When IHI began in the United States more than 25 years ago, we introduced an original concept: to bring the tools of improvement that were well-developed in industry and leverage them to improve the nation’s health care system. Today, our mission continues to improve health and health care amidst the ever-changing needs in the US and Canadian health care systems.
Our improvement work with health care systems continues, with an expanding focus beyond the hospital walls to more fully engage communities, office practices, and patients and families in our mission to improve health and health care. IHI’s work increasingly seeks to engage regions, states, provinces, and employers to work alongside health systems to make improvements that lead to better health, better experience of care, lower cost, and safer systems.
In support of IHI’s mission, our goal is to motivate and build the will for change, identify and test innovative models of care, and ensure the broadest possible adoption of proven practices that improve individual and population health. We work collaboratively with individuals, organizations, systems, and regions to develop the skills, capabilities, and culture they need to improve and to thrive; promote overall health and wellness; and provide value for health care dollars and reinvest the cost savings in better methods. Through the IHI Open School, we are training and equipping the next generation of health professionals with the skills needed to advance health care improvement and patient safety.
Learn more about our work in North America >>
In the Spotlight
Embedding the Triple Aim across Canada
An article published in the International Journal for Quality in Health Care reports on the work of nine Canadian health care organizations to embed the Triple Aim — better care, health, and cost — across Canada. The nine sites participated in IHI’s Triple Aim Improvement Community in order to build a solid Triple Aim infrastructure.
Facing the Fear of Transparency
IHI President and CEO, Derek Feeley, acknowledges that transparency isn’t easy for health care leaders — fears persist about sharing the good results of improvement work and the not-so-good ones. But he asserts that being fully transparent with staff, patients, and the public at large is always the right thing to do.