Improvement Map

The sheer volume of often conflicting demands placed upon hospitals — coupled with a deteriorating financial climate—can make the notion of improving care quality seem like an idealistic improbability at best, an impossibility at worst. Many healthcare executives are pretty skeptical that quality improvement is a realistic goal in current healthcare landscape.

In response to the current situation The Institute for Health Improvement (IHI) has designed an “improvement map” to help hospital leaders sift through myriad regulations, measurements, and demands to hone an essential set of processes and craft an organization-specific plan for quality improvement.

The Improvement Map™ is an interactive, web-based tool designed to bring together the best knowledge available on the key process improvements that lead to better patient care. It offers clear guidance helping hospitals set change agendas, establish priorities, organize work, and optimize resources.

View The Gap Analysis Chart

View The Introductory Video

Source: The Institute of Health Improvement

Quick Accurate Assessments

In order for healthcare leaders to make quick accurate assessments they need to develop skills in four
key areas:

    Understanding the messiness of improving healthcare
    Determining why they are measuring
    Understanding and depicting variation
    Translating data into information

It’s important the leaders understand that the complexity of healthcare challenges cannot be adequately understood with simple models or theories; and the awareness that rarely does a single variable drive an outcome.

It’s also important to be clear about the purpose of the measurement efforts and make the distinction between the three faces of performance measurement: accountability, research, and improvement.
Healthcare organizations regularly engage in and use all three approaches to performance measurement. These efforts can become counterproductive by mixing measurement for accountability or research with measurement for improvement. When the aims and methods of the three aspects of performance measurement are mixed, we run the risk of thin slicing the intended measurement aim and increase the probability of arriving at incorrect conclusions.

Source: Robert Lloyd, PhD June 2010; Institute for Health Improvement