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  • Enhancing Prehospital Emergency Care
    Audio and Video Presentations Posterboards Other Websites IHI LR Wide Enhancing Prehospital Emergency Care Page Content Mate K Williams D Enhancing Prehospital Emergency Care Healthcare Executive 2014 Sept Oct 29 5 64 67 What happens before a patient comes through the hospital door matters because earlier interventions can positively affect downstream patient outcomes and costs of care This article describes how emergency medical services EMS are increasingly becoming part of an integrated care system and the expanded role of ambulance services and paramedics to increase access to services for preventive public health and post discharge care Ways in which health system leaders can collaborate with EMS are also suggested Documents Documents View article Average Content Rating 2 users Your comments were submitted successfully Please enter a comment Please login to rate or comment on this content User Comments by Crystal Avila Flores 11 24 2014 8 49 49 PM This was a great read as prevention is one of my favorite things Coming from a criminology background I am a firm believer in taking early precautions to avoid future negative outcomes Thus I completely agree that what happens before a patient comes through the hospital door matters because earlier interventions can positively affect downstream patient outcomes and costs of care The whole idea that the emergency medicine has evolved over the years to a more professional and patient care focused is amazing Working in a Risk Management office has definitely given me another perspective in terms of issues like pre hospitalization and continuum care also This is because sometimes when already arriving to a hospital a patient could be taken into the emergency room and get treatment for whatever the issue is at the moment without knowing other illnesses that they might also affect procedures The fact that EMS and services as these have increased access to preventive services als loading Did you find this user comment useful people found this user comment useful Report This Show More Comments Loading You are about to report a violation of our Terms of Use All reports are strictly confidential Reason Select One Contains profanity or violence Spam Defamatory Illegal Unlawful Copyright Violation Other Please select a reason for this report Add a Note Your comments were submitted successfully There was an error reporting your complaint Upcoming Programs Improving Prehospital Emergency Care Begins March 5 2015 Featured Content Listen to the WIHI on this topic featuring the article authors first last WIHI From Prehospital to In Hospital The Continuum for Time Sensitive Care July 24 2014 In this WIHI we discuss the dramatic changes underway with emergency medical services EMS in both the US and globally More on This Topic Loading Pages first last WIHI New Tools and Thinking for Shared Decision Making January 28 2016 If you work in primary care today odds are good that you re seeing patients with multiple chronic conditions Even if a provider and patient work together to choose the right medications and agree on making some

    Original URL path: http://www.ihi.org/resources/Pages/Publications/EnhancingPrehospitalEmergencyCare.aspx (2016-02-01)
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  • Increasing Efficiency and Enhancing Value in Health Care: Ways to Achieve Savings in Operating Costs per Year
    Year IHI Innovation Series white paper Cambridge Massachusetts Institute for Healthcare Improvement 2009 Available on www IHI org Until recently the rationale for health care providers to undertake quality improvement QI initiatives rested largely on doing the right thing any financial benefit resulting from QI efforts was regarded as an attractive side effect However changes in the current economic environment and mounting evidence that better care can come at lower cost provide additional motivation Thus far the Institute for Healthcare Improvement IHI has focused efforts to make the business case for improving quality on trying to identify the dark green dollars i e actual savings on the bottom line as opposed to theoretical cost savings that cannot be tracked to the bottom line or light green dollars resulting from QI projects This method has proved very challenging although hospitals often claim cost savings from such projects it is rarely if ever possible to track the savings to a specific budget line item A new approach to the business case is the systematic identification and elimination of waste while maintaining or improving quality Here the aim is primarily financial any positive impact on quality while desired is secondary IHI s new way of thinking about dark green dollars is to express the improvement aim in terms of waste reduction that is to identify inefficiencies in the system and remove them rather than separating out or not addressing the cost of a quality improvement project and the potential savings it generates This paper proposes a set of steps health care organizations can undertake to systematically identify and eliminate inefficiencies to create a portfolio of work leading to a 1 percent to 3 percent savings in operating costs per year Methods for developing a balanced portfolio of projects and for calculating and tracking cost savings are also described Documents Documents IHI Increasing Efficiency and Enhancing Value in Health Care White Paper Average Content Rating 1 user Your comments were submitted successfully Please enter a comment Please login to rate or comment on this content User Comments by LaShonda Triplett 2 26 2015 12 21 15 PM This article was very interesting and provided very useful information loading Did you find this user comment useful people found this user comment useful Report This by Firas Lafy 1 5 2015 5 44 41 PM vERY HELPFUL AND EYE OPENING loading Did you find this user comment useful people found this user comment useful Report This by Diane Thieme 2 14 2013 2 16 28 PM vERY HELPFUL AND EYE OPENING loading Did you find this user comment useful people found this user comment useful Report This Show More Comments Loading You are about to report a violation of our Terms of Use All reports are strictly confidential Reason Select One Contains profanity or violence Spam Defamatory Illegal Unlawful Copyright Violation Other Please select a reason for this report Add a Note Your comments were submitted successfully There was an error reporting your complaint More on

    Original URL path: http://www.ihi.org/resources/Pages/IHIWhitePapers/IncreasingEfficiencyEnhancingValueinHealthCareWhitePaper.aspx (2016-02-01)
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  • Integrating Behavioral Health and Primary Care: IHI 90-Day R&D Project Final Summary Report
    Integrating Behavioral Health and Primary Care Cambridge MA Institute for Healthcare Improvement March 2014 Organizations are increasingly realizing that achieving the Triple Aim for populations in a geographic area without an integrated behavioral health strategy is virtually impossible Organizations looking to reduce their costs will find that behavioral health issues are frequently comorbid with other chronic conditions among their high cost and high risk high need patients This IHI 90 day R D project report examines the basic principles underlying existing exemplary integration models and integrated organizations identifies the core components required for success and assesses how or if they are operationalized by each of the different models The aim is to understand the core principles underlying successful integration of behavioral health services into primary care The report includes discussion of Integration levels and approaches Integration models and core components Barriers to integration and proposed solutions A proposed approach for implementing integrated care Areas of innovation for potential future study Documents Documents View report Average Content Rating 0 user Your comments were submitted successfully Please enter a comment Please login to rate or comment on this content User Comments Show More Comments Loading You are about to report a violation of our Terms of Use All reports are strictly confidential Reason Select One Contains profanity or violence Spam Defamatory Illegal Unlawful Copyright Violation Other Please select a reason for this report Add a Note Your comments were submitted successfully There was an error reporting your complaint More on This Topic Loading Pages first last Community Health Workers for Patients with Medical and Behavioral Needs Challenges and Opportunities This article by IHI authors outlines challenges to successful community health worker programs for patients with medical and behavioral needs proposes two design considerations for community based behavioral health integration and suggests ways

    Original URL path: http://www.ihi.org/resources/Pages/Publications/BehavioralHealthIntegrationIHI90DayRDProject.aspx (2016-02-01)
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  • Behavioral Health Integration: A Key Component of the Triple Aim
    Tools Publications IHI White Papers Case Studies Audio and Video Presentations Posterboards Other Websites IHI LR Wide Behavioral Health Integration A Key Component of the Triple Aim Page Content Laderman M Behavioral health integration A key component of the Triple Aim Population Health Management 2015 Sept 18 5 320 322 Given the significant impact of behavioral comorbidities on outcomes and costs organizations seeking to move toward the Triple Aim must develop an integrated behavioral health strategy across the continuum of care This article discusses an Institute for Healthcare Improvement research project that examined the core principles underlying several successful approaches to integration around the US The commonalities among approaches are far greater than the differences indicating that behavioral health integration can be operationalized in a variety of ways and still be successful View article abstract Average Content Rating 0 user Your comments were submitted successfully Please enter a comment Please login to rate or comment on this content User Comments Show More Comments Loading You are about to report a violation of our Terms of Use All reports are strictly confidential Reason Select One Contains profanity or violence Spam Defamatory Illegal Unlawful Copyright Violation Other Please select a reason for this report Add a Note Your comments were submitted successfully There was an error reporting your complaint More on This Topic Loading Pages first last Community Health Workers for Patients with Medical and Behavioral Needs Challenges and Opportunities This article by IHI authors outlines challenges to successful community health worker programs for patients with medical and behavioral needs proposes two design considerations for community based behavioral health integration and suggests ways in which quality improvement methods might help with both challenges Community Based Behavioral Health Integration A Focus on Community Health Workers to Support Individuals with Behavioral Health and Medical

    Original URL path: http://www.ihi.org/resources/Pages/Publications/BehavioralHealthIntegrationTripleAim.aspx (2016-02-01)
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  • Innovation at IHI
    Building Improvement Capability Strategic Partnerships Innovation at IHI More Information Email info ihi org IHI LR 2 Col Top Innovation at IHI Page Content The Institute for Healthcare Improvement has a long tradition of formulating creative solutions to some of the most complex problems facing health care systems Providers from all over the globe have partnered with and employed our ideas and techniques to dramatically improve care increase patient safety and reduce harm Our innovation work is not about biomedical breakthroughs new drugs or advanced medical devices Instead IHI works on creating new models of care that facilitate widespread adoption of better evidence based practices that connect these important inventions with the patients who will benefit from them With improvement science as a foundation we aim to build a bridge between new innovative tools and techniques and the frontlines of care to improve quality and lower costs over time IHI has a small Innovation Team with dedicated resources to support these efforts The Innovation Team at IHI serves as the organization s internal engine for research and development To generate new ideas for improving health care the Innovation Team executes a new set of innovation projects every quarter as part of our Innovation Strategy Recognizing the importance of both process and timeline IHI focuses extensively on specifying the question that needs to be answered and then initiating a process that is best suited to achieve the designed outcome Not every question asks for the same process Learn about how we work with other organizations to find creative and innovative solutions to the challenges facing health and health care IHI s Innovation Lab 90 Day Learning Cycle The Innovation Relay Contributions and the innovation team Hundreds of provider organizations including some of the world s finest hospitals and medical practices have deployed IHI s ideas and techniques to dramatically improve patient care Learn more about a few of the many widely applied innovations and improvements invented and or popularized by IHI and learn more about IHI s Innovation Team Innovation Team Publications Loading Pages first last Community Based Behavioral Health Integration A Focus on Community Health Workers to Support Individuals with Behavioral Health and Medical Needs The aim of the IHI 90 day innovation project described in this report was to develop an approach to managing patients with comorbid behavioral health and medical needs in community based settings The report identifies four populations who could be well served by community based behavioral health integration and potential interventions to support these populations describes the role and key functions of community health workers and discusses key areas for future research and improvement The Employer Led Health Care Revolution Intel is using Lean improvement methods to manage the quality and cost of its health care suppliers in Portland OR Their Healthcare Marketplace Collaborative model holds potential for employers with their large purchasing power to take the lead in securing better health for local populations and lowering costs for employees and companies alike Visiting Nurse

    Original URL path: http://www.ihi.org/engage/CustomExpertise/Pages/Innovation.aspx (2016-02-01)
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  • Innovation Lab
    the resources space and spark to create products processes and or services that efficiently solve persistent problems in health and health care IHI s innovation process involves working with a core team to use your organization s information and inspiration as well as research from around the world to develop productive prototypes that are tested and refined in your organization IHI leverages our collective knowledge of quality improvement system design and innovation methodology to tackle problems in partnership with outside organizations How will my organization benefit The goal of the Innovation Lab is to help your organization creatively design or redesign systems and or processes to achieve positive impact that is both sustainable and scalable The Innovation Lab will guide your organization with broadbased research and the co creation of solutions through facilitation clear process design rapid prototyping and the accumulation and application of learning long after participants head home In addition to solving specific problems organizations will leave the IHI Innovation Lab with a new set of skills in research innovation and system design that they can apply to other challenges in their organization Structure The IHI Innovation Team offers a series of different models for engaging with the Innovation Lab based on the unique needs and specifications of the organization s challenge Models vary from six weeks with a 4 5 day intensive working session to three months including coaching during the testing phase of the work of engagement with IHI staff faculty and external experts Determining which model best fits the needs of your organization and your specific problem is an important part of the Innovation Lab process During the proposal an IHI Innovation Lead will work with your organization s senior lead to determine the specifications of the problem and to begin laying out the scope schedule budget and deliverables The overall Innovation Lab consists of three phases Both the length of each phase and the level of engagement will be based on the challenge being solved IHI s Innovation team IHI has a small Innovation Team with dedicated resources that serves as the organization s internal engine for research and development Learn more about IHI s Innovation Team and their work Innovation Team Publications Loading Pages first last Community Based Behavioral Health Integration A Focus on Community Health Workers to Support Individuals with Behavioral Health and Medical Needs The aim of the IHI 90 day innovation project described in this report was to develop an approach to managing patients with comorbid behavioral health and medical needs in community based settings The report identifies four populations who could be well served by community based behavioral health integration and potential interventions to support these populations describes the role and key functions of community health workers and discusses key areas for future research and improvement The Employer Led Health Care Revolution Intel is using Lean improvement methods to manage the quality and cost of its health care suppliers in Portland OR Their Healthcare Marketplace Collaborative model holds potential

    Original URL path: http://www.ihi.org/Engage/CustomExpertise/Pages/InnovationLab.aspx (2016-02-01)
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  • Innovation Relay
    Cycle It encourages participants to learn while doing It builds on the instincts and creativity of the people that already exist within organizations Teams generate and identify goals and solutions scan and appraise their local microsystems and prototype and test their solutions As they navigate their way from pitches to presentations teams will learn about innovation skills from the IHI Innovation Team Structure At the heart of every successful Innovation Relay is a stubborn and unique problem that encourages creative and productive thinking by the Relay participants The Innovation Relay features several stages and can be modified to fit your organization and timeline At its core there are six main parts Challenge Definition Prior to the Relay a key design challenge is selected by the host organization IHI works closely with the host organization to define and describe this key challenge Prospective participants are informed about the challenge and invited to participate Introduction and Pitches At the outset of the Relay IHI Innovation team members explain the Relay framework and agenda to participants we solicit volunteers to share their ideal solutions to the challenge or potential approaches to a solution Participants then vote with their feet and form teams around one or more compelling ideas they want to contribute to over the course of the Relay As teams form they register a team name with the Relay organizers Brainswarm A crowd sourced unique exercise designed to democratically further ideation about solutions Brainswarming is a creativity technique that we learned from the Harvard Business School that allows teams to identify available resources and refine their big picture design goals Discussion amongst team members illuminates potential pathways that connect resources to goals Scanning Scanning allows Relay teams to ask Has this been done before Where Why were they successful Why did they fail What can we do better It means looking briefly at the literature and reaching out to others via phone email or social media Part of the scan typically involves identifying end users and interviewing them to develop insight into their needs and desires Scanning enables teams to have a firm understanding of how their proposed solution can answer the design challenge at hand Prototyping Testing solutions is the heart of the innovation process Teams will develop and then begin to test their mockups prototypes and minimally viable products soliciting advice from IHI experts faculty design leaders lead or end users or senior leaders at your organization Presentations Announcing a Winner Teams pitch their solutions to the group and a panel of judges in a predefined tight window of time usually no more than 2 to 3 minutes Feedback is provided and a winner is chosen by the panel In addition to supporting the winning idea leaders can then determine if how other ideas can be supported IHI s Innovation team IHI has a small Innovation Team with dedicated resources that serves as the organization s internal engine for research and development Learn more about IHI s Innovation Team and

    Original URL path: http://www.ihi.org/Engage/CustomExpertise/Pages/InnovationRelay.aspx (2016-02-01)
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  • Innovations
    improvement worldwide For more than 25 years we have convened the best and the brightest to find solutions to widespread health care problems that seem intractable Our dynamic community is made up of leaders faculty and caregivers at all levels of life and work and from every corner of the globe IHI collaborates with the improvement community to invent and popularize ideas that dramatically improve patient care Together we remove improvement roadblocks and realize improvement possibilities through innovations of all kinds from small shifts to society changing transformations IHI 90 Day Learning Cycle A process for producing innovation that transforms quality improvement ideas into action Rapid Cycle Testing A model the Model for Improvement that implements small tests of change to accelerate improvement The Breakthrough Series Collaborative A methodology that helps organizations work together to close the gap between what we know and what we do Bundles A bundle is a small straightforward set of evidence based practices generally three to five that when performed collectively and reliably have been proven to improve patient outcomes Hospital Standardized Mortality Ratio HSMR An adjusted measure of hospital mortality developed by IHI Senior Fellow Sir Brian Jarman that is now widely deployed as a way of exposing unexpected variation and identifying opportunities for improvement within systems IHI Triple Aim A framework to optimize health system performance by simultaneously focusing on three care dimensions improving the patient experience of care improving the health of populations and reducing the per capita cost of health care IHI Open School An online educational curriculum and community that provides students and health care professionals with the skills to become change agents in health care improvement 100 000 Lives Campaign A pivotal 18 month national initiative to drive widespread adoption of six patient safety practices in US hospitals 5 Million Lives Campaign A two year endeavor that engaged more than 4 000 US hospitals to prevent five million incidents of medical harm IHI s Innovation team IHI has a small Innovation Team with dedicated resources that serves as the organization s internal engine for research and development Learn more about IHI s Innovation Team and their work Find out how to innovate and engage with IHI at IHI org Innovation Resources from IHI s Innovation Team Loading Pages first last Pursuing the Triple Aim The First Seven Years The concept of the Triple Aim is now widely used because of IHI s work with many organizations and also because of the adoption of the Triple Aim as part of the national strategy for US health care Drawing on IHI s seven years of experience this article describes the three major principles that guided the organizations and communities working with IHI on the Triple Aim Integrating Behavioral Health into Primary Care This article discusses ideas for overcoming common challenges in treating patients with medical and behavioral issues in a more integrated fashion presents a set of Collaborative Care Components for Integrated Care that have shown results in reducing cost and

    Original URL path: http://www.ihi.org/about/Pages/InnovationsContributions.aspx (2016-02-01)
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