making change at scale
DESCRIPTION
Mexico City, Mexico. August 21, 2014. Kedar S. Mate, MD Senior Vice President. Making change at scale. A model for systems improvement. Agenda. The social and financial need for change & improve Prevailing models for achieving better quality - PowerPoint PPT PresentationTRANSCRIPT
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Making change at scaleA model for systems improvement
Mexico City, Mexico
August 21, 2014
Kedar S. Mate, MDSenior Vice President
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Agenda
The social and financial need for change & improve
Prevailing models for achieving better quality
The model for improvement as fundamental for change
Case studies of “how” to make it happen
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The Social Need
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Major Biomedical Successes
Vaccines
Antimicrobial therapy
Management of Ischemic Heart Disease
AMTSL for maternity
Oral rehydration therapy
Antiretroviral therapy for HIV infection
Treatment for Diabetes Mellitus
Advances in chemotherapy
Organ transplant
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Geographic Variation: PCI per 1,000 Medicare Beneficiaries
Dartmouth Atlas, 2011. Improving Patient Decision-Making in Health Care
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The Institute of Medicine – 1999
44,000 to 98,000 deaths per year in hospitals from medical injuries
Using “IHI Global Trigger Tool” – we estimate about 40 patient injuries per 100 admissions
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What should we aim for?
Safe
Effective
Patient Centered
Timely
Efficient
Equitable care
…For EveryoneInstitute of Medicine
March 2001
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The Financial Need
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Medicare Expenditure per capita 2010
Dartmouth Atlas, 2010
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What do you get for $3000 Extra?
32% more hospital beds per capita65% more medical specialists75% more internists
Technically less evidence-based careOverutilization – more hospital days, procedures, visitsSlightly higher mortalityLower satisfaction with hospital care
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Universal healthcare coverage11
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Universal quality coverage12
Mate KS, Rooney A, Supachutikul A, Gyani G. Accreditation as a Path to Achieving Universal Quality Health Coverage. 2014
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12 actions to cross the threshold
Standard-setting & Accreditation
Professional Licensure
Enabling legislation
Measurement, benchmarking & feedback
Public reporting
Use of Information technology; HMIS; meaningful use
Large-scale improvement initiatives
Learning systems across public-private sector
Workforce development including improvement skills
Patient and consumer engagement
Responsive regulation
Payment or incentive mechanisms
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Prevailing Models
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Model I: Inspection & Elimination
The Problem
Quality
Frequency
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The Cycle of Fear
Increase Fear
Micromanage Stop theMessenger
Filter theInformation
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Fear poisons ImprovementDon Berwick
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Model 2: Continuous Improvement“Every Defect is a Treasure”
Quality
Fr
eq
uen
cy
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Model for Improvement
Act Plan
Study Do
What are we trying to accomplish?
How will we know that a change is an improvement?
What changes can we make that will result in an improvement?
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Case Studies100K Lives
South Africa
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IHI Framework for Execution21
Build Will & Motivation Harvest Best Ideas
Focus on Execution
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The “100,000 Lives Campaign”22
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The Campaign “Planks” -- Six Changes That Save Lives
1. Deployment of Rapid Response Teams
2. Delivery of Reliable, Evidence-Based Care for Acute Myocardial Infarction
3. Medication Reconciliation
4. Prevention of Central Line Infections
5. Prevention of Surgical Site Infections
6. Prevention of Ventilator-Associated Pneumonias
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How It’s Done
Meetings
Committees
Consensus
Broadcast info
Business as Usual Incident Command
Fast tempo
Adaptive in real time
Focus on logistics
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Results: Ascension Health (71 hospitals)
Pressure Ulcer
Neonatal mortality
Birth Trauma
Ventilator-acquired pneumonia
Falls with serious injury
Blood-stream infections
Preventable Error Reduction in rate
95%
79%
74%
56%
54%
32%
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CareScience Observed minus Expected Mortality Rate per 100 DischargesAscension Health System
-0.9000
-0.8000
-0.7000
-0.6000
-0.5000
-0.4000
-0.3000
Apr
-03
May
-03
Jun-
03
Jul-0
3
Aug
-03
Sep
-03
Oct
-03
Nov
-03
Dec
-03
Jan-
04
Feb
-04
Mar
-04
Apr
-04
May
-04
Jun-
04
Jul-0
4
Aug
-04
Sep
-04
Oct
-04
Nov
-04
Dec
-04
Jan-
05
Feb
-05
Mar
-05
Apr
-05
May
-05
Jun-
05
Jul-0
5
Aug
-05
Sep
-05
Oct
-05
Nov
-05
Dec
-05
Obs
erve
d m
inus
Exp
ecte
d R
ate
per 1
00 D
isch
arge
s
Actual Monthly Difference p-bar (Center Line for Difference) LCL UCL
Baseline
1,038 Mortalities Avoided (Year 2)
374 Mortalities Avoided(9 mos. of Year 3)
1,412 Mortalities Avoided Since Baseline Period
Ascension Hospital Mortality Reduction27
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Principles for Large-Scale Change
Bold, compelling aim
Strong evidence-based set of practices
Clear description of how to implement them
Leadership support from the start
Incident command approach
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HIV Infection in South Africa in 2007
1/3 of pregnant mothers were infected with HIV
20% of babies were infected with HIV during pregnancy and delivery
50% of HIV+ babies died in first year of life
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Necessary Ingredients…
Leadership/Policy: National Strategic Plan
Access: 90% women attend ANCs; 84% deliver in facility
Funding: $748 per capita, 8.7% of GDP
Supply Chain: Widespread availability of ART
Evidence-base: ACTG076, PHPT-2, HIVNET-012
Workforce: 4.9 care givers / 1000 (WHO min 2.5)
Missing: A strategy for change from local to national level
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Social System: Collaborative
Click icon to add picture
Collaborative Organizer
Team1
Team2
Team3
Team4
Team 5
Common Aim
Share ideas
Use a common data framework
Share ownership
Government target: Reduce HIV transmission to
<5% by 2011
Mate KS, Ngubane G, Barker P. International Journal for Quality in Health Care 2013; pp. 1–8
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Social System: Collaborative
Click icon to add picture
Collaborative Organizer
Team1
Team2
Team3
Team 4
Team5
Government target: Reduce HIV transmission to
<5% by 2011Distr office
Distr office
Distr office
Distr office
Distr office
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Jan-10
May-10
Sep-10
Jan-11
May-11
Sep-11
Jan-12
May-12
Sep-12
0%
2%
4%
6%
8%
10%
12%
14%
Reducing mother-to-child HIV transmission
Policy: New protocol introduced: HAART if CD4<350
Health System/QI: HIV testing>95% pregnant women in all 3 Districts
Training/decentralization Nurses at PC clinics trained in providing ARVs
Health Systems/QI: Starting mothers on HAART reaches 90% in 3 Districts
Health System/QI: QI approach spread to 3 Districts
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Infant Mortality RatesJa
n-12
Feb
-12
Mar
-12
Apr
-12
May
-12
Jun-
12
Jul-1
2
Aug
-12
Sep
-12
Oct
-12
Nov
-12
Dec
-12
Jan-
13
Feb
-13
Mar
-13
Apr
-13
May
-13
Jun-
13
Jul-1
3
Aug
-13
Sep
-13
Oct
-13
Nov
-13
Dec
-13
Jan-
14
Feb
-14
20
30
40
50
60
70
80
56.2
45.1
RATE OF INSTITUTIONAL DEATHS AMONG 0-1 1 MONTHS OLD INFANTS PER 1000 ADMISSIONS (BASED ON 132
HOSPITALS IN 7 REGIONS)
Rate
19.8% mortality reduction
Project Fives Alive! Program data, 2014
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Principles for Large-Scale Change
Bold, compelling aim
Strong evidence-based set of practices
Clear description of how to implement them
Leadership support from the start
Incident command approach
Social system for spread
Timely, transparent, data
Focus on testing solutions
Emphasis on ideas from the front-lines
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IHI Framework for Execution36
Build Will & Motivation Harvest Best Ideas
Focus on Execution
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Change is Hard…but it is possible
Dan Heath, Switch: How to change things when change is hard
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Thank you
Kedar S. Mate, MDSenior Vice President, Institute for Healthcare Improvement
Assistant Professor of Medicine, Weill Cornell Medical College
Editorial Board, Joint Commission Journal on Quality & Patient Safety
20 University Road, 7th Floor
Cambridge, MA 02138
617-301-4800
@KedarMate
www.ihi.org
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Our Mission:To improve health and health care worldwide
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Build a Learning System that Speeds Reform
Set bold aimsKnow the hard count of what you are trying to improveBuild data systems for continuous learning: “war rooms”Learn from patients & communities (co-production)Respect the insights of the front-lines of careRely on the evidence-base and add to itChoose a technical method for improvement & changeAlign financial incentives to support continuous learningSeek partnership with others who are avid learners