ARV Clinic, Soweto, South Africa Average number of times per shift that a nurse leaves a patient’s bedside to obtain supplies decreased from three to one. ThedaCare, Appleton, WI
Changing health care together IHI’s programs and activities connect people from around the world in an ever-evolving learning system based on a philosophy of “A L L T E A C H , A L L L E A R N . ” This system enables committed individuals and organizations to collaborate on the hard, rewarding work of improving health care – because it is far easier to improve together than it is alone. DISSEMINATION STRATEGY 1,000,000s The diagram on the following page depicts IHI’s strategy for transforming health care. We begin at the core by refining existing solutions and inventing new ones with a small number of forward-thinking organizations. Then we expand the learning through strategic relationships and memberships. Next, we create connections and share knowledge through face-to-face learning opportunities. Finally, we spread knowledge to the world through campaigns, the web, professional education, and fellowship programs. I N N O VAT I O N At the center of our work is the creation and testing of new ideas – novel concepts for improving patient care. Here, we work intensely with a handful of cutting-edge organizations on a project basis to test new solutions to old problems, to “get out of the box.” This is our research and development function, the innovation engine that fuels all of our work. S T R A T E G I C R E L A T I O N S H I P S Once a promising change concept has been successfully developed in one setting, it needs to be fully vetted and piloted in other settings. IHI maintains a variety of closely aligned, strategic relationships with dozens of organizations that work with us to test and deploy these changes. The most common types of relationships are: K N S T R AT E G L E A R N I N G O W L E D G INNOVATION I C E 1,000s 100s 10s R E L AT I P S I O N S H O P P O R T U N I T I E S F O R T H E W O D R L • Strategic Partnerships These are high-level relationships focused on transforming entire systems of care by concentrating on strategic objectives and system-level improvement. In addition to working closely with several major health care systems in the
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Closing - Institute for Healthcare Improvement

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