Members

• Adventist Health System
• Beth Israel Lahey Health
• Billings Clinic
• Blue Shield of California
• Brown Health Medical Group Primary Care
• CAMC – Vandalia Health
• CareSouth Carolina
• Children’s Hospital of Philadelphia
• Cincinnati Children's Hospital Medical Center​
• College of Physicians and Surgeons of Alberta
• Completed Life Initiative
• Cone Health
• Coordinated Behavioral Care
• Corewell Health
• Dartmouth-Hitchcock Medical Center
• Dialysis Clinic, Inc.
• Dreyfus Health Policy & Research Center
• El Camino Health
• Eli Lilly and Company Healthcare Improvement Hub
• Emplify Health
• GBMC HealthCare
• Hackensack Meridian Health
• Henry Ford Health System
• HealthPartners
• Highmark Health
• Intermountain Health
• Inova Health System
• Jefferson Health
• Kansas Healthcare Collaborative
• MagMutual
• McLaren Health Care
• MedStar Health
• Meritus Health
• Memorial Hermann Health System​
• M Health Fairview
• Nemours Children's Health
• Nicklaus Children’s Hospital
• ​Northern Light Health
• Northwell Health
• OCHIN
• One Brooklyn Health
• Parkland Health
• Parkview Health System
• Providence
• Rady Children's Hospital
• Riverside Health System
• Southcentral Foundation
• St. Jude Children’s Research Hospital
• Stanford Medicine Center for Improvement
• Sutter Health
• The NARBHA Institute
• UChicago Medicine
• UNC Health
• University of Arkansas for Medical Sciences (UAMS)​
• Urban Health Plan
• Virginia Mason Franciscan Health​
• WellSpan Health​
• Zuckerberg San Francisco General​

Advisors

Image

Donald Berwick, MD, MPP, FRCP, President Emeritus and Senior Fellow, Institute for Healthcare Improvement (IHI), is also former Administrator of the Centers for Medicare & Medicaid Services. A  pediatrician by background, Dr. Berwick has served on the faculty of the Harvard Medical School and Harvard School of Public  Health, and on the staffs of Boston's Children's Hospital Medical Center, Massachusetts General Hospital, and the Brigham and Women's Hospital. He has also served as Vice Chair of the US Preventive Services Task Force, the first "Independent Member" of the American Hospital Association Board of Trustees, and Chair of the National Advisory Council of the Agency for Healthcare Research and Quality. He served two terms on the Institute of Medicine's (IOM's) Governing Council, was a member of the IOM's Global Health Board, and served on President Clinton's Advisory Commission on Consumer Protection and Quality in the Healthcare Industry. Recognized as a leading authority on health care quality and improvement, Dr. Berwick has received numerous awards for his contributions. In 2005, he was appointed "Honorary Knight Commander of the British Empire" by Her Majesty, Queen Elizabeth II in recognition of his work with the British National Health Service. Dr. Berwick is the author or co-author of over 160 scientific articles and six books. He currently serves as Lecturer in the Department of Health Care Policy at Harvard Medical School.

Image

Jill Duncan, RN, MS, MPH, Vice President, Institute for Healthcare Improvement (IHI), oversees IHI’s portfolio of global education, professional development, and training as well as IHI’s US-based Strategic Partnerships and a global Partner network. Additionally, she leads IHI’s US-based Leadership Alliance and is accountable to the success of global teams in supporting robust relationship-based networks across IHI communities. Ms. Duncan is an active partner, facilitator, and advisor to large-scale efforts focused on leadership, workforce well-being, clinical quality improvement, and learning networks. Her previous IHI responsibilities include daily operations and strategic planning for the IHI Open School, leadership for a number of results-oriented initiatives, and the design and development of workforce development programming. Ms. Duncan draws from her learning as a Clinical Nurse Specialist, quality leader, nurse educator, and frontline care provider. She received her undergraduate nursing degree from Georgetown University and her Master of Science and Master of Public Health from the University of Illinois Chicago.

Image

Kedar Mate, MD, former President and Chief Executive Officer at the Institute for Healthcare Improvement (IHI), is a member of the faculty at Weill Cornell Medical College. His scholarly work has focused on health system design, health care quality, strategies for achieving large-scale change, and approaches to improving value. Previously Dr. Mate worked at Partners In Health, the World Health Organization, Brigham and Women’s Hospital, and served as IHI’s Chief Innovation and Education Officer. He has published numerous peer-reviewed articles, book chapters, and white papers and has received multiple honors, including serving as a Soros Fellow, Fulbright Specialist, Zetema Panelist, and an Aspen Institute Health Innovators Fellow. Dr. Mate graduated from Brown University with a degree in American History and from Harvard Medical School with a medical degree.

Disclaimer: Consistent with the IHI’s policy, faculty for this program are expected to disclose at the beginning of their presentation(s) any econ​omic or other personal interests that create, or may be perceived as creating, a conflict related to the material discussed. The intent of this disclosure is not to prevent a speaker with a significant financial or other relationship from making a presentation, but rather to provide listeners with information on which they can make their own judgments.

Unless otherwise noted below, each presenter provided full disclosure information, does not intend to discuss an unapproved/investigative use of a commercial product/device, and has no significant financial relationship(s) to disclose. If unapproved uses of products are discussed, presenters are expected to disclose this to participants.​

Burnout, moral distress, moral injury, and compassion fatigue in the health care workforce continue to undercut well-being and mental health for health care workers, significantly contributing to retention challenges and staffing shortages, as well as leading to negative impacts on health care quality, workforce safety, patient safety, and patient experience.

Effective health care leaders at all levels seek to understand these key drivers of burnout and mental health struggles, partnering with health care workers on co-design and leading quality improvement efforts to address them.

The features of a thriving health care workforce are well understood: the most joyful, engaged, productive staff feel both physically and psychologically safe, perceive belonging, appreciate the meaning and purpose of their work, have some choice and control over their time, experience camaraderie with others at work, and perceive their work life to be fair and equitable.

Improvers can leverage proven methods for creating a positive work environment that creates these conditions and ensures the commitment to deliver high-quality care to patients, even in stressful times.

IHI aims to integrate workforce well-being, workforce safety, and patient safety, grounded in evidence and the science and methods of improvement, to ensure that every patient receives safe, reliable, effective, and equitable care from a fully-enabled health care workforce. 

Operating within a safe environment, physically and mentally, is crucial to individual preparedness for the manual and cognitive challenges characterizing health care workflows. Workforce safety recognizes the imperative to protect workforce members from physical harm so that they can deliver high-quality care, and recognizes the vital importance of psychological and emotional safety for engaging, communicating, and collaborating effectively to safely deliver patient care.

As described in Safer Together: A National Action Plan to Advance Patient Safety, health care organizations across all care settings can optimize workforce performance and safe, high-quality outcomes by:

• Ensuring work environments are free from physical hazards
• Seeking to learn from workforce harm events in parallel to patient harm events
• Shaping a culture of safety for both patients and the workforce
• Creating psychologically safe work environments
• Fostering perceptions of belonging in the workforce through activation of a just culture at all levels
• Nurturing a bias-free environment supported by diversity, equity, and inclusion across the workforce at all levels, which contributes to psychological and emotional safety and belonging

IHI aims to integrate workforce safety, workforce well-being, and patient safety, grounded in evidence and the science and methods of improvement, to ensure that every patient receives safe, reliable, effective, and equitable care from a fully-enabled health care workforce.

Despite major advances in health care, many health care systems around the world are troubled by the same set of quality and safety challenges, including the all too common “reactive quality” approach that does not yield transformational change. 

In contrast, the IHI Whole System Quality approach is more proactive, holistic, and strategic, helping organizations anticipate and mitigate risk and integrate their quality activities. Whole System Quality informs an organization-wide, strategic approach to quality and organizational transformation. 

Whole System Quality is based on three interrelated quality activities — quality planning, quality control, and quality improvement — that allow health systems to develop the structures and capabilities needed to sustainably move toward better meeting customer needs, reliably eliminating quality and safety defects, and building true resilience in the system.

When successfully deployed, Whole System Quality shifts a health care organization from a position in which the quality department comes to the “rescue” when an event occurs, to one that is proactively identifying risk points in real time and mitigating them before an event occurs.

IHI first articulated the Triple Aim in 2008 as a provocation and ultimate destination for the high-performing health systems of the future. In subsequent years, the Triple Aim has evolved to also include a focus on the well-being of the health care workforce and advancing health equity — referred to as the Quintuple Aim. In this time of rapid transformation of health care ecosystems, this comprehensive framework has provided leaders with a North Star as they create new value-based, equity-centered models of care for populations that are increasingly heterogeneous and complex. 

IHI is helping partners to understand and stratify the needs of their populations, to activate those populations to improve their health, and to map and utilize all assets in their communities to achieve equitable outcomes. We convene learning networks to share best practices and proven approaches, and we develop capacity within organizations for population and community health improvement.

IHI’s focus on populations includes:

• New models of population health management
• Change packages to support specific population segments
• Large campaigns and other population health initiatives to improve population outcomes at scale, with a particular focus on advancing equity
• Strategic guidance to both organizations advancing population health and multistakeholder efforts to improve health and well-being in communities
• Extending reach and impact by building capacity and skills for population and community health improvement
• Providing assessment, design, and capability for comprehensive quality strategies for nations and other large health systems