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Pursuing the Triple Aim: The First Seven Years
The concept of the Triple Aim is now widely used, because of IHI’s work with many organizations and also because of the adoption of the Triple Aim as part of the national strategy for US health care. Drawing on IHI's seven years of experience, this article describes the three major principles that guided the organizations and communities working with IHI on the Triple Aim.
Providing Safe, High-Quality Maternity Care in Rural US Hospitals
This IHI Innovation Report examines the challenges and gaps that rural health care organizations in the US face; presents a synthesis of published evidence and effective approaches developed by clinicians and leaders; and describes potential strategies for providing safe, high-quality maternity care in rural areas.
Integrating Behavioral Health in the Emergency Department and Upstream
This IHI Innovation Report discusses barriers to integrating behavioral health in the ED, and presents five drivers (emerging from six key themes from existing approaches) that form the building blocks of a theory of change for making improvements in this area.
Integrating Behavioral Health into Primary Care
This article discusses ideas for overcoming common challenges in treating patients with medical and behavioral issues in a more integrated fashion; presents a set of Collaborative Care Components for Integrated Care that have shown results in reducing cost and improving outcomes and satisfaction; and describes layers of service in full-spectrum integrated care.
WIHI: Health Care Innovation and R&D: Taking Stock at Ten Years
November 9, 2017 | The health care quality improvement movement has rallied around some significant innovations over the years, many of which have had a lasting impact.
IHI Innovation System
Drawing on IHI's nearly 30 years of experience with innovation, this white paper provides a detailed description of IHI’s innovation system, including 90-Day Learning and Testing Cycles, and describes how a health care organization might create its own internal innovation system that focuses on improving health care delivery.
10 IHI Innovations to Improve Health and Health Care
This curated publication highlights 10 ideas that have emerged from IHI's systematic 90-day innovation approach, including reflections on the Triple Aim, the concept of a health care Campaign, the Breakthrough Series Collaborative model, and other frameworks and fresh thinking that have been replicated around the world.
Optimizing Patient Flow: Moving Patients Smoothly Through Acute Care Settings
In this white paper, IHI offers perspectives on the impediments to timely and efficient flow of patients through acute care settings.
Using Care Bundles to Improve Health Care Quality
This IHI white paper describes the history, theory of change, design concepts, and outcomes associated with the development and use of bundles — a small set of evidence-based interventions for a defined patient population and care setting — and reflects on learning over the past decade.
WIHI: Gaining Ground: Quality Improvement and US Medical Residency
October 25, 2012 | A changing health care system now demands that medical residents not only possess skills to diagnose and treat patients, but also to to improve the quality of care, protect patients from harm, work in multidisciplinary teams, manage care transitions, and more.
Whole System Measures
This white paper describes and promotes the use of a system of metrics, called the Whole System Measures, to measure the overall quality of a health system and to align improvement work across a hospital, group practice, or large health care system.
A Framework for Selecting Digital Health Technology: IHI Innovation Report
The intent of this IHI Innovation Project was to scan for health technology innovations that will provide the greatest value to health systems working to achieve the IHI Triple Aim. Using validated approaches to software selection, we created a Digital Health Selection Framework (DHSF) to guide patients, providers, and payers through the procurement of such technology.
Reducing Hospital Mortality Rates (Part 2)
In the first white paper, IHI introduced an analytical tool for understanding hospital mortality rates (hospital standardized mortality ratio, or HSMR). This second white paper presents the experience of hospitals that implemented evidence-based interventions proven to reduce mortality and their early results.
Move Your Dot™: Measuring, Evaluating, and Reducing Hospital Mortality Rates (Part 1)
This white paper helps hospitals know more about their organizational performance as it relates to mortality, and explains one of many current approaches being used to improve health care safety throughout the health care system.
Improving the Reliability of Health Care
This white paper describes principles and strategies used successfully in other industries to help evaluate, calculate, and improve the overall reliability of complex systems, and explains the application of reliability principles to health care.
Community-Based Behavioral Health Integration: A Focus on Community Health Workers to Support Individuals with Behavioral Health and Medical Needs
The aim of the IHI 90-day innovation project described in this report was to develop an approach to managing patients with comorbid behavioral health and medical needs in community-based settings. The report identifies four populations who could be well-served by community-based behavioral health integration and potential interventions to support these populations; describes the role and key functions of community health workers; and discusses key areas for future research and improvement.
Approaches to Training Faculty at Academic Medical Centers to Ensure That Clinical Trainees Become Effective Improvers: IHI 90-Day R&D Final Summary Report
This IHI 90-day R&D project focused on assisting academic medical centers and graduate medical education programs in becoming aligned and capable in quality and safety programming.
Healthy Employees, Lower Premiums and Costs
Employers, providers, and health plans have a new shared aim of collaboratively working together to improve the health of employees and reduce health care costs.
Gaining Ground: Care Management Programs to Reduce Hospital Admissions and Readmissions Among Chronically Ill and Vulnerable Patients
Preventable hospital admissions and readmissions are indicators of health system fragmentation associated with suboptimal patient outcomes and avoidable costs of care. This synthesis report looks at three case studies that illustrate the potential of care management programs to address this problem by improving care coordination and transitions among high-risk patients.
An Early Look at a Four-State Initiative to Reduce Avoidable Hospital Readmissions
The STate Action on Avoidable Rehospitalizations initiative (STAAR) has been successful in aligning numerous complementary initiatives within a state, developing statewide rehospitalization data reports, and mobilizing a sizable number of hospitals to work on reducing rehospitalizations.
Recasting Readmissions by Placing the Hospital Role in Community Context
The authors suggest that it is advantageous to view readmissions within a broader systems and community context that effectively engages all stakeholders to cooperatively improve outcomes.
Network Theory: IHI 90-Day R&D Project Final Summary Report
This IHI 90-Day R&D Project includes a thorough literature review on the topics of network theory, network terminology, and social network analysis; personal interviews with network experts across many disciplines; and a draft framework for an enhanced network.
A Three-Part Approach to Patient Safety: Balanced Strategy Improves Value, Reduces Costs
This article describes the Institute for Healthcare Improvement's three-part approach for improving the bottom-line performance in hospitals and other health care settings.
Innovations in Planned Care
IHI is developing and testing a new design for the delivery of primary care for all patients, which reaches high levels of effectiveness, efficiency, and patient-centeredness. This design is based on the idea that in order to ensure reliable care delivery, every patient should have a plan for his or her care.
Transforming Care at the Bedside
This white paper describes work being done in 13 pilot hospitals to dramatically improve the outcomes and experiences of patients and providers on medical/surgical units.