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  • Contact IHI
    of Improvement Innovation People How to Get Involved Finances In the News Supporters Careers Contact FAQs Topics All Topics A Z Improvement Capability Person Family Centered Care Patient Safety Quality Cost and Value Triple Aim for Populations Education Education Overview Conferences In Person Training Virtual Training Audio and Video Programs Passport to IHI Training IHI Open School Resources Resources Overview How to Improve Measures Changes Improvement Stories Tools Publications IHI White Papers Case Studies Audio and Video Presentations Posterboards Other Websites Regions Regions Overview Africa Asia Pacific Europe Latin America Middle East North America Engage with IHI Engage with IHI Overview Collaboratives Initiatives Membership Programs Fellowship Programs Strategic Partnerships Customized Services Blogs and User Groups Home About Us Contact IHI About Us About Us About Us Vision Mission and Values History Science of Improvement Innovations People How to Get Involved Finances News Supporters Careers Contact IHI FAQs IHI LR Wide Contact IHI Page Content By Mail or Phone Institute for Healthcare Improvement 20 University Road 7th Floor Cambridge MA 02138 USA Phone 617 301 4800 Toll Free 866 787 0831 Fax 617 301 4830 Monday through Friday 8 30 AM to 5 00 PM Eastern Time By Email Send us an email at info ihi org Please indicate the topic of your inquiry in the Subject line of your email Your question is important to us Our goal is to respond to inquiries within two business days The more specific you are about your question or request the better IHI Customer Service is able to respond to or direct your question to the appropriate person Some responses however may take longer than two business days depending on the nature of the question and the availability of IHI team members or content experts to respond Thank you Quick Links Please log

    Original URL path: http://www.ihi.org/about/Pages/Contact.aspx (2016-02-01)
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  • FAQs
    advantage of features which are only available to registered users IHI org uses a cookie A cookie is information that IHI org stores on the hard drive of your computer when you login so that it knows who you are as you traverse the site Typically a cookie records your preferences or status At IHI org we record your name and registration status on your local machine No other websites can access your IHI org cookies and you can delete it at any time In order to take full advantage of the IHI org site your browser must be set to accept cookies A cookie is also used if you select the Remember my password and login on this computer option on the Login page If you choose this option the site will automatically identify you each time you visit using the same computer and you will have immediate access to areas of the site available only to registered users Your browser must be set to accept cookies for this feature to work correctly It is not recommended that users of shared or public computers select the Remember Me option Q What browsers are supported for IHI org A We recommend that you use the latest browser version for optimal use of IHI org but IHI org does also support previous browser versions as listed below Internet Explorer 8 0 or later Mozilla Firefox 17 or later Safari 5 1 or later Safari 4 or later supported on iPad iPhone iPod Touch Chrome 31 x or later Note When using the Chrome browser some IHI org pages can load without visible side scroll bars This is due to the way in which Chrome loads the pages from the IHI org site Clicking the Browser Refresh button will typically complete loading of the page to resolve this issue Q Is Silverlight required to view IHI org A While you can view IHI org without Microsoft Silverlight some of our features such as the IHI Improvement Map or streaming media do require that you have Silverlight 4 running on your computer You will be prompted to install the Silverlight plug in if necessary For more information on the free Silverlight software download visit the Microsoft website Q IHI org pages take a long time to load on my computer How can I speed this up A To make the IHI org pages load faster you can turn off the display of images in your browser Instructions for some common browsers follow if your browser is not listed please consult your browsers documentation Internet Explorer Windows From the Tools menu select Internet Options and choose the Advanced tab Scroll to the Multimedia section about halfway down and deselect the Show Pictures checkbox Mozilla Firefox 3 6 or later Windows and Macintosh From the Tools menu select Options and choose the Content category Deselect the Load Images Automatically checkbox Mozilla Firefox 3 6 or later Macintosh From the Firefox menu select Preferences and choose

    Original URL path: http://www.ihi.org/about/Pages/FAQs.aspx (2016-02-01)
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  • How to Improve
    Nolan KM Nolan TW Norman CL Provost LP The Improvement Guide A Practical Approach to Enhancing Organizational Performance 2nd edition San Francisco Jossey Bass Publishers 2009 Upcoming Programs first last Advanced Measurement for Improvement Feburary 4 5 2016 I San Diego CA This seminar is designed to help participants develop and implement an efficient and effective set of measures to track the performance of the systems and processes that they deal with every day The emphasis of this program is on conceptual understanding and application of measurement in the context of the improvement science Improvement Advisor Professional Development Program Begins March 14 2016 Cambridge MA This hands on 10 month program teaches participants to identify plan lead and spread improvement efforts across their organizations Participants will apply their learning throughout the program by directing substantive improvement projects at their own organizations and will become highly effective leaders in helping their organizations accomplish strategic improvement plans It is this combination of theory applied to daily work that makes this program unique and provides a foundation for making improvements long after the program is completed 17th Annual Summit on Improving Patient Care in the Office Practice and the Community March 20 22 2016 Orlando FL The 17th Annual Summit on Improving Patient Care in the Office Practice and the Community brings together more than 1 000 thought leaders from around the globe to examine new ways to improve care delivery and coordination across the continuum and to explore how individuals and communities can have an impact on improving care promoting health and lowering costs within our changing health care system Build Joy in Work and Prevent Burnout Begins March 29 2016 IHI Virtual Expedition Build Joy in Work and Prevent Burnout progresses over the course of four sessions with expert faculty sharing what they ve learned about the best ways to reduce work inefficiency and engage in daily improvement with staff The Improvement Project Design Execute Get Results April 6 8 2016 Washington DC IHI s The Improvement Project Design Execute Get Results is a four month journey into the practical application of improvement science designed for people actively involved in designing and executing on health care improvement projects Related IHI White Papers first last A Framework for Spread From Local Improvements to System Wide Change A key factor in closing the gap between best practice and common practice is the ability of health care providers and their organizations to rapidly spread innovations and new ideas Engaging Physicians in a Shared Quality Agenda This white paper presents a framework on which hospital leaders might build a written plan for physician engagement in quality and safety Execution of Strategic Improvement Initiatives to Produce System Level Results This paper describes the essential elements for strategic improvement Will the will to improve Ideas altneratives to the status quo and Execution implementing a portfolio of projects that get results Planning for Scale A Guide for Designing Large Scale Improvement Initiatives This white paper may be used

    Original URL path: http://www.ihi.org/resources/Pages/HowtoImprove/default.aspx (2016-02-01)
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  • IHI's 90-Day Learning Cycle
    for a partner who has limited resources to dedicate to the challenge that needs solving A 90 Day Learning Cycle classically produces a theory for the underlying problems that are hindering progress and a blueprint for how an organization can begin to test their way to a fully implementable solution Structure For each 90 day innovation project the Innovation Team and faculty work together on three distinct phases of work Phase 1 Scan The initial 30 days of the project is spent scanning the literature and conducting verbal bibliographic inquiry with key experts and innovators pertinent to the question that is posed We emphasize learning from health and health care but also from other fields where appropriate The project team assesses the current landscape in order to understand all dimensions of a problem or an issue At the end of the first week a complete project charter is produced including the intent and aim of the project and expected deliverables By the end of the first 30 days a description of the current environment a set of prevailing theories and mental models about how others have approached the problem before and an annotated bibliography are produced In addition a set of detailed specifications for an innovative solution are offered which informs the next phase of the effort Phase 2 Focus The subsequent 30 to 45 days are focused on formalizing a set of theories that may respond to the specifications identified in the first phase During this time we will begin to validate these theories at the point of care and refining ideas about what actually works Health care organizations and in some cases organizations outside the field are enlisted as potential prototype sites to help further develop ideas A key activity at this stage is describing the key components of the system that perform to specification A goal of this phase is transitioning from an early descriptive theory about how a new idea works to a normative theory that can be tested and provides a more thorough understanding IHI believes that one way to make this transition is to create a driver diagram a tool to conceptualize an issue describe its system components and demonstrate a pathway to achieve outcomes Phase 3 Summarize and Disseminate The final 15 to 30 days of a 90 Day Learning Cycle is used to complete the validation of the theory developed and to prepare a final summary of what was learned and developed during the cycle The purpose of the summary materials is to enable development and testing of possible prototypes Additionally a synthesis of the work is required in order to hand off the final product to a testing or implementation team 90 Day Learning Cycles are aligned by calendar year quarters January to March April to June July to September October to December and we would enter any prospective partner into the next available quarter IHI s Innovation team IHI has a small Innovation Team with dedicated resources that serves as

    Original URL path: http://www.ihi.org/Engage/CustomExpertise/Pages/Innovation90DayLearningCycle.aspx (2016-02-01)
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  • Science of Improvement: How to Improve
    the team may implement the change on a broader scale for example for an entire pilot population or on an entire unit Spreading Changes After successful implementation of a change or package of changes for a pilot population or an entire unit the team can spread the changes to other parts of the organization or in other organizations Sources Langley GL Nolan KM Nolan TW Norman CL Provost LP The Improvement Guide A Practical Approach to Enhancing Organizational Performance 2nd edition San Francisco Jossey Bass Publishers 2009 The Plan Do Study Act PDSA cycle was originally developed by Walter A Shewhart as the Plan Do Check Act PDCA cycle W Edwards Deming modified Shewhart s cycle to PDSA replacing Check with Study See Deming WE The New Economics for Industry Government and Education Cambridge MA The MIT Press 2000 Average Content Rating 6 users Your comments were submitted successfully Please enter a comment Please login to rate or comment on this content User Comments by Annaliza Daileg 11 7 2015 9 31 57 AM A well rounded tool not to miss any part of a process learning and implementation loading Did you find this user comment useful people found this user comment useful Report This by Laurel Service 9 19 2015 6 30 08 PM Excellent learning tool I have benefited from the learning loading Did you find this user comment useful people found this user comment useful Report This by Gloria Zellner 8 29 2015 4 11 22 PM This model is educational and a good learning tool loading Did you find this user comment useful people found this user comment useful Report This by Amina Lajarato 7 30 2015 1 49 41 PM This is a good learning model for improvement loading Did you find this user comment useful people found this user comment useful Report This by Fildis Ambogo 5 29 2015 2 38 25 AM This is a good learning model especially for those who work in outpatients where patients undergo a process before they are discharged home or referred loading Did you find this user comment useful people found this user comment useful Report This by Eren Smithmiles 5 16 2015 4 05 57 PM This is a very useful tool for implementing change Change is never easy this tool can be useful with the many stages of change loading Did you find this user comment useful people found this user comment useful Report This by ZOHREH HOJJATI 4 30 2015 10 36 12 AM Very useful Also I do believe you have to identify an issue and acknowledge the problem then do follow up and use PDSA loading Did you find this user comment useful people found this user comment useful Report This by Joan McLeod Omawale 4 17 2015 6 13 41 PM Very helpful Do you have case studies where this has worked And do you have information in Spanish loading Did you find this user comment useful people found this user

    Original URL path: http://www.ihi.org/resources/Pages/HowtoImprove/ScienceofImprovementHowtoImprove.aspx (2016-02-01)
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  • The Breakthrough Series: IHI’s Collaborative Model for Achieving Breakthrough Improvement
    is missing based on reviews of patient records and poor service The Institute for Healthcare Improvement developed the Breakthrough Series to help health care organizations make breakthrough improvements in quality while reducing costs The driving vision behind the Breakthrough Series is this sound science exists on the basis of which the costs and outcomes of current health care practices can be greatly improved but much of this science lies fallow and unused in daily work There is a gap between what we know and what we do The Breakthrough Series is designed to help organizations close that gap by creating a structure in which interested organizations can easily learn from each other and from recognized experts in topic areas where they want to make improvements A Breakthrough Series Collaborative is a short term 6 to 15 month learning system that brings together a large number of teams from hospitals or clinics to seek improvement in a focused topic area Since 1995 IHI has sponsored over 50 such Collaborative projects on several dozen topics involving over 2 000 teams from 1 000 health care organizations Collaboratives range in size from 12 to 160 organizational teams Each team typically sends three of its members to attend Learning Sessions three face to face meetings over the course of the Collaborative with additional members working on improvements in the local organization Teams in such Collaboratives have achieved dramatic results including reducing waiting times by 50 percent reducing worker absenteeism by 25 percent reducing ICU costs by 25 percent and reducing hospitalizations for patients with congestive heart failure by 50 percent In addition IHI has trained over 650 people in the Breakthrough Series methodology thus spawning hundreds of Collaborative initiatives throughout the health care world sponsored by organizations other than IHI Documents Documents IHI Breakthrough Series White Paper IHI Breakthrough Series White Paper Spanish Translation IHI Breakthrough Series White Paper French Translation Average Content Rating 4 users Your comments were submitted successfully Please enter a comment Please login to rate or comment on this content User Comments by Wendy Copeland Blair 7 22 2014 4 44 55 PM A really helpful paper outlining the principles of the breakthrough collaborative approach and detailing some of the successful outcomes achieved 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 This Topic Loading Pages first last WIHI Accelerating Improvement The Enduring Value of Collaboratives November 12 2015 One hallmark of the health care improvement movement has been the way in which diverse organizations and teams come together to gain the knowledge skills and confidence needed to implement change The most celebrated of

    Original URL path: http://www.ihi.org/resources/Pages/IHIWhitePapers/TheBreakthroughSeriesIHIsCollaborativeModelforAchievingBreakthroughImprovement.aspx (2016-02-01)
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  • Using Care Bundles to Improve Health Care Quality
    necessary conditions for safe and reliable care in the ICU We focused on areas with potential for great harm and high cost and where the evidence base was strong While there were many changes the teams in the initiative worked toward implementing care of patients on ventilators and those who had central lines became a strong focus as it satisfied all of our criteria the evidence for the clinical changes was robust and there was little or no controversy concerning their efficacy Further teams would need to find new and better ways to work together to produce reliable change and superior patient outcomes We found that by using a bundle a small set of evidence based interventions for a defined patient population and care setting the improvements in patient outcomes exceeded expectations of both teams and faculty Thus began an innovative approach to improving care the use of bundles This white paper describes the history theory of change design concepts and outcomes associated with the development and use of bundles over the past decade We reflect on what we have learned and make suggestions for further research and implementation of the bundle approach to improving care Documents Documents Using Care Bundles to Improve Health Care Quality 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 Margaret Hudock 5 11 2015 5 38 49 PM Excellent whitepaper Wondering if the bundle concept can also be used in the community for educational interventions to pro actively showcase care transitions patient activation and engagement and self advocacy Promoting patient physician healthcare team partnerships seems to me to be the direction we should be leading all individuals every chance we get loading Did you find this user comment useful people found this user comment useful Report This by Grace Makumbi 9 23 2013 2 34 57 PM very good loading Did you find this user comment useful people found this user comment useful Report This by Cirlia Alvarez 10 22 2012 11 16 30 AM Puede implementar estas medidas del bundle y realmente los resultados son muy satisfactorios en la institución donde me desempeño Trabajando en equipo con un grupo multidisciplinario excelente BS AS Argentina loading Did you find this user comment useful people found this user comment useful Report This by Jackie Ley 6 12 2012 6 25 26 AM By jackie Ley 12 6 12 11 15am This paper is excellent in that it clearly lays out exactly what a bundle is at most importantly what its not and how it should work I agree entirley with Julie Ward Jones comment regarding use of the term bundle being misunderstood and wrongly defined by people This paper is an excellent resource to use to enhace staff knowledge in relation to the bundle concept loading Did you find this user comment useful people found this user comment useful Report This by Julie Ward Jones 6 1 2012

    Original URL path: http://www.ihi.org/resources/Pages/IHIWhitePapers/UsingCareBundles.aspx (2016-02-01)
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  • Move Your Dot™: Measuring, Evaluating, and Reducing Hospital Mortality Rates (Part 1)
    hospitals and analyze the factors that contribute to it This analysis can lead to targeted quality improvement projects that can move the dot that is reduce hospital deaths Move Your Dot is one of many current approaches being used to improve health care safety throughout the health care system This movement is in large measure the result of studies published in the last decade revealing the extent of harm caused to patients by medical errors and outlining a broad prescription for change Concurrent with the industry s efforts to improve care purchasers and consumers are increasingly focusing on information about quality to choose providers Report cards detailing process and outcomes data are increasingly available at the health plan hospital and provider group levels In addition to feeling the professional imperative to provide the highest quality care hospital executives are also feeling competitive pressure to demonstrate quality by publishing outcomes data A measure that carries significant emotional weight as well as important implications about quality is a hospital s mortality rate As part of its effort to foster improvement in the US health care system the Institute for Healthcare Improvement is offering the newly developed Move Your Dot analytical tool to any hospital interested in using it to measure and analyze their mortality rate IHI also has mortality rate data for all US hospitals and can provide a hospital with its mortality rate on request The tool used to date by more than 25 hospitals to assess and analyze their mortality rates has proved useful in helping institutions identify opportunities for improvement Aggregate data compiled by the hospitals participating in this effort will be sent to all hospitals that provide their data to IHI Health care leaders are driven by an intrinsic commitment to excellence Through this Innovation Series white paper IHI hopes to support this commitment by helping health care leaders understand how reducing hospital mortality rates can improve health care safety and the quality of care delivered to all patients Documents Documents IHI Move Your Dot White Paper 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 by R David Weaver 2 17 2015 9 33 50 AM Using this document for a quality review rdw 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 This Topic Loading Pages first last A Nationwide Quality Improvement Project to Accelerate Ghana s Progress Toward Millennium Development Goal Four The authors describe the successes to date of a rapid national scale up quality improvement intervention to accelerate the achievement of

    Original URL path: http://www.ihi.org/resources/Pages/IHIWhitePapers/MoveYourDotMeasuringEvaluatingandReducingHospitalMortalityRates.aspx (2016-02-01)
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