The Global Perspective on Improving Health
Transcript of The Global Perspective on Improving Health
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The Global Perspective on Improving Health
The Welsh Public Health Conference 2015
United in Improving Health:
A Healthier Happier, and Fairer Wales
Cardiff, Wales – November 2, 2015
Donald M. Berwick, MD
President Emeritus and Senior Fellow
Institute for Healthcare Improvement
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Story #1…
“If you haven’t counted the cells,
they have not been counted.”
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Story #2…
“I’m the doctor, and you will get
penicillin when I say you will get
penicillin.”
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Eliot Freidson:
Profession of Medicine
“A profession is a work group that reserves to
itself the right to judge the quality of its own
work.”
• Technical Knowledge
• Beneficence
• Self-Regulation Freidson E. Profession of Medicine:
A Study of the Sociology of Applied Knowledge.
(New York: Dodd, Mead & Company, 1975)
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A Brief History of Health Care Quality and Safety
Pre-1910: Craftsmen and Apprentices
1910: Scientific Foundations
1970: Studies of System Performance
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Variations in Spending Across Regions
(Elliott Fisher and Jack Wennberg)
Source: The Dartmouth Atlas of Health Care 2005
$8,580 to $14,360 (61)
$7,820 to < $8,580 (62)
$7,190 to < $7,820 (60)
$6,620 to < $7,190 (62)
$5,280 to < $6,620 (61)
Not Populated
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Variations in Spending Across Regions
(Elliott Fisher and Jack Wennberg)
Source: The Dartmouth Atlas of Health Care 2005
$8,580 to $14,360 (61)
$7,820 to < $8,580 (62)
$7,190 to < $7,820 (60)
$6,620 to < $7,190 (62)
$5,280 to < $6,620 (61)
Not Populated
The Care You Get Depends on
Where You Live,
Not What You Need
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Institute of Medicine –
1999 & 2001
44,000 – 98,000 Deaths per Year
6 AIMS FOR IMPROVEMENT • Safety • Effectiveness • Patient-Centeredness • Timeliness • Efficiency • Equity
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A Brief History of Health Care Quality and Safety
Pre-1910: Craftsmen and Apprentices
1910: Scientific Foundations
1970: Studies of System Performance
1990: Costs
2000: Accountability and Transparency
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The Global Health Care Context
Complexity in Production
Aging and Chronic Disease
Prevention Weak
External Scrutiny - Measurement
Politicization of Health Care
Dominant Focus on Cost
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$0
$2,000,000,000
$4,000,000,000
$6,000,000,000
$8,000,000,000
$10,000,000,000
$12,000,000,000
$14,000,000,000
$16,000,000,000
$18,000,000,000
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15
Fiscal Year
Education
Environment & Recreation
Health Care
Human Services
Infrastructure, Housing & Economic Development
Law & Public Safety
Local Aid
Other
Source: Massachusetts Budget and Policy Center
Massachusetts Budget FY 2001 - 15
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Waste Category Annual Estimates
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Category Cost to US Healthcare (2011 $B)
Overtreatment $158 to $226 Failures to Coordinate Care $25 to $45
Failures in Care Delivery $102 to $154 Excess Administrative Costs $107 to $389 Excessive Health Care Prices $84 to $178
Fraud and Abuse $82 to $272
2011 Total Waste $558 to $1263
% of Total Spending 21% to 47% (MED = 34%) 12
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A Face Behind the Need: Gorje
Sanchez
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14 Health Care Expenditures and
Life Expectancy - 2013
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Population
Health
Experience
of Care
Per Capita
Cost
The Triple Aim
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New Context Meets History: Collision
This all has birthed a vast mismatch
between traditional professional
self-definitions and the evolving
social need.
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Freidson: “Profession of Medicine”
“While the profession’s autonomy seems to have
facilitated the improvement of scientific knowledge
about disease and its treatment, it seems to have
impeded the improvement of the social modes of
applying that knowledge.”
Freidson E. Profession of Medicine:
A Study of the Sociology of Applied Knowledge.
(New York: Dodd, Mead & Company, 1975) p. 371
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Choluteca River Bridge 1938…
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Hurricane Mitch - 1995
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But, the River Moved…
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Model I: Bad Apples
The
Problem
Quality
Frequency
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Model I: Bad Apples
The
Problem
Quality
Frequency
“Reliance on Inspection to Improve”
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The Cycle of Fear
Increase
Fear
Micromanage Kill the
Messenger
Filter the
Information
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Some Consequences of Reliance on
Inspection
Measurement Gone Wild – Adds massive
costs; Distracts from what matters; Objectifies
the crucial subjective
Accountability – Chills dialogue and authentic
exchange; Loses upward information flow
“Skin in the Game” – Afflicts the
disadvantaged; Lacks any evidence base
Standardization – Chills innovation;
Disconnects care from individual patients
Markets – Drives oversupply; Chills exchange 24
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“The First Law of Improvement”
Every system is
perfectly designed to
achieve exactly the
results it gets.
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Examples of National Initiatives
England
Scotland
Denmark
Sweden
China
Singapore
… And Wales!!
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National Initiatives: England
Five year forward view
Mid-Staffordshire and culture of safety
Cost overruns
Improvement
– Special measures
– Academic health center networks
– Vanguards
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NHS England’s “Five Year Forward View”
Radical Upgrade in Prevention and Public Health
Great Patient Control over Their Own Care
Better Joining-Up… – GP’s and Hospitals
– Physical and Mental Health
– Health and Social Care
Local Innovation – “Radical New Care Delivery Options” – Multispecialty Community Provider (MCP)
– Primary and Acute Care Systems (PACS)
– A&E, Smaller Hospitals, Midwifery, etc.
Strengthen List-Based Primary Care
Coherent National Leadership
Close the £30B Gap – Demand (Prevention, Out-of-Hospital Care, Carer Support, etc.)
– Efficiency (>2% per year)
– Funding
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Population
Health
Experience
of Care
Per Capita
Cost
Five Year View and Triple Aim
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• Chronic Disease
Coordination
• Sepsis
• Kidney Damage
• Mental Health Care
• A&E
• “Radical Upgrade in
Prevention and
Public Health”
• Diabetes Prevention
• NHS Staff Well-
Being
• Demand
• Efficiency
• Revenue
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National Initiatives: Scotland
System-wide planning, avoiding markets
as solution
Scottish Patient Safety Program
Early Years Collaborative and community
health
Strong continual improvement support
systems
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National Initiatives: Denmark
National patient safety campaign
“Citizen-Centered Health Care System”
Elimination of Joint Commission-type
accreditation processes
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National Initiatives: Sweden
Very high-performing system – county-
level funding
Jönköping County – “Hospital” to
“Procedure Home”
Strong structure of registries
Triple Aim goals – completely integrated
care
“Esther Project”
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National Initiatives: China
Five-Year Plan and World Bank project
Expansion of insurance, facilities
Person Centered Health Care
Need to rebalance to primary care
Vast overuse of medications and
hospitalization
Need to reorient to quality as strategy
Need to reorient to prevention 33
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National Initiatives: Singapore
The Silver Tsunami – Agency for
Integrated Care
SHINE collaborative
Mental health initiative
Long-term care
Hospital construction – environmentalism,
teamwork
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New Rules for Radical
Redesign in Health Care
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Radical Redesign Principles –
IHI Leadership Alliance
1. Change the Balance of Power
2. Standardize What Makes Sense
3. Customize to the Individual
4. Promote Wellbeing
5. Create Joy in Work
6. Make It Easy
7. Move Knowledge, Not People
8. Collaborate/Cooperate
9. Assume Abundance
10. Return the Money 36
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Alaska Native People Shaping Health Care • SCF - 2011 Baldrige Winner • CEO 2004 McArthur Genius Winner
Copyright © 2011 Southcentral Foundation. All Rights Reserved.
NOTICE: Unless otherwise indicated, this work represents copyrighted material protected by United States and international law.
This work may not be used, reproduced, downloaded, disseminated, published, transferred or transmitted, in whole or in part, in any form or by
any means, electronic or mechanical, including photocopying, recording or information storage and retrieval, except with the express written permission of
the publisher. This work may not be edited, altered, or otherwise modified, in whole or in part, except with the express written permission of the publisher.
Design: Cooperate
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“NUKA” CARE SYSTEM
Southcentral Foundation
Anchorage, Alaska, USA
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Some Nuka Results
Urgent Care and ER Utilization = 50%
Hospital Admissions = 53%
Specialist Utilization = 65%
Primary Care Utilization = 20%
HEDIS Outcomes and Quality = 75-90%ile
Employee Turnover Rate < 12% per year
Customer and Staff Satisfaction > 90%
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NEJM : 364: 23, June 9-2011, Arora S, Thornton K, Murata G
Design: Move Knowledge, Not People
Project ECHO
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ECHO Treatment Outcomes:
Equal to University Medical Center
Hepatitis C Outcome ECHO UNMH P-value
N=261 N=146
Minority 68% 49% P<0.01
SVR (Cure) Genotype 1 50% 46% NS
SVR (Cure) Genotype 2/3 70% 71% NS
SVR=sustained viral response
Arora S, Thornton K, Murata G. NEJM 2011; 364:23
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PEEK:
Telemedicine
at Scale
Design: Move Knowledge, Not People
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PEEK: 10,000
Children Screened
per Week by
Teachers in Kenya
Design: Assume Abundance
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DHAT Program:
Could Meet All Dental Health
Needs in Alaska’s Villages
with 70 DHAT’s
Alaska Dental Health AideTherapists - “DHAT”
45 Design: Assume Abundance
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Question: What Creates Health?
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Question: What Creates Health?...
Answer: Not Health Care!!
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420 Students:
20% of pupils in deciles 1-3
35% of pupils in deciles 4-7
45% of pupils in deciles 8
and 10
St Ninian’s Primary
School
Stirling, Scotland
At the Start:
45% of Pupils
Were Overweight
Design: Promote Wellbeing
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“Fit to play, fit to learn”
St Ninians Primary
School
Stirling
Scotland
Ms Elaine Wyllie
“The Daily Mile”
Three years later,
and, of 57 Primary
One children, not
one is overweight
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What If? – A New Care System Team (Nuka)
Lean Production (Denver Health)
Technology (PEEK)
Expanding Scope of Practice (ECHO)
Telehealth at the Home
New Workforce (DHAT’s)
Using the Abundance of Patient and Community Capacity
You can’t say, “It can’t be done.” It can be done.
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The Future State –
Most Can Be Winners
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BURDEN
TIME
CURRENT STATE
FUTURE STATE
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The Transition State:
Hard for All
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BURDEN
TIME
CURRENT
STATE
FUTURE
STATE
TRANSITION
STATE
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A Disruptive Question for the
“Business of Health Care”
What would you do if an
empty bed were more
profitable than a full bed?
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What Were We Thinking?
Recovering the moral
vocabulary that is
foundational in the pursuit
of health and healing.
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My 2007 Advice
1. Declare patient injuries an enemy,
and establish patient safety as a
shared goal.
2. Cease blame. Substitute science.
3. Assess where you are starting.
4. Collaborate with other nations to
pursue “Shared Aims.”
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My 2007 Advice
5. Establish knowledge exchange, and
increase peer-to-peer learning
6. Foster a community of expertise –
Faculty for Quality Improvement
and “Health Care Improvement
Fellows”
7. Reconvene annually to review,
reflect, learn and celebrate.
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So… Where Next for Wales?
• “Constancy of Purpose for Improvement”
• Linkage of Improvement of Care to
Sustainable Cost – A Focus on “Muda”
• Broadening the Agenda – beyond Safety
to Embrace All Dimensions of “Goodness”
• Lead the World in Community-Wide
Design and Improvement
• Push the Boundaries of “Patient and
Family Centered Care” (PFCC)
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Design of Integrative Care
1. Place the Patient at the Center
2. Individualize
3. Welcome Family and Loved Ones
4. Maximize Healing Influences within Care
5. Maximize Healing Influences outside Care
6. Rely on Sophisticated, Disciplined Evidence
7. Use All Relevant Capacities – Waste Nothing
8. Connect Helping Influences with Each Other
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The IHI Open School for
Health Professions:
254,000 Students
72 Nations
760 Local Chapters
www.ihi.org
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Congratulations, Wales!
Prudent Health Care –
Lead the Way for the World
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