Kabcenell A, Gunther-Murphy C. IHI's Improvement Map: A new concept to help hospitals achieve better patient outcomes. Healthcare Executive. 2009 Jul/Aug;24(4):60-63.

What if hospital leaders had a streamlined way to chart an improvement path for their organizations, as well as a list of key processes that could, if implemented reliably, lower mortality, reduce harm, lessen delays, create a better patient experience and lower costs? This article describes the IHI Improvement Map — an interactive tool that offers hospitals the best knowledge available on processes that lead to excellent patient care, and a way for them to design a customized path to achieve meaningful results.

Denham CR. Is your hospital as safe as your bank? Time to ask your board. Journal of Patient Safety. 2009 Jun;5(2):122-126.

There are striking similarities between the global financial collapse and the patient safety crisis in health care. In both cases, good leadership by governance boards is critical, and managing risk and building trust are essential. The author suggests that health care should learn from the lessons of banking leaders, starting with the board.

Fisher ES, Berwick DM, Davis K. Achieving health care reform: How physicians can help. New England Journal of Medicine. 2009 May 29. [Epub ahead of print]

Two threats in particular put reform at risk: conflicting doctrines (regarding the creation of a new public insurance option and government support for comparative-effectiveness studies) and opposition to change among some current stakeholders. The authors suggest that physicians should help create a shared vision that could overcome doctrinal divides — and bring providers together to create a system better aligned both with public needs and with providers' fundamental interests and values.

American College of Healthcare Executives. Professional Policy Statement: The Healthcare Executive’s Role in Ensuring Quality and Patient Safety. November 10, 2008.

The American College of Healthcare Executives (ACHE) has issued a professional policy statement that describes key components of a patient safety and quality strategy that ACHE believes all health care executives must lead as part of a comprehensive approach. Improving patient safety and quality involves leadership by the board and CEO based on an executable strategy cascading throughout the organization. The leadership actions recommended by ACHE in this policy statement represent core building blocks for such a strategy.

Transforming environmental stewardship in healthcare. LaCrosse, Wisconsin: Gundersen Lutheran Health System; October 2008.

Health care systems across the US are looking for innovative ways to save on energy costs. Gundersen Lutheran Health System’s energy plan, called Envision, is a model for health care providers. Learn about their portfolio of innovative energy projects designed to lower costs and lead the industry in environmental stewardship.

Covering Health Issues (5th Edition). Washington, DC: The Alliance for Health Reform; 2009.

Although designed with reporters in mind, this publication may be useful to anyone looking for concise, balanced information about the hottest health policy topics. Each chapter focuses on a different topic and offers fast facts, background information, likely policy debates, tips and story ideas for reporters, experts (with contact information), and helpful websites. Topics include: health reform, health care costs, health care quality, employer-sponsored coverage, individual coverage, children's coverage, Medicare, Medicaid, long-term care, disparities, public health, and mental health.

Batalden P, Leach D, Ogrinc G. Knowing is not enough. Healthcare Executive. 2009 Mar/Apr;24(2):68-70.

In the current climate of global economic change that influences how health care organizations set priorities and do their work, it is health care leaders and educators who must act decisively for better health, better care, and better learning. The authors identify five strategies for addressing challenges and reshaping health care, and discuss competencies that offer a new bridge between health care operations and graduate medical education. Examples of new health professions education models to promote better care are also shared.

Mountford J, Webb C. When clinicians lead. McKinsey Quarterly. February 2009.

Health care systems that are serious about transforming themselves must harness the energies of their clinicians as organizational leaders. Copyright 2009 McKinsey Quarterly. Reprinted with permission.

Beasley C. The Triple Aim: Optimizing health, care, and cost. Healthcare Executive. 2009 Jan/Feb;24(1):64-65.

The Institute for Healthcare Improvement (IHI) believes that focusing on three critical objectives (health, care, and cost) simultaneously can potentially lead to better models for providing health care. This article describes this "Triple Aim" approach and prototyping activities underway.

Rollins G. Getting boards on-board: Leadership engagement key to reaching quality goals. The Safety Net. Fall 2008:8-9.

Reaching the point where boards drive the health care quality agenda occurs over time through a variety of mechanisms, according to quality experts. This article discusses how to engage boards in quality and features six steps toward board engagement, recommended by the Institute for Healthcare Improvement. Shared with permission of the National Association of Public Hospitals and Health Systems.